Ascham Homes Digital Strategy Project Executive Summary. November 2014

Transcription

1 Ascham Homes Digital Strategy Project Executive Summary November

2 Contents This document is a report for phase one of the Ascham Homes Digital Strategy. It represents the design for a future model for customer contact, which supports the desire of Ascham Homes to provide services digitally by default as set out in the Digital Strategy The design enables customer contact across all services to be primarily delivered through digital channels whilst continuing to offer additional support to the vulnerable and those in need. Section Page Context 3 Approach 4 Current State Overview 5 Key Recommendations 6 Future model for customer contact 7 Enabling solutions 8 Business case 9 Implementation Plan 10 Recommendations and next steps 11 2

3 Context Digital reality Customers changing expectations People are using digital technologies increasingly in their daily lives, and this trend is disrupting how services are traditionally delivered, both in the public and private sector. Our customers Ascham Homes customers are no exception when it comes to their expectations as customers, and the increasing uptake of digital technologies Digital Converts take over from Traditional Consumers as the largest customer segment AND BEYOND Digital Natives become the majority consumers 60% of residents have access to the internet at home through the internet or mobile. A low number when compared to results from peers Approximately 20% of residents may have difficulty with written information for a number of reasons (e.g. dyslexia/low literacy/english as a second language etc.) 62% of Ascham Homes tenants are in receipt of some housing benefit. Through universal credit, tenants will have to claim benefits online Why is this important for Ascham Homes? Digital exclusion impacts Ascham s customers financially, educationally, and increases social isolation and levels of depriva tion. The introduction of welfare reform legislation in 2013, further highlighted the need for social housing to review their digital landscape and address the main barriers to digital services. At the same time Ascham Homes receives a high volume of telephone calls across its service area and it is projected that 200,000 telephone calls will be received in 2014/15, and there is a gap in using digital services as a primary customer engagement tool (91% of calls received during a 5 week snapshot poll related to transactional tasks or information requests that could have been handled online Improving the outcomes for customers is at the heart of the Digital Strategy Project and embracing the principle of digital by default presents exciting opportunities for Ascham to: Create a high quality, consistent customer experience; Meet residents changing expectations while continuing to support their needs, including those with greater and more complex needs; and, Help to deliver savings across departments 3

4 Approach Approach to Phase 1 In opportunity workshops, each department identified opportunities for improving the customer experience, automating processes and shifting them to digital channels In the opportunity and to be workshops In to-be workshops, following a RAG analysis of the opportunities, each department mapped out their processes and we developed a list of key recommendations, which will change and improve the way customer contact is delivered. Costs were assigned to the solutions and savings were then calculated for each process within each department by four benefit levers (avoidable contact, channel shift, process improvement and better use of resources). These informed the implementation plan. September 2014 Opportunity analysis: Analysis of over 200 opportunities identified in workshops. To Be workshop: 3 workshops with departments to map out the future state of customer processes. Costing: Cost the solutions that will enable the future customer contact model. Implementation plan: Prioritise solutions against cost, benefit and ease of implementation. Develop phased implementation plan, which links to other changes and projects in service areas. Design phase: The programme working with departments to design the future digital model for customer contact. Effort spent on Savings levels Opportunity customer processes: Calculation of the workshop: 3 Working with service FTE required for workshops with areas to understand the future departments to how much FTE time is identify opportunities currently spent on for digitisation. customer processes customer contact model. November 2014 Go/No Go decision by Management Board, on what is to be taken forward into implementation. 4

5 Current state What have we found? Strengths Strong desire to embrace digital opportunities There is a basis of online functionality across departments Basis of web content is in place Online forms for reports, service requests and applications Ascham Homes can be a first point of contact to support our citizens Opportunities There is an opportunity to create a single, consistent digital approach across Ascham A high volume of customer calls are received, from rent queries to housing solutions queries. Reducing the volume of inbound calls would free-up customer-facing staff to work on more complex problems and prioritise the residents who need the most help. Channel shift would ensure the most efficient use of resources A snapshot poll of calls undertaken over a 5 week period ending March 2014 showed that 91% of calls related to transactional tasks or information requests which are currently available through Ascham s website. The challenge and opportunity for Ascham is to encourage these customers to use the online channel The take-up of online would be significantly enhanced if information and e-forms could be accessed through an online portal and by mobile There is an opportunity to use digital not only as a platform for self-service but also to signpost customers to other services and sources of information from which they would benefit The success of the future digital model will be dependent on the adoption of a consistent approach across Ascham Homes and the delivery of simple digital solutions focused on meeting customer needs. 5

