Transforming Local
Government Customer Service
Above All - Service
City of Canning
Jay Ellis
City of Canning Customer Service Journey
Above All - Service
• Case Study
• Creating and implementing a centralised customer service centre
• Planning and implementation to provide for a sustainable 'Centre'
including design and construction of a new call centre
• Recruitment, Training, relocating and up-skilling all existing staff to
become Customer Service Officers and deliver effective customer service
• Using customer led feedback to drive customer service improvements.
• Above All - Service City of Canning
City of Canning, Western Australia
Above All - Service
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Located 10kms from CBD in Perth’s
south – eastern suburbs
Largest multicultural population in
Perth 32.9% of residents are from non
English speaking country
Employees: FTE 687- approx. 1200 staff
members
7,900 registered businesses
Gross Regional Product - $10 B = 4%WA
Living in Canning
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33,562 Dwellings
18,323 Under the age of 18
Over 60s - 17% of population
21 Schools and 12 Child Care Centres
Growing residential market
Estimated Resident Population
98,056
96,348
93,493
90,436
88,746
87,242
85,135
83,123
80,933
40,000
80,261
60,000
79,186
80,000
79,843
100,000
115,000
120,000
126,000
140,000
20,000
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Recent History
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• Over the last 3 years – Difficult time
• Authorised Inquiry instigated by Department of Local Government &
Communities, March 2012
• Council suspended in November 2012, one Commissioner appointed
November 2012 to oversea Council
• Inquiry Panel appointed by Minister, April 2013
• Organisational climate of fear and repression with high staff turnover
• Local Government Reform – City of Canning went from amalgamation to
complete Abolishment. Fight for Canning
• September 2014 Inquiry finalised Council dismissed,
• September 2014 Commissioner dismissed, three Commissioners appointed
to oversea Statewide Local Government Reform process
• February 2015 Local Government Reform collapsed
The Process of Transition
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Customer Service Improvement Plan
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BACKGROUND – NEW BEGGINING
― Chief Executive Officer appointed June 2013
― CEO developed the organisation’s Top 10 priorities.
― Customer Service one of the top priorities
― June 2013 audit Canning’s Service Delivery and Customer Service
― Systems, processes, organisational structure audited
― Findings: didn't exist, distinctly old, not in line with high
performing councils
Your Mission Should You Choose to Accept It
Find-buy-implement state of art systems
Attract amazing people to your team
Measure efficiency and satisfaction: improve it massively
Organisation-wide customer improvement strategy
You have 12 months to create magic.
Customer Contact Centre
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DECENTRALISED SUPPORT MODEL
― ‘Switch board function’
― Calls simply forwarded to business units for response and action
― No visibility of customer interaction
― Outcomes are not measured, inconsistent customer experience
― Driver of repeat contacts *
― Driver of customer dissatisfaction*
Customer Verbatim
42% of customers had
significant concerns with
Project Lifecycle – Above All Service
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Prince 2 Methodology
Project Board
Business Case
Project Team
Budget Tracking
Project Stages
Risks and Controls
Customer Contact Centre
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• Refurbishment – 9 week process
– Planning (Site selection, design, quote submissions, Building permit,
certificate of design, Seating plan - 12 seats (future proof for 18 FTE – Reform)
– Logistics & OSH (heating, lighting, PC’s, power supply, ergonomics)
– Quotes /Award contract
– Commence work
– Budget 80K
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1st week – front counter. 26 – 27 April or 3rd 4th May.
2nd week – demolition and partitions – relocate 3 staff temporarily.
Paint and patch during week. Run sheet to roof.
3rd week – implement the glazing and furniture basic structure, painting and
aesthetics to be completed during week
• 4th week – snag list, professional clean.
• 5th week for contingency. June 1 - 16th
Refurbishment – Customer Centre
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Before
Customer Contact Centre
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After
Contact Centre - Telephony
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• Telephony
– Vendor selection and Platform
– Managed Service by Telstra to enable requirements (build,
configure, testing, reporting)
– Mock contact centre built.
