1. London Borough of Camden February 2013 Customer Access Strategy Appendix 1

2. 2LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 01Overview of the vision, objectives and customer benefits An overview of our customer access strategy, summarising our vision and objectives for customer services in Camden An overview of the benefits our customers will see based on the objectives and customer insight set out later in the strategy P03 02 Camden’s customers An overview of who lives in Camden and how they prefer to contact the Council. This section includes our digital inclusion strategy, and our plans for reducing ‘avoidable’ contact to improve the customer experience P11 03Customer access plans Strategies detailing our vision, objectives and priority actions for the each of the following channels:  Telephone  Face-to-face  Web  Email  Post  Phone  Mobile  Social Media P24 04 Our approach to implementation This section outlines our approach to achieving the vision, along with the programme governance arrangements Also includes our communication and engagement approach with customers P33 Our customer access strategy sets out what we plan to do to make sure that customers can contact us or access our services as and when they need whilst also improving overall customer satisfaction when contacting the Council. Within this document you will find: Contents

3. Overview of the vision and objectives 01

4. 4LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 The Council has an opportunity to save money and improve customer satisfaction by improving the way our customers contact the Council. Introduction In line with local authorities across the UK, the London Borough of Camden is currently faced with the challenge of meeting significant budget cuts whilst maintaining a high level of service for its residents, business users and visitors. Looking at the way our customers contact us provides an exciting and largely untapped opportunity to make savings, whilst also improving the experience of the customer. Context In Camden, each time somebody comes into a Council building it costs the Council £13.86 1, each telephone call costs £3.86 1 and a web transaction costs around £0.32 2. At present around 75% of Camden’s contacts from customers comes through the phone. Given that feedback and analysis from Camden’s customers 3 indicates that a majority of the population would actually prefer to contact us online, or using their smart phone, there is clearly potential to make significant savings and improve customer satisfaction by improving options of contact that suit their lifestyle needs. Of course, improving digital access options will not mean that Camden stops providing services through ‘traditional’ methods such as telephone or face-to-face. But what it does mean is that these channels will be freed up for those that want to use them – often residents with complex and sensitive needs – instead of being an inconvenient method of contact for the entire borough. If we are able to deliver the changes outlined in this strategy, not only will customers be more confident about interacting with us, in a way that suits them, but also we will make significant efficiencies and savings from the organisation. We will be able to understand individual customer needs more and be able, through technology, to target particular services to customers as and when they need. Customer Access Strategy Objectives Based on the insight into our customers and current levels of contact outlined in this document, we have developed several strategic objectives to guide the development of our customer services over the medium term: 1.Our customers will trust the Council 2.Our customer access channels will provide value for money for the Council and the tax payer 3.Our customers are able to interact with the Council through their channel of choice 4.We will have, and maintain, a website which is efficient, informative and easy to navigate 5.Our customers will have visibility of all their interactions with the Council, and can track service requests whilst also being sent automated service updates 6.Our customers will have a single view of the Council, irrespective of how they contact us, and we will have a single view of the customer, where appropriate, through our Customer Relationship tools 7.We will benefit from improved business intelligence and understanding of our customers 8.Our customer satisfaction, measured by the residents’ survey and other satisfaction surveys, will be improved 9.We will introduce new and innovative channels such as social media and mobile apps 10.We will improve response rates and right first time resolution wherever possible Introduction & context 1.Internal Camden Data Internal Camden 2.SOCITM, Better Served: customer access, efficiency and channel shift’, February 2011 3.Camden Residents Survey and MOSAIC Pen Portraits The challenge will be to maintain a relentless focus on customer excellence across the organisation, to ensure the systems and processes work consistently and to be flexible in our approach as technology, legislation and other pressures change over the coming years.

5. 5LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Our vision for customer access Customer Access Strategy Customer access vision By 2015, our vision is to enable our customers to self-serve through whichever channel is most convenient and accessible for them, maximising the efficiency and quality of our customer services offering, and enabling us to ensure no one gets left behind by being able to offer specialist, targeted support for those customers and transactions where end to end self-service is not possible. We will reduce the need for customers to contact us at all through process improvement and quality service, wherever possible. We will ensure we deliver what the customer needs first time, whether through a web visit, service interaction or outgoing communication.

6. 6LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Customer Access Strategy Customer promise The web site will be simple, effective, responsive, secure and accessible However you choose to contact us, you will get a high level of service We will understand you and your needs Where possible we will give you 24/7 access to the services you need You will see one Council and we will have a joined up view of how you’ve been talking to us The website will be up-to-date and will make your lives easier Our customer promise We will ensure that we provide services to you that are easily accessible, meet your needs and leave you satisfied with your interactions with the Council. We will ensure that you are aware of our actions and we will deliver what we say we will; when we say we will. We will ensure we deliver your needs first time, however you choose to contact us You won’t have to repeat yourself and we’ll contact you sometimes where we know an issue is affecting you We will give extra care and attention to those with more complex and sensitive needs We know you live busy lives and we want to make your communication with us as easy as possible We will help you to move with the technology and offer solutions that mean no one is disadvantaged because of our changing times

