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www.enfield.gov.uk
Customer
experienCe
strategy
2018-2022
2 Customer Experience Strategy 2018-2022
www.eneld.gov.uk 3
Contents
exeCutive summary ..................................................................................................4
Who are our Customers? .......................................................................................6
What do We knoW about our Current Customer experienCe? .................7
Corporate vision and golden thread...............................................................8
CUSTOMER PROMISE ................................................................................................................................................. 9
A DIGITAL AND ICT STRATEGY................................................................................................................................. 9
A DIGITAL INFRASTRUCTURE STRATEGY ............................................................................................................ 10
LINKS TO THE CULTURAL AUDIT ........................................................................................................................... 10
implementation approaCh and methodology ........................................... 12
MEASURING IMPROVEMENT ................................................................................................................................. 14
MEASURING THE CUSTOMER EXPERIENCE  INTERNAL AND EXTERNAL ................................................... 15
PILOTING THE APPROACH  MATURITY ASSESSMENT .................................................................................... 16
appendiCes
appendix 1: summary of Corporate plan ...................................................... 17
appendix 2: maturity model ............................................................................... 18
4 Customer Experience Strategy 2018-2022
exeCutive summary
Eneld is committed to putting customers at the heart of all Council business.
A strategic approach to Customer Experience will empower enable and track the Council’s ambition to deliver a
consistently positive customer experience by 2022 and beyond.
Determining customer needs, delivering services and solving problems quickly will lead to a good lasting impression
and satised customers.
Reducing unnecessary enquiries (failure demand) will ensure that resources can be directed to achieving a more
positive customer experience.
Our assessment of where we are will include the establishment of an organisation wide baseline, an improved set of
measures and the promotion and use of the customer experience maturity assessment framework.
Assessing maturity identies the step changes required to improve and reach the level 5 – Gold rating, which will
evidence an organisation with a fully embedded ethos of a positive customer experience:
Bronze Silver Gold
Level 1:
Interested
Level 2:
Invested
Level 3:
Committed
Level 4:
Engaged
Level 5:
Embedded
Customer
experience is
important but
understanding is
to be developed,
resourcing and
senior leadership
support is minimal.
Diagram 1
Customer
experience is
important and
initial programmes,
initiatives are
being put in place,
but the eort is
still not connected
with the overall
vision and aims
for the customer
experience.
Customer
experience is
critical to the
council and
senior managers
understand how
it is connected
to delivering the
vision and aims:
It’s not customer
experience
for customer
experience’s sake.
Customer
experience is a
core part of the
council’s strategy
and objectives.
It’s in the council’s
DNA, the essence
of everything
and anything the
organisation and
its partners do.
This strategy articulates one of Eneld’s top priorities and aligns with the new corporate vision of “creating a lifetime of
opportunities in Eneld”.
This strategy sets out the Customer Experience vision and demonstrates how the Council will develop – through
practical application – a methodology and approach to service improvement which will continue from now until 2022.
It will inform and inuence other strategies that drive our business and goes hand in hand with the launch of The
Customer Promise.
This strategy challenges the traditional approach to managing a Council as it aims to ‘disrupt’ Council silos and
test customer experiences across a range of customer journeys from the customer perspective. This approach
complements the ndings of Cultural Audit and the aspirations of both Councillors and staff.
Within the context of this strategy customers are dened as anyone who lives, works or visits the borough of Eneld –
residents, businesses, partners, Councillors and internal Council service users.
www.eneld.gov.uk 5
During the ‘discovery’ phase of this strategy, we established:
1. The intention for a positive customer experience to become
embedded as part of the DNA of the organisation applying it to all
transactions both with local residents, businesses partners and
internal services. It will be tightly woven into the organisational
culture and fully embedded by user-friendly technology, co-
designed with its customers. From a Customer Experience Staff
Engagement Board, we intend to promote a ‘golden thread’
enabling the customer experience to be woven from the high
level corporate vision, through current services, teams and
onwards to individuals behaviours.
2. The Council knows its approach needs to be more targeted
towards tackling some of the borough’s more complex demand
led issues and future budget pressures, particularly on high-cost services for vulnerable residents.
3. The complementary strategies for ICT & Digital and the ICT Infrastructure enable the Eneld customer to access
world class digital infrastructure, stimulating our economy and making Eneld a prime destination for businesses.
