HERTSMERE BOROUGH COUNCIL REPORT TO E-GOVERNMENT PROJECT BOARD

Size: px
Start display at page:

Download "HERTSMERE BOROUGH COUNCIL REPORT TO E-GOVERNMENT PROJECT BOARD"

Transcription

1 APPENDIX B1 HERTSMERE BOROUGH COUNCIL REPORT TO E-GOVERNMENT PROJECT BOARD Document Reference no: TITLE A DISCUSSION PAPER REGARDING THE ROLE CUSTOMER RELATIONSHIP MANAGEMENT (CRM) SOFTWARE COULD TAKE WITHIN HERTSMERE BOROUGH COUNCIL 1. ACTION RECOMMENDED 1.1 Project Board supports the implementation of CRM technology and identification of CRM champions at member, director and officer level across the authority in order to assist in the realisation of its corporate objective of aiming to be Best in Class. 1.2 Selection of preferred supplier and clear implementation plan to be presented to Project Board for approval end of July EXECUTIVE SUMMARY / PROPOSALS 2.1 Background CRM has always been on the IEG agenda but with varying degrees of importance for each individual authority. In some authorities it has been a major initiative, particularly where call centres have been developed. In other authorities it has been sidelined in favour of other projects that have been perceived as more easily achievable and more in line with the authorities priorities. However, the emphasis has changed significantly over the past 12 months. The Office of the Deputy Prime Minister (ODPM) has recently published the document Defining E-Government outcomes for 2005 to support the delivery of priority services & national strategy transformation agenda for local authorities in England. Within this document the Government has proposed a set of e-government priority outcomes, which it expects each local authority, as part of its e-government investment programme, to deliver by December CRM is highlighted as a tool which can assist in the achievement of three of these priority areas. However, it is the key to achieving a fourth priority outcome, ie priority area number 14 Making it easy for citizens to do business with the council The ODPM has identified CRM technology as an indispensable building block in modernising local government, and helping councils streamline service delivery. To this end it has sponsored a national e-government project that aims to provide local government with the essential tools and know how that will enable accelerated modernisation plans. These are required to underpin the provision of a local public service that is customer-focused, open, accessible, seamless and consistent across all points of service delivery. The national programme was launched in March 2004 and as a result such information is available through the national website to all local authorities, based on the experience of other flagship authorities, including partnerships. It is anticipated that through the various products available on the website and networking with other authorities, CRM will be a manageable and achievable project for all local authorities in England. 1

2 2.1.3 CRM can mean different things to different people. In its broadest terms it should be considered as a methodology or approach which focuses on customers, their needs and wants and appropriate ways of satisfying those needs and wants. This customer-focused approach can be facilitated and enhanced by CRM software applications, although it is not essential to the CRM approach. However, in line with the ODPM emphasis upon this enabling technology, throughout this document CRM will refer to the software that facilitates the customer focused approach across the whole authority Whilst the Hertfordshire countywide partnership project provides several software products, CRM is not one of them. As a consequence each Hertfordshire district/borough authority will have to address its own individual plan with regard to CRM, although the possibility of working with neighbouring authorities who have not yet implemented CRM should not be discounted. 2.2 Why should Hertsmere Borough Council consider implementing CRM? Councils are faced with a new approach to the delivery of services to customers. Customer expectations are higher and complaining about poor service and goods is more prevalent. The Government has a commitment to improving public services and criticism of poor performance is a major function of government departments in the drive to improve public services. The quality of customer experience delivered by local authorities must rise to meet this enhanced service expectation, or be viewed as second rate. Whilst 100 per cent customer satisfaction is an unrealistic target (particularly where taxes and fines are collected, and the authority has a duty to decline certain applications for benefits), experiences to date suggest that in authorities where CRM had been adopted, nearly all of the customers can be satisfied nearly all of the time In the Council s Corporate Plan five key aims have been identified, one of which is to be Best in Class. A high priority area, which underpins the five aims, is described as: Aiming to deliver excellent service to all the Council s customers and developing the organisational culture to become more customer focused. In order to achieve this aim the Council is currently developing a Customer Service Strategy which outlines its goals and sets out targets for performance management. It is anticipated that CRM will support this strategy by assisting in addressing some of the problems the Council faces with regard to providing services to the customer. These include: inconsistent customer experience confusing contact information for customers technically skilled staff with inconsistent customer-handling skills and competencies spending significant time interacting with customers who could be dealt with by trained customer service staff absence of corporate image and joined up service delivery requiring the customer to contact various council staff in order to complete transactions via independent and discrete access channels (so that the structure of the organisation dominates Hertsmere s customer service ethos rather than the preferences of the customer) lack of ownership of customer enquiries, lack of accountability of staff to the customer poor consistency of data across back office systems because the customer will rarely, if ever, tell every service area/department of a change in circumstances patchy customer histories across back office systems as only some systems have capacity to record customer relationship information (e.g. contact history, nature of contacts, status of current service interaction, etc.) anecdotal evidence used to support proposed business cases and subsequent decisions, and to forward plan for when customer services will be required to support business processes most (e.g. Council Tax billing) Where data is captured, it is held in local and unconnected systems and is not necessarily used to promote organisational learning customers needs assumed rather than known. 2

