Tameside Customer Contact & Care Strategy
|
|
- Byron Skinner
- 8 years ago
- Views:
Transcription
1 Tameside Customer Contact & Care Strategy
2 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 contact practices and review them against the original Access to Services aspirations from It also sets out new practices, improvements, and developments which will be required to continue driving the agenda forward. 2. Introduction Tameside council introduced the Access to Services strategy in September years on many of principles then adopted are still true today. It recognised the need to have a corporate complaints system, introduced the customer services function, which would act as the corporate front office for the core council services. It would be separate and independent of the back office deliverers. It also highlighted the importance of equipping customer facing staff with both the technology and personal skills to deal effectively with the general public. As a result, Tameside finds itself in the enviable position of being widely recognised as one of the leading local authority practitioners in this field 1. However if we are maintain and build upon this reputation we must continue to develop and improve the way we deal with our customers. This report aims to provide a blue print for further developing the corporate customer contact vision. It deals with: Supportive technologies e.g. websites, Customer Relationship Management (CRM) Document Management (DM) and Knowledge Management (KM) Channels for delivery e.g. Face-to-face, telephone and the Internet Accessibility issues including opening times and locations But in addition to the above, it also recognises the pivotal role that people play in ensuring customer expectations are realised. It is the skills and attitudes of our staff towards the public and each other, which can colour the public s perceptions of our services. This strategy is a fundamental element for addressing the issue of how to use egovernmemt to improve customer care and deliver efficiencies demanded by Gershon. Scope The scope of this report includes: A review of all existing customer facing front office services Recommendations for next steps in implementing the strategy This report excludes: Recommendations on improving the way the organisation deals with, and learns from, customer complaints. These issues will be addressed in a supplementary report that will be produced following the feedback from TMI/ICS complaints survey 2. 1 Winners of the 2004 MJ award for Transforming Customer Services. 2 National survey carried out by TMI and ICS which looked at the attitudes and perceptions of staff and customers towards our complaints process.
3 Guiding Principles. The strategy has been shaped using some fundamental principles that were either introduced in the 1997 Access to Services Strategy, or that have developed over the intervening years. These core values distil what we are striving to achieve. They are: Corporate front office, with one identity Joined up service delivery with partners and other agencies Services based around customers needs Self Service for those who can One stop approach 80% first time resolution Choice of access channels Convenient opening hours Proactive customer relationship management Publicised service standards Better use of information and knowledge Effective performance management including failure demand Appropriately trained and motivated staff Front office to act as an advocate for the customer. Corporate complaints system, independent from the back office. 3. Contact Channels There are a variety of channels by which our customers can access our services. Each method has strengths and weaknesses and it is vital to get a good mix of delivery channels to ensure that customer s preferences can be met, council services are accessible, and cost for delivery represents value for money. The council currently uses 3 primary access channels by which our customers can contact us: Face-to-face Telephone Internet These core channels can then be sub divided into discreet front office services and functions: Face-to-face Telephone Internet o Customer First Centres o Call Centre & switch board o Council Website service o In Touch Tameside centres in Libraries o Social Services Children s Services reception. o Social Services Adult Services reception (RIAT) o District Assembly Offices o Home visit service o Social Services Children s Services reception o Housing benefits call centre o Social Services Adult Services reception (RIAT) o Libraries o Citizens Portal o Business Portal These access channels will continue to provide the backbone for service delivery within the council, however in addition to the above, a number of emerging and legacy channels need to be considered in the overall picture.
4 Emerging o SMS text messaging o Interactive Digital TV (idtv) Legacy o Post/ White mail o Fax o Services delivered via a trusted third party such as CAB Resources will continue to be invested in developing the potential for new and emerging channels, which in time can usefully supplement the core three mediums. At this stage it not proposed to bring the Post/ white mail service into a central front office function, however with the introduction of the Anite@work document management system, technically this is now feasible. At present the extent to which any given service or transaction can be delivered in its entirety at the initial point of contact is dependent on the channel being used to access it. For example if proof of identity, or a signature is required then generally speaking only the face-to-face channel can be used. To a lesser extent the citizen portal (Internet) can also deliver certain services, which traditionally require signatures, by using Tameside s local authentication process. However this is set to change. As the government gateway is introduced, and citizen smart cards become a reality, these authentication barriers to service delivery will be removed. of the current service. The following charts show the number of visitors to each of the 3 main channels used for delivering services over the last 12 months. It clearly shows the changing the way that many people want to access services and whilst it is important to maintain investment across the board, it does highlight the importance of ongoing and future investment in the Call Centre and Website. Customer Contacts Sept 03 - Oct Web Face to Face Telephone