4. This strategy, whilst building on behavioural and cultural change within the Council, must also support existing
initiatives in service delivery, e.g. the emerging use of customer insight. The suggested continuous improvement
model captures both the organisational culture and behaviours, linking directly to the ndings of the Cultural Audit
and the use of the resources provided by the Institute of Customer Service (ICS).
Recommendations:
1. Explore and develop the service improvement methodology and manager’s toolkit by undertaking three customer
experience reviews which will examine in depth, three ‘customer journeys’. The rst two areas have been chosen
as a priority, as there is high volume demand for these services from local residents. The third area presents an
opportunity to review the experience of new Council employees in terms of application, welcome, induction and key
messages:
• “I want a repair to my Council home”
• “I want to make a planning application”
• “I want to recruit and induct a new member of staff” (internal customer).
2. Learn lessons from the initial Customer Experience reviews:
• Implement any changes to the suggested methodology and the emerging toolkit used for baselining and
delivering continuous improvement.
3. Specic application:
• Develop and agree an initial one-year customer experience action plan, developing forward plans for a series of
other ‘customer journeys’ (to be chosen).
• Lessons learned will inform the plans for 2019-2022.
4. Embed the philosophy and ethos of the customer experience vision and the Customer Promise:
• Communicate this strategy across the Council, service delivery partners and contractors so there is a level of
awareness and education about how it impacts at a corporate, service, team and individual level.
• From April 2019 – agree to implement the golden thread of customer experience through the Council’s service
planning mechanisms.
• Use a Customer Experience Staff Engagement Board to champion the Customer Experience Strategy;
contextualised within the new corporate vision, communicate the Customer Experience vision, Customer
Promise and help the Council to realise its ambition.
6 Customer Experience Strategy 2018-2022
Who are our Customers?
The Council’s borough prole highlights that with our rich heritage and diverse community,
customers (in any sense of denition) come to Eneld from many dierent places.
A London borough with a proud history, great architecture and open spaces, a lively cultural offer and links to national
motorway routes make Eneld an appealing place to visit. The borough is about 12 miles by road from the centre of
London and has good transport links in to and out of the capital. The borough’s population is estimated to be 331,395
(Ofce for National Statistics – 2016), making Eneld the 5th largest of the 33 London boroughs, whose combined
population is 8.6 million people.
The Council’s community is distinguished by the comparatively high proportion of young and older people living in the
borough. Children and young people, make-up 23% of the population, the 4th highest proportion in London, while
older people aged 65 or over make-up, nearly 13% of residents, the 11th highest in London.
The Council’s community is richly diverse, with an estimated 35% from White British backgrounds, with Other White
groups at 25%, Other Ethnic Groups at 6%, Mixed Groups at 5%, Asian Groups at 10% and Black groups at 18%.
Over 178 languages or dialects are being spoken by pupils who live in Eneld. The proportion of pupils whose rst
language was known or believed not to be English was 46%. In 2015 the estimated percentage of adults who speak
English at home was 69%.
Customer statistics along with the emerging use of customer insight and data analytics, will inform the themes chosen
to explore and improve the customer experience.
The borough’s prole
1
highlights the various groups and varying needs and solutions we must explore with our
community and customers, to meet their needs and deliver a positive customer experience. We are working with our
partners to address the issues and problems our residents face; providing employment and skills opportunities, as well
as affordable child care, housing solutions and support in other related issues.
From a customer experience perspective, we have
invested in the tools to have sufcient customer insight
to understand both how and why our customers access
services and interact with us and to build a responsive
picture to meet the needs of our residents, during
‘single issue service requests’ or ‘life event’ needs.
Within the context of this strategy customers are
dened as residents, businesses, partners and
internal Council services.
1
https://new.enfield.gov.uk/services/your-council/borough-and-wards-profiles/borough-profile-2019-your-council.pdf
www.eneld.gov.uk 7
What do We knoW about our Current
Customer experienCe?
Delivering services to local businesses and residents, enabling people to report and request
services, dealing with enquiries across all service channels and enabling people to access
information, is big business for the Council.