3 CRM can help to optimise service delivery mechanisms, enable better understanding of the customer and provide a more joined up service. CRM can support a front/back office split that allows staff with the best customer facing skills to spend more of their time using those skills. Likewise, professional and skilled administration staff are largely uninterrupted by routine customer enquiries. There is a potential for savings to be made by consolidating common business processes into the front or middle office, examples include authentication, payments handling and eligibility checking The BVPI General Survey 2003/04, published in March 2004, indicates that there has been a decrease in satisfaction with the overall service provided by the Council since the previous survey conducted in 2000/01. Whilst the survey does not cover all services, complaints handling across the authority was particularly mentioned. A key benefit of CRM is that it enables an authority to better quantify, understand and therefore manage the entirety of the service delivered to its customers. These improved metrics support the reengineering of business processes and organisational structures. This would initially assist in reaching optimum efficiency and then to continuously refine service delivery in line with changes in customer needs, legislation and technology. Ultimately, if the Council is better able to measure what it does then it can make more informed decisions both at a corporate and individual level. 2.3 How could CRM be implemented in Hertsmere Borough Council? In the first instance objectives for the implementation of CRM should be set. The National CRM Programme sets out in its Vision document the following objectives: improve service to customers enhance customer satisfaction increased organisational flexibility improve performance and response to customers requirements enhance image of local authority understand customer requirements and priorities reduce costs of service, re-profile business in line with customer demand increase revenues (for those services for which authorities can charge) anticipate changes in customer requirements and provide services (and ways of accessing those services) applicable to that changing need The Council would need to consider its approach to implementing CRM. There are two main concepts, wide and shallow and narrow and deep. Wide and shallow is a workflow, service-based concept with limited automated integration with the back office services. This generally involves providing a CRM front-end facility with the capability of capturing the service request. In the case of routine general enquiries this request would be resolved at the first point of enquiry. Similarly, where Waste Services are likely to use CRM as their back office system, most enquiries will also be resolved at this first point of contact. More detailed enquiries would be sent to the relevant service area (back office) where the person in that department receiving the request will satisfy the enquiry and confirm its completion to the front office. The change experienced by the service teams consists of revising their business processes to facilitate this manual procedure for tracking and resolving issues. The customer sees an improved service as all enquiries are tracked to resolution through the revised business processes. Since it is the manual procedures that are being revised, a high percentage of service teams are more likely to be brought on board at this early stage. Any integration of back office applications would be addressed in the future as part of the next step. Narrow and deep generally involves providing a CRM front-end facility which captures the service request and can access the back office system to satisfy that service request. Under this scenario the customer service agent can handle a more detailed service specific enquiry. Interactions are automated between different service providers to achieve maximum efficiency. However, as with wide and shallow approach, some areas of services are again 3

4 supported via the workflow based service request concept to achieve a wider coverage of the one stop shop concept and gain early benefits. The business process improvement and change management is established with a combination of reengineered automation and manual procedures. It may be that a combination of both of these concepts will ultimately be adopted, however, the wide and shallow approach would be the best starting point for HBC There are several other factors HBC would need to consider when putting together an implementation strategy for CRM, these include: Implementing CRM is a continual learning process and needs to be approached in manageable stages. Not all service areas will be supportive of the project initially. Following demonstrations of CRM products, early likely benefits are anticipated if CRM software was made available to customer services front facing staff where the early collection of information on customer interaction could help to build the business case for wider implementation across the authority. The newly appointed Head of Waste Services has previous experience of CRM in another local authority, where it was successfully used to manage telephone calls to the service, as well as monitoring correspondence, complaints and providing management information used in developing the service. In this case, CRM effectively becomes the back office system. The Head of Waste Services is extremely keen that waste services should be used as one of the first areas for the implementation of CRM where its success in a contact centre environment can be tested to the benefit of the rest of the organisation. Based on the research study carried out for HBC entitled Understanding demand for new channels of contact with the Council published in July 2003, residents of Hertsmere were overwhelmingly in favour of the telephone as their preferred means of contact with the Council. CRM is extremely effective in a contact centre environment where routine calls can be resolved at the first point of contact. However, public reaction to call centres can be negative, suggesting that they dehumanise contact and leave people feeling they have been processed rather than helped. Whilst one contact number for all council enquiries would be the preferred vision for the Council s CRM implementation strategy, this would need to be carefully monitored in the context of the customer experience as each service area was brought on board. A corporate approach needs to be taken with regard to the implementation of CRM and support for the project at the highest possible level needs to be identified and well publicised across the authority. 3. REASONS FOR RECOMMENDATION 3.1 The Council needs to demonstrate its commitment to improving services and continuous improvement in the level of customer satisfaction. The ODPM has identified CRM technology as the route to achieving this. 4. ALTERNATIVE OPTIONS 4.1 The ODPM states required e-government outcomes, by December 2005, as follows: Systems in place to ensure effective and consistent customer relationship management across access channels and to provide a first time fix for citizen and business enquiries, ie using a common database, which holds customer s records, to deliver services across different channels, and enabling joined-up and automated service delivery. 4

5 All and web form acknowledgements to include unique reference number allocated to allow tracking of enquiry and service response. 100 per cent of enquiries from the public responded to within one working day. In light of the above, the Council does not have an option of doing nothing, and whilst individual service areas have systems that could record such information these would not be easily joined-up to provide information corporately. 5. PLANNED TIMETABLE FOR IMPLEMENTATION 5.1 A more detailed timetable would be provided in the event the project goes ahead. However, the highest level of priority would be given to implementing this for customer and waste services. 6. CHANGE MANAGEMENT IMPLICATIONS 6.1 CRM is recognised as a change enabler that can support the modernisation and transformation of services, helping to develop customer focused organisations that put individuals and citizens at the very heart of everything that is done. CRM touches more points of the e-government model than any other form of enabler. It is an essential core building block in the Council s strategy to achieve targets for modernising government, achieving a real improvement in the quality of services and creating a customer-centric organisation that really meets the needs and expectations of citizens. 6.2 Over a period of time it is likely that CRM will have an impact on all areas within the Council. However, it is difficult to be specific about the actual change staff within the organisation will experience. This will depend upon the type of work they do and the service area they work in. Nonetheless, the most significant change seen within the service teams is likely to be the redefinition of their business processes (or workflow) as customer contact is initially processed by customer service agents and, where escalated to the back office service team for resolution, tracked to its point of completion and recorded. As the implementation timetable is developed, the Head of Organisational Development will work with staff in each service area affected, to ensure support, training and development is provided as required. 7. FINANCIAL AND BUDGET FRAMEWORK IMPLICATIONS 7.1 The detailed costs of the project cannot be established at this stage in time as a suitable supplier would need to be identified. However, based on some preliminary investigations of possible suitable suppliers, typical costs may be made up as follows: Year One Initial charge including site licence Implementation cost Support cost Membership of User Group Total Year Two Annual support of package 3 standard interfaces Membership of User Group Total In addition to the above, consideration would need to be given to upgrading, where necessary, individual computers where CRM software is to be installed. 5

