bs2914 quality management and customer care 12: customer care in a local authority

BS2914 Quality Management and Customer Care

12: Customer Care in a local authority

BS2914 Quality Management and Customer Care12: Customer Care in a local authority

Case study of Shepway District Council

http://www.shepway.gov.uk/


Principles

* Be attentive and courteous

* Be honest and fair in dealing with customers

* Respond quickly to requests for assistance

* Provide services that are fair and accessible to all

* Set and publish standards for all services

* Record, monitor and publish compliments and complaints


Principles

* Explain our services and keep the public informed of what is happening

* Ensure complaints are dealt with openly and fairly

* Actively seek the views of customers and staff

* Review our customer and staff commitments

* Share good practice


Community Priorities

• We need to project a positive image so that people feel confident about approaching us for help and assistance. This applies to the public and other agencies.

• We need to incorporate all customer care skills, such as listening and being fair into our work.

• The Council is also committed to valuing staff and providing any necessary support and training to enable staff to do their jobs and develop.


Who are our Customers?

• Our customers are the people we come into contact with during our work time. This includes people who live, work in or visit the area. It also includes people acting on behalf of people who live in the area.

• The customers of some services will be employees, local businesses and partners.

• The customer care standards will also apply when dealing with colleagues in the Council.


What is Customer Care and why is it important ? (1)

We are all here to provide a public service. Customer care is about treating other people the same way you would like to be treated. People want accessible, efficient services and we must all strive to meet these demands.

Customer care means providing a good quality service in a friendly, efficient and helpful way, continually striving to improve services, by ensuring good communication and a positive attitude to customers.


What is Customer Care and why is it important ? (2)

Generally customers will request a service from the Council. In some instances we may need to be involved with people when they do not particularly want our involvement. However, in all our dealings with people, customers have the right to be treated with dignity, respect and courtesy. Where possible we should offer choices and in all cases give information about what is available. If a service is not available an explanation must be given.


Highlighting areas of good practice

* We need to acknowledge the hard work and innovation displayed by staff.

* If something is working well in one service it may be possible for other services to follow this example

* We need to introduce systems so that good practice can be communicated to all staff.


Service Standards (which should be publicised)

* waiting and response times to telephone calls, correspondence and callers

* commitments and service standards to do with how we all deal with customers

* reliability and punctuality standards

* a publication date showing when leaflets are produced

* the use of plain language


Correspondence (1)

All correspondence must be responded to within the services’ set timescale. If a full response is not available you must send an acknowledgement to the customer outlining any progress made, why there is a delay and give the name and contact details of who is dealing with the query and a new timescale for a full reply.

* The corporate style template must be used on all letters.

* Use customers’ names when known, eg Miss/Ms/Mrs or Mr rather than Sir/Madam. Use “yours sincerely” for the former, and “yours faithfully” for the latter.


Correspondence (2)

* Avoid jargon, technical language and abbreviations.

* If you are going on annual leave ensure someone checks your in-tray for new mail and deals with urgent messages.

* Avoid the use of impersonal standard letters wherever possible.

* If a colleague goes on sick leave ensure that you check their in-tray and deal with urgent messages and correspondence.


Emails

* When sending/replying to an e-mail ensure you follow the corporate guidelines.

* Before going on leave, use the out-of-office assistant facility, explaining where help can be obtained whilst you are away. Ensure you display the dates you will be absent.


Plain written language (1)

* Stop and think before you write – make a note of the points you want to make in a logical order

* Imagine you are talking to your reader. Write in a tone and style that suits the reader. Be sincere and personal, but don’t patronise.

* Get to the point quickly – the beginning must be of interest to your readers and give them the incentive to continue.

* Be understood – obscure, Latin, foreign and legal words won’t impress readers or help your writing style.



* Don’t use jargon unless your readers will understand it – avoid technical words. Explain any technical terms you have to use.

* Keep your sentence length down – try to stick to one main idea in a sentence. Be punchy.

* Be direct – for example, say “I/We will do it” and not “it will be done by us/me”.

* Be clear – don’t waffle or stray from the main point or message. Make sure the phrases you use are not vague.



* Promote the right image – design helpful leaflets and forms.

* Read and check everything you write – is the grammar correct? Does it read clearly? Will the reader understand?

* Use your spellchecker.


Guidance on answering the telephone (1)

* Telephones should be answered within 20 seconds of ringing (4 rings).

There may be rare occasions when staff may not want to give personal details. Any alias or alternative way of answering must be agreed with your Manager.