The following information about customers and customer transactions gives a avour of the number of interactions
handled by the Council during nancial year 2017/18:
575,411
telephone calls for
General Enquiries,
Council Housing and
Community Housing
1,600,000
payment transactions
using direct debit, standing
orders and other methods
8,294,544
web hits
168,000
annual calls for complex
housing benet, council
tax and business rates
enquiries
124,500
households who receive a
council tax bill
35,800
households receive
assistance with a Council
Tax Support claim
Approximately
3,500
complaints/customer
concerns/service issues
per annum
124,500
households get waste
and recycling collection
35,000
Environment Services
Transactions per annum
(these include Planning
Applications, Pest Control
Activities, other Regulatory
Services etc).
1,239,000
physical visits to our libraries
19,000
households living in council
managed leasehold, rented
and temporary housing
2,700
Children and young people
being worked with by
Children’s Services
10,000
persons worked with by
Adult Social Care
102,500
Eneld Connected accounts
Council managed housing, council tax, benets and waste services are identied as areas with the highest customer
demand.
The ability to transact easily and effectively with the Council is an organisational priority, getting it right provides the
opportunity for efcient service delivery, but getting it wrong consumes resources and impacts on satisfaction with the
Council and its services.
By adopting a ‘values based’ approach, we have set out the behaviours expected from our staff and contractors,
in which the step by step interaction – from the rst point of contact to resolution – delivers our promise and a
satisfactory outcome is achieved for our customers.
Good internal customer service between teams within the Council, sets the context for colleagues who deal directly
with the public and local businesses. It also links with the ndings from the cultural audit, and should improve staff
feelings of being listened to and wanting to enact change.
8 Customer Experience Strategy 2018-2022
Corporate vision and golden thread
‘Creating a lifetime of opportunities in Eneld’
This strategy is a key delivery component of the Corporate Vision. The diagram below highlights the parts of the Vision
articulated through the Corporate Plan, in which ‘the people and the place’ are supported by three headline strategic
priorities and have inputted into this strategy.
THE PEOPLE AND THE PLACE
Delivering for everyone in Eneld over the next four years:
Good homes in well-
connected neighbourhoods
• Continue our pioneering
approach to regeneration
to create thriving, affordable
neighbourhoods and places.
• Increase the supply of
affordable, quality housing
options for ownership, social
rent and private rent.
• Drive investment in rail, roads
and cycling infrastructure
to improve connectivity
and support economic
development.
• Create an enterprising
environment for businesses to
prosper with world-class digital
infrastructure and access to the
right skills and networks.
Sustain strong and
healthy communities
• Protect those most in need
by continuing to deliver the
services and safeguarding
measures they rely on.
• Work smartly with our partners
and other service providers so
that as many people as possible
are able to live independent and
full lives.
• Build measures into all our
strategies and projects that will
help improve public health and
people’s wellbeing.
• Work with partners to make
Eneld a safer place by tackling
all types of crime and anti-
social behaviour; and protecting
the local urban and green
environment.
Build our local economy
to create a thriving place
• Work with local businesses and
partners to develop a strong
and competitive local economy
and vibrant town centres that
benet all residents.
• Support residents to take more
responsibility and play a greater
role in developing active and
safe communities.
• Enable people to reach their
potential through access to high
quality schools and learning;
and create more opportunities
for training and employment.
• Embrace our diversity, culture
and heritage and work on
reducing inequalities to make
Eneld a place for people to
enjoy from childhood to old age.
OUR GUIDING PRINCIPLES
We will:
Communicate with you
• Be responsive, effective
and consistent in our
communications with residents.
• Listen carefully to what our
residents need and use this
information to improve our
services.
• Promote Eneld widely to ensure
that the Borough receives the
maximum benet from national,
regional and sub-regional
programmes.
Work with you
• Be honest about what we can
deliver and provide advice when
we are not able to.
• Engage with residents to measure
and evaluate our services.
• Collaborate across the Borough
and beyond to develop new
ways of working.
• Value the workforce across the
Borough and enable them to
deliver services effectively and
efciently.
Work smartly for you
• Manage resources smartly and
reinvest income wisely to deliver
excellent value for money.
• Develop new partnerships across
the public, private, voluntary and
community sectors to deliver
better outcomes for residents.
• Increase access to digital
services and transactions and
make better use of data to
understand the needs of our
residents.
Diagram 2
www.eneld.gov.uk 9
The Corporate Plan Guiding Principles highlight key
customer experience outcomes which underpin our
strategic priorities, specically:
• Our communication with our customers will be
two way – we will be responsive, consistent
and effective in our communications but we will
also establish mechanisms to listen carefully
to our customers and use this information to
continuously improve our services.