5 Face to face The council established the first of its One Stop shops in Ashton in Since then Hyde and Denton Customer First centres have also been re-furbished to a high standard, providing modern and accessible environments to deliver services from. The introduction of In Touch centres within libraries is also nearing completion with Dukinfield, Stalybridge, Mossley complete and Droylsden currently underway. This combination of dedicated and co-located centres has proved popular with the public; they provide high levels of service, with high levels of resolution at first point of contact. Website For a significant segment of the community, use of the Internet for accessing information and services is rapidly becoming the norm. Both the number of visitors and transactions performed on the site has steadily increased year on year. The following chart shows the number of self-service transactions (service requests) performed via the web site. External Transactions on the Web Site Transactions The council s website has for many years been recognised as being amongst the best in the country. It underpins the delivery of services across all channels, proving a single source of information ensuring consistency and accuracy when dealing with the public. In 2002 it was identified as being the first and only transactional Local Authority website 3, since then it has maintained its transactional status, whilst 9 other councils have also now achieved this grade 4. Following a major re-design of the site during 2003, Better Connected also recognised the council website as being the first AAA accessible local authority website 5 in the country. The Government target is AA for all local and central government websites by December A further review in 2004, looking at web services and information specifically for businesses, categorised Tameside as being one of only 7 local authorities with transactional services for this specific customer segment. 3 SOCITM Better Connected (2000) 4 SOCITM Better Connected (2003) 5 WAI accessibility standards for Websites
6 Call Centre The current call centre operates as a hybrid performing two different functions within the same unit. It delivers the Customer First call centre function, along with the traditional telephone switchboard service. In order to improve this vital piece of the customer contact jigsaw, a number of improvements must be made. Work has already been undertaken to improve both the physical environment and technology in use within the service, however to facilitate the step change improvement now required to bring the service to the same level of quality offered by the other two primary channels further investment and re-focusing is required. 4. The Way Forward Key Components of effective Customer Contact. Trained Staff o Ensure staff can take decisions in order to progress enquiries o Ensure staff are trained to appropriate levels for the services they deliver o Ensure staff have appropriate customer care competencies o Ensure effective performance measurement is in place o Career progression and reward based on competencies Appropriate Systems/Process o Provide access to information systems to help deal with enquiries o Have a single source for information o Ensure clear cutoff, or hand-over points at which enquiries are escalated to specialists Interaction o Provide seamless interfaces between front & back office o Provide joinedup services o Provide customers with confidence that services will be delivered Performance Management o Ensure regular customer feedback is obtained o Ensure consistent service standards across all channels o Ensure performance is monitored throughout the organisation on critical customer expectations o Ensure feedback and Performance data is used effectively and constructively o Communicate service achievement celebrate and reward success. Enabled by consistent processes and working practices, including C.I. Enabled by consistent application of appropriate technology e.g. CRM, Telephony Enabled by consistent knowledge infrastructure e.g. Website The Telephone A New Customer Contact Centre Early in 2004, BT consultants were commissioned to undertake a review of the current call centre function within the council. Their subsequent report 6 highlighted a number of strategic improvements that were needed to update and upgrade the service into a modern customer contact centre. This strategy will provide a framework for the new contact centre to operate in and to position it in relation to the other channels used by customers to access our services. The telephone is still a popular channel by which our citizens contact the council. Whilst much time, effort and money had been spend developing both the face-to-face channels and the 6 B T Call centre report April 2004.
7 council website, both to great effect, in contrast little resource has been invested in the call centre. The centre currently operates on the council s main Philips telephone system, which has been in operation for over 10 years. Whilst several years ago attempts were made to improve its functionality, it is not a specialist call centre system and does not meet many of the basic operational requirements that are needed to run and manage an effective modern operation of this kind and scale. The BT report highlighted some key improvements that need to be made with the call centre environment to bring it up to the standard that customers now expect, and that the website and face to face channels have already achieved. These issues have been pulled together into a 40-point action plan (attached as appendix 1) that will provide the blue print for this improvement. Central to this plan is the introduction of specialist call centre telephone technology that will underpin the core operation. This equipment is subject to a 500,000 capital bid 7. As well as provide improved operator functionality, the system will provide improved management information and support for virtual call centre operation. Supporting virtual call centre operation is key because the BT report has recommended that the Council moves away from the single number one call does it all approach and in its place introduces a new Customer Contact Centre, supplemented by a small, limited number of specialist back office centres, which will be seamlessly integrated. This change will also necessitate splitting the telephone switchboard function off from the Contact Centre. Depending on the customer s requirements they will either be dealt with by the new Customer Contact Centre, or they will be able to speak directly to back office specialists by ringing a golden number. It is expected that enquiries for services such as Planning, Social Services, Children s Services and Housing Benefits will fall into this category, as will Business First. It also planned to extend the opening hours of the new contact centre. But to do this within the existing staffing levels, front line customer first officers will also have to act as contact centre agents during peak times. To operate an effective and consistent service across this kind of distributed set-up requires a system capable of operating in different locations and sites across the borough, capable of accommodating local variations to service delivery, yet maintaining a single management and performance capability. This project will help deliver step improvement in the levels of service delivery via the telephone, in a similar scale to improvement achieved following investment in the website and face to face channels. Business First Since 1997 the organisation has concentrated its efforts on improving its customer services for the general public. The Economic Development Unit Best Value Inspection Report 8 identified improvements that were required in terms of access to business support and development services for all stakeholders, including potential users - across the Council and for all partnerships, including the organisational separation between economic development and regeneration; Whilst we have established and continue to develop a number of corporate delivery channels for the citizen, we have not developed similar coordinated services for local businesses. 7 Capital bid endorsed by Cllr Wilkinson and submitted October Economic Development Unit Best Value Inspection May 2002.