6 8. HEALTH AND SAFETY IMPLICATIONS 8.1 None applicable for the purpose of this report. 9. AUTHOR 9.1 Jan Jukes Development Manager (Customer Services) Ext

To: All Members of the Property, Community & Support Services Scrutiny Committee

To: All Members of the Property, Community & Support Services Scrutiny Committee Democratic Services Your ref: Hertsmere Borough Council Our ref: Civic Offices Tel: 020 8207 7806 Elstree Way Email: james.hazlewood@hertsmere.gov.uk Borehamwood Fax: 020 8207 7482 Hertfordshire, WD6 1WA

More information

CABINET 18 th May 2006. Report of the Director of Partnerships and Customer Services

CABINET 18 th May 2006. Report of the Director of Partnerships and Customer Services CABINET 18 th May 2006 Report of the Director of Partnerships and Customer Services ITEM 12 CRM Development Purpose of the Report To present the business case for replacement of the Council s Customer

More information

CABINET. 12 January 2006 PROCUREMENT OF CUSTOMER RELATIONSHIP MANAGEMENT COMPUTER SOFTWARE. Report of the Assistant Chief Executive (CH)

CABINET. 12 January 2006 PROCUREMENT OF CUSTOMER RELATIONSHIP MANAGEMENT COMPUTER SOFTWARE. Report of the Assistant Chief Executive (CH) CABINET 12 January 2006 PROCUREMENT OF CUSTOMER RELATIONSHIP MANAGEMENT COMPUTER SOFTWARE Report of the Assistant Chief Executive (CH) RECOMMENDATION That Cabinet 1 confirm the approach to implementing

More information

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY Report by the Head of Roads Ayrshire Roads Alliance PURPOSE OF REPORT 1. The purpose of this report

More information

CABINET 9 th February 2006. Report of the Director of Partnerships and Customer Services

CABINET 9 th February 2006. Report of the Director of Partnerships and Customer Services CABINET 9 th February 2006 Report of the Director of Partnerships and Customer Services ITEM 11 CRM DEVELOPMENT Purpose of the Report To seek approval to the replacement for the Council s Customer Relationship

More information

Appendix D Programme Stream 6 CRM Procurement. Programme Stream 6 Remodelling of Customer Services Programme CRM Procurement

Appendix D Programme Stream 6 CRM Procurement. Programme Stream 6 Remodelling of Customer Services Programme CRM Procurement Programme Stream 6 Remodelling of Customer Services Programme CRM Procurement Recommendations That the Executive note CRM procurement will be put out to tender in 2010/11 and note the proposed phasing

More information

P1.0 CUSTOMER RELATIONSHIP MANAGEMENT - CRM VISION

P1.0 CUSTOMER RELATIONSHIP MANAGEMENT - CRM VISION Local e-government National CRM Programme P1.0 CUSTOMER RELATIONSHIP MANAGEMENT - CRM VISION Version: Version 1.0 Final Date: March 2004 Purpose of Document The purpose of this document is to clarify what

More information

CRM Initial Implementation PROJECT DOCUMENTATION PROJECT INITIATION DOCUMENT PID. Document Description. Version Number 0.1 Release Date Author

CRM Initial Implementation PROJECT DOCUMENTATION PROJECT INITIATION DOCUMENT PID. Document Description. Version Number 0.1 Release Date Author CRM Initial Implementation PROJECT DOCUMENTATION PROJECT INITIATION DOCUMENT PID Document Description Version Number 0.1 Release Date Author Sandy Spink Owner Spink Telecom Consultants Ltd Client Tunbridge

More information

Improving Resident and Customer Services Strategy

Improving Resident and Customer Services Strategy Improving Resident and Customer Services Strategy 2014 2018 ABOUT WOKINGHAM BOROUGH & OUR CUSTOMERS Wokingham Borough Council lies at the centre of a strong regional economy and has a generally healthy,

More information

Customer Management Strategy (2014-2017)

Customer Management Strategy (2014-2017) Customer Management Strategy (2014-2017) Version 1.1 Page 1 Foreword As technology improves, the demand for Council services to be available online and accessible 24/7 will increase as our customers choose

More information

Customer Service Strategy 2010-2013

Customer Service Strategy 2010-2013 Service Strategy 2010-2013 Introduction Our vision for customer service is: Oxfordshire County Council aims to deliver excellent customer service by putting our customers at the heart of everything we

More information

COMHAIRLE NAN EILEAN SIAR S CUSTOMER SERVICE STRATEGY

COMHAIRLE NAN EILEAN SIAR S CUSTOMER SERVICE STRATEGY S September 2008 CONTENTS INTRODUCTION...3 CUSTOMER RELATIONSHIP MANAGEMENT (CRM)...7 ACCESS CHANNELS...9 CUSTOMER CARE STANDARDS...13 PERFORMANCE & CONTINUOUS IMPROVEMENT...15 2 INTRODUCTION Background