7. 7LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Customer Benefits What will our customers see and when…. An improved web offer, making it easier and quicker to find what you’re looking for Improved accessibility to our services Improved correspondence and interactions in a simple language that makes sense A changing Camden culture more focused on the customer Customers, who want to, will see our online offer as the primary source of interaction Reducing duplication, complexity and failure (due to major changes to the ICT infrastructure) Expedited interactions and an offer of new digital channels (through initial changes to the underlying ICT infrastructure) Increased trust in our website and an ability to transact more easily online An increase in locations where you can carry out transactions with the Council Majority of customers contact us online New building with an improved face to face hub Council has a single view of our customers Customers have a single view of the Council Overview 13/14 14/15

8. 8LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Customer Benefits What will our customers see and when…. Raising disability awareness and training for all front line staff Face-to face locations that are equipped to improve service accessibility e.g. immediate online access to BSL interpreting; PCs enabled for visually impaired users (text to speech, font enlargement) Self serve check in for appointments Improved flexibility of appointment times and an ability to make these appointments through digital channels Residents who are not confident with using the web are provided with assisted support and training e.g. in libraries or community venues Customers will be able to make payments in any Post Office across Camden An ability to check auto account balances on the phone for rents, leaseholders and council tax Automated phone system to replace the unpopular push button menu Less customers needing to come in Face to Face due to improvements in alternate options, meaning we can spend more time with those who really need it A new building that offers improved access for more services A higher standard of telephone service for those that want to call us Ensuring nobody gets left behind 13/14 14/15

9. 9LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Customer Benefits What will our customers see and when…. Camden account live for businesses and residents Web pages, for those services that generate lots of contact are simpler and more effective Accessibility improvements to web including language translation, BSL videos and a text to talk service Web chat Implemented to assist customers online An ability to track your interaction electronically e.g. status of a PCN challenge letter Full mobile app solution to report street issues e.g. graffiti and litter More services in the Camden account Culture changes to make Camden staff more 'digitally savvy' Mobile version of our web Improved search facility on the web Rationalisation of pages to reduce c7000 pages to 'de-clutter' website Intelligent e-forms for high volume services Emails and e-forms do not get lost in the digital ether Ability to schedule and report on-line e.g. a repair Customer account allows customers to view all transactions and updates across all their chosen services (for those in scope) The need to only tell us once, even where the interaction crosses services (due to joined processes and systems) Digital Enhancement Improvements 13/14 14/15

10. 10LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Customer Benefits What will our customers see and when…. Customer Service Officers trained around clusters of customer need. E.g. benefits, rents, housing repairs or services related to moving in or out of the borough Customer Service Officers given updated information to improve efficiency and accuracy ensuring we get it right at the first point of contact Web, social media and phone become interactive and instantly updated if issues are affecting multiple customers e.g. delays to a bin collection route Customer relationship management in place that helps understand customer background (e.g. their first language) and preferences (e.g. receive emails instead of letters) Able to proactively inform customers about issues reducing customer need to call the Council A joined up customer record across the Council enabling us to be more efficient and responsive to needs Improved tracking of end-to-end customer journey Customer insight enables the Council to make strategic decisions to more accurately meet customer needs Ward level reporting on who, how, when and why customers speak to us Single view of the customer and their contact with the council Improving Customer Insight 13/14 14/15

11. Camden’s customers 02

12. 12LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Local context – customer access and appetite for channel shift We have already made significant improvements in our service to customers through the 2011 Contact Camden customer services programme, and now have an excellent platform to continue this work and make further improvements to the way the Council meets our customers’ needs. Customer access does not necessarily mean just moving customers online. Instead, our understanding of who lives in Camden and what they expect of the Council, means that we are committed to providing the most appropriate contact method for each individual customer, and for each individual transaction. Whilst around 56% of savings will be delivered from customers switching the way they contact the Council, 44% of the savings will be achieved by reducing waste and inefficiencies from clunky Council processes. Local context – residents A recent survey of 1000 residents shows: 80% of our residents use the internet more than once a week with 72% online at least once a day. 50% use the internet for online banking, showing a transactional nature to their internet usage. Only 20% have never or rarely used the internet This level of internet usage reflects the changing nature by which people communicate and highlights the growing importance of technology in people’s lives. In the first quarter of 2012, 36%, up from 23% in 2010, of adults accessed content or sent emails from their mobile phones. 42% of Camden residents use their Smartphone to access the internet & 21% through a tablet device. As mentioned, this is not necessarily always about getting people to do things online. However, the fact our residents have a good grasp of technology suggests that they are likely to be receptive to new ways of contact, and open to doing things differently. Camden’s Customers Camden’s non-resident customers However, as a central London borough, Camden Council also provides services to a high number of business users, and visitors. It is therefore crucial that we assess the needs and preferences of all our customers to ensure the services we provide match what they need. Camden is home to the second highest number of businesses in London after Westminster and the fifth highest in the UK. There are 23,990 local units in Value Add Tax (VAT) and/or pay-as-you-earn (PAYE) registered enterprises in Camden in 2011, about the same as in 2010. Camden accounts for 6.1% of all London local (business) units 4. Half of all firms in Camden are professional services firms, but the borough also has a significant number of market traders and micro retail businesses located in pockets across the area. Clearly, this significant group of Camden’s customers will have different contact preferences and customer needs both to each other, and to the residential groups above. Potential for savings in Camden Currently the way our residents contact the Council does not match these preferences. From the results of the above survey only 11% of our residents, surveyed, transact with the council via the web, whilst 64% use the phone and 9% come in person. Camden are currently spending the majority of the available resources on the provision of phone and face-to-face services, to groups of customers whose preferences are, for a majority of services, web and self service. Customer profile breakdown 4. Source: UK Business Activity; Size and Location, 2011 (ONS)