8 This strategy looks to resolve these differences in approach by recommending the introduction of a more focused and managed corporate approach to dealing with businesses Business First. Improving the way we deal with businesses will require a slightly different approach to that adopted for the citizen. The importance of providing face-to-face channels for service delivery are likely to be less important to this group of customers than effective telephone and Internet based services. That aside, the principles of well trained staff in customer care, service levels and charters, and an underpinning performance management system are equally as important to satisfying businesses are they are to keeping citizens happy. 5. Supportive Technologies Delivering successful customer services across the entire organisation will require technology to support staff and enable the resolution of customer enquiries at the first point of contact. All channels, where practical, should share the same technology solutions. The aim is to create an architecture that supports front line service delivery and that is integrated with the back office systems. Building Blocks There are a series of infrastructure components and corporate technology standards that are identified in the IT Strategy 9, which are required to support the vision. These include: Contact Management / CRM systems Knowledge Management systems Document Image Processing / Document Management systems Staff Portal Call Centre Telephone system Web Site and Intranet Contact Management/ CRM The existing Customer First Software, that provides basic CRM functionality is currently being re-written by the in-house development team. This new Contact Management solution, which has an expected go live date in 1 st quarter 2005 will provide functionality for the recording and tracking of citizens and business enquiries across all delivery channels. In addition to the core contact management and tracking functionality, the following additional features will also be available: Channel integration/ Presentation layer Will provide customised views for different groups of users and channels (e.g. Customer First front end, Contact Centre Front end, back office front end) Simple workflow and process management tools to route work items to users responsible for completing them. Reporting to enable data to be extracted from the system and presented and manipulated in different views as specified by the users. Integration Based on volumes of transactions the CRM system will initially fully integrate with the new Confirm refuse system, Complaints system, Symology highways system and Pericles Housing benefits with others being scheduled later in the year. To be effective both front and back office staff must use and update the CRM system. Only by doing this, can the system then successfully track and report on customer transactions, and produce meaningful customer histories and performance data. 9 I.T. Strategy Presented to ET in October 2004
9 Knowledge Management Systems Knowledge Management tools are necessary to provide access to information required to respond to enquiries quickly and accurately, while minimising training times. They include: Internet/intranet based information repository that provides a single source of up to date, accurate information about the council and its partner services. (e.g. A to Z of Services) On-line contacts directory Electronic Forums to provide information exchange and discussion. Whilst many of these functions are already well established within the organisation, an opportunity to further develop and improve in this key area has arisen. The e-innovation project funded by the ODPM, will enable Tameside to work with the LSP and specifically, New Charter Housing and Tameside College to develop and further exploit this kind of technology. Document Image Processing and Document Management Systems The use of Anite@work as the corporate Document Management (DM) and Document Image processing (DIP) system will allow documents to be scanned, stored electronically and then made available across all mediated delivery channels. Contact Centre Telephony Requirements A system capable of supporting functionality including Automated Call Distribution (ACD), Computer Telephony Integration (CTI), Interactive Voice Response (IVR) as well as call recording is required. It will need to function across service areas and geographical locations, providing a single umbrella technology to support all service delivery via the telephone. 6. Common Processes Hand off Points Effective hand-off points are critical to the functioning of all areas dealing with customer enquiries and service requests. Clearly defined hand-off points will ensure the transfer of work between the front and back office is effective and a clear distinction between front office and back office responsibilities is made. There are three primary hand-off methods. These are: One & Done These enquiries can be resolved at the first point of contact and no further escalations are required. This will apply to the vast majority of enquiries from both face-to-face, Internet and telephone channels. The level of interaction between the front and back office is one of the following: o No interaction e.g. All information was provided through the Intranet/ Internet. o Front Office has the back office system installed on their desktop e.g. Pericles. o Front Office has access to the back office system via the CRM system which is integrated into the back office system e.g. Refuse Fire and Forget The enquiry cannot be resolved at the first point of contact, and requires escalation to a specialist in the subject area. The enquiry is passed over to the appropriate back office, no further action is required by the front office, and from their point of view the enquiry is complete. Customer Advocate The enquiry cannot be resolved at the first point of contact, and requires escalation to a specialist in the subject area. The enquiry is passed over to the appropriate back office. The enquiry is still tracked by the front office, which monitors progress, ensuring it is completed within satisfactory timescales, and keeps the customer informed. The enquiry is not considered complete by the front office until the completely resolved.
10 For each transaction being dealt with by the mediated channels, the method and point of hand-off must be determined within the agreed common process. This was highlighted as a key issue within the recommendations of the BT Call Centre review. 7. People Skills and Staff Training The only way to protect investment in the kinds of technology required to support the effective delivery of a customer facing service is to ensure adequate investment in staff training has been factored in. This does not simply mean important training on the use of systems such as CRM. It is also vital that resources are invested into improving people s soft skills such as customer care. It also requires the development a working environment that encourages staff to take ownership of problems and become empowered to resolve them. It is therefore important that we embark on a systematic customer care training programme for all front line staff. As a minimum, each staff member should attain the ICS Bronze standard, with Team Leaders and Managers going for Silver and or Gold. This will help to protect the investment and will help to ensure the people perspective of this strategy delivers. Each of the mediated delivery channels will have Customer Service Standards, and Service Charters in place, which sets out how customers can expect to be treated, and the levels of service that customers can expect when using that channel. Examples for Customer First, Call Centre and Libraries are attached as appendix 2 and Branding and Marketing Whilst Customer First, In Touch Tameside and the council s website have already strong recognisable branding, with corporate uniforms, colours and a common look and feel the different names can be confusing to customer. It is therefore important that this situation is reviewed to bring all the service delivery channels into a common theme and branding style. Through marketing it is important that the public understands how the new Customer Contact Centre differs from a traditional call centre, and appreciates the improved levels of service it will deliver. It will also be an opportunity to include the Business First Initiative into the common branding family. 9. Recommendations current branding and marketing for all aspects and channels of the customer contacts service with view to producing a single common theme. Develop the Business First concept, working within the council and its partners to deliver single points of contact for business customers Subject to a successful capital bid, replace the existing call centre with a modern, distributed customer contact service in line with the recommendations from the BT review. Introduce a comprehensive and systematic training program to up-skill all front line staff with appropriate customer care skills. Adopt corporate use of the Customer Relationship Management software in all dealings with the public and business.
