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12.1
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The Chief Operating Officer presented a report,
alongside the report for Item 11 in the agenda, setting out the
approach the Council is proposing to take in order to successfully
implement the Customer Experience Strategy agreed in April
2024.
The Customer model is designed to operate across
the whole organisation and has been developed to improve customer
experience and outcomes and will have implications for the way
services and functions are organised, our ways of working and how
customers will be able to interact with the
Council.
This report sets out how the Customer Experience
Programme, as part of the Future Sheffield Transformation
Programme, will enable the Council to deliver key changes in order
to successfully implement the model and achieve the vision and
priorities included within the Customer Experience Strategy,
approved by Strategy and Resources Committee on 17th April
2024.
This report also outlines the key relationships
between the Customer Experience Programme and other significant
programmes for the Council, including the council-wide Target
Operating Model and the Community Engagement programme. The
co-ordinated delivery of change across these areas will improve
service effectiveness and delivery across the organisation whilst
contributing to the robust long-term financial plan for the
Council.
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12.2
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RESOLVED UNANIMOUSLY: That Strategy and
Resources Policy Committee:-
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(a) notes the
aims and approach for the council’s Customer Experience
Programme, alongside its potential benefits to be developed and
incorporated into the MTFP;
(b) endorses the
focus of the first phase of the Customer Experience Programme,
including the service areas prioritised for end-to-end customer
journey development alongside the Digital
Programme;
(c) agrees to
progress further development and delivery of the Customer model,
including strengthened leadership for this function and the draw
down of earmarked transformation funding to support delivery,
realising the model across the Council, and associated benefits;
and
(d) agrees for a
progress report on delivery by the Customer Experience programme to
be presented to the Strategy and Resources Committee in November
2024.
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12.3
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Reasons for Decision
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12.3.1
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The
Customer Experience Programme, alongside the Digital Programme, is
a key pillar of the Council’s four-year transformation
programme, Future Sheffield, which is aimed at improving service
effectiveness and delivery across the organisation whilst creating
a robust long-term financial plan for the
Council.
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12.3.2
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Delivering a whole council approach for Customer
Experience, as part of the development and implementation of the
Council’s Target Operating Model, will achieve more joined-up
services, greater effectiveness and efficiencies which could not be
achieved by individual siloed changes. Areas prioritised for
delivery in this phase of the Customer Experience Programme have
been selected for their good potential impact and relative ease of
delivery. As the Programme progresses, the Council will develop the
capabilities and infrastructure to successfully deliver for more
sweeping and potentially complex
changes.
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12.3.3
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The Council’s Customer model needs to change to
deliver against the vision and ambitions of the Customer Experience
Strategy. This phase of the Programme will enable our main first
points of contact to be optimised and establish solid foundations
for further transformation over the medium-to-long term. It will
also develop and strengthen capabilities that we have not recently
had as a Council, such as how we embed the use of customer feedback
and business intelligence to design and deliver
services.
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12.3.4
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By moving from Strategy into delivery, the Customer
Experience Programme will begin to demonstrate the benefits and
tangible change to the organisation and our communities. This will
build the momentum and our ability to deliver wider transformation,
with strategic oversight by Future Sheffield Board and the Strategy
and Resources Committee.
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12.3.5
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The whole organisation customer model has been
aligned to the development of the target operating model and is a
vanguard for how the other aspects of the Target Operating Model
will be delivered over the coming
months.
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12.4
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Alternatives Considered and
Rejected
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12.4.1
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Do nothing - The Council could choose not to implement the
cross-council Customer model and not progress the Customer
Experience Programme, thereby continuing to deliver as per existing
ways of working. This has been rejected because the Council would
fail to deliver against the commitments set out in the Customer
Experience Strategy, with the resulting negative impact on demand,
costs, the Council’s medium-term financial sustainability,
and its reputation.
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12.4.2
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Service by service improvement - The Council could
choose to enable individual services areas to develop and implement
specific changes associated with the aims and ambitions of the
Customer Experience Strategy. This has been rejected because it
would not achieve the ‘one council’ approach and the
holistic outcomes and financial benefits envisaged in the Council
Plan and the Future Sheffield Programme. In addition, the delivery
of change and improved ways of working risks being impeded by
operational pressures.
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12.4.3
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Targeted change projects - The Council could choose
to focus resource and capacity on specific cross-council targeted
developments outlined in the Customer Experience Strategy. This
would have some impact for key customer journeys and services.
However, it has been rejected as it would not deliver greater
connectivity and consistency for customers, and it would not
sufficiently address duplication, fragmentation and gaps across the
Council, where there is significant potential to improve the
efficiency and effectiveness of our customer
arrangements
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