13. 13LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Camden’s Customers Resident Survey and focus groups Building a picture of our customers and their preferences by being a listening Council Over the course of a period from June to December 2012 we have spoken to c1500 residents to ascertain how they would like to interact with us. This has included a “door to door” survey of a 1000 customers across all wards, online questionnaires and attendance at forums and seminars with key community groups to ensure no-one gets left behind by any changes we make. What we have ascertained Whilst we are not saying that customer access is solely about interacting through digital channels (it is also about improving response times, understanding our customers, improving our face to face and telephony and ensuring no one gets left behind) it has been helpful to classify our customers in to whether or not they interact online and a break down of our findings can be found on the right hand side of this page. Further information on these profiles can be found on Pages 14-17 of the strategy. Camden Customer web usage breakdown

14. 14LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 What does this mean? People who use online banking and the web regularly who would also consider using the Camden for transactions and information finding Current transactional – 18% of our customers Camden’s Customers Who are they (some interesting facts)? 24% of residents in this group are aged 16 – 44 years 38% of private renters are in this group 15% of those who contact the Council more than once a month come from this group 36% of those living in the west of Camden are in this group They don’t use our website because: 1. Couldn’t find info online (42%) 2. Prefer speaking to somebody (18%) 3. Currently quicker to speak to somebody (13%) What would motivate them to use our website 1. Quicker than phone or visit (47%) 2. Issue solved faster (41%) 3. Confirmation issue being dealt with (33%) 4. Website easier to use (29%) Their preferred channels Largest group to leverage maximum shift in customer behaviour, with considerable propensity to do so Small behaviour change needed. Much more likely to be interested in webforms, email and smartphone channels current transactional Targeted actions: Promoting online services available and remove barriers; fixing broken links, getting your request resolved quicker and it is right first time. Keep track of your request and be assured it’s being progressed. Review web and make it easier and simpler to use based on customer insight, feedback and testing. “I don’t want to speak to anyone”

15. 15LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Camden’s Customers What does this mean? People who use online banking and the web regularly but do not use the Camden website for transactions. Potential transactional – 32% of our customers “I use online banking but I still want to speak to the Council as I couldn’t find the information online and it is quicker on the phone” Who are they (some interesting facts)? 37% of potentials are aged 16 – 44 years 39% of private renters are in this group 33% of those who contact the Council more than once a month come from this group 40% of those living in the North of Camden are in this group They don’t use our website because: 1. Prefer speaking to somebody (24%) 2. Couldn’t find info online (21%) 3. Currently quicker to speak to somebody (18%) What would motivate them to use our website 1. Quicker than phone or visit (34%) 2. Issue solved faster (34%) 3. Confirmation issue being dealt with (20%) 4. Website easier to use (16%) Their preferred channels Largest group to leverage maximum behaviour change, with considerable propensity to do so. Capable but not yet willing. Small behaviour change needed. Increased use of a smartphone to access online potential transactional Targeted actions: This is a major group on which to focus our improvements on. Promoting online services available and remove barriers; fixing broken links, getting your request resolved quicker and it is right first time on web. Keep track of your request and be assured it’s being progressed. Review web and make it easier and simpler to use based on customer insight, feedback and testing.

16. 16LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Camden’s Customers What does this mean? People who use the internet at least once a week, but not for online banking. Non transactional – 30% of our customers “I use the internet but only for news and gossip” Who are they (some interesting facts)? 31% of this group are aged 45 – 64 35% of this group are social renters 35% of those who contact the Council more than once a month come from this group Predominantly living South and West of borough (41% each) They don’t use our website because: 1. Prefer speaking to somebody (28%) 2. Couldn’t find info online (22%) 3. Currently quicker to speak to somebody (21%). What would motivate them to use our website 1. Quicker than phoning or visiting in person (35%) 2. Issue solved faster (31%) 3. Confirmation my issue being dealt with (23%) Their preferred channels? Requires explanation of benefits, instruction and reassurance to change behaviour. Low propensity to channel shift. non–transactional Targeted actions; Review web and make it easier and simpler to use based on customer insight, feedback and testing. Focus on how to use other automated channels e.g. phone payments, transactions on your smartphone. Ensure time saved by doing it online and keeping track of the progress of your request by text. Reduced need to phone as queries are answered right first time

17. 17LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Camden’s Customers What does this mean? People who do not use the internet at all, or use it less than once a week. Non users – 20% of our customers Who are they (some interesting facts)? 49% of those aged 65+ are in this group 31% of social tenants are in this group 17% of those who contact the Council more than once a month come from this group 13% of those living central / south of Camden are in this group They don’t use our website because: 1. No internet access (27%) 2. Don’t know how to use websites (14%) 3. Prefer speaking (14%) Motivators to using our website 1. Training on how to use computer (17%) 2. Quicker than phoning or visiting in person (9%) 3. Confirmation issue being dealt with (8%) Their preferred channels Hardest group to change behaviour to online transactions due to lack of digital ability / access / interest. non-users Targeted actions: Promote the use of non-digital channels, e.g. local services in our libraries or post offices where assistance can be provided if needed. Signposting how to get help and access to go online, using libraries and facilitators to gain digital literacy and IT training. Join up campaigns to work with external initiatives that focus on other digital inclusion activities. Improved face to face and telephony services. “I don’t really know how to use the internet. I’d like too but it seems a bit daunting if I’m honest”