More information

Decision Request Form INDIVIDUAL CABINET MEMBER

Decision Request Form INDIVIDUAL CABINET MEMBER Cabinet Office Location: 3E/05 Ext: 0472 DDI : 01895 250472 My Ref: SEC To: COUNCILLOR RAYMOND PUDDIFOOT LEADER OF THE COUNCIL COUNCILLOR JONATHAN BIANCO CABINET MEMBER FOR FINANCE AND BUSINESS SERVICES

More information

Managing Customer. Relationships

Managing Customer. Relationships Managing Customer Relationships A guide to help you identify a range of areas to address in order to get the most from your relationships with your customers Managing customer relationships should be seen

More information

Connect Renfrewshire

Connect Renfrewshire How the council will use its information and technology assets to achieve successful change Contents Strategy Context 2 Digital Delivery and Citizen Engagement 4 Operational Excellence and Transformation

More information

Appendix 10: Improving the customer experience

Appendix 10: Improving the customer experience Appendix 10: Improving the customer experience Scottish Water is committed to delivering leading customer service to all of our customers. This means we deliver the following activities: We will ensure

More information

Tameside Customer Contact & Care Strategy

Tameside Customer Contact & Care Strategy Tameside Customer Contact & Care Strategy Tameside Customer Contact and Care Strategy 1. Purpose The purpose of this document is to outline the current situation with regard to the authority s customer

More information

Service Excellence Strategy

Service Excellence Strategy Service Excellence Consolidated report and recommendations SERVE Our standards and commitment to being service-focused and responsive. Contents 3 Executive summary 4 A picture of the future Customer service

More information

Information Services Strategy for Hertsmere Borough Council (Draft) April 2008

Information Services Strategy for Hertsmere Borough Council (Draft) April 2008 Information Services Strategy for Hertsmere Borough Council (Draft) April 2008 Produced by Graeme Gunn-Roberts Chief Information Officer Version 0.07 1 TABLE OF CONTENTS Introduction... 3 Executive Summary...

More information

ABERDEEN CITY COUNCIL. Name of Committee : Resources Management Committee

ABERDEEN CITY COUNCIL. Name of Committee : Resources Management Committee ABERDEEN CITY COUNCIL Name of Committee : Resources Management Committee Date of Meeting : 29 March 2007 Title of Report : CRM System Procurement Lead Officer : Jacek Nowak, Head of Customer Relations

More information

Client Communication Portal Project

Client Communication Portal Project Client Communication Portal Project In 2014 Sunnyfield was awarded a grant by the Organisation Transition Fund to develop a Client Communication Portal. The aim of the project was to enhance person centred

More information

Shropshire Highways Draft Asset Management and Communications Strategy and Implications of Department for Transport Incentivised funding

Shropshire Highways Draft Asset Management and Communications Strategy and Implications of Department for Transport Incentivised funding Committee and Date Cabinet 14 th October 2015 Shropshire Highways Draft Asset Management and Communications Strategy and Implications of Department for Transport Incentivised funding Responsible Officer

More information

Supply Chain Strategy 2015

Supply Chain Strategy 2015 Supply Chain Strategy 2015 Supply Chain Strategy Introduction and context Accountable owner and operator Highways England has been set an unprecedented challenge through the first ever Road Investment

More information

Planning & Building Standards. Draft Customer Engagement Strategy August 2015

Planning & Building Standards. Draft Customer Engagement Strategy August 2015 Draft Customer Engagement Strategy August 2015 1. Introduction 1. Who are our customers? 2. What is engagement? 2. Consulting with our customers 7. Communicating with our customers 9. Planning information

More information

ATTACHMENTS: 1. CUSTOMER EXPERIENCE PROGRAM CHART

ATTACHMENTS: 1. CUSTOMER EXPERIENCE PROGRAM CHART INFORMATION REPORT REPORT TITLE: ITEM NUMBER: 1176 DATE OF MEETING: 14 JULY 2014 AUTHOR: JOB TITLE: RESPONSIBLE OFFICER: JOB TITLE: COMMUNITY GOAL: CUSTOMER EXPERIENCE PROGRAM ANNABEL SHINKFIELD MANAGER

More information

e-government in London

e-government in London Economic and Social Development e-government in London Improving public services for a globally competitive capital A report by the Economic and Social Development Committee July 2003 e-government in London

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

Customer Service Software System Business Case Lead Officer:

Customer Service Software System Business Case Lead Officer: Agenda item: 17 Committee: CABINET Date of meeting: 21 November 2012 Subject: Customer Service Software System Business Case Lead Officer: Head of ICT Portfolio Holder: Resources - Councillor T Oliver

More information

Tameside Metropolitan Borough Council: Using customer insight to empower citizens

Tameside Metropolitan Borough Council: Using customer insight to empower citizens Tameside Metropolitan Borough Council: Using customer insight to empower citizens Tameside Council has been in the vanguard of some of the most innovative approaches to customer-focused services in the

More information

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page

More information

Community and Housing - Empty Property Strategy

Community and Housing - Empty Property Strategy Community and Housing - Empty Property Strategy Strategic Objective: Epsom and Ewell Borough Council is committed to minimising the number of empty homes in the Borough The Council is committed to a Corporate

More information

Customer Service Charter

Customer Service Charter Customer Service Charter Single entry point to government 13 23 24 www.service.sa.gov.au Service SA - the State Government's single entry point to government services and information What we do We provide