• We will be open and transparent about what
is available, what our service standards are
and where advice can be sought, we will also
engage and work collaboratively to evaluate
services to achieve improvement in our
customer experience.
• Working smartly with our customers,
valuing the workforce and developing new
partnerships to deliver effective and efcient
services, we will deliver better outcomes.
The Council has three strategies that dene a coherent approach to the delivery of these aspects of the corporate
plan. These strategies – Customer Experience, Digital and ICT, Digital Infrastructure – all aligned to produce a coherent
and integrated strategic approach.
A golden thread will tie the corporate aspirations through business planning to teams and individuals delivering
services, this will enable and deliver a positive customer experience across the whole Council.
Customer promise
Originating from work undertaken with 178 colleagues and customers, the Council set about developing a Customer
Promise, which will support the achievement of the Customer Experience Vision. Following on from this, a further 140
local people were canvassed on their views and the following statements of intent / preferred behaviours were nalised.
Once formally launched, this Customer Promise commits us, as a whole organisation to be:
1. friendly and helpful,
2. honest and respectful,
3. professional and courteous.
This will be reviewed after a year of operation.
a digital and iCt strategy
The Council’s forthcoming Digital and ICT Strategy sets out how customer-centric council services are underpinned
and supported by forthcoming ICT and digital services. Its purpose is to improve the customer experience of individual
customers, businesses, and employees through enabling a digital workforce, operating seamlessly through systems
that meet our customers’ needs. Its three main strategic themes are:
• Empowered/Self-sufcient Customer – supporting initiatives within the Council, which enable users to succeed
the rst time they engage with services, including through the use of assisted technologies, encouraging and
enabling self-service options which is particularly important at this time of stretched resources.
• Enabled Employee – providing staff with the tools, skills and capabilities that improve efciency, exibility and productivity.
• Capable Organisation – investing in core underpinning ICT infrastructure, and in the data tools that enable the
organisation to extract the intelligence needed to inform strategic decision-making.
10 Customer Experience Strategy 2018-2022
a digital infrastruCture strategy
A Digital and Infrastructure strategy is in development and represents a key strategy which will complement both the
Customer Experience Strategy and the forthcoming Digital and ICT Strategy. By addressing the need for a robust, high
performing and secure digital infrastructure for the borough. This will make sure that local people, existing and new
businesses will benet from accessing the latest digital technology, creating ‘Digital Eneld’, improving the customer
experience, increasing the quality of life and helping to transform the local economy. The strategy will aim to:
• Create ‘the right environment for businesses to prosper with world class infrastructure and access to the right skills
and networks’.
• Provide opportunities for our communities to gain new skills and benet from high quality digital services.
• Support our ambitions to provide for a positive customer experience.
links to the Cultural audit
The Cultural Audit was undertaken in late 2017. Staff across the organisation identied an ideal culture they believe will
help them maximise their contribution to the organisation and improve their work efciency levels. They believe it will
enhance the quality of services provided and is consistent with the organisation’s corporate aims and values.
There is recognition that it will require teamwork and also that the change is practical and realistic. This strategy gives a
framework that will enable some changes that staff wish to see across the organisation.
This strategy will help to address the largest gaps in behaviour identied between the ‘Actual’ and the’ Ideal’ cultures
which are:
• Self-actualising (we need to increase): gain enjoyment from our work and personal development; take on new
and interesting activities
• Conventional (we need to reduce): don’t be afraid to challenge the status quo and embrace creativity and new
ideas
• Humanistic-Encouraging (we need to increase): being supportive, helpful, and interested in the suggestions and
ideas of others.
The thematic recommendations of this Customer Experience strategy will disrupt silo working, encouraging and
enabling cross service and inter-departmental working.
Building on the ndings of the Cultural Audit, staff believe the organisation has the opportunity to further improve
services to external customers, and residents. Harnessing this feedback from staff, and working across the Council,
action will be taken to:
• Improve the Council’s reputation for superior customer services.
• Create consistency around the quality of products and services provided.
• Work to achieve a better t regarding customer expectations.
• Improve staff condence in the services that they are providing services.
A nding from the Cultural audit is;
“Customer Experience Focus: staff ‘think that they are relied upon to provide information about customers’ needs.
Most, but not all, feel that their department is responsible for ensuring customer satisfaction.”
This provides a clear and welcome opportunity for:
• A more clearly dened and articulated vision, mission and values for the services provided by the organisation.