18. 18LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 From the MOSAIC population segmentation tool, which uses a combination of data including the census, the electoral register, shareholder and directors' lists, house price data from the land registry, and local levels of council tax, we know that 99% of Camden’s population falls into three main categories (as used by MOSAIC): Whilst these first two customer groups have a high propensity to self serve via the web (as shown in figure 1, overleaf), the customers in group 3 no longer have a preferred channel of choice for accessing services. Around a quarter of this group now prefer to access information via the internet, and may be more open to self-serve and performing transactions on line. Around 50% of this group access the internet every day or most days, despite most not having internet in their homes. The remaining 50% of this group (which make up 18% of Camden’s population) are not receptive to any channel except face to face. This preference is accommodated through this customer access strategy and our plans to facilitate access to some services in libraries and post offices. The following page goes into more detail about how the MOSAIC data can be broken down against the Councils customer base. Comparing this to contact types: As stated throughout the strategy, for a variety of reasons customers are not able or willing to complete their “transactions” with the Council online. This is born out by the data below where we see a high volume of web hits but a low volume of e-form completion. Camden’s customers 6 and how they interact with us – an external ratification of our findings Camden’s Customers 1. ‘Renting flats in high density social housing’ 2. ‘Young well educated city dwellers’ 3. ‘Wealthy living in sought after neighbourhoods’ 6.MOSAIC Experian public sector ‘portraits’ – MOSAIC 2010 data, using MOSAIC 2001 name groupings Figure 1 7 Indicative monthly channel volumes (including web hits) Indicative monthly channel volumes 7 7. BDO analysis of data It is interesting that an independent assessment of our call volumes shows that we receive up to 6 times more phone calls than some other comparable boroughs 7. The tables below show that although the Camden website gets a high proportion of web hits this results in a much lower proportion of transactions completed on-line. In fact one of our most popular pages is the Contact Camden page displaying our telephone number indicating a propensity for residents to go on-line but ending up having to call us.

19. 19LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Camden’s Customers Independent customer profile breakdown MOAIC Group 11 % Camden populationDescription Access InformationTransactions Wealthy living in sought after neighbourhoods 7 These tend to be very wealthy individuals who enjoy stylish living and cultural centres, who don’t like face to face and have a high ability to self-serve Web Telephone Web Telephone Young well educated city dwellers 62 Late 20s to early 40s, our majority group tends to be home sharers with high incomes working long hours, with a high propensity to self-serve Web National papers Mobile Post Renting flats in high density social housing 30 The majority of this group is aged 40 to 50, home sharers from minority ethnic groups in receipt of benefits SMS text National Papers No significant Figure 1 Camden resident breakdown Figure 2 Camden resident breakdown and channel preferences Based on our analysis on current contact figures, we know that the areas which generate most contact to the Council are: Phone: Council tax Parking Face to face: Parking Housing benefits Post / eforms: Council tax Parking

20. 20LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Our vision for ensuring the customer access strategy enables digital inclusion Summary A crucial and integral element of customer access is ensuring that residents with complex and sensitive needs are able to access services from the Council and our partners, when and how they need to. There will be a small group of customers that will remain digitally excluded for various reasons and it is important to ensure this group are not marginalised through increased provision of self-service. Recent data suggests that there is no general correlation between broadband penetration and areas of social and economic deprivation, ethnicity, and/or job seekers allowance claimants. This suggests from an inclusion perspective that increased migration to online services is generally unlikely to cause indirect discrimination. 76% of the national population now have broadband in their homes, and over half (55 per cent) of those aged 65-74 have access to the internet at home while over three quarters (77 per cent) now have a mobile 7. Furthermore, the increased use of mobile internet devices in recent years has already decreased the so-called ‘digital divide’, as customers who may find home broadband costs prohibitive do have access to a smart phone device. Social media provides the Council with another tool to counter exclusion, as – despite worries that these channels may breed a generational divide - sites such as Twitter have an average user age of over 35, with those aged 45-54, 36% more likely than average to visit the site 8, and 48% of adults now own a social media profile 9. Camden’s Customers Finally, as digital TV is now used by 96.2% of the population 10, this is a clear tool for the Council to leverage when considering service provision for digitally excluded groups. In Camden we already have alternatives available to customers who do not have internet access: Free public access to the internet is available at libraries Libraries staff can show residents ‘how to get started’ with basics of PC use, actively help and support clients to access and interact with Council services online if assistance is required There is an offering of free Wi-Fi access in libraries which is becoming increasingly popular Telephone and processing support is available from Contact Camden to increase customer confidence in using online transactions Internet access via Digital Television and mobile phone technology is increasing, offering an alternative to traditional PC access routes Objectives Our vision is that no resident in Camden should be excluded through our customer access improvements. We will ensure this by: Ensuring all key transactions and web pages can be completed and viewed on a mobile internet device Continuing, and improving, provision of mediated self-service options Expanding the communications and transactions which are available through social media sites such as Twitter Evaluating the Council’s current use of IPTV, and how this could be leveraged for groups with sensitive needs e.g. social care services for the elderly Digital inclusion across our customer groups – 7. http://media.ofcom.org.uk/facts/ 8. ‘Middle Aged are Driving Twitter Success’ [http://www.telegraph.co.uk/technology/twitter/5147827/Middle-aged-are-driving Twitters-success.html] 9. http://media.ofcom.org.uk/facts/ 10. http://consumers.ofcom.org.uk/2011/08/a-nation-addicted-to-smartphones/

