Agenda item

a)    Portfolio Performance Overview – Customer Experience and Review

 

b)    Portfolio Holder under Scrutiny – Report by Councillor Jackie Kirk, Portfolio Holder for Customer Experience and Review.

a)        Portfolio Performance Overview – Customer Experience and Review

 

Pat Jukes, Corporate Policy Manager:

 

·         Provided a presentation for information which outlined the performance of the Customer Experience and Review Portfolio which included:

 

·         Contextual information on the Customer Experience and Review Portfolio:

-       In the 2018/19 Audit Plan, there were 23 audits planned.

-       There were currently 55 polling stations in Lincoln.

-       As of 8 March 2019, there were 60,945 people on the Electoral Register.

-       53 quarterly measures were being monitored and 22 annual measures as part of the strategic performance reporting.

-       The IT Helpdesk received approximately 3000 calls in the last 12 months.

-       From April 2018 to February 2019, 105,827 letters were sent out using the franking machine.

-       Housing Teams had sent out 42,618 mail items through the bulk outsourced route so far this year and Revs & Bens had sent out over 150,000 pa this way.

 

·         The presentation highlighted the following key points:

-       The number of users logged into the self-service system MyInfo this quarter had increased from 6,409 in Q3 last year to 7,651 in Q3 this year. This online system helped those who had access, to quickly report issues or receive updates on queries.

-       The average time taken to answer a telephone call had deteriorated to 122 seconds, however the small initial glitches found in installing the new telephony system had now mostly been resolved and times were now recovering.

 

·         Invited members comments and questions.

 

Question: Members asked whether the City Profile was available online for the public to view.

 

Response: Yes, the City Profile was a public document and could be found on our website.

 

Question: Members asked for the meaning of the term IQ Post Me.

 

Response: Officers explained that it was the name of the software used by officers to send post electronically to an external company to print, envelope and post.

 

RESOLVED that the content of the report be noted.

 

b)        Portfolio Holder Under Scrutiny – Report by Councillor Jackie Kirk, Portfolio Holder for Customer Experience and Review

 

Councillor Jackie Kirk, Portfolio Holder for Customer Experience and Review:

 

·         presented a report which highlighted the following areas:

-       High Performing Services

-       Customer Services

-       Customer Experience Board

-       Business Development & Information Technology

-       Audit Arrangements

-       Electoral Activity

-       Performance Overview

-       Update on the Development of the New Performance System

-       Complaints against the Council

 

·         Invited member’s comments and questions.

 

Question: Members asked the portfolio holder how she thought the portfolio was working.

 

Response: The past year had been a learning curb. No aims were set as the Portfolio Holder wanted to get to know the areas.

 

Question: Members asked how much time could be saved de-duplicating roles.

 

Response: The de-duplicating of roles came under the One Council approach. This approach was to shape what was done for the customer and improve the interaction with the Council.

 

Question: Members asked why the move to digital tech was happening more.

 

Response: The move to digital tech was taking place to change with the times and make access easier. Access and digital tech was included in the Customer Experience Strategy which was about creating a better experience for the customer. Going digital saved time and money. There were still vulnerable customers that weren’t able to interact digitally. Housing repairs were being looked at so that repairs could potentially be booked online.

 

Question: Members asked why the average time to pick up a telephone call had risen.

 

Response: Figures collected for call answering times related to Q3 when the new phone system was installed. Call answering times had since dropped to 80 seconds. Calls for the Housing Solutions Team were now being taken by Customer Services. Call answering times could also of risen due to enquiries being longer and more complex.

 

Question: Members asked how tension was to be managed between digital and vulnerable people as well as still looking after the customer.

 

Response: There would always be a service available for vulnerable customers. The Customer Experience Strategy would give different channels to customers that could use digital channels. This would then free up staff to help the vulnerable customers.

 

Question: Members asked whether feedback was being measured other than complaints and whether this was acted upon.

 

Response: Feedback was measured but not published anywhere. Positive feedback was published on the intranet.

 

Question: Members asked when they would have site of the Customer Charter if it were to be produced.

 

Response: The Customer Charter was connected to the One Council approach and if one was to be produced then a member seminar would take place.

 

Question: Members asked how enquiries were measured through social media as it was very public.

 

Response: The Communications Team used to handle all the social media enquiries but this had now transferred to Customer Services. There was about one a day so far.

 

Question: Members stated that two communication channels for customers were still needed but would like to see more performance measures regarding these channels.

 

Response: A new performance system was being created in house. Performance measures had been changed on the new system. New measures would be in place by 1 April 2019.

 

Question: Members asked what was achieved by staff being on the helpdesk at the bus station. 80% of queries on the helpdesk were related to buses.

 

Response: The presence of having a City of Lincoln Council employee on the helpdesk at the bus station added value as it was the entrance to the city. There needed to be more emphasis on these staff as they classed themselves as City Ambassadors and were providing a customer service to residents of the city.

 

RESOLVED that the content of the report be noted.