Our principles for change: Customer centric service design

Encouraging customers to use digital channels to access online services

National estimates tell us it costs around 17p every time a customer uses our website to get information, report a problem or request a service.

This rises to as much as £5 if they phone us and as much as £14 if they visit us. 

It's important to remember that these are transactional costs and must never be used in isolation.

When designing services, we'll always consider the total end-to-end cost, for example, the actual cost to meet the customer’s requirements.

We have seen examples where some organisations have reduced their transactional costs, for example by outsourcing their call handing or customer service that doesn't meet the customer requirements efficiently.

The key to our Customer Centric Service Design will be to provide exactly what the customer needs from our services, nothing more and nothing less.

This will drive waste out of our systems and processes (preventing failure demand from not doing something right the first time) and will realise bigger savings than a cheaper transaction that leads to a bad end-to-end customer experience.

The website has the benefits of being available at any time, every day, with no queues, so it is quick and easy to use.

More of our customers are now using our website to:

• get information
• report problems
• ask for services.

Our employees also use it to help them do their jobs.

We'll make more services available on the website so customers can have the choice of helping themselves.

In becoming a Digital First council, when we design or redesign a service, we'll encourage our customers to use the website, adopting the following principles:

Designing new services

We'll always design new services to work with digital technology and with the aim that customers access the new service through our website. We'll make:

• sure that the information and services customers want to access online are on the website
• sure that information on our website is clear, easy to understand and relevant
• our online services easy to use, whether customers are using a standard computer, smart phone or tablet.

Redesigning offline and existing online services

When we redesign an offline service or an existing online service to take advantage of new technology, we'll promote the use of our digital channels over other methods of contact. 

Data on the uptake, suitability and effectiveness of traditional contact methods will be monitored to ensure that they still meet the needs of all users.

Where appropriate, we'll evolve the access available to residents within the council’s community hub network so that we take advantage of digitalised processes whilst offering face-to-face and telephone support to those who need it.

As an example, the 2021 Census was a digital-first census where everyone was encouraged to respond online if they could.

Help was available by:

• phone
• webchat
• email
• social media or text
• census support centres (Medway Libraries were one).

For Medway, the data shows:

• an average of 94.4% of returns were made online
• the highest response rate was 98.6% (in a small area that covers part of Cliffe Woods).
• the lowest response rate was 90.2% (in a small area that covers part of the Davis Estate).
• none of Medway’s 163 small areas were seen to need a paper first approach.

As well as being convenient and always available, transacting online is the most cost-effective way for residents to transact with us.

Contact via the web is cheapest compared with face-to-face or phone contact (sourced from SOCITM, 2012).

We have already made reductions in anticipation of receiving fewer phone calls.

The redesigned service will include:

• raising awareness of the website and our digital services by:
  • advertising (for example, in Medway Matters or the local press)
  • reminding customers of our online service when we talk to them on the phone or in person
  • promoting internally to our staff, many who live in Medway, to raise awareness
  • using tools to encourage customer recommendations, reviews, and sharing on social media (for example, Twitter and Facebook)
• removing other contact methods from communication (for example, no longer publishing a telephone number or email address for the service)
• publishing and maintaining all information about the service on the website
• no longer requesting letters or paper forms to be sent to us
• no longer accepting cash or cheque payments.

Traditional contact methods will only be removed if the demand is significantly decreased and there is evidence that the online services are effective.

Digital accessibility

We want to ensure that all digital services are as accessible as possible.

To achieve this, digital best practice is followed in the way services are designed and presented to customers.

The Public Sector Bodies (Websites and Mobile Applications no. 2) Accessibility Regulations 2018 impose a duty on councils to ensure accessibility of its websites, mobile applications and other online platforms.

The Accessibility Regulations build on existing obligations to people who have a disability under the Equality Act 2010.

All our websites and mobile apps should meet the international Web Content and Accessibility Guidelines (WCAG) 2.1 AA standard.

An accessibility statement must also be published to explain how accessible the website or app is.

Making a website, mobile app, system, or document accessible means making sure it can be used by as many people as possible.

This includes those with:

• impaired vision
• motor difficulties
• cognitive impairments
• learning disabilities
• impaired hearing.

At least 1 in 5 people in the UK have a long-term illness, impairment, or disability, so we adopt the principle that clearing a path for disabled users clears a path for everyone.