11 Appendix 1- Call Centre improvement action plan Ref. Action By When Key Officer Risk Planned Outcome Dec 04 CCIP1 Develop contact and channel strategy CCIP1.1 CCIP1.2 CCIP1.3 CCIP1.4 CCIP1.5 Identify and secure capital and revenue funding for project. Develop marketing campaign around channel strategy. Obtain high level officer and political support for new approach to customer contact centres and specialist contact centres. Build on existing work to introduce a common customer satisfaction survey and mystery shopping across all channels. ICT structure required to deliver the model. Tim Rainey Nicola Smith Tim Rainey Tim Rainey Nicola Smith Document clearly setting out the Vision for dealing with all types of contact to the council. Including tel, face to face, Internet, SMS, and written. Ensure finances for the roll out of improvement plan are in place. Raise awareness and expectations of service delivery options via different channels. Tim Rainey Ensure corporate backing for the project and commitment from within back office services to resource and manage to required levels. Identify clear baseline as to existing levels of service and satisfaction, then use to monitor progress as project rolls out. Tim Rainey Ensure ICT structure will support all contact channels and telephony system. QUARTERLY REVIEW Mar 04 Jun 04 Sept 05
12 Ref. Action By When Key Officer Risk Planned Outcome Dec 04 CCIP2 Introduce a dedicated switchboard function. Split the switchboard function away from the main Call Centre function. CCIP2.1 Develop service design. Clearly identify the purpose of the service and the expectations of its levels of delivery. CCIP2.2 Proc Tech CCIP2.3 HR CCIP2.4 Marketing CCIP2.5 Marketing CCIP2.6 Proc Tech CCIP3 CCIP3.1 Marketing Identify and purchase suitable equipment for operators. Identify staffing levels required and recruit appropriate staff into post. Market new service on existing 8355 number. ongoing support for internal telephone directory enquiries ( dial 0) Introduce Music on hold, and queue messages whilst calls on hold. Introduce dedicated Customer Contact Centre. Agree new name and new tel. Number for service. Frank O Neil Installation of dedicated operator consoles supporting the specific switchboard function. Properly resourced and suitably skilled operator team. Ensure internal and external customers aware of changes to service. Reduce internal traffic to switchboard for low value calls. Frank O Neill Tim Rainey Tim Rainey Reduce incidents of customers hanging up whilst waiting to be transferred/put through. Suitably resourced and skilled customer contact centre with a clear purpose. Identify a strong product branding for the new service. QUARTERLY REVIEW Mar 04 June 04 Sept 05
13 Ref. Action By When Key Officer Risk Planned Outcome Dec 04 CCIP3.2 Agree and secure 10 x golden A pool of readily numbers for high volume and Frank O Neill recognisable numbers to be specialist use services. used as suitable services CCIP3.3 Proc Tech CCIP3.4 Tech CCIP3.5 Proc Tech CCIP3.6 Proc Tech CCIP3.7 Proc Tech CCIP3.8 CCIP3.9 Identify and procure call centre telephone system to support day to day operation of main centre, virtual call centre functionality (Local to TAC and remote) and specialist centres. Develop and implement CRM software to support call centre function and provide statistics. Introduce call recording and monitoring system. Introduce Music on hold, and queue messages whilst calls on hold. Introduce skill based call routing. Develop service design for each individual service. Draw up SLAs and clearly define the front/back office split. Frank O Neill Nicola Smith Frank O Neill Frank O Neill as identified. Dedicated call centre system supporting new ways of working and providing management statistics and PI s. Single CRM system supporting all mediated access channels. Ability to record and re-play calls for training and QA. Reduce incidents of customers hanging up whilst waiting to be transferred/put through. Improve call resolution rates by directing calls to most appropriate/skilled agent. Clearly identify the purpose of the service and the expectations of its level of delivery. Clearly identify the level of service delivery for each design model. QUARTERLY REVIEW Mar 04 June 04 Sept 05
14 Ref. Action By When Key Officer Risk Planned Outcome June 04 CCIP3.10 Marketing Tim Rainey CCIP3.11 Culture CCIP3.12 CCIP3.13 Culture CCIP3.14 Culture CCIP4 Culture Develop a successful Marketing Campaign to raise awareness of the new service using new Contact Centre number and Golden numbers as appropriate. Investigate Increasing Call Centre opening hours outside normal office hours. staffing levels and work times including the use of virtual agents from Customer First. Investigate potential impact and usage of pro-active calling from Contact Centre. Investigate staff rotation within contact centre and customer first. Improve culture, environment and competency within the call centre, Emergency Control and Switchboard Ensure internal and external customers aware of changes to service. Provide a service that is available outside normal hours and thus more convenient to customers. Match staffing levels to incoming call volumes and provide additional resources to cover extended opening hours. The service can be used promote council services and chase outstanding debt, truants etc. esp out of normal hours. Increase staff awareness and competency across different channels, leading to a more flexible work force capable of meeting demand in different disciplines. Improved customer care, improved relationships with back office and happier workforce. QUARTERLY REVIEW Sep 04 Dec 04 Mar 05