More information

Complaint and Concern handling and learning

Complaint and Concern handling and learning TAUNTON & SOMERSET NHS FOUNDATION TRUST Complaint and Concern handling and learning Report to: Trust Board on 25 September 2013 Purpose of the Report: (Please type in Bold) This report sets out how the

More information

Digital Britain One: Shared infrastructure and services for government online

Digital Britain One: Shared infrastructure and services for government online REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 1589 SESSION 2010 2012 9 DECEMBER 2011 Cross government Digital Britain One: Shared infrastructure and services for government online 4 Key facts Digital

More information

PART FIVE Charter Report and Performance Measures

PART FIVE Charter Report and Performance Measures PART FIVE Charter Report and Performance Measures PART FIVE Charter Report and Performance Measures 79 NEW ZEALAND INLAND REVENUE Annual Report 2004 80 PART FIVE Charter Report and Performance Measures

More information

Role Profile. Directorate Corporate Support Department Customer Service and Business Transformation

Role Profile. Directorate Corporate Support Department Customer Service and Business Transformation Role Profile Job Title Head of Customer Service Job No. (Office Use) C6029 Band/Band Range-(for career grades) Grade J Directorate Corporate Support Department Customer Service and Business Transformation

More information

National Contact Management Strategy

National Contact Management Strategy National Contact Management Strategy 2012 NCMS 2012 NOT PROTECTIVELY MARKED 4 National Contact Management Strategy (NCMS) This document has been produced by the Association of Chief Police Officers (ACPO)

More information

Quality Standard Customer Service Complaints Handling

Quality Standard Customer Service Complaints Handling Quality Standard Customer Service Complaints Handling Version 1 Date:- 2 nd December 2010 Page 1 Contents INTRODUCTION 4 OVERVIEW OF THE COMPLAINTS STANDARD 5 FRAMEWORK 6 MANDATORY SECTIONS 7 SECTION 1

More information

Programme Manager Relationship Management System

Programme Manager Relationship Management System Programme Manager Relationship Management System Russam Ref 4573 Job Profile This document is a generic description for the role. Any specific requirements in the published advert should also be taken

More information

Digital Marketplace - G-Cloud

Digital Marketplace - G-Cloud Digital Marketplace - G-Cloud CRM Services Core offer 9 services in this area: 1. Dynamics CRM Upgrade Services Utilising this service, Core will undertake an evaluation of your current CRM platform. We

More information

CUSTOMER SERVICE EXCELLENCE

CUSTOMER SERVICE EXCELLENCE CUSTOMER SERVICE EXCELLENCE STANDARD 2 Table of Contents The starting point 4 Criterion 1 Customer Insight 5 1.1 Customer Identification 5 1.2 Engagement and Consultation 6 1.3 Customer Satisfaction 7

More information

Technology Review Feedback Vale of Glamorgan Council

Technology Review Feedback Vale of Glamorgan Council Technology Review Feedback Vale of Glamorgan Council Audit year: Annual Improvement Assessment 2011 Issued: October 2011 Document reference: 538A2011 Status of report The person who delivered the work

More information

Social Security Department. Business Plan 2015

Social Security Department. Business Plan 2015 Social Security Department Business Plan 2015 CONTENTS Foreword. Page 2 Introduction... Page 3 Structure.. Page 4 Summary of key objectives. Page 5 Key initiatives and targets for 2015... Page 7 Net revenue

More information

HOUSE OF COMMONS HEALTH COMMITTEE INQUIRY INTO COMPLAINTS AND LITIGATION

HOUSE OF COMMONS HEALTH COMMITTEE INQUIRY INTO COMPLAINTS AND LITIGATION HOUSE OF COMMONS HEALTH COMMITTEE INQUIRY INTO COMPLAINTS AND LITIGATION SUBMISSION FROM NATIONAL VOICES Summary and Recommendations 1. Effective complaints handling is a vital impetus to improving quality

More information

Guide to buying CRM Software

Guide to buying CRM Software Guide to buying CRM Software How to choose the right CRM Software for your business CONTENTS About Computer Weekly 3 About Approved Index 4 Introduction 5 The basics 6 Types of CRM 8 Operational CRM 8

More information

Digital Strategy. Digital Strategy. 2015 CGI IT UK Ltd. Digital Innovation. Enablement Services

Digital Strategy. Digital Strategy. 2015 CGI IT UK Ltd. Digital Innovation. Enablement Services Digital Strategy Digital Strategy Digital Innovation Enablement Services 2015 CGI IT UK Ltd. Contents Digital strategy overview Business drivers Anatomy of a solution Digital strategy in practice Delivery

More information

Council Meeting, 26/27 March 2014

Council Meeting, 26/27 March 2014 Council Meeting, 26/27 March 2014 HCPC response to the Final Report of A Review of the NHS Hospitals Complaint System Putting Patients Back in the Picture by Right Honourable Ann Clwyd MP and Professor

More information

Service First is a core value of the Council, expressing its firm ambition to become a more customer focused organisation

Service First is a core value of the Council, expressing its firm ambition to become a more customer focused organisation Service First Customer Services Strategy 1. Introduction Service First is a core value of the Council, expressing its firm ambition to become a more customer focused organisation The aim of this document

More information

ORAL STATEMENT ON ACCESS TO JUSTICE REVIEW FINAL REPORT: 13 SEPTEMBER 2011

ORAL STATEMENT ON ACCESS TO JUSTICE REVIEW FINAL REPORT: 13 SEPTEMBER 2011 ORAL STATEMENT ON ACCESS TO JUSTICE REVIEW FINAL REPORT: 13 SEPTEMBER 2011 Members will have heard me speak previously, in this chamber and elsewhere, of the opportunities that the devolution of justice