• The opportunity to reward and reinforce behaviours that are consistent with the organisation’s values.
• Creation of mechanisms that enable staff throughout the organisation to constructively change and improve it.
The governance that we have put in place for the customer experience programme while looking at specic customer
journeys, is working across silos. A Staff Engagement Board will drive this from the bottom up, and the new ICS self-
managed learning modules will also support people championing the changes – the intention is to gain understanding
and input from staff across all service areas.
www.eneld.gov.uk 11
Customer experienCe vision
140 local people were presented with seven vision statements and asked to state a preference.
From this consultation the following statement drew a strong preference: ‘Delivering a positive
customer experience’.
Positive customer experiences reect good customer service interactions; the vision sets the context for colleagues who
deal directly with the public and local businesses. If we can’t help, then we will tell our customers and offer alternative
solutions or direct them to where they may get assistance, if available. This requires us to draw on our ‘knowledge’ by
creating a knowledge base of what is available both within, across services and in the community and by other providers.
Great communication and partnership working with the third sector and other public and private sector partners in
Eneld is also essential for accurate and up to date signposting and advice. It is not the intention of the strategy to
build unrealistic expectations for our customers, rather to encourage and enable self-help wherever possible.
The Council will develop a single resource directory to support this intention, ensuring that up to date and relevant
information is available, wherever it is requested.
We are working continuously to realise the Customer Experience vision by putting customers at the heart of everything
we do. We have developed a set of customer experience values which articulate the behaviours and expectations
we expect of our staff towards all our customers. These are integral to the Customer Experience ‘golden thread’, and
address some of the ndings from the cultural audit.
Take Responsibility
Open, *Honest and
Respectful
Work Together to Find
Solutions
Listen and Learn
• Accept responsibility for
service delivery
• Set out clear and
complete information
about our services
• Full our customer
promises
• Set clear expectations
about service delivery
• Deliver what has been
promised
• Make available quality
information about
services
• Keep information clear,
relevant and up to date
• Be open and honest in
dealings with customers
• Act morally and ethically
• *Be friendly and helpful
• *Be professional and
courteous
• Be clear and concise
• Be transparent in
communications
• Identify solutions to
address customer
concerns
• Actively seek to resolve
customer concerns
• Review and expand
communication
channels
• Enable customers
to give feedback on
processes and services
• Listen to and reect on
customer concerns
• Acknowledge customer
concerns
• Understand the
customer’s point of view
*The Customer Promise
Table 1
The golden thread will ensure that these values are integrated into the Council’s service delivery plans to improve the
customer experience.
These commitments deliver the Council’s principles and enable us to measure our performance using both the
customer experience dashboard and individual service metrics (where appropriate) against the Customer Promise that
we have adopted.
12 Customer Experience Strategy 2018-2022
implementation approaCh and
methodology
The Council will adopt an agile approach to implementing this strategy.
The establishment of organisation wide performance measures, which will capture relevant performance indicators
across a range of service areas, will enable key stakeholders to have access to up to date performance information ‘at
a glance’.
The use of industry standard Customer Experience Maturity Assessments will be promoted to create the baseline
against which improvement will be measured. Maturity Assessments will enable the Council to understand where we
are on our journey towards providing a positive customer experience.
Using the Maturity Assessment model, a series of standards and questions are applied across a service area, or
segment of services associated with a ‘life event’ or customer journey theme.
This will be a self-assessment, informing the level services are at, from an award of Bronze, Silver or Gold level.
Bronze Silver Gold
Level 1:
Interested
Level 2:
Invested
Level 3:
Committed
Level 4:
Engaged
Level 5:
Embedded
1. Culture Audit
completed – self
assessment using
the values.
2. Approach to sta
development –
values and skills –
determined.
3. Customer maturity
level determined.
4. Digital maturity level
determined.
5. Customer Experience
Strategy developed
per service and
corporately.
Diagram 3
1. Customer
Experience Strategy
signed o and
communicated
across the Council.
2. Culture shift
activities planned
and communicated.
3. Behaviours
framework in
place for sta
improvement.
4. Workshops
developed
to improve
understanding of
customer.
5. User needs
workshops
delivered to
customer facing
teams.
6. Measures
determined to
identify customer
engagement and
feedback.
1. Customer
Experience Strategy
used to determine
interaction with
customers.