21. 21LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Camden’s Customers What has this achieved to date Mobile and app development Accessibility to the Web – (new approach to accessibility forum) Engagement with customers across key digitally excluded groups BSL functions in the main Camden face to face HUB. Current projects British Sign Language videos online Using demographic data linked to customer contact to better understand their needs and preferences Video aids for housing needs and parking in the three most commonly used languages Ability to understand where people are having difficultly accessing the Council’s website and being able to intervene Using webchat Using language that the customer understands rather than Council jargon Where we are going TV based alternative to the internet Web based language conversions Accessibility page on web containing BSL videos and text to speech functionality Improved web in terms of navigation with simpler language Using SMS text to update and inform customers when they prefer Designing services that are simpler, clearer and faster for customers to access the Council online Being able to take advantage of new and emerging technologies to increase the effectiveness of the Council’s communication with customers Increasing customer choice in online access and allowing greater personalisation of services Innovative and widespread online accessibility for people with disabilities Digital inclusion across our customer groups Our action plan for ensuring the customer access strategy enables digital inclusion The recommendations in this document will enable Camden to offer ‘digital first’ but also to remember our customers who will not or can not engage online, to ensure Camden is also ‘digital where appropriate’

22. 22LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Our vision for avoidable contact Summary of the avoidable contact strategy The customer experience for both citizens and businesses when contacting their local Council should be one which is responsive, timely and efficient. Delivering this within the limited resources of both Councils and their customers is a significant challenge for local authorities. It is therefore crucial that we interact as efficiently as possible with our customers, to prevent them having to make unnecessary, valueless contacts which are costly and frustrating for both parties. We should aim to get it right first time, every time. Avoidable contacts may occur when a transaction is not resolved in one contact and a customer is forced to contact the Council again, perhaps through a different channel, to do so. Examples of such contact could be a customer calling Camden to find out information which they have been unable to find on the website, or calling the Council to find out the progress of a previous contact which has not yet been fully resolved. By identifying what customer contact is ‘avoidable’, Camden will be able to redesign the way services and information are made more accessible for our customers, ultimately freeing resources and improving satisfaction. Getting it right first time – An avoidable contact strategy Objectives of the avoidable contact strategy Our vision for ‘avoidable contact’ in Camden is that avoidable contact becomes negligible, with little or no impact on the services to other customers. To do this we will improve all channels and their supporting systems to eliminate multiple customer contacts through multiple channels. A seamless end-to-end process across all channels will be key to reducing this. In addition, services will need to take ownership of the ‘right first time’ ethos, applying it to every transaction they complete:  We will improve the number of customer queries that we are able to resolve first time by improving signposting to key information on our website  We will reduce the need for follow-up face-to- face appointments by ensuring all channels provide clear, detailed information and possible options for specific customer groups  We will capture all contacts on our customer relationship system and use the data to improve communication and mitigate future avoidable contact. Staff will have a joined up view of our customers and customers a joined up view of the Council  We will train staff around customer queries so customers do not need to contact multiple services e.g. housing, welfare reform  We will significantly reduce the number of customers that call back regarding the same query  We will significantly reduce the number of dropped searches on the Camden website Supporting plans - our approach to implementation

23. 23LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Rationale Services for review were carefully selected through an assessment of contact data, benchmarking as to where other services have made improvements and those which would have the most impact on a large number of customers in order to ensure the Council could evidence value for money and a return on investment in difficult economic times. Services we’ve reviewed and are changing Once the current round of improvements have been made, changes in other services throughout the Council can be made more efficiently as the underlying ICT infrastructure would have already been implemented. The following table details the services we have reviewed and will be changing over the next 20 months. Rationale and service contact volumes PRIORITY AREA 12 MONTH TRANSACTIONS PhoneF2F Parking198,25226,557 Payments - Call centre98,3880 Environment Services66,1200 Housing Management32,22026,378 Council tax108,00013,668 Cashiers (counter)98,388133,848 Repairs159,2760 Benefits68,94038,388 Registrars50,8800 Planning47,2800 Regulatory Services37,8000 Housing needs group94,9560 Leaseholder Services47,8567,596 Rents58,9320 Business rates23,9040 * Includes Parking face to face transactions