More information

KPMG Advisory. Microsoft Dynamics CRM. Advisory, Design & Delivery Services. A KPMG Service for G-Cloud V. April 2014

KPMG Advisory. Microsoft Dynamics CRM. Advisory, Design & Delivery Services. A KPMG Service for G-Cloud V. April 2014 KPMG Advisory Microsoft Dynamics CRM Advisory, Design & Delivery Services A KPMG Service for G-Cloud V April 2014 Table of Contents Service Definition Summary (What s the challenge?)... 3 Service Definition

More information

Worcestershire Hub Shared Service Business Plan and Budget: 2015-2016 (Version 1.0)

Worcestershire Hub Shared Service Business Plan and Budget: 2015-2016 (Version 1.0) Worcestershire Hub Shared Service Contents Worcestershire Hub Shared Service Business Plan and Budget: 2015-2016 (Version 1.0) 1. Background... 3 2. Our Customers... 3 3. Approach... 5 4. Outcomes... 7

More information

Giving social housing a makeover

Giving social housing a makeover GAZETTEER INTELLIGENT MOBILE FOR HOUSING MYPORTAL HOUSING e-services MANAGEMENT INFO TASK MANAGER Housing is the market-leading information system that lets you manage social housing in the most efficient

More information

LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW (papers relied on to write the report but which are not published and do not contain exempt information)

LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW (papers relied on to write the report but which are not published and do not contain exempt information) 9 COMMITTEE: EXECUTIVE REF NO: E/14/43 DATE: 7 OCTOBER 2014 SUBJECT: CUSTOMER ACCESS STRATEGY 2013-16: CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM (CRM) REPLACEMENT PORTFOLIO HOLDER: COUNCILLOR NEIL MACDONALD

More information

Housing Stock Transfer - A Tenant's Guide

Housing Stock Transfer - A Tenant's Guide Contents Introduction...2 What is housing transfer?...2 The key stages and the role tenants play...3 Condition of the stock and repairs...3 Value of the housing and how this will affect rent levels and

More information

Web & Customer Access Strategy

Web & Customer Access Strategy Page 1 of 14 DACORUM BOROUGH COUNCIL Web & Customer Access Strategy AUTHOR RESPONSIBLE OFFICER Katie Warner, Customer Insight Officer Murtaza Maqbool, Web Development Officer David Gill, Group Manager

More information

LONDON BOROUGH OF ENFIELD CORPORATE DEBT MANAGEMENT POLICY

LONDON BOROUGH OF ENFIELD CORPORATE DEBT MANAGEMENT POLICY LONDON BOROUGH OF ENFIELD CORPORATE DEBT MANAGEMENT POLICY 1. Introduction This document sets out the Council s policy for the billing, collection and enforcement of Council debt. Debt management is the

More information

OUR COMMITMENT TO YOU STRATEGY FOR DELIVERING A GREAT CUSTOMER EXPERIENCE. Business document

OUR COMMITMENT TO YOU STRATEGY FOR DELIVERING A GREAT CUSTOMER EXPERIENCE. Business document OUR COMMITMENT TO YOU STRATEGY FOR DELIVERING A GREAT CUSTOMER EXPERIENCE Business document Devon County Council s Customer Access Strategy 2006 1 CONTENTS Section Page Foreword 3 1 Introduction 4 2 Link

More information

The Connected CFO a company s secret silver bullet?

The Connected CFO a company s secret silver bullet? a company s secret silver bullet? Imagine if the Chief Financial Officer (CFO) had a real-time dashboard of the business that automatically alerted him or her to specific triggers about the financial performance

More information

1 Context. 2 Background. CiCS Development Portfolio Definition 2015 Background

1 Context. 2 Background. CiCS Development Portfolio Definition 2015 Background CiCS Development Portfolio Definition 2015 Background 1 Context CiCS Vision We will be an innovative and influential department, respected by the University and recognised as a leader in the sector, delivering

More information

Customer Relationship Management

Customer Relationship Management Customer Relationship Management by Professor Adrian Payne Director Centre for Relationship Marketing, Cranfield University Introduction Customer Relationship Management (CRM) is developing into a major

More information

Appendix 1 MEDWAY COUNCIL E-PROCUREMENT STRATEGY

Appendix 1 MEDWAY COUNCIL E-PROCUREMENT STRATEGY Appendix 1 MEDWAY COUNCIL E-PROCUREMENT STRATEGY CONTENTS 1. Definition 3 2. Current Position 3 3. The Future 5 4. Drivers for Change 6 5. Issues/Risks 6 6. Timetable 6 7. Additional Information 8 Page

More information

Customer Service Strategy

Customer Service Strategy Customer Service Strategy Gateshead Council Customer Services your bridge to council services. Foreword The Local Government Context Customer service the national context Customer expectations are continually

More information

GovHK: One-stop Portal to Deliver Citizen-centric Services. Linda So Deputy Government Chief Information Officer HKSAR Government

GovHK: One-stop Portal to Deliver Citizen-centric Services. Linda So Deputy Government Chief Information Officer HKSAR Government GovHK: One-stop Portal to Deliver Citizen-centric Services Linda So Deputy Government Chief Information Officer HKSAR Government 1 Vision for the e-government programme Use information technology to provide

More information

Developing Shared Services in The Public Sector

Developing Shared Services in The Public Sector Developing Shared Services in The Public Sector How to develop and manage an accountable shared IT infrastructure that creates value and reduces cost Contents page Introduction 03 1. Focus on value creation

More information

Customer Service Strategy 2008-10

Customer Service Strategy 2008-10 Customer Service Strategy 2008-10 November 2008 Better homes, better lives CONTENTS OUR CUSTOMER SERVICE ETHOS 5 OUR CUSTOMER SERVICE OUTCOMES 6 NATIONAL AND LOCAL POLICY CONTEXT 7 OUR STRATEGIC FRAMEWORK

More information

Performance Detailed Report. May 2008. Review of Performance Management. Norwich City Council. Audit 2007/08

Performance Detailed Report. May 2008. Review of Performance Management. Norwich City Council. Audit 2007/08 Performance Detailed Report May 2008 Review of Performance Management Audit 2007/08 External audit is an essential element in the process of accountability for public money and makes an important contribution

More information

Overview Mr C, who is a prisoner, complained that the prison health centre was restricting his access to the NHS complaints procedure.