2. Management
support culture
change.
3. Sta are measured
on behaviours and
self-regulation.
4. Sta and customer
feedback used
to plan Customer
Experience.
5. Digital solutions are
determined by user
engagement.
6. Measures are
used to determine
business
interventions.
1. Customer
Experience Strategy
deliverables are
on track and
communicated
across council.
2. Culture change
is underway and
recognised by sta
and customers
3. Sta self-regulate
their own behaviour
and that of their
colleagues.
4. Feedback shows
improvement
in customer
experience.
5. User centred design
is the rst point of
determining new
service.
6. Customer data
is compiled,
circulated and
used.
7. Analytics are valued
and understood.
1. Customer Experience
strategy is realised as
the way we work.
2. Culture is one of
self-regulation,
expression of
thought, collaborative
working and
Customer Experience
centred service.
3. Sta are recognised
and rewarded
for outstanding
Customer
Experience.
4. Improvements can
be measured from
feedback and new
ways of engaging
customers create a
co-design model.
5. User needs and co-
design drive service
improvements.
6. Customer data drives
service improvement.
7. Analytics allow
service to customers
to be predicted.
www.eneld.gov.uk 13
The categories for maturity assessment have been developed to support an ‘Eneld centric’ approach and create a
baseline against which improvements to the customer experience can be evidenced.
The following table demonstrates the approach to gain a high level understanding of the assessment, with the
attributes looked for in each ‘service’ level:
Core aspect of Customer
Experience
Articulated by
Customer Understanding
Holds an accurate picture of the target customers and sets out the experience that
they expect.
Measurement
Measures and tracks the customer experience to identify new problems and point out
areas to continuously improve.
Management
Analyses the customer experience metrics and makes decisions that drive customer
improvement projects and customer experience design.
Design
Follows a standard design process to develop and improve customer experiences.
Process
Understands, maps and improves the processes that impact on a positive customer
experience.
Technology
Constantly seeks out, evaluates and implements new technology to improve the
customer experience.
Culture and Organisation
Hires and trains employees to deliver a positive customer experience, recognising and
rewarding good performance against agreed customer experience metrics.
Table 2
Each service area will gain an initial ‘score’, with a
set of actions to progress to the next level.
Once adopted, implementation will require a
multi-disciplinary approach encompassing a cross
service business analyst skillset, subject matter
experts, external benchmarking where available
and sufcient prioritisation from the relevant
management team to make time within the work
programme for change to happen.
14 Customer Experience Strategy 2018-2022
measuring improvement
To create a roadmap for improvement, it is important to understand where the Council is now and to provide a
framework by which improvement outcomes can be dened and measured. We will use elements of the maturity
model and performance measures to identify the starting points for the various strategic components.
CUSTOMER EXPERIENCE VISION
‘We will deliver a positive customer experience’ through a promise to:
1. Be friendly and helpful 2. Be honest and respectful 3. Be professional and courteous
Culture and Behaviour objectives:
Take Responsibility
Open, Honest and
Respectful
Work Together to Find
Solutions
Listen and Learn
Financial aims
• Getting it right rst time and therefore saving
money
• Matching the customer journey to customer need
Process aims
• Map the target customer experience.
• Understand the gaps of current customer
experience to target.
• Dene enablers (digital, training, information share)
to achieve excellence.
Customer aims
• Improve customer experience through a promise
that adds value.
• Develop measures of what is important to the
customer.
• Listen to customers and act on their feedback.
Learning and Development aims
• Help people through training do a better job for
internal and external customers.
• Share experiences to learn how to improve
through working groups.
• Enable teams to help other teams.
• Where appropriate use ICS self manage learning.
Diagram 4
Specic and meaningful customer experience measures relevant to the service areas will need to be developed, linked
to delivery of the overall objectives. This approach will enable us to demonstrate improvement in customer experience
at corporate and service level, as well as evidencing improvements across the whole Council.
We will develop user and customer experience testing protocols with all of our software and digital development. This
will help us to make the smartest use of our investments. We will also continue to automate customer transactions and
develop easy to use self-service options wherever possible, within existing and new systems.
Measures will apply to both internal and external services, as well as contractors or other models of service delivery
funded to provide services to customers.
