Customer First Service Plan 2006/ /2008

Customer First

Service Plan

2

-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 both through service delivery and partnership working.

The ambition of Corby Borough Council (CBC is to double the

population of Corby by 2030, with a complementary increase in

jobs, prosperity and the quality of local public services

This service plan is for two years only (2006/7 - 2007/8) to fall in

line with the review of the Corporate Plan which is due to be

reviewed in 2008. Thereafter all service plans will be prepared on

a three year rolling programme.

The sections include:

Section One -

5 Key Targets for the forthcoming 12 months

Section Two -

Service Objectives and The Golden Thread

Section Three -

Action Planning, meeting your objectives

Section Four -

Risk Management, know your risks

Section Five -

Performance Management - forward planning

through rolling trends.

Our

Mission

Working together for the future to

improve the quality of life for the

people of the Borough

Our Vision

Corby as a successful, balanced and

prosperous community that is widely

admired as distinctive, progressive and

energetic. A community which will

exceed expectations Corby will be

different, will innovate and implement

4

-Section One - Key Targets for the next 12 months

(a) To open a One-Stop Shop facility by June 2006 to provide a single point of access for

customers and improve service delivery, customer interactions and satisfaction with

Corby Borough Council.

(b) To introduce and implement a programme of service improvements, efficiency gains and

transformational government. With the intent of improving customer services and meeting

and/or superseding national and local targets for service delivery.

(c) To implement a new Document Management, Queue Management and Customer

Relation Management System to improve customer services and meets national and local

targets/standards for service delivery.

(d) Through Customer First/One Stop Shop ensure corporate adherence to CBC’s Customer

Care Standards outlined in CBC’s Customer First Strategy.

(e)

To develop and enhance Corby Borough Council’s approach to Risk Management, in line

with national good practice.

Section Two - Service Objectives

Objectives

1. Establish a One Stop Shop facility, to meet customer aspirations of getting queries

resolved, building trust and receiving a respectful and courteous service in a timely

manner.

One Corby Theme - Leadership – Objective 1,2,4 and 5.

One Corby Theme – Community – Objective 1 and 4.

One Corby Theme – Environment – Objective 4.

2. Develop, implement and monitor a programme of service and efficiency improvements

and transformational government to meet the needs and aspirations of our customers.

One Corby Theme - Leadership – Objective 1,4 and 5.

3. Provide an effective Information and Communication Technology (ICT Service) to

ensure front line customer facing services provide an effective and efficient service.

One Corby Theme - Leadership – Objective 1 and 5.

4. Develop and implement an effective and robust Risk Management Strategy.

One Corby Theme - Leadership – Objective 5.

5. Ensure the effective management of the financial, human and material resources within

the Customer First Service Area.

Section Three

Action Planning - meeting our objectives

Objective 1

Tasks

Timescale

Task Outcome

Source of

Evidence of

Outcome

Support

Required,

Internal

/External

Lead Officer

Establish a One Stop Shop facility, to meet customer aspirations of getting queries resolved, building trust and receiving a respectful and courteous service in a timely manner.

One Corby Theme - Leadership – Objective 1,2,4 and 5. Community – Objective 1 and 4. And Environment – Objective 4.

a) One Stop Shop opened June 2006 to include a robust corporate programme to drive for customer excellence – improving customer satisfaction as part of an overall programme of improvement July 2006+ May/June 2006

•Opening of family, disabled friendly and accessible OSS facility for face to face contact, cashiering function, tourism, telephony service and mail room facility.

•OSS “Set Up and Test” programme completed • Means of verification through Customer First Performance Management System. • Development of monitoring evaluation aspect of CRM. • Monitor evaluation through the EDRMS • CMT • HofS • MM

• all key Service Areas • Tim Marren/ Robert Hinde Tim Marren/Robert Hinde/Jenny Hall Jenny Hall/James Fox

8 -b) Customer care training. June 2006 December 2006 December 2007 December 2008

♦ All frontline One Stop Shop staff receiving customer centric initial training.

♦ Customer Standards Training: - 50% of OSS staff trained to national

standards.

- 100% of OSS staff trained to national required standards.

- All residual staff to obtain national standards

• Training/outcome programme reports. • CF management

Material

• One Stop Shop staff • Customer First Management Team • Robert Hinde c) Customer face to face contact. 2006/2008 December 2006 December 2007 December 2008

♦ 500 (Indicative) face to face reception activities in One Stop Shop completed each day (up to 120,000 face to face contacts completed on an annual basis). ♦ 70% of key face to face contact

responded to at initial point of contact.

♦ 75% of key face to face contact responded to at initial point of contact.