Overview Mr C, who is a prisoner, complained that the prison health centre was restricting his access to the NHS complaints procedure. Scottish Parliament Region: South of Scotland Case 201203514: Ayrshire and Arran NHS Board Summary of Investigation Category Health: Prison Health Care; complaints handling Overview Mr C, who is a prisoner,

More information

Strategic Plan 2015-18 v1. Page 1 of 21. onesource supporting public services

Strategic Plan 2015-18 v1. Page 1 of 21. onesource supporting public services Strategic Plan 2015-18 v1 Page 1 of 21 Contents Purpose... 3 Our journey so far... 3 Strategic direction... 4 Strategic aims... 4 Core values... 5 Strategy map... 5 Supporting the councils we work with...

More information

Due to very high satisfaction ratings (98%) from 2001 survey, a customer satisfaction survey for cesspool emptying has not been undertaken since.

Due to very high satisfaction ratings (98%) from 2001 survey, a customer satisfaction survey for cesspool emptying has not been undertaken since. Best Value Service Improvement Plan Street Cleaning and Cesspool Emptying APPENDIX 1 Agreed Action Progress to Date Future Actions Consultation To periodically repeat customer satisfaction surveys to gauge

More information

Research Report. Customer Perceptions Survey 2015 Fire and Rescue Authorities and Services

Research Report. Customer Perceptions Survey 2015 Fire and Rescue Authorities and Services Research Report Customer Perceptions Survey 2015 Fire and Rescue Authorities and Services Prepared for: Local Government Association (LGA) Prepared by: BMG Research Customer Perceptions Survey 2015 Fire

More information

Policy Statement 16/2006. Acute and Multidisciplinary Working

Policy Statement 16/2006. Acute and Multidisciplinary Working RCN Policy Unit Policy Statement 16/2006 Acute and Multidisciplinary Working The Royal College of Nursing of the United Kingdom and the Royal College of Physicians (London) September 2006 Royal College

More information

INFORMATION TECHNOLOGY STRATEGIC PLAN - 2011-2015

INFORMATION TECHNOLOGY STRATEGIC PLAN - 2011-2015 INFORMATION TECHNOLOGY STRATEGIC PLAN - 2011-2015 This page has been left deliberately blank TABLE OF CONTENTS 1. Introduction... 1 2. Background... 1 2.1. About the office... 1 2.2. Current ICT Environment...

More information

Strategy and 2015 Business Plan. The Specialist Property Law Regulator

Strategy and 2015 Business Plan. The Specialist Property Law Regulator Strategy and 2015 Business Plan The Specialist Property Law Regulator Contents Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 FOREWORD OUR VISION, MISSION AND VALUES THE REGULATORY FRAMEWORK THE POLICY ENVIRONMENT

More information

CONTENTS Introduction Call tracking Case Study Call Tracking tools Testimonials The Mediahawk Experience conclusion Request Demo

CONTENTS Introduction Call tracking Case Study Call Tracking tools Testimonials The Mediahawk Experience conclusion Request Demo 1 CONTENTS 1. Introduction 3 2. Call tracking Case Study Abbott Moore 4 3. Call Tracking tools For Financial Services 6 4. Testimonials 9 5. The Mediahawk Experience 10 6. conclusion 12 7. Request a Demo

More information

Service Desk Institute 10 Steps To Successful ITSM Tool Selection

Service Desk Institute 10 Steps To Successful ITSM Tool Selection Service Desk Institute 10 Steps To Successful ITSM Tool Selection Introduction The one decision that really makes a difference for both consumers of IT and our service desk analysts is the one to replace

More information

Customer Experience Strategy and Program Progress Report January to December 2015 (D16/9882)

Customer Experience Strategy and Program Progress Report January to December 2015 (D16/9882) INFORMATION REPORT COUNCIL 26 February 2016 Organisational Services & Excellence Customer Experience Strategy and Program Progress Report January to December 2015 (D16/9882) Background In July 2014, Council

More information

How To Help Your Business Succeed With A Single Community Care Record

How To Help Your Business Succeed With A Single Community Care Record Microsoft Dynamics CRM Solutions for Healthcare Optevia provide solutions for the Health Sector built in Microsoft Dynamics CRM. These solutions: save money while increasing quality Provide an excellent

More information

Report by the Executive Director Residents Services and the Director of Customer Services

Report by the Executive Director Residents Services and the Director of Customer Services Agenda Item No. 4 Performance & Finance Select Committee 3 September 2015 Proposal for New Customer Experience Report by the Executive Director Residents Services and the Director of Customer Services

More information

Customer Service Cluster Manager

Customer Service Cluster Manager London Borough of Camden JOB PROFILE Cluster POSITION TITLE: cluster manager DIRECTORATE: Culture and Environment DIVISION: Culture and customer service JOB FAMILY: SERVICE: service GRADE: PO6 REPORTS

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK

NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK 09/26 NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK EXECUTIVE SUMMARY From April 2009 an NHS wide common approach to complaint handling comes in to effect. This provides

More information

Data Quality: Review of Arrangements at the Velindre Cancer Centre Velindre NHS Trust

Data Quality: Review of Arrangements at the Velindre Cancer Centre Velindre NHS Trust Data Quality: Review of Arrangements at the Velindre Cancer Centre Velindre NHS Audit year: 2010-11 Issued: August 2012 Document reference: 358A2012 Status of report This document has been prepared for

More information

Community Shares Practitioner Training and Licensing

Community Shares Practitioner Training and Licensing Community Shares Practitioner Training and Licensing January 2016 Contents Introduction... 4 Becoming a licensed practitioner... 4 Other materials... 5 Skills Specification... 6 Functional analysis...

