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A slide deck I've presented a few times, all about our journey to deliver a good online customer service. One that's good digital service design, not a one-size-fits-no-one out of the box from a big vendor.
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DELIVERING SERVICES…DIGITALLY
Jayne HilditchCorporate Services Director
WHY
WHAT
HOW & WHO
ROADMAP
LESSONS LEARNED
WHY
WHY HAVE ONLINE SERVICES AT ALL?
▸ Reduce the cost to serve
▸ 2009 Audit Commission report on 19 Local Authorities transaction costs
▸ Post £12.10
▸ Face to Face £10.53
▸ Phone £3.39
▸ Online £0.08
▸ PhD thesis can be written. But lets work on the basis it’s A Good Thing.
▸ Offers a 24/7 channel to customers
▸ Customers have asked for it. Especially leaseholders.
▸ Digital by Design. Not default
WHAT
ONLINE CUSTOMER SERVICES
Customer services
Corporate brochure-ware
ONLINE CUSTOMER SERVICES
Customer services
Corporate brochure-ware
THE OLD SITE…
THE OLD MOBILE EXPERIENCE…
… wasn’t a concern when it was built
THE NEW SERVICE…
Live data, same as in the office
Responsive Design: Smartphones
Vastly improved Usability
Top notch security
THE NEW SERVICE…
Accounts: - Rent & service charge- Parking / garage and sundry charges- HB statement - Make a payment
Repairs:- Request a repair – integrates with back-office workflow- View repair reported & completed- Visibility over common parts
Scheme & contact info specific to that customer:
DEMO
HOW & WHO
HOW & WHO: THE BIG PICTURE
▸Put it in the ICT strategy
▸Two words about the business case:(exchanging ignorances)
▸Skills and approach(Agile trumps PRINCE2)
HOW & WHO: THE PROCESS DETAILS…
▸ User-centred design: Not what we think, what the user thinks
▸ Agile project management. Not traditional Prince2.
▸ MVP: the Minimum Viable Product
▸ Sprints: two week development cycles
▸ Private beta: soft launch to a controlled set of users
▸ Lab testing: actually watching users use it
▸ Feedback: adapt for what we’ve learned
WHO:
▸Not with the big guns
▸Procurement Hurdles▸ Avoiding the car crash of agile development v EU procurement
WHO:
▸Not with the big guns
▸Procurement Hurdles▸ Avoiding the car crash of agile development v EU procurement▸ Minimum Viable Product (MVP) – Fixed Price▸ Development cycles in 2 week sprints – time & materials
PROJECT TEAM
MyTVH technical team
Development Partners
MyTVH project team
(Housing Directorate)
Digital Services Manager - Mat• Masterminding the architecture.• Figuring out the integration with our data & workflows• Managing the development partner
Business Analyst - Geraldine• The voice of the “the business” • Getting user input to design & testing• Asking “what does the customer do” at every stage
Developer - Kavita• Writing the code that makes the data transfers work• Explaining our data to the developers• Making sure that it works efficiently and elegantly. Not a
hack job.
IN HOUSE TEAM
DEVELOPMENT PARTNER: DXW
User research & discovery. Computer geeks talking & listening to people.
Front end design. (the bit you see)
Writing code. Setting up servers. Testing things (the bit you don’t see)
ROADMAP
COMING UP…▸ New repairs contract goes live in June. Then we do:▸ Online appointment slots▸ Reporting/diagnosis tools▸ Upload photos of the problem▸ Give feedback on the service
▸ Managing agent data▸ Estate services data▸ Documents: tenancy, lease, permissions▸ Performance dashboard, based on www.gov.uk
COMING UP…
▸ Telephony automated services:▸ balance enquiries▸ Recent transaction history▸ Recent repair status
▸ Performance dashboard, based on www.gov.uk
WHAT WE’VE LEARNED SO FAR…
WHAT WE’VE LEARNED: LAB TESTINGConfusion over setting up a new myTVH account or using login
credentials from old myTVH account.Change the invite letter to make this clearer
Good understanding of repairs & accounts Good understanding of “passphrase” instead of “password”
“Service Requests” concept not clear – its jargonRe-label to “ask/do something else”
WHAT WE’VE LEARNED: DATA ANALYTICS
▸ Mobile devices: 22%
▸ Desktop devices: 78% on desktop
▸ Average time on site: 12:26 mins
▸ Average pages viewed during visit: 12
WHAT WE’VE LEARNED: ABOUT THE PROCESS
▸ Procurement headaches can be overcome: G-cloud.
▸ Skill mix is vital: a multi-disciplinary team sees blind spots.
▸ Beware the curse of knowledge: the customer has no idea
about your internal departments.
▸ A good development partner will challenge you: that feels
weird, but results in a better product.