24. Channel plans – our approach to implementation 03

25. 25LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Our vision for telephone access Summary of telephone strategy Telephone is currently Camden’s most used channel, receiving an average of 116,000 calls per month through Contact Camden and DDI (Direct Dialling Inward 11 ) to services – up to six times more than other comparative London boroughs 12. Each of these transactions costs an average of £3.86 13. However, phone is not the preferred channel for any of Camden’s three main population groups. This suggests that many customers who call the Council at present would prefer to use another channel if possible. Telephone strategy Customer access plans – our approach to implementation 11. BDO analysis of Camden data 12. BDO benchmarking of London Boroughs of Islington and Sutton, which have populations 13% and 25% lower respectively 13. Camden data Objectives of the telephone strategy Our vision for telephone access in Camden is that it should become the ‘back up channel’, not the primary channel used to contact the Council, as it is currently. To achieve this we therefore must: Reduce publication of Direct Dial numbers across all services to a minimum and promote main Contact Camden number Reduce the need for customers to call the Council for information by providing useful and accessible information through other means Use the phone channel to offer a personal touch where it is needed, to support those residents with more complex or sensitive needs Shift straightforward enquiries and transactions from phone to the web wherever possible by making the web intuitive and easy to use and using an automated message directing customers on the phone to the web Increase self service by voice automation for all routine enquiries and the switchboard Reduce instances where we have to “pass people” between departments through joining up information better Make sure we get the answer right first time and do what we say, when we say so customers do not need to call back and chase query Examples of proposed changes which will impact this channel: A removal of the touch button system prior to speaking to an officer Improvement of the scripts used by contact centre officers to ensure the information is given out is expedited Accessibility training for Customer Service Officers Housing needs assessment triage process to be created for telephone transactions, which will speed up the time it takes to understand a customers level of need Improved council tax routing will mean that more customers can resolve their query without waiting to speak to an officer Introduce texts to provide status updates e.g. a housing repair.

26. 26LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Our vision for face-to-face access Summary of face-to-face strategy Looking at comparable customer profile boroughs, Camden has a high face-to-face volume and a low web usage. Recent progress has been made by Contact Camden, moving from multiple face-to-face reception points to one main access hub in Argyle Street from May 2011. We also know some Camden residents have a preference for dealing with the Council face-to-face for some transactions. This means that this is an important channel for Camden and there will be a need to ensure that this customer preference is met. There is potential for the service provision through the face-to-face channel to be tailored and improved in order to ensure that access to face-to- face services is available for those who need it, and is delivered in a way that maximises the customer experience. Face-to-face strategy Objectives of the face-to-face strategy Our vision for face-to-face in Camden is that it should be available only for specific service areas and specific groups of customers, and that all customers who can use another channel find it easier and more convenient to do so. To achieve this we will: Provide a better service to those that need face to face access and ensure there are alternative channels available for those that don’t Implement an appointment only model to enable shorter waiting times (except in emergencies) Use libraries and post offices to offer wider choice of location and enable the transition from a central cashiers service to a more local provision Reduce the need for customers to come to a Council building for a face-to-face transaction, where the type of transaction and the provision across other channels makes it unnecessary Explore new and innovative ways of providing face-to-face services e.g. Skype advice sessions Maximise the opportunity of the new council building opening in 2014 to improve our main face-to-face offer with a more targeted, supportive and positive experience for customers Customer access plans – our approach to implementation Examples of proposed changes which will impact this channel: Online appointment booking for benefits advice Customers will be able to apply for and renew their parking permits online instantly through the new platform including web and mobile app, reducing the need to come in face-to- face Improved accessibility on the web for those customers with sensory needs, to prevent the need to come in face to face The ability to complete simple transactions at Post Officers around the borough

27. 27LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Face-to-face – where will we have provision by 2014 All Camden residents live within one mile of a Post Office branch. Post offices – Businesses and residents able to make payments to the Council Libraries – Community hubs offering access to council services

28. 28LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Our vision for web access Summary of web strategy Over three quarters of the national population now have broadband in their homes 14, and customer expectations of accessing public services online or via smart phones have risen significantly in recent years. This means that channel shift to the web or mobile devices is now often the best option for a large group of customers. Web provision in Camden at present is good, with a wide range of ‘do it online’ functions available across all services and a good level of information available. Despite this, web usage and transactions are currently relatively low in the borough, with Google analytics and contact data levels suggesting that many residents go to the website only to find the telephone number of the Council. 89% of visitors to the website do not use it to carry out a transaction 15. More could be done to improve online signposting to help residents find the right information without needing to call or visit the Council, and to reduce visibility of the other channels available. The launch of two new web accounts, one for business and one for residents, will significantly improve web provision over the coming months by customising the online experience for customers, providing a clear logic for transactions, and crucially, providing a faster service than through other channels thanks to better integration with back office IT systems with feedback on progress. From customer feedback it is also clear we need to make information easier to find and transactions easier to complete. Web strategy Objectives of the web strategy Our vision for the web channel is that it becomes one of the primary and preferred self service methods of contacting Camden for the majority of residents. To achieve this we will need to: Implement a customer led web account driven by top customer interactions Ensure web is ‘King’ in terms of speed of response React to peaks in demand from customers Provide easy access to multiple services Create a web that works and never fails Ensure web is safe and secure and build customer confidence in this Integrate the website fully to stop internal re- keying and duplication which currently slows response times Ensure all web pages are usable across various formats – mobile, iPad, android devices etc. Work to get each transaction right first time so customers don’t need to ‘channel hop’ Provide confirmation of online transactions and keep the whole website up to date, to provide customers with reassurance and ensure services take ownership of keeping information relevant and up to date Customer access plans – our approach to implementation 15. http://media.ofcom.org.uk/facts/ 16. KPI data relating to customer access. Average volume from October 2010 to September 2011 Examples of proposed changes which will impact this channel: Web based advice will be provided at point of application form for housing needs Students will be able to apply for council tax exemptions online Missed bins can be reported online Customers will be able to view logged housing repairs via the customer account, which will provide a facility to track the progress of the repair Improved accessibility pages Use of web chat to help those customers who are already on the web find what they need without having to call