♦ 80% of key face to face contact responded to at initial point of contact. • Performance Management information within Customer First Service Area. • CRM Monitoring and Evaluating System.

• One Stop Shop • CMT • MM • HofS • Tim Marren/ Robert Hinde/OSS Team Leaders d) Enhanced Telephony Service 2006/8 December 2006 December 2007 December 2008

♦ 500 (Indicative) telephony contacts maintained by the OSS on a daily basis (120,000 per year).

♦ 70% dealt with through initial point of contact in telephony service. ♦ 75% dealt with through initial point

of contact in telephony service ♦ 80% dealt with through initial point

of contact in telephony service

♦ Performance Management information within Customer First Service Area. ♦ CRM Monitoring and Evaluating System

One Stop Shop CMT MM HofS Tim Marren/ Robert Hinde/James Fox/OSS Team Leaders

e) OSS e-enabled channels 2006/8 Dec 2006 Dec 2007 Dec 2008

•10% targeted for e-enabled activities transferred from manual interaction, via promotion campaigns/education and customer deploying e-channels in the OSS. To include (indicative)

- 1,000 interactions - 5,000 interactions - 10,000 interactions ♦ Performance Management information within Customer First Service Area. ♦ CRM Monitoring and Evaluating System

One Stop Shop CMT MM HofS Tim Marren Robert Hinde/ James Fox

10

-Objective 2

Tasks

Timescale

Task Outcome

Source of

Evidence of

Outcome

Support

Required,

Internal

/External

Lead Officer

Develop, implement and monitor a programme of service and efficiency improvements and transformational government to meet the needs and aspirations of our customers.

One Corby Theme - Leadership – Objective 1,4 and 5. a) Implementation of service improvement programme to ensure effective delivery of CRM, EDRMS and effective delivery of business process re-engineering programme. December 2006 March 2007 Sept 2007 March 2008 Sept 2008

Developing a programme of service improvements to meet the needs of our customers by providing a professional and responsive service based on excellent customer standards.

•20 critical service improvements completed.

•80 critical service improvements completed.

• 150-servcie improvements completed.

• 250 service improvements completed.

• 350 service improvements completed.

• EDRMS monitoring evaluation system • Document Management Strategy • Service Improvement monitoring and evaluation • CMT • HofS • Key Service Areas • James Fox/Robert Hinde

b) Implementation of CRM System to full exploitation June 2006 December 2006 June 2007 December 2007 June 2008 December 2008

Implementing a robust and responsive customer engagement system to answer queries in a professional and timely manner to meet the aspirations of our customers.

• 50 Business critical CRM interactions implemented on to CRM system. • 100 Business critical CRM interactions

implemented on to CRM system. • 200 CRM interactions implemented on to CRM system. • 300 CRM interactions implemented on to CRM system. • 400 CRM interactions implemented on to CRM system. • 550 CRM interactions implemented on to CRM system. CRM Monitoring and Action programme • CMT • HofS • Key Service Areas • James Fox/Robert Hinde/OSS Team Leaders/Jen ny Hall

12 -c) Implementation of Document Management Strategy and implementation of Electronic Document and Records Management System (EDRMS). To improve document and intelligence retrieval and provide a more efficient and timely service for our customer s to meet their aspirations. And raise customer satisfaction. April 2006 June 2006+ July 2006 July 2006 March 2007 March 2008 March 2008 March 2009 March 2009 March 2009

♦ EDRMS System procured, implemented and fully set up for usage.

♦ Mail Room facility centralised and ready for improvement programme/EDRMS

exploitation/changed postal addresses/identify programme of improvements.

♦ Identify stakeholders and responsibility – change management team established collaboration with other projects. ♦ Achieve project buy in and support –

promote benefits of record management.

♦ Invoice handling (Financial Services) – information audit completed, scope scanning requirements, data cleansing/file tidy.

♦ Neighbourhood Pride - information audit completed, scope scanning requirements, data cleansing/file tidy.

♦ Technical Services - information audit completed, scope scanning requirements, data cleansing/file tidy.

♦ Corporate Centre - information audit completed, scope scanning requirements, data cleansing/file tidy ♦ Culture and Leisure - information audit completed, scope scanning requirements, data cleansing/file tidy ♦ Integration with Legal, Rev’s and Ben’s, Planning Document Management systems. EDRMS Monitoring/Action Plan CF Monitoring material ♦ CMT ♦ HofS ♦ Key Service Areas • James Fox/Nicola Wright/Paul Wilson/OSS Team Leaders

d) Implement and maintain transformational government and efficiency programme. July 2006 Dec 2006 Dec 2007 March 2008 March 2009 March 2010

To streamline services, and effectively manage drivers for change to meet the needs of local customers and provide a responsive service.