15 Ref. Action By When Key Officer Risk Planned Outcome June 04 CCIP4.1 Carry out staff motivation Identify and baseline survey across all elements of current levels of staff the service. satisfaction. CCIP4.2 CCIP4.3 CCIP4.4 CCIP4.5 CCIP5 CCIP5.1 Develop customer champion/liaison roles with key back offices. Develop team and inter-team building. staff and manager competencies. Introduce reward and recognition scheme. Identify best practice already in use across organisation and Develop operational model for Specialist Contact Centres. current specialist centres and identify potential new areas. Improve communications and working practices with key back office functions Improve moral and effectiveness in individual areas and between CF, switchboard, contact centre and emergency control. Identify strengths and weaknesses in existing establishment and link to development, training, mentoring and competency program. Value staff and increase motivation levels. Linda Kemp Production of clear Service design and clarify relationship with main contact centre. Produce plan where centres using Golden numbers are required. QUARTERLY REVIEW Sep 04 Dec 04 Mar 05
16 Ref. Action By When Key Officer Risk Planned Outcome June 04 CCIP5.2 Investigate appropriate call Implement telephone, CRM centre technology to support Frank O Neill and other supporting function and links with main Nicola Smith technologies including call centre. recording, mgmt statistics and music on hold into CCIP5.3 CCIP6 CCIP6.1 CCIP6.2 Tech Implement appropriate use of ACD and Golden Numbers. Incorporate existing Emergency Control function into the Contact Centre Family of services Move existing Service from Community Support into Community and IT Services Investigate appropriate call centre technology to support function and links with main centre. Frank O Neill Tim Rainey Tim Rainey Frank O Neill Nicola Smith specialist centres. Ensure customer experience of contacting the council is not over complex. To provide a seamless contact service with 24 hour support. Bring Emergency Control into same management structure as existing Call Centre and Customer First services. Implement telephone, CRM and other supporting technologies including call recording, mgmt statistics and music on hold into specialist centres. QUARTERLY REVIEW Sep 04 Dec 04 Mar 05
17 Ref. Action By When Key Officer Risk Planned Outcome June 04 CCIP6.3 Culture Investigate staff rotation within contact centre and Emergency Control Increase staff awareness and competency across different channels, leading to a more flexible work force capable of meeting demand in different disciplines and increasing ability of Emergency Control staff to deliver added value services. CCIP6.4 Develop service design. Clearly identify the purpose of the service and the expectations of its level of delivery. QUARTERLY REVIEW Sep 04 Dec 04 Mar 05
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 informationCOMHAIRLE 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 informationConnect 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 informationWeb & 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 informationProgram 7 Customer Focus. Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere.
Customer Focus Program Goal Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere. Every time" Program Description As an enabling program, Customer Focus
More informationService 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 informationCustomer 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 informationAppendix 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 informationAGENDA 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 informationPolicy and Performance Review Committee. Depute Chief Executive, Partnerships and Community Services
REPORT TO: Policy and Performance Review Committee MEETING DATE: 28 January 2014 BY: SUBJECT: Depute Chief Executive, Partnerships and Community Services Review of Voice Recognition Telephone System -
More informationHERTSMERE BOROUGH COUNCIL REPORT TO E-GOVERNMENT PROJECT BOARD
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
More informationINVESTORS IN PEOPLE REVIEW REPORT
INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment
More informationCABINET 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 informationBRISTOL CITY COUNCIL RESOURCES SCRUTINY COMMISSION. 28 March 2008
AGENDA ITEM No: 11 BRISTOL CITY COUNCIL RESOURCES SCRUTINY COMMISSION 28 March 2008 Report of: Director of Central Support Services Title: ICT Division - progress report Ward: City wide Officer presenting
More informationHARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK
HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management
More informationICT Strategy 2010-2013
ICT Strategy 2010-2013 If you would like to receive this publication in an alternative format (large print, tape format or other languages) please contact us on 01832 742000. East Northamptonshire Council
More informationTechnology 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 informationOxford City Council ICT Strategy 2015 2018
Oxford City Council ICT Strategy 2015 2018 1 Contents 2 Overview... 2 3 OCC Business Drivers... 2 4 ICT Principles... 3 4.1 Business Requirements... 3 4.2 Information Management... 3 4.3 Applications...
More informationHuman Resources, Health & Safety and Equalities Panel 13 November 2008
Report title e-hr Strategy Agenda item 10 Meeting Human Resources, Health & Safety and Equalities Panel 13 November 2008 Date Report by Document Number Head of Human Resources HRE 296 Summary This paper
More informationBT Contact Centre Efficiency Quick Start Service
BT Contact Centre Efficiency Quick Start Service The BT Contact Centre Efficiency (CCE) Quick Start service enables organisations to understand how efficiently their contact centres are performing. It
More informationSustaining Progress Fourth Progress Report
Sustaining Progress Fourth Progress Report Name of Institution DUBLIN CITY UNIVERSITY I confirm that I have assessed and verified the extent of progress and co-operation which has been achieved to date
More informationCustomer First Service Plan 2006/2007-2007/2008
Customer First Service Plan /2007-2007/2008-1 - 1. Introduction The Customer First Service Plan outlines the objectives and work of the service area in meeting the needs and expectations of the community
More informationCorporate Director Environment & Community Services
CABINET Meeting date: 23 July 2015 From: Corporate Director Environment & Community Services DIGITAL STRATEGY 1.0 EXECUTIVE SUMMARY 1.1 This paper presents Cabinet with a draft Digital Strategy for approval.