More information

Customer Experience Strategy

Customer Experience Strategy Customer Experience Strategy 2012 2017 Strategy owner: Executive Director Customer Services Customer Experience Strategy Feb 2013 v1.2 1 Defining and implementing a new Customer Experience strategy The

More information

Transform your data to increase CRM effectiveness

Transform your data to increase CRM effectiveness Transform your data to increase CRM effectiveness An Experian report May 2014 Transform your data to increase CRM effectiveness - 1 Table of contents 1 Customer Relationship Management continues to grow

More information

MICROSOFT DYNAMICS CRM

MICROSOFT DYNAMICS CRM MICROSOFT DYNAMICS CRM SERVICE DEFINITION G-CLOUD Commercial-in-Confidence civil.lockheedmartin.co.uk SECTION 1 LOCKHEED MARTIN S MICROSOFT DYNAMICS CRM CAPABILITY INTRODUCTION Lockheed Martin offers a

More information

Treating customers fairly

Treating customers fairly Treating customers fairly August 2015 Our promise to treat you fairly At SSE we are committed to giving excellent service and treating customers fairly. We are proud of our track record on this. However,

More information

2015 EDUCATION PAYROLL LIMITED STATEMENT OF INTENT

2015 EDUCATION PAYROLL LIMITED STATEMENT OF INTENT 2015 EDUCATION PAYROLL LIMITED STATEMENT OF INTENT Published in August 2015 Education Payroll Limited 2015 EDUCATION PAYROLL LIMITED STATEMENT OF INTENT CONTENTS Foreword 3 Who We Are 4 What We Do 5 How

More information

COMMENTS, COMPLAINTS AND COMPLIMENTS POLICY

COMMENTS, COMPLAINTS AND COMPLIMENTS POLICY COMMENTS, COMPLAINTS AND COMPLIMENTS POLICY DOCUMENT STATUS SCOPE Unclassified This policy sets out Genesis Housing Association's approach to managing complaints from customers. This policy does not cover

More information

Treating. A simple guide to our Standards of Conduct and how we work for you. fairly

Treating. A simple guide to our Standards of Conduct and how we work for you. fairly Treating A simple guide to our Standards of Conduct and how we work for you fairly Setting our standards Just like our energy we re keeping our Standards of Conduct simple and clear. That way, our people

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan 1. Introduction and Overview Relationship Manager (Banking) Assessment Plan The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It forms a key

More information

Now Showing: Star Social Customer Service

Now Showing: Star Social Customer Service Now Showing: Star Social Customer Service Odeon uses Conversocial to develop a complete in-house social engagement program. Study ODEON is the largest cinema chain in Europe with over one hundred cinemas,

More information

FUNDING APPROVAL FOR IMPLEMENTATION OF CLOUD-BASED PRODUCTIVITY AND COLLABORATION TOOLS (OFFICE 365)

FUNDING APPROVAL FOR IMPLEMENTATION OF CLOUD-BASED PRODUCTIVITY AND COLLABORATION TOOLS (OFFICE 365) London Borough of Hammersmith & Fulham CABINET 2 NOVEMBER 2015 FUNDING APPROVAL FOR IMPLEMENTATION OF CLOUD-BASED PRODUCTIVITY AND COLLABORATION TOOLS (OFFICE 365) Report of the Leader - Councillor Stephen

More information

Our complaints policy has introduced a consistent definition of a complaint across Great Places:

Our complaints policy has introduced a consistent definition of a complaint across Great Places: Report Title: A Year of Resolution? Author: Mike Glennon CSV Date: 26 th June 2015 CSV Priority: Championship Introduction: In 2013 we launched a new approach to complaint resolution which, although prevalent

More information

How to Choose a CRM System

How to Choose a CRM System When it comes to Customer Relationship Management (CRM) it s important to understand all the benefits of an integrated system before beginning your selection process. That s why we created this guide to

More information

Client Complaints Management Policy Summary

Client Complaints Management Policy Summary Client Complaints Management Policy Summary Purpose The purpose of this Policy is to: Provide an avenue for client communication and feedback; Recognise, promote and protect the client s rights, including

More information

Customer Feedback Management Policy

Customer Feedback Management Policy Customer Feedback Management Policy Version 2.0 Table of Contents 1 Document Control... 3 1.1 Document Information... 3 1.2 Document History... 3 1.3 Scheduled amendments... 3 1.4 Document Approvals...

More information

Date: 4th June 2009. Policy, Performance and Communications Manager and Head of Business Transformation

Date: 4th June 2009. Policy, Performance and Communications Manager and Head of Business Transformation To: City Executive Board Date: th June 009 tem No: Report of: Title of Report: olicy, erformance and Communications Manager and Head of Business Transformation Rollout of Customer Relationship Management

More information

January 2016. Brand and Campaigns Executive: Information for Candidates

January 2016. Brand and Campaigns Executive: Information for Candidates January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you

More information

Customer Relationship Management

Customer Relationship Management IBM Global Business Services CRM Customer Relationship Management Solutions from IBM Global Business Services Do you really know your customers? How do they like to interact with you? How do they use your

More information