♦ All key business critical and service critical outputs identified by the ODPM priority services outcome paper. To be 100% e-enabled. ♦ All priority service outcomes criteria

assessed as amber or green to meet requirements

♦ All priority service outcomes criteria assessed as green to meet requirements

♦ £175K of efficiency saving identified and applied during 2007/8.

♦ £275K of efficiency saving identified and applied during 2008/9.

♦ £325K of efficiency savings identified and applied during 2009/10 • ESD Toolkit • Efficiency programme and Strategy • PSO Documentation ♦ CMT ♦ HofS ♦ All service areas Tim Marren/James Fox/Robert Hinde/Jenny Hall

14

-Objective 3

Tasks

Timescale

Task Outcome

Source of

Evidence of

Outcome

Support

Required,

Internal

/External

Lead Officer

Provide an effective Information and Communication Technology (ICT Service) to ensure front line customer facing services provide an effective and efficient

service.

One Corby Theme - Leadership – Objective 1 and 5. a) Implementation of 3 year technology refresh programme December 2006 December 2006 December 2007 December 2008

• All ICT service facilities modernised to meet national and local requirement and the requirements of business critical systems

30% of Technology/Disposal Programme completed – including Blade Server Provision/Enhanced service desk provision/desk top modernisation etc.

70% of Technology/Disposal Programme completed – including Blade Server Provision/Enhanced service desk provision/desk top modernisation etc

100% of Technology/Disposal Programme completed – including Blade Server Provision/Enhanced service desk provision/desk top modernisation etc

• ICT Technology and Refresh programme2006/8

b) Maintain and enhance Service Desk facility Dec 2006 Dec 2007 Dec 2008 Dec 2006 Dec 2006 Dec 2007 Dec 2008

• 80% of all Service Desk queries dealt within local standards.

•85% of Service Desk queries dealt within local standards.

• 100% of all Service Desk queries dealt within local standards.

•Re-focus ICT provision to ensure implementation of information technology infrastructure library standards (ITIL).

•Completion of initial modernisation programme within ICT operations. Phase 1 of programme completed (Service Desk requirements)

•Phase 2 completed in regards to Service Level Agreements and contract compliance etc.

•Phase 3 completed in regards to security, business continuity, system integration, review of Service Standards etc.

16 -c) Implementation of support of CBC, IT software requirements to meet Corporate and Business critical requirements. Oct 2006 March 2006 May 2007 – Review of implications April 2006+

• Initiate and develop a three-year ICT strategy for CBC, to develop a robust and well managed/monitored approach to ICT requirements at CBC.

• Implementation of new IT systems to meet business requirements including CRM, EDRMS, Financial Management System, Remote Connectivity, Neighbourhood Offices, IT infrastructure, HR, Payroll, EDRMS booking on line and Flemming Road facility.

•Initiation development of remote working technology programme.

• ICT Strategy and documentation

Objective 4

Tasks

Timescale

Task Outcome

Source of

Evidence of

Outcome

Support

Required,

Internal

/External

Lead Officer

Risk Management Strategy

One Corby Theme - Leadership – Objective 5.

a) Develop and

implement an effective and robust Risk

Management Strategy. Feb 2006 May 2006 May 2006 June 2006 Sept 2006 Sept/Dec 2006 Sept/Dec 2006 Dec 2006 for 2007/8 Plan

• Risk Management Strategy adopted. • Service Plan Risk Logs completed. • Business Contingency Plan Reviews

completed

• Quarterly reviews by CMT completed • All other Risk Logs completed. • OSP Review Reports.

•Quarterly Reports to CMT on Risk Management Strategy.

• Annual Review for Future Planning.

• Risk Management Strategy • Risk Management Action Plans • Emergency Plan • Business Contingency “Log” • CMT • HofS • George Jenkins • Tim Marren

18

-Objective 5

Tasks

Timescale

Task Outcome

Source of

Evidence of

Outcome

Support

Required,

Internal

/External

Lead Officer

Ensure the effective management of the financial, human and material resources within the Customer First Service Area.

One Corby Theme - Leadership – Objective 5. a) Develop OSS provision by re-alignment of staff Dec 2008 2006+

•Meet efficiency targets as part of CBC’s value for money exercise of £100,000 by 2007/8.

•Continue training programme and enhancement programme of front line staff to meet good customer care standards and develop and exploit face to face, mail room and telephony service and tourism function. • CF Project and Management Files None Tim Marren/Robert Hinde/Jenny Hall/James Fox

b) Develop the staffing and management function within Customer First. 2006-2008 2006 2007 2008

•Monthly performance and review Management Team Meetings held 2006-2008 100%.