This approach will help the Council to develop the ‘golden thread’ from the Corporate Vision right through the
organisation. This approach will enable us to:
• Improve our understanding of each element of a customer journey
• Create a baseline for department / team / service
• Agree targets and terms for measurement annually (SMART)
• Set out timescales for improvement
We will also need to ensure that other strategically important areas (such as HR, ICT and digital) are focused on
enabling a positive customer experience for our internal customers.
www.eneld.gov.uk 15
measuring the Customer experienCe
– internal and external
The Council is interested in knowing and measuring
the customer experience. To truly know what type
of experience our customers are having we need to
qualitatively measure the experience by:
• Capturing customer satisfaction levels
• Using the ‘net promoter score’ where appropriate
• Assessing the ease of effort to access services.
• Establishing qualitative measurement against the
elements of the Customer Promise.
The measures proposed as the Customer
Experience reviews roll out across the
organisation must align with the vision and
behavioural objectives. Engaging residents in
dening and developing services through focus groups, phone surveys etc. will give us a rounder richer understanding
of the customer experience. The following table sets out some examples of Customer Experience measures.
Example: Customer Experience Vision
Culture and Behaviour Objectives
Examples Measure Net promoter Measure Customer effort Measure
of Customer question (where question
Satisfaction appropriate)
questions
How satised
were you with
the overall
experience?
Satisfaction /
Dissatisfaction
levels
On a scale
of 1-10 how
much better (or
worse) was your
experience of
our service/s
compared
to what you
expected?
Would you
recommend our
services?
1 being lowest
and 10 being the
highest score
How easy was it
for you to resolve
your issue?
1 being lowest
and 10 being the
highest score
How would you
rate your overall
experience
today?
Poor / Fair/
Good / Excellent
How exible were
we at providing
an answer
to complex
questions?
Satisfaction /
Dissatisfaction
levels
Were you able Yes / No /
to complete the Partially
purpose of your
visit today?
Table 3
16 Customer Experience Strategy 2018-2022
piloting the approaCh – maturity assessment
In the Discovery phase, a pilot review of HR Recruitment was trialled with the Head of Human Resources and
Operations and internal customer experience observations were captured from the Executive Director of Resources.
The write up for this piece of work is extensive and can be found as background paper number 1.
The recommendations from this pilot work carried forward into the implementation of the Council’s Customer
Experience strategy are:
• Continue the use of ‘customer journeys’ to assess the maturity of different services.
• Development of assessment measures where improvement can be achieved but recognise the constraints of
nancial pressures, e.g. ‘level 3 – accepted’; and ‘level 4/5 – only possible with signicant investment’.
• Change the order of the maturity assessment model whereby future workshops are conducted with the
assessment of easily understood elements rst; such as process, technology, management and measurement.
This recommendation is made in the context of the delivery of the Customer Experience Strategy still being at a
comparatively early stage.
• Identify service standards which describe a ‘good’ and ‘excellent’ customer experience.
• The development of specic actions to state what the required improvement level would look like and what needs
to happen to achieve it.
In future Customer Experience reviews and the implementation improvement work should consider the use of classic
service review techniques, with the following steps used to understand the ‘As Is’ customer experience:
No Step
1
Collect relevant data on customer satisfaction, complaints, service specic surveys etc. and use this to
understand the current service position (As Is).
2
Map the ‘customer journey’ from start to end (for example; the schools admissions process, adult social care
services avenues, advice and information routes and alternatives service offers etc.).
3
Undertake a ‘customer journey’ service maturity assessment to establish the level of maturity of the council in
delivering the ‘customer journey’ needs of the customer – as a ‘peer’ review self-assessment with the relevant
services.
4
Establish what excellent looks like; evidence of core requirements, policies, procedures, standards,
accreditations, awards etc. and how each score for the relevant service in the ‘customer journey’ contributes
to an overall score for the way in which the council responds to the ‘customer journey’. A score out of 1-5,
with a rating of Bronze/Silver/Gold.
5
Identify the gaps in reaching ‘excellence’ in the customer experience for the ‘customer journey’ being assessed.
6
Translate this in to what excellence looks like. Identify improvements for the whole organisation – department,
service, teams and individual.
7
Develop an action plan for achieving an ‘excellent’ maturity rating, with timescales and owners identied
across the organisation.
Table 4
www.eneld.gov.uk 17
appendix 1: summary of Corporate plan
THE PEOPLE AND THE PLACE
Delivering for everyone in Eneld over the next four years:
Good homes in well-
connected neighbourhoods
• Continue our pioneering
approach to regeneration
to create thriving, affordable
neighbourhoods and places.