Where you are unable to help the caller straight away, you should take the customer’s name, address and telephone number. Tell the caller when you expect to come back to them, eg within 30 mins, with a response or, alternatively, ensure that the appropriate officer contact them.



If you are going to be out or unavailable make suitable arrangements to deal with telephone queries

Keep a notepad by your telephone and offer to take a message if you are answering a call for someone who is not available or help them yourself if you are able to.

Try to resist the temptation to interrupt, and ask the caller to repeat a message if you do not understand it.



* The Council believes that employees should not be subject to verbal abuse and/or threats of violence. Note the details and speak with your manager immediately if this occurs. Further guidance is available in the Preventing Violence at work policy available in the Personnel Handbook

There will be times when you need to be firm with the caller in order to help them. Be polite rather than aggressive.

* Don’t be afraid to say no.


Guidance on home visits (1)

* Show your identity badge before going into a customer’s home, whether they request to see it or not.

* Ensure that you comply with the Councils guidelines on appropriate dress.

* If visiting someone with a visual impairment or door entry system ask if they would prefer the use of a password before visiting.



* Check with the customer that you are in the right place, with the right customer, before proceeding with the purpose of your visit.

* If taking notes, check with the customer for accuracy and explain why you are taking note.

* Offer help if there are forms to explain or complete.



* Reflect and sum up at end of visit, ensuring the customer is aware of any proposed action.

* If you are unsure about some things, say so but find out the answer as soon as possible and let the customer know.

* If you are running late, telephone the customer to explain this and give a revised time. Try not to postpone/cancel visits.



* If you are on sick leave and are able, ask a colleague to contact any customers with appointments to let them know.

* If a colleague goes on sick leave ensure that you check their diary and in-tray and cancel/postpone any appointments as appropriate and deal with immediate appointments, as appropriate.

* Sometimes it is more appropriate and customers prefer a visit from someone of the same gender.



* Make sure you read any background information/ correspondence prior to visiting. Find out beforehand if you are likely to need support services, such as a language interpreter.

* Refer to risk register before making home visit.

* Follow Council’s Working Alone in Safety policy


Guidance on reception areas (1)

* Remember first impressions are important, be friendly and welcoming.

* Staff must wear identity badges.

* Refer to guidelines on appropriate dress code

* Ensure customers are acknowledged on arrival.



* Ensure waiting times are kept to a minimum. If this is not possible, explain to the customer why there is a delay and give a new time to be seen. Please speak with your manager if you cannot meet this standard.

* When interviewing customers use a private interview room if available.

* Make sure you follow up enquiries and ensure action has been taken.



* Ensure reception areas are tidy with up to date information leaflets/posters.

* Keep reception areas clear to enable access for wheelchair users and customers with buggies.

* Where large numbers of customers are expected, systems should be introduced to minimise queuing.



* Offer customers assistance, e.g. with completing forms or with seating.

* Where possible a small area should be set aside for children.


Complaints (1)

The Council is keen to hear the views of customers. We are a diverse organisation and sometimes things do go wrong. It is our responsibility to listen to customers and apologise if we do get things wrong and take action to ensure such issues are not repeated.

Conducting surveys and encouraging customers to give us feedback (compliments,comments and complaints) will help customers feel that the Council is committed to listening to them. Remember colleagues can also be customers.


Complaints (2)

* Complaints must be acknowledged within set timescales.

* If possible, deal with complaints “on the spot”. If this is not possible full responses for complaints must be completed within set timescales.

* When responding to complaints remember to answer all points raised by the complainant.


Complaints (3)

* You should record all complaints.

* Ensure that you listen to the complainant and check that you have interpreted the complaint correctly. Ask the complainant how they feel the matter should be resolved.

* A complaint should be dealt with similarly whether received at the main Council offices or Area/offices/one stop shop


Complaints (4)

* Complaints forms must be available in all reception areas.

* Take the opportunity to learn from complaints to improve services. Trends need to be monitored and appropriate action plans instigated.

* Staff often ask for a definition of a complaint, who can complain and what about. A complaint can be defined as “a dissatisfaction expressed by a service user or someone on their behalf which needs a response”.


Complaints (5)

* Some customers may prefer that their dissatisfaction be dealt with initially as a comment/query. If this happens it should still be recorded with the outcome. If people remain unhappy after this process they will, in most cases, still have a right to make a complaint.

* Colleagues must follow grievance procedure.


Compliments

It is equally important that compliments from customers and colleagues are recorded and collated and published. Figures should be sent monthly with the complaints figures in regular reports to Members and will be available to the public.