• Completion of Employee Development Scheme (EDS) – 100% • Completion of EDS’s – 100% • Completion of EDS’s – 100% • CF Project and Management Files None Tim Marren/Robert Hinde/Jenny Hall/James Fox/OSS Team Leaders

c) Meet corporate standards within Customer First Service Area 2006 2007 2008 2006/8 Feb/March 2006 Feb/March 2007 and Feb/March 2008 2006/8 2006/8

• Contribution to Commission for Race Equality (CRE) Level 3 • Contribution to CRE Level 4 • Contribution to CRE Level 5 • Deal with all FOI and DP requests

within Service Area against local requirements

• Support the corporate commitment to the Investors in People Assessment – obtain status. • Support the corporate commitment

to the Investors in People Assessment – retain status.

• Invoice handling within service area in line or exceeds local targets.

• Sickness levels in line or better than local targets

• CF Project and Management Files • Customer First Staff Tim Marren/Robert Hinde/Jenny Hall/James Fox/OSS Team Leaders

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-Section Four

Risk Analysis

Identified Risk

Actions to be Taken

Timescale

Outcome

(e.g. tamed, tolerated,

treated )

Lead Officer

CF1 - Inability to deliver all or one key aspect of the OSS facility.

• Maintenance of project and programmes within the OSS Customer First service facility.

• Identification of essential remedial work to ensure minimum disruption and impact to service.

• Identification of flexible staffing resource to meet customer services within OSS.

2006-2008 Tamed - Key projects delivered to ensure “all” aspects of OSS are delivered in manageable manner

• Tim

Marren/CMT and HOS

CF2 - Service areas being unable to foster a new culture of customer service improvement to support the OSS initiative.

• Implementation of service improvement BPR programme. • Introduction of effective Project Management.

• Through effective communication identify “quick win” examples to ensure movement of culture to support and develop the OSS.

2006-2006 Treated – Requirement for on-going dialogue and action to ensure CBC meets explicitly intended commitments

• Tim Marren • /CMT/HOS

CF3 - Through financial, material and resources restrictions being unable to maintain a programme of contingency support to business critical IT

applications Council wide.

• Design and develop ICT business contingency plan July 2006. • Implementation of Risk Management Strategy, business

contingency planning and development of emergency plan for Customer First requirements.

• Test new business contingency plan for ICT provision For December 2006 2006-2008 Treated – Through Effective Business Contingency Planning arrangements being embedded • Tim Marren Jenny Hall/CMT/HOS CF4 - Inappropriate support both human and material to meet local and national performance standards under Customer First at the OSS.

• Identification of resource for the requirements of the OSS to meet customer care standards.

• Thorough Management and robust management of Customer Care Standards and monitoring evaluation to meet standard requirements.

• Switching back office resource to meet front line services within OSS provision.

2006-2008 Treated – Identification of and acting upon resources requirements to meet expected increase in customer demands through all channels.

• CMT/Heads of Service/Tim Marren

Section Five

Performance Management Analysis

Outcomes Performance Targets Means of Verification

Customer receive services to their satisfaction

% of Customers satisfied with each service received

75% October 2006 80% April 2007 (72% top quartile ) 85% April 2008

One Stop Shop performance Management Data

CRM data and monitoring

Customer enquires are resolved on first point of contact

% of enquirers satisfied on first contact

85% October 2006 90% April 2007 95% April 2008

One Stop Shop performance Management Data

CRM data and monitoring Customers get things done when

they request action to be taken

% of requestors satisfied with each action response received

50% October 2006 60% April 2007 70% April 2008

Service area Performance Management material

Customers increasingly interact with CBC through reformed channels

% of all enquirers choosing e-channels

10% April 2007 15% April 2008

CRM Data and monitoring facility

Customers feel positive about CBC and what it delivers

% of enquiry respondents marking CBC ‘good’ or ‘very good’

70% October 2006 85% April 2007 95% April 2008

One Stop Shop performance Management Data

CRM data and monitoring Customers have access to plentiful

information from and about CBC

Number of information enquiries Number of website hits

10,000 per year 2006 15,000 per year 2007

CRM content Management monitoring and evaluation

22

-A

B

C

D

E

F

IV

III

II

I

Risk M atrix

Im pact

Like

lih

o

od

Likelihood:

A

Very high

B

High

C

Significant

D

Low

E

Very low

F

Alm ost im possible

Im pact:

I

Catastrophic

II

Critical

III

Marginal

IV

Negligible

Tim efram e:

3 years

Date of assessm ent:

CF4

CF1

CF 2