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Vision
- Inspiring and empowering staff to develop
and deliver digital services
- Using customer insight to shape service
delivery
- Identifying behavioural change techniques
Customer insight in the Digital World William Benson Chief - - PowerPoint PPT Presentation
Customer insight in the Digital World William Benson Chief - - PowerPoint PPT Presentation
Customer insight in the Digital World William Benson Chief Executive Tunbridge Wells Borough Council Vision Inspiring and empowering staff to develop and deliver digital services Using customer insight to shape service delivery
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The current situation
- Business as usual is no longer
an option
- Ongoing budget cuts
- Population increasing and ageing
- Digital natives turning 18
- Customers expectations for digital
services are high
- Our response . . . we must have more
and better digital services
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Where were we?
- Data rich in terms of telephone contact, letters &
complaints but had nothing on the web
- Website owned by the Communications Team,
neglected as a transactional tool
- No one senior responsible for online services and
digital work
- Staff saw the web as a bolt-on to systems and
processes that we have and were designed 10 or 15 years ago
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Where we are now
- Inspiring and empowering staff to
develop and deliver digital services
- Redesign services to benefit our
customers
- Integral part of our 5 year plan
- Digital objectives
- Staff briefings
- Tech Day
- 12 Days of Digital
- Digital Angels
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Smarter Digital Services
- Inspiring and empowering staff to
develop and deliver digital services
- Working in Partnership across Kent
- Buy in from Kent Chief Executives
- Jointly funded a team to provide
skills and expertise working with authorities
- Sharing best practice, industry
knowledge and practical insights
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Smarter Digital Services
Current partners . . .
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Applying behavioural change theory to Council Tax collection
- As at 1 December 2015 Mid Kent Revenues and Benefits had over
10,000 cases with some form of ongoing recovery or enforcement action
- Customers are sent a ‘14 day letter’ offering them a final
- pportunity to avoid enforcement
action by making a payment or arrangement
- Evidence suggests that as few as 10%
- f recipients respond to these letters
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Applying behavioural change theory to Council Tax collection
- Looking to reduce enforcement action through the use of
behavioural change theory often referred to as ‘Nudge Theory’
- We trialled simple ‘handwritten’ style post-it notes to letters,
hoping to ‘nudge’ customers into responding
- A Randomised Controlled Trial (RCT) was carried out across
Maidstone and Tunbridge Wells in November 2015. 50% were sent the normal 14 day letter and 50% sent the 14 day letter with a post-it note attached
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Applying behavioural change theory to Council Tax collection
Overall Response Rates Figures relate to percentage of customers in each group that responded (Overall Group size = 372)
21.56% of customers sent the standard letter responded with some form of offer or payment The inclusion of the post-it note increased the response rate to 31.64%
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Behavioural change techniques to reduce demand and promote ‘digital by default’
Pay by Phone Parking
- Ageing estate of parking ticket machines
- Vulnerable to vandalism and theft
- Fake pound coins
- Increasing cost of contracts to insure,
collect and bank the coins Paying by phone not new but more expensive and unsurprisingly slow take up
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Pay by Phone Parking
- Moved to incentives - 20p cheaper
to use PayByPhone
- Number of first time users shot up
- Marketing campaign including
prize draws
- Numbers of new users continues
to climb month on month
- More than a quarter of all parking
revenue is now being taken by cashless methods and they pay more and stay longer.
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Pay by Phone Parking
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Pay by Phone Parking
- Involving staff and users in
improvements
- Simple change
- Draw attention to 2
hours
- Continuing to promote
channel shift
- WiFi to address mobile
reception issues
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Eye Tracking
- EK Services have used Eye Tracking
to identify possible areas for re- design of letters, bills and web pages
- Gives a real insight into customer
behaviour when reading letters and web pages
- SDS team will be holding an ‘Eye
Tracking’ week in March 2016 for partners to evaluate their letters, bills and web pages using Eye Tracking Glasses
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Eye Tracking – The ‘F’ pattern
Identifying how customers scan the content of letters, bills and web pages
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Eye Tracking – Directional Cues
Identifying how a ‘directional cue’ within an advert draws the customers eye . . .
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Eye Tracking – Early results for EK Services
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Tackling digital exclusion
- Instant Chat
- Assisted self-help
- Digi-buddies
- Promoting online services
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Tackling digital exclusion
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Digi-Buddies
Since April we’ve held over 90 Digi Buddy sessions helping our customers build their confidence
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Working with others
- Compaid
- Go-train
- Learn my way
- Barclays Digital Eagles
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Mark O'Callaghan Charlotte Benge Neil Sutcliffe
Zoe Gooding Debra Thackeray
Emer Moran Mat Jeffreys Tom Dixon
Stephen Cripps
Tina Judge
Working inside out…
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Digital Angels
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What we have learnt
- Owned and driven from the top
- Test and test again - don’t make assumptions
- Give staff the inspiration, skills and permission to try new things,
it is OK to fail now and again
- If you build it, they won’t (necessarily) come, think behaviour
change
- It’s not just about the web
- Don’t get seduced by the ‘digital divide’ brigade (69% citizens
access the web weekly and it can be worth £1,064 a year through financial savings and improved employment opportunities)
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What’ s next?
Focus on areas that will have a bigger impact:
- Planning - customer insight to improve services
and reduce avoidable contact
- Debt Recovery - behaviour change theory
- Housing - Homechoice improvements through
customer insight
- Single Customer Account - research the need for
and advantages of a Single Customer Account and
- btain the ‘customer view’
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The future
- Proud of what we have done, but still a way to go
- Digital is not a ‘bolt-on’ on or a ‘nice to have’ it is part of
everything
- New ways of working - user centred and agile approaches
53% 53% 56% 17% 25% 17% 3% 2% 14% 14% 14% 8% 0% 10% 20% 30% 40% 50% 60% 2010 2012 2015 Telephone In person Web Email
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