• Increase the supply of
affordable, quality housing
options for ownership, social
rent and private rent.
• Drive investment in rail, roads
and cycling infrastructure
to improve connectivity
and support economic
development.
• Create an enterprising
environment for businesses to
prosper with world-class digital
infrastructure and access to the
right skills and networks.
Sustain strong and
healthy communities
• Protect those most in need
by continuing to deliver the
services and safeguarding
measures they rely on.
• Work smartly with our partners
and other service providers so
that as many people as possible
are able to live independent and
full lives.
• Build measures into all our
strategies and projects that will
help improve public health and
people’s wellbeing.
• Work with partners to make
Eneld a safer place by tackling
all types of crime and anti-
social behaviour; and protecting
the local urban and green
environment.
Build our local economy
to create a thriving place
• Work with local businesses and
partners to develop a strong
and competitive local economy
and vibrant town centres that
benet all residents.
• Support residents to take more
responsibility and play a greater
role in developing active and
safe communities.
• Enable people to reach their
potential through access to high
quality schools and learning;
and create more opportunities
for training and employment.
• Embrace our diversity, culture
and heritage and work on
reducing inequalities to make
Eneld a place for people to
enjoy from childhood to old age.
OUR GUIDING PRINCIPLES
We will:
Communicate with you
• Be responsive, effective
and consistent in our
communications with residents.
• Listen carefully to what our
residents need and use this
information to improve our
services.
• Promote Eneld widely to ensure
that the Borough receives the
maximum benet from national,
regional and sub-regional
programmes.
Work with you
• Be honest about what we can
deliver and provide advice when
we are not able to.
• Engage with residents to measure
and evaluate our services.
• Collaborate across the Borough
and beyond to develop new
ways of working.
• Value the workforce across the
Borough and enable them to
deliver services effectively and
efciently.
Work smartly for you
• Manage resources smartly and
reinvest income wisely to deliver
excellent value for money.
• Develop new partnerships across
the public, private, voluntary and
community sectors to deliver
better outcomes for residents.
• Increase access to digital
services and transactions and
make better use of data to
understand the needs of our
residents.
18 Customer Experience Strategy 2018-2022
appendix 2: maturity model
Bronze Silver
Level 1:
Interested
Level 2:
Invested
Gold
Level 3:
Committed
Level 4:
Engaged
Level 5:
Embedded
1. Culture Audit
completed – self
assessment
using the
values.
2. Approach
to sta
development –
values and skills
– determined.
3. Customer
maturity level
determined.
4. Digital
maturity level
determined.
5. Customer
Experience
Strategy
developed per
service and
corporately.
1. Customer
Experience
Strategy
signed o and
communicated
across the
Council.
2. Culture shift
activities
planned and
communicated.
3. Behaviours
framework in
place for sta
improvement.
4. Workshops
developed
to improve
understanding
of customer.
5. User needs
workshops
delivered to
customer facing
teams.
6. Measures
determined
to identify
customer
engagement
and feedback.
1. Customer
Experience
Strategy used
to determine
interaction with
customers.
2. Management
support culture
change.
3. Sta are
measured on
behaviours and
self-regulation.
4. Sta and
customer
feedback
used to plan
Customer
Experience.
5. Digital solutions
are determined
by user
engagement.
6. Measures
are used to
determine
business
interventions.
1. Customer
Experience
Strategy
deliverables are
on track and
communicated
across council.
2. Culture change
is underway
and recognised
by sta and
customers
3. Sta self-
regulate their
own behaviour
and that of their
colleagues.
4. Feedback
shows
improvement
in customer
experience.
5. User centred
design is the
rst point of
determining
new service.
6. Customer data
is compiled,
circulated and
used.
7. Analytics are
valued and
understood.
1. Customer
Experience
strategy is
realised as the
way we work.
2. Culture is one of
self-regulation,
expression
of thought,
collaborative
working and
Customer
Experience
centred service.
3. Sta are
recognised and
rewarded for
outstanding
Customer
Experience.
4. Improvements
can be
measured
from feedback
and new ways
of engaging
customers
create a co-
design model.
5. User needs
and co-design
drive service
improvements.
6. Customer data
drives service
improvement.
7. Analytics allow
service to
customers to be
predicted.
www.enfield.gov.uk
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