29. 29LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Our vision for post and paper access Summary of the post and paper strategy As the most expensive customer access channel 17, and the least convenient for the majority of residents, we will aim to reduce use of this channel wherever it is possible and legal to do so, whilst still maintaining a core provision for those customers, often with sensory needs, who require it. None of Camden’s key customer groups have post as either a first or second preference. In some service areas it is currently necessary for residents to send in hard copies of documents as evidence for the department, which forces residents to use this channel. It is also necessary for us to distinguish between incoming and outgoing post and to establish the relationship between the two. Where we send out paper documents to our customers by post, we could be encouraging a response by the same channel or unnecessary phone calls where the letter is unclear. Post and paper strategy Objectives of the post and paper strategy Our vision for the post channel is that it should be used only where necessary, when a customer cannot easily interact with the Council by any other medium. We will, however, ensure that we offer a continued post service for customers with sensory needs, and some elderly residents who may prefer this channel, as well as improving current systems where possible to increase reassurance and improve timescales. To achieve this we will: Redesign any processes which currently require customers to use post, including the requirement for proofs Replace on-line PDF forms with self serve options e.g. student exemptions Reduce outbound post wherever legally possible and politically viable, instead improving online offerings by giving customers the choice of how they would like to receive information e.g. email Ensure any necessary outgoing post is clear and jargon free to ensure it does not create unnecessary inbound contact Customer access plans – our approach to implementation 17. Post transaction cost at other London boroughs has been estimated at c.£20 by BDO Examples of proposed changes which will impact this channel: In parking, customers will be able to upload and documents and evidence needed to apply for parking permits online, instead of posting in the documents, which will result in quicker processing of their applications We will aim to stop all non –statutory letters being sent into the Council for leasehold services regarding collections and will instead encourage customers to contact us via different channels Improved internal processes around post, reducing handling times

30. 30LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Our vision for email access Summary of email strategy Camden currently receives a high number of emails - around 11,000 emails a month to public folders and approximately 10,000 e-forms. Email is a popular channel choice for customers who would formerly have written a letter. 40% of UK residents now have email access on their mobile phones. However, increasingly, younger customers prefer to use ‘chat’ style channels such as Blackberry messenger or Skype for their interactions. Although e-forms and emails are both on the web, the precise channel selected by the customer has a significant impact on the potential savings to the Council from use of the channel. It is key to make two crucial distinctions when looking at future provision: Inbound and outbound Emails Inbound emails are often just as resource- intensive for a Council as inbound post, as they are not integrated with back office systems, and it requires significant resource to monitor accounts and take action. However, in some cases outbound emails can be used as a successful customer communication tool. Camden currently sends 178,000 e-alerts every month to residents regarding a variety of issues, from Council news to parking bay suspensions Integrated e-forms Unless e-forms are integrated with back office systems - that is, they do not need ‘re-keying’ manually after they have been received - then no resource is saved by providing them to customers and response times can not be reduiced. However, even if e-forms are not integrated, they offer a more structured contact channel, which makes it easier for us to categorise and direct the email to the appropriate officer or department. Email and e-form strategy Objectives for the email and e-form channel We will: Delete general email address accounts Improve website so that e-forms are integrated and customer friendly, FAQs are better and there is more transactional functionality Remove jargon from our current e-forms Ensure all e-forms offered are functioning, easy to use, quick and reliable Remove back office processing for e-options wherever possible and financially viable Use targeted e-updates to pre-empt contact in some situations e.g. the start of university term, bad weather etc Ensure all e-form submissions receive an auto reply, detailing next steps and when we expect the customer to receive a reply Customer access plans – our approach to implementation Examples of proposed changes which will impact this channel: Proactive information relating to communal housing repair updates will be sent to customers through emails We will send first reminders regarding rent due for Council owned properties via email, rather than post All e-forms generate an automated reply with the “FAQ’s” about that process Pre-populated e-forms with customer details for those customers who wish to use the online account Expedited responses to e-forms due to a lack of back office processing

