Agenda item

The Strategic Lead for Customer First introduced an update report regarding the progress of the Customer First Strategy since the Strategy had been approved in June 2018. It was reiterated that the Strategy was a three year programme with phased projects of differing sizes. Since the Strategy’s approval, there had been 25 projects commenced, some of which had been completed already and some of which would be ongoing. The Strategic Lead explained that, rather than trying to cover all of these projects, she would highlight the key issues for Members but she was happy to take questions on any aspect of the Strategy. It was highlighted that, through the report, Members were asked to comment on the progress made so far, confirm whether they were satisfied with the direction of travel and the outcomes achieved.

One of the key projects had been the rollout of digital registration for the green waste subscription. The focus had been on encouraging digital methods of signing up with almost 60% of applications being completed online. As the service entered the second year, over 80% of communication had been through digital methods meaning messages could be tailored to individuals’ needs rather than a blanket mailshot, and savings had been made with reduced paper usage and postage costs. It was clear, however, that this did not preclude anyone from registering over the phone or in person.

Another key project had been streamlining the payments process for market stall holders. Previously stall holders had been invoiced after attending market which had been administratively intensive and also open for errors and disputes. In order to resolve these issues, ‘on the day’ payment had been introduced where stall holders were required to pay on the day they were attending market. Members heard this had proved very popular and all bar one stall holder had signed up, although this was due to reasons outside of the stall holder’s control. By enabling payments to be taken directly, some stall holders had chosen to pay in advance, some were able to pay off owed monies and it had also significantly reduced the administrative processes.

Members heard that, in relation to the Trinity Arts Centre, there had been difficulties for customers trying to make bookings as the opening hours for the booking office had been limited. There had been a trial period of Customer Services taking bookings and this had proved so successful it had now become a permanent function within the team. There had also been changes made to the ‘call queuing’ system which had introduced improved menu choices, redirection to the correct services if it was not for a West Lindsey District Council query (for example highways) and the means to monitor peak call times. This monitoring had had a positive impact for staffing rotas and ensuring there were sufficient staff members on shift to answer calls at the times of high demand.

Debate ensued and in response to Members’ questions, the Strategic Lead for Customer First gave assurance that ensuring systems were integrated was a primary focus.  Officers were currently reviewing the number of systems used across the Council with a view to reducing and consolidating these.  This in turn reduced integrations costs and risks, citing examples of how this would be achieved.

Whilst digital kiosks were initially to be piloted in the Guildhall, if successful it would be possible to look at rolling these out further subject to sourcing suitable partners to host such sites and ensuring assistance was available at such sites if required.

It was also confirmed that Trinity Arts Centre bookings were available on-line 24 hours a day, and had been the case for a while, it was the manned phoned bookings that had been extended and Officers continued to work with the Centre Manager to further investigate other options and technologies to extend this further, such as web based chats, out of hours for example.

Officers confirmed the Council did use a number of public service bespoke applications, some of which would be part of those rationalised as mentioned earlier, some of which would be retained as they were specialist applications.  Some elements of these were currently used within the website citing examples of the payment system and the planning system which were specific to the public sector.  The website was planned for renewal in 2020 and was due out for procurement shortly, the focus would be on ensuring the website displayed information the customer wanted answering, as opposed to the information the Council wanted to tell the customer which was not always the same.  There were plans to develop a customer portal which in effect would allow each customer to have their own account, similar to, for example Amazon.

A Member spoke of his improved experience of signing up to the green garden waste service this year and welcomed the improvements that had been made. He sought indication as to whether there was an intention for all payments to be taken through the same system as they currently appeared to be different.  Officers confirmed the payments were actually taken through the same system but accepted that the screens which users viewed did look different, part of the planned work was to standardise the format where possible.

A number of Members confirmed they were impressed by the progress made to-date and noted that the report had been submitted to the Challenge and Improvement Committee. Views were sought as to what the view of that Committee had been.

The Chairman of that Committee indicated that on the whole his Committee Members had too been impressed by the improvements made but would like to the see website improved, but had been accepting of the fact that this work was in the plan.

RESOLVED that the progress through the Customer First Strategy be supported and achievements to date be noted.