The government’s Central Digital and Data Office (CDDO) monitor public sector compliance with the accessibility regulations on behalf of the Minister for the Cabinet Office by examining a sample of public sector websites and apps each year.

It would not be possible for all our staff to be adequately skilled, knowledgeable, or resourced to meet their obligations concerning their own websites’ accessibility.

As a minimum, services are expected to achieve at least an AA Accessibility rating, but higher is desirable.

Any services writing or designing online content must contact the Digital Team for advice and guidance on digital accessibility before publishing it.

Approval process for online presence and technology

The Information Senior Management Team includes the:

• Chief Information Officer
• Head of Technology
• Head of Digital
• Head of Customer Experience.

This team will review all proposals for:

• new technology (software and hardware)
• websites
• mobile apps
• online presences.

Once the review is complete, it will be sent to the Chief Operating Officer for approval, in consultation with the Transformation Board.

The process of prior approval ensures:

• there is good reason to complete the work in the first place
• alternatives are explored, especially where there is already a solution available
• staff understand what they must do under the accessibility regulations and can show how they will meet them
• processes are followed to provide ongoing assurance for compliance (for example, accessibility and GDPR standards) are reviewed
• we understand the scope and can oversee compliance with the accessibility regulations.

Technology architecture and system rationalisation

To make sure technology projects are delivered in line with corporate requirements and the transformation programmes, we'll be more robust with the prioritisation of the delivery programme.

The application, approval and governance process developed for Digital Accessibility also applies to all new technology systems, including software and hardware solutions.

To support governance, a set of key architectural principles has been approved and all ICT developments and changes will be assessed against these principles.

We must agree to stick to these principles before any product, technology architecture or system is:

• purchased
• developed
• installed
• maintained.

Common use applications

Development of existing applications, including Microsoft 365, used across the council is preferred over the development of similar or duplicated applications.

This drives the rationalisation of the ICT estate.

Maximise existing and future investment

The technical architecture should be chosen to control cost of ownership and support business needs.

This includes reusing existing applications, infrastructure, skills and capabilities within the council and its partners (where it does not impose unacceptable limitations on transformation).

Information management and security

Information is protected from unauthorised use and disclosure (leakage) according to corporate policies and standards.

Data and systems are shared and accessible

Users have appropriate and controlled access to the data necessary to perform their duties when and where it's needed.

Data is shared across the council functions and service areas.

Access is given with consideration to varying needs of both customers and employees.

Appropriate retention policies will be identified and implemented.

Compliance, equality and human rights

The architecture is designed in a way to comply with relevant:

• legislation
• regulation
• security policies.

This will not preclude business improvement initiatives that would result in changes in corporate policy.

Consideration will be given to ensuring that our use of data, AI and algorithms will not lead to less favourable treatment of certain people.

This will be achieved by understanding the data we hold to ensure that it does not contain bias, which would deepen inequalities if used within AI algorithms.

We'll carry out equality impact assessments where appropriate.

We'll follow the best practice recommended by the Equality and Human Rights Commission (EHRC).

Ownership

Business Support Systems and Business Continuity Plans are owned by the service area.

The systems, processes, and data must have designated owners.

ICT is responsible for designing and implementing the architecture used to enable the business processes.  

Supplier contracts

ICT and Digital teams will support services to find digital opportunities, which will be mapped, explored and managed as part of new procurements or contract negotiations (with existing or new suppliers and partners).

Flexible and mobile working

Deliver solutions with the capability for staff, elected Members, and partners to access systems securely and remotely.

Interoperability and standards

The architecture will be designed to comply with the council’s standards for interoperability and technology.

Where relevant, compliance with council wide and industry standards and best practice will be used.

Low code/no code (LCNC) application development 

Application development in the council has been achieved by purchasing applications from third parties or building or customising applications with skilled developers and coders.

LCNC development alternatives use graphical interfaces to allow non technical users to quickly build applications and automate business processes without having to write code line by line.

Technologies such as Robotic Process Automation (RPA) are particularly suited to LCNC development.

Whilst Medway is supportive of the LCNC approach to support faster development at lower cost, it is still vital that development governance is followed to ensure that appropriate documentation and security is maintained.

The Head of Technology will define the appropriate LCNC platforms and put in place an appropriate governance, testing, and control process.