31. 31LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Our vision for mobile access Summary of mobile strategy On a worldwide level, mobile is expected to become the primary vehicle for customers interacting with organisations in the next few years. In 2013 there will be 1.82bn mobile internet devices worldwide, compared to 1.78bn computers. This means that mobile is becoming a more appropriate channel for digitally excluded customers, helping to reduce the digital divide caused by the often prohibitive cost of home broadband 18 and buying laptops. The mobile channel is obviously not appropriate for all services or customers, as it does not offer the same level of personalisation as other channels, but there are several services where mobile may actually be more reassuring and accessible for customers than any other channel. Many young people today, for example, prefer to communicate via their smart phone, and often do not have access to any other method of communication e.g. landline, email address. The mobile channel as a two-way tool for communication could also hold potential for Camden, with customers able to quickly and cheaply report issues which they would not otherwise e.g. sending in pictures of graffiti or a broken lamppost without having to wait until they get home. If the process is fully integrated such an action is likely to mean the resolution of the issue is expedited and therefore can reduce the total amount of contacts received. Mobile strategy Objectives of the mobile strategy Our vision for the mobile channel in Camden is that it becomes a primary method of communication between the Council and customers, both for transactions and two-way dialogue. Where appropriate we will:  Create a specific mobile site  Harness/promote the use of existing applications which offer relevant services  Shorten online processes and payments to make them more mobile friendly, with a confirmation email to provide reassurance when making transactions  Enable secure mobile transactions and payments  Ensure the new Camden and business account work seamlessly on mobile devices  Ensure services recognise and plan ways in which mobile can be used in service delivery  Reduce publication of Contact Camden number on website and Council publications  Enable apps to report issues such as graffiti to the Council 06. Customer access plans – our approach to implementation 18. Lecture on ‘Digital Marketing’ by Professor Vincent-Wayne Mitchell, Professor of Consumer Marketing, Cass Business School, March 2011; New York Times Research – ‘Mobile Internet Usage Shrinks Digital Divide’ [http://bits.blogs.nytimes.com/2009/07/22/mobile-internet-use-shrinks-digital-divide/] 92% of adults own a mobile phone, and 36% use their mobile to access the internet Examples of proposed changes which will impact this channel: Parking permits will be available via a mobile app All website pages will be made fully compatible with mobile devices, so they display correctly on devices other than a PC Mobile enabled website meaning customers can access our services on the go Texting customers about relevant information so they don’t have to contact us

32. 32LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Our vision for social media access Summary of our social media strategy The use of social media within Camden is at present in line with many other authorities. The ‘Camden talking’ twitter account currently provides updates and advice for basic customer queries, with the ‘LoveCamden’ feed supplementing this with leisure and tourism updates for residents and visitors. The Council also has an active YouTube and Flickr account, which provide informative videos and photos on subjects such as recycling, or events in the borough. The future challenge for the Council lies in finding ways of facing the challenges of social media in terms of engagement at all levels and across all services in the Council – including how to make the organisation as a whole more relaxed about its use, without exposing it to risks. Further challenges for the Council in this channel are caused by the fact that social media, by its nature, is an instantaneous method of communication to which Councils may find it difficult to respond without bypassing procedures and putting the Council’s reputation at risk. Social Media strategy Objectives of the social media strategy Before being able to proceed with channel shift in this area, it is essential that we understand where social media sits within the organisation at present and how comfortable we are to use it more expansively in the future, given the politically sensitive nature of the channel: Confirm the new social media policy and develop an internal strategy for its use Provide training for staff at all levels in using it appropriately and professionally Look at how the social media that exists currently can be better linked up with the corporate website so customers feel like they are dealing with where appropriate for information and to one organisation Use social media to reduce avoidable contact where possible Increase social media resource during peak contact times e.g. during extreme weather 19 Introduce tools to monitor social media sites linked to Council messages Customer access plans – our approach to implementation 19. Lecture on ‘Digital Marketing’ by Professor Vincent-Wayne Mitchell, Professor of Consumer Marketing, Cass Business School, March 2011; New York Times Research – ‘Mobile Internet Usage Shrinks Digital Divide’ [http://bits.blogs.nytimes.com/2009/07/22/mobile-internet-use-shrinks-digital-divide/] Examples of proposed changes which will impact this channel: Where a repair or issue relates to a communal area or block of flats, we will share information and progress updates via social media, to prevent customers having to contact us once the issue is already being dealt with Able to react and make customer focused changes with immediate affect e.g. a customer “tweeting” about a defective street lamp

33. Implementation of this strategy 04

34. 34LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 14/15 This transformation will radically change the way our customers contact us. Whilst customers will see changes that are not related to digital forma of communication to and from the Council, the majority of our changes will require some form of ICT development in order to ensure that we can for example, reduce response times, understand our customers and make strategic decisions for the benefit of our residents, businesses and tourists. Implementation The ICT centric nature of the changes mean that in order to get it right, the time line for delivery will take c20 months and the programme aims to deliver all changes by November 2014/15, however customers will start to notice a difference as early as August 2013. The programme will continue to manage change in line with programme management methodology to ensure risks are managed and changes are delivered on time and to cost. Implementation Just because the programme is moving into the implementation stage does not mean that the investigation into customer improvements will cease. In line with Camden ways of working the programme will seek to be flexible and agile to ensure that Camden continues to scan the horizon for innovative and new ways of working that brings in best practice that works for our customer. The programme will ensure that changes are made in line with any other policy and/or operational changes going on over the timeframe. The implementation process has built in time to ensure that we keep in constant communication with our customers to ensure the changes meet their needs. In short implementation will contain the following key aspects: Implementation Planning Risk Management Benefits realisation and monitoring Best practice Customer insight and testing Delivery of the change It should be noted that this implementation will allow Camden to have a platform in place that enables the organisation to continually improve customer services over the long term.

35. 35LB Camden | Customer Access Strategy – Vision & Objectives | November 2011 Programme governance arrangements CMT Strategic Programme Board Delivery Group Fast Forward 2014, Right First Time Key Workstreams Digital access enhancement (web and Camden account) Engagement Organisational change and benefits realisation Ensuring people don’t get left behind ICT Project Board Individual service project groups x12 led by customer access programme project managers Portfolio Monitoring RCP Reference group