To deliver Shropshire Housing Group’s vision: … “to provide excellent services and satisfied customers” We will: Develop a range of ways for our customers to access our services Deliver services in the most cost efficient way Deliver an excellent customer experience Ensure all colleagues of the Group take ownership for delivery of the strategy 2.0
Introduction
The introduction of new technologies (Customer Relationship Management (CRM) and Voice Over Internet Protocol (VOIP) telephony) and the development of new working practices offers the Group an opportunity to develop a holistic approach to customer service. The diagram below illustrates the choice that will be made available to our customers. New technology and a streamlined customer service team made capable of dealing with an increasing range of routine enquiries can facilitate an excellent customer experience, at a reduced cost; and free up resources for other staff to resolve non-routine enquiries.
Cost
Service vs Cost
Face to face in Cust home
Face to face at Group office/s
Letter
E-mail
Call into back office
Call into CST
SMS
Website Cust Access Portal
Website FAQ's
Customer Choice
3.0
Definitions
For the purpose of this strategy, “customer” is defined as any tenant, leaseholder, shared-owner, or licensee living in a South Shropshire Housing Association or Meres & Mosses Housing Association property and any other customer of Shropshire Housing Group’s range of services. These services include Total Response Ltd maintenance services and Housing Support Services customers.
4.0
Objectives
Key outcomes for the Customer o Customers will enjoy an excellent customer experience that is focused on customers’ needs and getting it “right first time” An increasing range of services will be provided through a single point of contact, at times convenient to the customer Customers will receive clear, consistent and accurate advice, regardless of the way they choose to access services Customers will be kept informed and up to date with the progress of their enquiries Customers will be treated with respect, courtesy and professionalism by SHG staff and others working on behalf of the Group Customers will be able to update basic key account information, such as telephone numbers and e-mail addresses without the need to contact the Group
o Customers will have a greater choice in how and when to access services
Customers will be able to contact us by telephone, on a single number Calls will be answered promptly and professionally Customers will be able to “self-serve” over a dedicated internet portal Customers will be able to choose to see us face to face if they so wish and should not have to travel excessively to do so Customers who visit our offices will find them welcoming and accessible to all
Key outcomes for Shropshire Housing Group o Technology will track the progress of each and every customer contact and enable better service delivery, and better management and oversight over contact closure o Staff will enjoy a more positive working environment, with access to up-todate information, enabling them to offer excellent customer service o CRM and VOIP will enable accurate performance measurement o Information will be able to be captured in multiple ways – but only once o Unnecessary delays and repetitive work can be eliminated enabling a more cost effective & efficient approach to delivery of core services, allowing better use of the time and skills of more specialist staff
5.0
Delivery of Strategy
Excellent customer services are not the responsibility of any one team and it will take commitment from all Directorates, teams and individuals to deliver this strategy. We will: 1. Embrace new technologies o Customer Relationship Management (CRM) o New Voice Over Internet (VOIP) Telephony Solution o Text messaging via mobile phones o Instant messaging via PC’s o Customer Access Portal (Online) o Enhanced website to include a FAQ’s section o Mobile phone app 2. Over time move towards the development of a unified Customer Services Team 3. Develop an integrated reception service offer, including access to computers in reception areas 4. Introduce a new customer charter 5. Introduce a new internal staff charter which embeds the principles of professionalism and accountability in delivering excellent customer services. In addition we will: a. Ensure all staff members (including TRL operatives) receive regular training on the Group’s approach and service standards b. Promote excellent customer service through staff recognition and reward systems c. Monitor staff performance against the charter standards 6. Adopt a suite of customer service KPIs and benchmark our performance against our peers. 7. Measure satisfaction with services and encourage feedback from customers and staff to ensure that priorities and service successes and gaps in service are effectively identified and used to improve customer service. 8. Over time work with other key local stakeholders to deliver ‘Local Customer Service Hubs’ in areas where a presence would not usually be possible. If successful these local service hubs would be multi-disciplinary, so that customers can visit one location in order to satisfy a multitude of enquiries. Such an approach also strengthens relationships between key local agencies and allows for value for money savings to be achieved in servicing multiple locations. 9. Become an accredited ‘Customer Service Excellence’ company and use their criteria to shape service delivery: Criterion 1 - Customer Insight Criterion 2 – The Culture of the Organisation Criterion 3 – Information and Access Criterion 4 – Delivery Criterion 5 – Timeliness and Quality of Service
6.0
Monitoring and Reporting
An annual report to the Group Board will describe implementation, performance and effectiveness of the strategy. Performance against Key Performance Indicators including measures of customer satisfaction will be monitored by the Performance Management Group and Performance Committee. Specific actions which relate to implementation of the strategy will be included in operational plans, progress with which will be monitored and reviewed by the relevant managers and directors, and periodically by the Senior Management Team. 7.0
Review
This strategy will be reviewed every three years. At this stage we will review the feedback we receive through customer satisfaction surveys. 8.0
Responsibilities
The Customer Services Manager will implement and develop the strategy. All Leaders will need to take the new Customer Service Strategy into account when revising policies and procedures. All Leaders will need to model and reinforce the principles of great customer service to their team members – and ensure that the new Charters are embraced and implemented by all staff members. This means that Leaders will need to take responsibility for ensuring that the detail of great customer service is prioritised – from keeping Outlook diaries up to date, to how staff members answer the telephone and respond to customer enquiries. The Customer Services Team will support Leaders to deliver on this commitment by giving the Leaders detailed information about how services are experienced by customers in their area of the business. Leaders need to respond to this feedback positively, and use it to drive cultural change. The Customer Services Manager will give an annual refresher session to the Operational Management Team to remind all leaders of the vision and outcomes intended from the strategy. Appendices i)
