- Use language and navigation that is customer focused and easily understood - Guide customers to the best channels for their needs - Manage customers’ expectations of service across the channels - Guide customers across channels using responsive technology - Consider and appreciate customers context and background situations - Provide clear channel pathways with options and decisions on which channels are most appropriate - Build channels to reduce customer effort - Share customer information across channels to minimise repetition and duplication of effort - Provide customers with noticeable improvements to services, based on their feedback - Be transparent in channel performance - Provide proactive support, encouraging channel changes if appropriate High level channel choice guidelines are shown at Attachment 1. Principles on improvements per channel are shown at Attachment 2, and guidelines to improve the current customer channel experience are shown at Attachment 3. Through the implementation of the One-Stop Shop Plan 2013-18 it is expected that all services will use approaches to enable joined up access, or touchpoints, for customers. Within the One-Stop Shop Framework: partners may deliver services to meet efficiency objectives services are easily and consistently accessible through whole-of-government channels, and also partner channels duplicated expenditure, solutions and processes are avoided as departments pilot or establish new delivery options for their services. The channel management strategy focuses on moving towards a digital first approach for all services. This does not mean online only. The One-Stop Shop Plan target state for each of the channel types is set out below. Criteria Online Remote Assisted In person Migration Targets Increase online availability of services – 100% Tier 1 (general information) and 60% Tier 2 (simple transactions) Establish online as channel of choice by improved content, ease of use and increased take-up Shift simple calls to online Reduce contact volumes through improved first contact resolution and reduced repeat calls Support increased migration to online. Shift simple enquiries to online and/or phone Reduce visits through improved online options and reduced need for repeat visits Distribution Points integrated online presence for all services – accessible on mobile devices Same service API’s easily accessible to delivery partners Integrated contact centre network One advertised telephone number (except 10 agreed national numbers) Integrated hub and spoke regional network retaining distribution points in all communities To be informed and articulated by 2015 Service Outlet pilot evaluation
General attributes 24x7 access Convenience Reach Speed 24x7 access Convenience Reach Speed 24x7 access Convenience Reach Speed High touch Sight original identification Assurance of outcome Two-way communication Speed Reliable Seamlessly connect to the appropriate person Record keeping Convenience Inhibitors High set up costs Perceived security risks Reviewing legacy processes High set-up cost Costly if low demand Low usage if not customer centric design Requires ongoing monitoring Constantly evolving environment Low value if not engagement/ services focused High ongoing costs Location Time constraint High ongoing costs Long wait times IVR backlash High ongoing costs Slow Low engagement Best fit services* Service Directory Media releases Information Authentication Payments Publications Bookings Notifications Promotions Media releases Information Authentication Payments Publications Bookings Services using photo and capabilities Communicate information/ events Customer service/answer simple enquiries Concierge service for simple transactions and complex service enquiries Increase awareness of online services Service Directory Authentication Special needs Referrals Complex services Inspection of physical property Service Directory Payments Feedback Complex services Referrals Correspondence Notifications Feedback * While this indicates ‘best fit’ for these types of services, customer preference must also be considered. location
Phone Publicise operating days and hours of services available Provide alternative channel solutions, if operating hours are not suitable Empower staff with the knowledge and tools to complete services over the phone, e.g. knowledge management tools Enable staff to react to customer’s circumstances and respond to customer request, with the required urgency Provide next steps that are clear and intuitive Provide customers with a call-back option, reducing wait times Enable online payments, e.g. IVR For complex enquires that are referred and requiring multiple contacts, provide direct contact details so customer is not concierged at next call Inform customers of expected wait times and virtual queue Be transparent with customers regarding service processes, e.g. if customers are being transferred, why and how will the Government assist? Ensure service contacts are current Mail and email (and SMS) Provide clear context and clarification on next steps Link customers to other channels, as appropriate Use plain English Articulate the purpose of Government contact Be proactive about informing customers of process and progress Provide next steps that are clear and intuitive Provide customers with the choice to receive communications in their preferred medium, e.g. electronic or paper Validate the reliability of information to prevent fraud and deceit Deliver response within service delivery standards Mobile apps and devices Make the purpose and function of the mobile app clear Provide extra information based on the customer’s location through the use of beacon technology Allow customers to save and have a point of reference for all services within their mobile app Provide mobile apps which help customers complete transactions or find information quickly Reassure customers of security level of the interaction Provide next steps that are clear and intuitive Make web-based applications available Allow customers to use their mobile to enhance the in store experience (i.e. beacon technology) Allow customers to use their mobile device to take pictures and upload required documents in a secure way Provide push notifications as the status of an application changes Provide renewal notifications Provide relevant updates e.g. legislation changes, changes in requirements
Social media When interacting with customers reinforce the scope of the social media channel to manage customer expectations (for example “we’re unable to discuss policy or political decisions but can answer your questions about…”) Provide clear aims and manage expectations via channels through ‘about us’ sections or a dedicated page on website. Use natural voice when replying to customers. Maintain professionalism. Empower social media staff to acknowledge and respond to user enquiries via social media in a timely manner. Direct customers via social media to the most appropriate online service options. Where social media is being used to deliver services, limit the use as a marketing channel and focus on customer service interactions. Provide next steps that are clear and intuitive Allow customers to post questions directly to the Facebook wall, where appropriate, and answer them. Reciprocate followers on Twitter to allow for direct messages. Provide option for customer to request unfollow. Proactively address ‘hot topics’ or important questions by featuring content that provides information and answers on these topics. Provide timely acknowledgement of customer service question - aim to follow up with appropriate response or referral within 1 business day. For inappropriate or out of scope questions provide alternative avenue to express the question or feedback. Provide first name or initials to indicate the identity of the social media officer the customer is interacting with.
Phone Clarity in communication e.g. quality monitoring Transfer rate Contact quality, e.g. monitoring and recording agent interactions Call Abandonment rate Average handle time Percentage of follow-up calls made to customers Wait time against targets Mail and Email Percentage of information booklets dispatched, e.g. online processes, next steps Percentage of follow up emails Open rates Click through rate, e.g. Engagement with provided web links Hard bounces, e.g. permanently undeliverable email Soft bounces, e.g. temporarily undeliverable email Mobile Apps Availability of mobile-enabled application Percentage of real time guidance Visit frequency Availability of mobile-enabled application Ability to use GPS, take pictures, book and pay, report issues and upload documents in a secure way No. of downloads and uses (demonstrates meeting customer demand) Social Media Staff performance review Percentage of resolved enquiries Staff performance review Percentage of resolved enquiries Total number of like/ follows Sentiment % of enquiries resolved in the stated standard time