More informationCUSTOMER 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 informationAppendix A: ICT and Information Management Strategy
Appendix A: ICT and Information Management 2014 2019 Head of Information and Business Change Sarah Caulkin October 2014 1 Version Control: Date Version Author Comments 04/08/14 0.1 Jo Harley First draft
More informationPeople Strategy 2013/17
D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised
More informationCustomer 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 informationUniversity of Strathclyde: Information Services Directorate Operational Plan for 2014/15
University of Strathclyde: Information Services Directorate Operational Plan for 2014/15 Enabling the future: transforming our information systems and technology 2014/15 2014/2015 CONTENTS 1 DRIVERS, STRATEGIC
More informationWhite Paper: Transforming Field Service: how can new technology combat your field service issues?
White Paper: Transforming Field Service: how can new technology combat your field service issues? Although field service management technology has moved on leaps and bounds over the last 10 years the reality
More informationState Network Consumer Assistance Small Group Consultation Call Center
State Network Consumer Assistance Small Group Consultation Call Center Support for this presentation was provided through a grant from the Robert Wood Johnson Foundation s State Health Reform Assistance
More informationUNIVERSITY OF BRIGHTON HUMAN RESOURCE
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
More informationhian Cou Str 201 Customer West Loth services.
West Loth hian Cou ncil Customer s Str rategy 201 15/ /17 The Customer s Strategy aims to improve the customer experiencee for peoplee living in West Lothian who access our services. Contents 1 Overview
More informationMike Hill, Cabinet Member, Community Services Amanda Honey, Corporate Director Customer & Communities
From: To: Mike Hill, Cabinet Member, Community Services Amanda Honey, Corporate Director Customer & Communities Communities Cabinet Committee Date: 17 December 2013 Decision No: 13/00086 Subject: Procurement
More informationAppendix 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 informationMARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014
MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014 Author: George Hotchkiss, Assistant Principal, Enterprise & Organisational Development Impact Assessment Date: 2 September 2010 Date: August 2011
More informationDigital Dacorum: A New Vision and Strategy
Digital Dacorum: A New Vision and Strategy Working in partnership, to create a Borough which enables the communities of Dacorum to thrive and prosper Affordable Housing Regeneration Building Community
More informationTEWKESBURY BOROUGH COUNCIL
TEWKESBURY BOROUGH COUNCIL Report to: Executive Committee Date of Meeting: 4 July 2012 Subject: Report of: Director: Lead Member: Number of Appendices: Replacement of the Council s Telephone System Tina
More informationCustomer Experience Management
Customer Experience Management Best Practices for Voice of the Customer (VoC) Programmes Jörg Höhner Senior Vice President Global Head of Automotive SPA Future Thinking The Evolution of Customer Satisfaction
More informationThe ITSM Journey. Value. Chaos. Patrick Bolger. Chief Evangelist Hornbill Service Management
The ITSM Journey Chaos Value Patrick Bolger Chief Evangelist Hornbill Service Management Agenda ITIL the realities of adoption Greatest barriers to improving ITSM The ITSM journey Reactive to proactive
More informationConsultation and Engagement Strategy
Consultation and Engagement Strategy Contents: 1. Introduction 2 2. Purpose 3 3. Aims and Objectives 4 4. Key principles 5 5. Delivery of the Strategy 6 6. Action Plan 2011-12 7 Appendix 1 Understanding
More informationJoint ICT Service ICT Strategy 2014-17
Document History Document Location This document is only valid on the day it was printed. The source of the document will be found in (see footer) Revision History Date of this revision: 19 th May 2014
More informationRelationship 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 informationManaging 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 informationProject, Programme and Portfolio Management Delivery Plan 6
Report title Agenda item Project, Programme and Portfolio Management Delivery Plan 6 Meeting Performance Management and Community Safety Panel 27 April 2009 Date Report by Document number Head of Strategy
More informationInvestors in People 2013 - Communications Plan. Introduction What is IiP?
Investors in People 2013 - Communications Plan Introduction What is IiP? Investors in People specialises in transforming business performance through our employees. It is designed to help the Council achieve
More informationOutsourcing of Vale customer services
Cabinet report Report of Head of HR, IT and Customer Services Author: Geoff Bushell Telephone: 01235 547689 Textphone: 18001 01235 547689 E-mail: geoff.bushell@southandvale.gov.uk Cabinet member responsible:
More informationCHANGE MANAGEMENT PLAN
Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council
More informationAsset Management Services
Asset Management Services Improving the East East of England LGA Asset Management Services Here at the East of England LGA we are able to offer support services on a wide range of asset management topics.