6 What are the key recommendations? Benefit type Avoidable contact (reduce or remove demand such as progress chasing or complaints) Channel shift (shifting demand to cheaper access channels e.g. Web, and promoting self-service) Recommendations 1. Send out automatic acknowledgement s/texts so customers know that their request is/has being/been dealt with and therefore reduce the number of call back enquiries 2. Update website to provide clear information and advice, up-to-date content on eligibility criteria, and descriptions of processes 3. Provide clear signposting to other services and also between Ascham website and LBWF website 4. Use interactive decision tree to calculate housing benefits 1. Create online account system through which applications can be made and e-forms accessed, meaning that forms are all located in one place and encouraging use of online channel 2. Allow for mobile responsive design 3. Create online forms reducing the amount of effort spent on processing applications 4. Replace current paper forms with new online forms with a document upload facility, integrated with iworld (where appropriate). 5. Completely remove paper forms and postal communication 6. Create online booking system (homelessness applications/reporting repairs) reducing the amount of time spent on managing appointments 7. Assisted digital will be in place to support customers through the online process. This service is aimed at customers who are unable to self-serve online themselves, or don t have access to the internet at home. 6

7 SERVVICE AREA Future Model for Customer Contact The future model for customer contact shows what will and what won t be happening in the department in the future, the split between online and assisted digital, and an example customer journey for one of the processes in a department. How will the service be delivered in the future? A shift to using online channel only where possible, encouraged by creation of online accounts for customers Website content will be clear and up to date and signposting will be used to advertise other services Online forms will be used to deal with information and service requests An online booking system will be used to deal with apppointments Electronic communications such as and text will be sent to customers by default, reducing need to post letters or contact via telephone Online services to be designed for use on smartphone/mobile devices Assisted digital will be in place to support customers unable to self-serve online. This will take the form of telephone support from the Call Centre and face to face provision at Cedar Wood House. Approx. TBC% of transactions are expected to be provided for in this way Assisted Digital (30%) Customers Online (70%) Common digital entry point for customers Information Service request Selfassessment Reduce demand Shift demand What will no longer happen in the department? No paper forms No postal communication Reduced time spent on processing service requests, due to increased selfservice and automation of processes. Minimum general enquiry handling will occur in the service area Minimal manual intervention in dealing with enquiries and service requests Reduce the use of unstructured s directly to a shared mailbox. Reduce the manual creation of records/cases in iworld. General admin Assessment Service delivery

8 Enabling solutions Overview Below is a summary of the key recommended technology solutions, which will enable the future digital model for customer contact. On the following slides the solutions, and the processes they apply to, are listed in detail. Solutions Details Online Account An online portal should serve as a single point of access for customers to Ascham Homes services, encouraging the use of the online channel Online Form Automated /Text Booking System Mobile App/Mobile Responsive Design This pattern applies to the largest number of opportunities, and will enable a high level of efficiencies. 34 opportunities highlighted the need for the completion of online forms Online forms should be structured into common content blocks, whereby forms can be easily configured with pre-defined content for collection, for example customer name and address. This will make it easier for online functionality to be extended, as the Ascham s online presence grows. Online forms will be integrated with CRM or LoB systems, where this is appropriate. For relevant forms, customers will be able to upload supporting documents, for example applying for homelessness status This will enable customers to receive automatic updates or acknowledgements following an application or service request, for example confirmation of a rent payment. Automatic s or texts can also be used to signpost customers to relevant information, for example an automatic would confirm signpost a customer to housing options advice having completed a homelessness application Outbound and text would be integrated to CRM and Line of Business systems, as required. The recommended solution will enable customers to make appointment bookings Customers will be able to view an availability calendar online This will also be linked to the Outbound Mail or Outbound Text patterns so that customers receive confirmation of their booking The ability to use the above by mobile is an important recommendation in ensuring that as many Ascham customers as possible can access online services

9 Business Case Costs and Savings Provisional efficiency savings of 620k have been estimated. These are subject to the costs of solutions which have yet to be confirmed. N o t e : A full breakdown of these savings will be provided as part of phase 2 Project Initiation. Costs will be aligned as part of the ICT Strategy Review for ICT costs. These will be combined with non-technology costs to show a full picture of what is required for delivery of the project as part of project initiation of phase 2. The delivery of assisted digital is aligned to the Digital Inclusion Strategy. Risks will be managed as part of phase 2 Implementation Project Plan.

10 Construct and Plan Digital Inclusion Website Portal Implementation Detailed plan Go-Live Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Jan-Mar 15 Apr-Jun 15 Jul-Sep 15 Oct-Dec 15 Jan-Mar 16 May-Jul 16 Technology appraisal Design, procure and build tenants portal Design, procure and build online forms Integrate e-forms with back-end systems Mobile Solution Continuous improvement Update to existing website User experience design Design, procure and build new website Review and define current information architecture Customer Testing Content Audit and Migration Plan Migrate content Align with Council s Assisted Digital Stream Train Digital Champion Volunteers Provide IT courses Provide free Wi-FI Access in sheltered housing/install IT equipment Prepare Overall Roadmap Marketing campaign design and build Programme Management and PMO Change Management, OD, HR activities 10

11 Moving into implementation Recommendations and next steps This document has clearly identified the changes required to deliver a significant benefit and it is recommended that the design be taken forward to implementation. The key next steps proposed are: 1. Socialise the final report with key stakeholders 2. Return to EMT with finalised investment case for sign off and agreement to deliver phase 2 3. Agree implementation plan and release phases 4. Agree resourcing approach for implementation 5. Integrate project with other relevant change programmes Waltham Forest Digital Implementation Customer Services Review 11