– Contact Centre Applications - Business Units, Wall boards, Call
Recording, IVR and phone redirect.
– Call Reporting
Contact Centre - Telephony
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Contact Centre – Telephony Reporting
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Contact Analysis – Waste Services
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Waste May 2015
233 Service requests (missed, repair/replace)
42 New Service requests
345 Enquiries
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138 repair / replace
77 Waste collection items
82 Waste collection dates
22 hours of operation
15 dumped rubbish
7 new/additional
4 bin cleaning
Contact Centre – Recruitment
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• Contact Analysis
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Inbound volumes
Modelled councils similar size
Call types
1.2 Call Ratio
0.7 call ratio
• Service Standards
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90% overall handling rate
90% in 30 seconds
90% CSAT
Contact Centre – Recruitment
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Manager Customer
Service
Jay Ellis
Team Leader
Knowledge/Process
CSO - FT
CSO – FT
Team Leader Service
Quality
Team Leader
Coaching/Training
CSO – FT
CSO – FT
CSO - FT
CSO - PT
CSO – FT
VOC/Complaints
VACANT – Not Filled
CSO - FT
VACANT Not Filled
CSO FT
CSO - PT
CSO – FT
CSO FT
CSO – PT
CSO – FT
10.5 FTE
Contact Centre – Recruitment
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• Cost Neutral
• Recruitment Plan
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March 2014 ( 1 Team Leader 1 Customer Service Officer)
July 2014 (4 Customer Service Officers)
August/September 2014 (2 Customer Service Officers)
November 2014 (1 Quality Coach, 1 Team Leader)
• Upskill existing front counter staff
• Multi skilled staff - Counter, CCC, Corro, Processing
• Multi skilled team leaders - trainer, knowledge author,
Telephony administrator
• Training / Learning and Development
• Many Challenges!
Customer Contact Centre
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― Business Units supported by the Customer contact centre
― Waste, Patrol & Security, Parks & Street scapes, Road & Construction Services, Property, Environmental
Health, Compliance, Planning Services, Building services, Rates
― Customer Interaction consistent (Script flow and knowledge base)
― 82% of contacts effectively handled through Contact Centre
― 35% call reduction through increased efficiencies
Total Calls
Total Answered
Service Level
Abandons
% Ans 30 seconds
Average Wait time
60 809
58 460
96.10%
2236
89.17%
7 seconds
CRM – Workflows / Knowledge Base
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CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM (CRM)
• Kana / Lagan Application
• Contact centre specific modules, allows for agent scripting, utilises workflows
• Stand alone solution (operating independently from Authority, Tech one, Pathways)
• Employee Mobile application for field staff
• Critical contact centre capability
1. Scripting, workflows for enquiries, service requests
work orders
1. Integrated knowledge base
Customer Relationship Management
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IMPLEMENTATION PLAN
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3 months Technical implementation (server installation, configuration, modules)
8 Week Cycle from no processes to full support in a contact centre
Workshop (processes) Design, Develop, Deploy, UAT, Train, Release
Project team 3 Contact centre leaders, 2 Business Analysts, 4-5 representatives from
each business unit
Service Quality -Continuous Service Improvement
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• Phone Fox
• VOC - Voice of the Customer
• CSI – Continuous Service Improvement
Quality of Service – PhoneFox
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INITIATIVES IMPLEMENTED
― Cultural change programme
― City-wide mystery shop survey
measuring phone answering standards
― Fun !!
Voice of the Customer – Sample Survey
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Measuring Success – VoC
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Measuring Success
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BENEFITS REALISATION
― Logging and tracking of customer interactions
― Simplified service delivery
― Improved customer satisfaction via rapid and
focused response to queries/requests
― First call resolution at (82%)
― Customer Satisfaction increase from 68% to 97%
― Call Reduction of 35%
Measuring Success
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Top 3 takeaways
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• Clear vision and Executive endorsement
• Clear problem identification
• Clear strategy
• Clear planning
• Build and Strengthen relationships
• Internal Business Units
• Preferred partners and Suppliers
• Prepare for Change
• Agents of Change