More informationThe scope of the Contact Channel Strategy covers all current and future external customer contact points across all services, including:
1 1. INTRODUCTION This Channel Strategy defines the way in which this Council will provide access to services for our customers. It clarifies the factors influencing the strategy and clearly sets out our
More informationICT Indicators. The scope of the ICT function covers all aspects of infrastructure, systems, processes and disciplines required to support:
ICT Indicators ICT value for money indicators guidance 1) Introduction This document sets out the indicators for the ICT Function. The guidance below starts by defining the scope of the function and goes
More informationFive steps to improving the customer service experience
Five steps to improving the customer service experience Metrics, tips, and tools for utilizing customer feedback An Ovum White Paper Sponsored by Publication Date: January 2012 INTRODUCTION As the use
More informationLead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897
Lead Provider Framework Draft Scope NHS England / 13/12/13 Gateway Ref: 00897 1 Introduction The commissioning support lead provider framework is being developed in response to requests from CCGs for a
More informationKPMG 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 informationCASE STUDY 6 SECTOR: NHS DELIVERABLE: NEW MULTIFUNCTION SERVICE DESK THE CLIENT:
CASE STUDY 6 SECTOR: NHS DELIVERABLE: NEW MULTIFUNCTION SERVICE DESK THE CLIENT: The Queen Elizabeth Hospital King s Lynn NHS Foundation Trust (QEH) is a 514 bed general hospital providing services to
More informationNorthern Ireland Environment Agency Corporate Social Responsibility
Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS
More informationThe Evolving Role of Process Automation and the Customer Service Experience
The Evolving Role of Process Automation and the Customer Service Experience Kyle Lyons Managing Director Ponvia Technology Gina Clarkin Product Manager Interactive Intelligence Table of Contents Executive
More information3. Our Improvement Plan 6. 4. Building the Customer Relationship 7. 5. Expanding the One Stop Shop Approach 8
Scarborough Borough Council APPENDIX 1 Transforming our Customer Experience 1 July 2009 Contents Section Pages 1. Introduction 4 2. Where are we now? 5 2.1. Customer Service Standards 2.2. Access to Services
More informationCreating Real Value for Your Customers and Your Organization in the Call Center
2011 The Business Value in Balancing Call Center Efficiency with Customer Satisfaction Creating Real Value for Your Customers and Your Organization in the Call Center Sponsored by 1 Striking the Balance
More informationAppendix A: Customer Report: Quarter 1 2015/16. 1. Customer Experience
Appendix A: Customer Report: Quarter 1 2015/16 1. Customer Experience Executive summary In Quarter 1, customer satisfaction ratings of across our main access channels remained unchanged with 77% of customers
More informationAA Automated Attendant is a device connected to voice mail systems that answers and may route incoming calls or inquiries.
CRM Glossary Guide AA Automated Attendant is a device connected to voice mail systems that answers and may route incoming calls or inquiries. ABANDON RATE Abandon Rate refers to the percentage of phone
More informationPOSITION DETAILS. Centre for Higher Education Development (CHED)
JOB DESCRIPTION NOTES Forms must be downloaded from the UCT website: http://www.uct.ac.za/depts/sapweb/forms/forms.htm This form serves as a template for the writing of job descriptions. A copy of this
More informationCABINET. 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 informationline of communication
TE-OF-THE-ART State-of-the-art COMMUNICATION line of communication OUR between BUSINESS your business AND and your YOUR clients. C A MULTI A multi-award AWARD winning, WINNING HIGH high TECHNOLOGY, technology,
More informationPERFORMANCE DATA QUALITY POLICY
PERFORMANCE DATA QUALITY POLICY 2007 / 08 Improvement Service May 10 th 2007 Data Quality Policy V7 10.05.07 1 INTRODUCTION / BACKGROUND Good quality performance data is accurate, valid, reliable, timely,
More informationQuarterly Performance Report ICT & Customer Services
Quarterly Performance Report ICT & Customer Services Report Author Head of ICT & Customer Services Report Date 11th May 2012 Report Period Quarter 4: 1 st January 2012 to 31 st March 2012 Introduction
More informationCustomers and Corporate Services Directorate (Corporate Support) Plan 2015-16
Appendix 2 Action Plan Due Date Status Customers and Corporate Services Directorate (Corporate Support) Plan 2015-16 CS1027 ICT Improvement Programme 31 January 2016 Objectives: CORPORATE SERVICES: ICT
More informationProductivity Commission s Regulator Engagement with Small Business Study Brisbane City Council Response
1.0 Purpose To provide a formal response on behalf of Brisbane City Council ( Council ) to the Productivity Commission s Issues Paper on Regulator Engagement with Small Business Study, dated January 2013.
More informationDivision of Human Resources Strategy 2011-2016
Division of Human Resources Strategy 2011-2016 www.le.ac.uk/personnel/ Version: HR STRATEGY 2010-2014 2011.04.13.docx University of Leicester Human Resources Strategy 2010 2014 Contents: EXECUTIVE SUMMARY
More informationHumanizing the Service Desk
Humanizing the Service Desk Prepared by Daniel Wood Head of Research Service Desk Institute Sponsored by Introduction The Service Desk industry is moving at an ever-faster rate. Tasked with supporting
More informationQuality 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 informationEquality & Diversity Strategy
Equality & Diversity Strategy Last updated March 2014 1 Statement of commitment Ombudsman Services is committed to equality of opportunity and respect for diversity. As an equal opportunities employer,
More informationAberdeen City Council. Performance Management Process. External Audit Report o: 2008/19
Aberdeen City Council Performance Management Process External Audit Report o: 2008/19 Draft Issued: 11 February 2009 Final Issued: 6 April 2009 Contents Pages Pages Management Summary Introduction 1 Background
More informationOverview and Scrutiny Forum Resources
Overview and Scrutiny Forum Resources Part 1 17 th December 2004 Item No 4 Subject Purpose Author Ward Summary Implementation of Oracle iprocurement Suite The purpose of this report is to update members
More informationAppendix 1c. DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF INCIDENT AND PROBLEM MANAGEMENT
Appendix 1c DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF INCIDENT AND PROBLEM MANAGEMENT DISTRIBUTION LIST Audit Team David Esling, Head of Audit Assurance, Risk
More informationDerbyshire County Council Performance and Improvement Framework. January 2012
Derbyshire County Council Performance and Improvement Framework January 2012 Contents 1. Introduction 3 2. About the framework 4 3. Planning 7 5. Monitoring Performance 8 6. Challenge and Review 11 7.