Customer Comments and Suggestions

Comments and suggestions are a valuable source of feedback on service delivery. These should be recorded and should be included in the monitoring/analysis of complaints figures.


Staff Comments and Suggestions

It is also important that staff are given an opportunity to comment on service delivery and managers must put in place systems to record this and action agreed suggestions. This could be a simple form or discussions at regular team meetings. Often staff, especially frontline staff, are best placed to offer suggestions on improving services.


Equalities

Translation and interpreting services

Make sure leaflets/documents are or can be translated.


Equalities

Services for customers with sensory disabilities

* Provide appropriate information for visually impaired residents – eg Braille, large print, and audiotape.

* Always consider signing interpreters for customers who are deaf but sign.

* Advertise the minicom services, for people who are hearing impaired (which are machines which receive messages typed in on a keyboard).


Equalities

Physical design

Consider the needs of disabled people and children when looking at new premises, refurbishing existing buildings, or when arranging external meetings. Always consult with the Access Officer.


Common courtesies for disabled customers (1)

* Treat disabled people as you would treat any other person.

* Do not assume that an offer of assistance will automatically be welcome. Wait until your offer is accepted. Even then do not assume you know the best way of helping. Instead, listen to any instructions you are given by the expert (the one who receives the assistance).



* Do not ignore a disabled person by talking to them through a companion - “does she/he take sugar” syndrome.

* Relax, speak normally and stand in front to allow contact to be made, in the same way you would when talking to anyone else.

* Be prepared to sit down or crouch to speak with a person in a wheelchair rather than tower over the person, as this can be intimidating.



* Even when it is the companion you wish to speak to, take up a position so that the wheelchair user, who may be unable to turn, can also join in the conversation and does not feel left out.

* A wheelchair is part of the body space of the person using it. Do not lean on it unless you would normally lean on the people themselves.

* However, do not be afraid to make physical contact with a disabled person in the same way as you would with anyone else, eg. offering a handshake.


Training and Staff Development

Recognition of the crucial importance of customer services and the vital role of everyone working within the Council has prompted the development of training courses specifically on customer care issues. These will support staff in their work. Training courses available are detailed in the training prospectus, which is available on the Intranet.


Information and Communication(1)

In order to provide good customer care, you must be aware of information available regarding the Council. The more knowledgeable you are, the better the service provided to customers. If you don’t have a copy of the structure of your Department, ask your manager for a copy.

You should know about information leaflets relating to their service and where to re-direct customers if their need is for an alternative service. If you have access to the internet, there is an A-Z of Council services which can be used as a reference. Our website address is www.shepway.gov.uk


Information and Communication(2)

It is important that managers pass information to staff and it is essential that a slot is set aside in regular staff meetings for information sharing. It is also the responsibility of all staff to read Council policies and procedures and to read material such as newsletters and information sheets. All units/teams should have a central point for storing such material.


Consultation

It is a vital aspect of customer care actively to seek the views of customers to ensure we are meeting their needs. It is also a key requirement under Best Value. Managers should also put in place systems to enable staff to make suggestions about service change and service delivery. It is important that consultation takes place at an early stage. After any consultation exercise it is vital to provide feedback to participants and inform people about any action being taken as a result of the consultation.


Whistleblowing

The Council has demonstrated its commitment to the highest standards of openness and accountability with the launch of its new confidential reporting policy, commonly known as the whistleblowing policy detailed in the Constitution of Shepway District Council.

It is designed to give employees and contractors working with and for the Council the opportunity to raise any concerns they may have about issues such as unacceptable behaviour, corruption, malpractice or fraud. Such individuals will be given protection from possible reprisals or victimisation if disclosures are made in good faith.


Measuring Performance (1)

The last few years have seen a substantial increase from central government of performance indicators to meet. At times, this may feel overwhelming. However, it is important to remember that local people are entitled to value for money public services. Most of our customer care standards simply demonstrate courtesy and fairness attributes which show our commitment to our customers.


Measuring Performance (2)

Many of the indicators relating to customer care will be monitored by the Audit Commission external inspectors through the Best Value process. Managers will also be responsible for monitoring many targets (frequency to be confirmed). The customer care standards and targets will need to be reviewed regularly and new standards set so that we can continue to improve services to local people: IN order to do this effectively, all staff are encouraged to contribute to this process.


List of Council Policies

The following policies may help in achieving an excellent standard of customer care:

* Working alone in Safety

* Preventing violence at work

* Internet Policy and Code including email guidelines

bs2914 quality management and customer care 12: customer care in a local authority

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