More informationObjectives for today. Cloud Computing i det offentlige UK Public Sector G-Cloud, Applications Store & Data Centre Strategy
Cloud Computing i det offentlige UK Public Sector G-Cloud, Applications Store & Data Centre Strategy This is not just about technology. The main area of change, thus the major challenge, is how we as leaders
More informationTameside 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 informationCase study: developing an internal communications and engagement strategy
Case study: developing an internal communications and engagement strategy Writing an internal communications and engagement strategy that works isn t easy, but essential if you re going to focus on achieving
More informationService 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 informationCustomer 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 informationCABINET 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 informationPerformance audit report. Performance of the contact centre for Work and Income
Performance audit report Performance of the contact centre for Work and Income Office of the Auditor-General Private Box 3928, Wellington Telephone: (04) 917 1500 Facsimile: (04) 917 1549 E-mail: reports@oag.govt.nz
More informationAll those working in Unipol are jointly employed by Unipol Student Homes and the University of Leeds.
Unipol Student Homes Digital and Social Marketing Coordinator Full time fixed term for two years This exciting and challenging new post reflects the high priority we are giving to expanding Unipol s digital
More informationEfficiency Scrutiny Committee 16 th September 2014 IT - Scrutiny of the Service Review process and viability of options for change
Efficiency Scrutiny Committee 16 th September 2014 IT - Scrutiny of the Service Review process and viability of options for change For Decision Member Champion(s): Cllr A Alford, Corporate - Director:
More informationAyrshire and Arran Tourism Partnership Plan Reviewed April 2007
Ayrshire and Arran Tourism Partnership Plan Reviewed April 2007 1 AYRSHIRE & ARRAN TOURISM PARTNERSHIP PLAN AND THE TOURISM FRAMEWORK FOR CHANGE 2006-2009 Introduction In March 2004 the Minister for Culture,
More informationPerformance Management Consultancy
Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management
More informationHow To Write A Workforce Strategy
Inspiring leaders to improve children s lives Building and implementing an effective local workforce strategy Module 4: project managing the workforce strategy development process August 2010 Resource
More informationIntroduction. Page 2 of 11
Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation
More informationService and Improvement Plan 2015 18
Service and Improvement Plan 2015 18 Property and Risk 1. Introduction Property and Risk Service and Improvement Plan 2015 2018 1.1 The Property and Risk Service and Improvement Plan covers the period
More informationReview of the Management of Sickness Absence Conwy County Borough Council
Audit 2004/2005 Date: December 2005 Authors: Ros Adams and George Jones Ref: 1072A2005 Review of the Management of Sickness Absence Conwy County Borough Council Contents Summary Report Introduction 3 Background
More informationSouth Northamptonshire Council Customer Service Framework
South Northamptonshire Council Customer Service Framework INTRODUCTION This paper is the highest level document regarding customer services at South Northamptonshire Council. It sets out a framework for
More informationINVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT
INVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT for Bedford Citizens Housing Association Page: 1 of 13 Key Information Assessment Type Investors in People Specialist Assessment Jeannette Stanley Visit Date
More informationManchester City Council Report for Information. Managing Attendance (Real Time Absence Reporting)
Manchester City Council Report for Information Report to: Subject: Overview and Scrutiny Human Resources Subgroup - 25 January 2011 Managing Attendance (Real Time Absence Reporting) Report of: Assistant
More informationProject Management Toolkit Version: 1.0 Last Updated: 23rd November- Formally agreed by the Transformation Programme Sub- Committee
Management Toolkit Version: 1.0 Last Updated: 23rd November- Formally agreed by the Transformation Programme Sub- Committee Page 1 2 Contents 1. Introduction... 3 1.1 Definition of a... 3 1.2 Why have
More informationProject title (in Chinese) 項 目
II Project Information Project title (in English) Project title (in Chinese) HKCAAVQ IT Infrastructure Development 香 港 學 術 及 職 業 資 歷 評 審 局 資 訊 系 統 基 建 發 展 Project 項 目 Project summary (Please provide an
More informationITlL SERVICE DESK IMPLEMENTATION
Report Asset Management Committee 31 January 2006 14 ITlL SERVICE DESK IMPLEMENTATION 1. Reason for Report To seek Member's approval for the procurement and implementation of the Infra Service Desk software
More informationCustomer Service. 1 Good Practice Guide
Customer Service 1 Good Practice Guide Contents Photography by OzShots Foreword 3 The application of this guide to employees in the public service 4 Core principles of customer service 4 Leading and modelling
More informationCUSTOMER SERVICE STRATEGY
CUSTOMER SERVICE STRATEGY Table of contents: 1. Executive Summary 2. Introduction 2.1 Background 2.2 Purpose of this document 3. Aims 4. Objectives 5. Principles 6. What our customers want 6.1 Initial
More informationBritish Antarctic Survey Action Plan
The objectives and actions outlined below reflect the themes and issues identified by our Self Assessment Team (SAT). We have set targets, which are challenging yet realistic, given our starting point,
More informationBRENT COUNCIL IT STRATEGY 2010-13
BRENT COUNCIL IT STRATEGY 2010-13 Contents 1 Introduction... 2 2 Empowering our customers... 3 2.1 Client Index... 3 2.2 Customer contact... 3 3 Tools for the Job... 4 3.1 Printing and scanning... 4 3.2
More information