We want to ensure the services we provide are excellent, meet customer needs and contribute towards our Wellbeing Goals set out in the County Plan. Our Digital First Customer Strategy is a key part of this ambition and sets out how we will use Digital, Data and Technology to improve the customer experience and how we do things.
It has three main ambitions:
Ambition A - provide excellent and efficient services designed around the needs of customers and informed by data insight and business intelligence
Ambition B - empower customers and staff to thrive in an increasingly digital world.
Ambition C - make innovative and effective use of secure, robust, and joined-up systems, technology, and solutions to improve the customer experience and access to data insight.
You can read more about these ambitions in full below.
Torfaen Council provides a wide range of services from collecting household waste and recycling from every house in the borough, maintaining highways, running elections and registering births, deaths and marriages through to providing support to the elderly and educating our children.
Our customers contact us via a number of different channels; online, by phone, face-to-face and by post. We regularly receive over 140,000 requests for services a year by phone, website, at our customer care centres and via the Torfaen App.
The Covid-19 Pandemic has changed the way all of us access information, interact with each other and transact, with online methods becoming a much bigger part of our day to day lives.
This direction of travel is expected to continue and we, alongside our partners, will play an important role in empowering our communities and customers to thrive in an increasingly digital world, whilst ensuring those who really need support via more traditional channels (phone and face to face) are able to access that support quickly and easily, via the council and its partners, and in our communities as appropriate.
We also need to be able to meet and exceed evolving customer expectations and demands, efficiently and effectively, by ensuring our services are designed around customer need and by taking opportunities from both our existing and new/emerging technologies to improve the customer experience, improve the efficiency of how we work and tackle the financial, environmental, and social challenges we face now and in the future.
The adoption of a Digital First Customer Strategy is an exciting opportunity to enable the Council to radically rethink how it operates and how we interact with our residents, businesses, visitors, staff, suppliers, and partners. We have a huge opportunity for a wide transformation programme, driven by data and using digital technologies and ways of working to redesign what we do around need, empower our customers and communities, and create a culture of digital innovation across the county.
This strategy sets out the approach we will take to achieve our vision and improve outcomes for all our customers.
Councillor Peter Jones
Executive Member for Corporate Governance and Performance
Digital First
- Encouraging those that can go online to do so to access information, advice and guidance and to raise service requests through well designed and easy to use services.
- Supporting those that want to go online but can’t, due to skills, confidence or access issues, to do so.
- Maintaining more traditional channels like in person and over the phone for those who really need to speak to someone. This might be regarding a more complex issue or to support more vulnerable people.
- Supported by a tiered approach to Customer Services (Appendix A).
- Will ensure the use of Digital, Data and Technology is embedded in every part of our organisation to deliver efficient and effective services.
Digital
- Is more than just technology.
- It is a way of working, a culture, that puts the needs of our customers at the heart of how we design services.
Customer
- Anyone who lives in or visits Torfaen and our business community, who can be supported by the council, it’s partners and our communities to access information, advice and guidance and/ or services, including council staff and Elected Members.
Customer perspective
It can be hard work finding information out and accessing council support, it doesn’t feel like they understand my needs. I want to do things online but I’m not always sure how to do so I tend to ring or go to one of their offices, which can be frustrating when you have to wait in a queue, or they are not open. It can feel like I’m passed around from department to department with no shared awareness of what is going on with my issue.
Council perspective
Some of our services are joined up but many aren’t and we have to re-key information and work from paper and spreadsheets a lot. We know there are tools out there that could help us but we’re not always sure how to access them or which ones we can use. We sometimes buy a new solution only to find out something similar was already available.
Policy Maker perspective
We capture so much information from our customers but it is not easy to access or use to provide meaningful insight which could drive our decision making. It takes so long to get at the data that we’re not left with time to interpret it and use it for wider proactive and preventative strategic and service planning. We could do with more with our partners if we were able to share data and insights more easily.
Communities perspective
As a community we already work together to let people know what’s going on in their local area and connect people to services and provided vital support during the pandemic when others were not so available. We can provide support and information and know when someone could use more help from the Council or other partners and we’re happy to help connect people if we had the right information.
Our vision
A digitally enabled and efficient council which empowers our staff and communities and provides an excellent customer experience.
We will use Digital, Data and Technology to become a digitally enabled and efficient council which supports the development of empowered communities who benefit from an excellent customer experience via services designed around their needs and who have the skills, confidence and ability to improve their own wellbeing and access joined-up support from the council, our partners and communities.
Our strategic ambitions
- Excellent and efficient services designed around the needs of our customers and informed by data insight and business intelligence
- Customers and Staff will be empowered to thrive in an increasingly digital world
- Innovative and effective use of secure, robust and joined up systems, technology and solutions which improve the customer experience and our access to data insight
Three strategic ambitions will provide the foundation to deliver this strategy over the next 3 years and enable us to deliver excellent and efficient services which meet customer needs and expectations.
On their own they will deliver improvements to the services we offer our communities and customers. However, when delivered in tandem they will support wider transformation of the customer experience, improve our efficiency and support our communities to develop the skills and confidence to thrive.
Where are we now?
- During 2019/2020 54.72% of service requests via our Customer Services CRM system were raised by customers online.
- During the pandemic (2020/2021 – 2021/2022) an average of 84% of service requests in our CRM system were raised by customers online.
- Approximately 75% of service requests submitted via Customer Care were raised by customers online in 2022/23.
- We have 469 unique phone numbers and 276 unique email address published on www.torfaen.gov.uk – this means there a significant number of access routes into the council and limited insight into wider communication channel trends.
- Between April 2019 and March 2022 our website was accessed 1.1 million times, generating nearly 7.5 million page views.
- Our chat bot currently only acts as a signposting tool but within the first three months of its launch it received over 40,000 requests for information.
- We don’t know if the chat bot is helping customers find the information they need without needing to contact us.
- Based on operating hours of 9am-16.30pm Monday – Friday, our Cash Payment Offices are open to the public for approx. 30% of the time.
- Services and information required by the customer are not always joined up.
- Information available to customers can be difficult to understand, outdated or missing.
- Our customers are not always aware of how their request is progressing and make repeated contact with us to find out.
- We often wait for customers to contact us rather than proactively let them know of issues affecting service delivery.
- We don’t typically undertake “listening” activity on social media to tune into what residents are saying when talking about Torfaen CBC.
What success looks like
We listen to and understand our customer’s needs and use this insight to ensure our services our designed to meet these needs.
Most of our customers are choosing to access information and support online as it is the most convenient option for them, and they have confidence that the information they access and the service they receive will be a good one.
We are working with our communities to ensure there is a wide understanding of the services the council and its partners provide and how they can be accessed.
The number of customers contacting us over the phone or face to face has reduced as more customers are able to self-serve online or in their community and we are good at keeping customers informed of what is happening with their request.
This means that those that need support over the phone or face-to-face are able to access it more quickly and conveniently as there are less customers choosing these options generally, and our customer service staff can answer calls or see people more quicky to provide the support they require.
How will we do it?
- We will design accessible services which meet our customer’s needs and make it easier for customers to self-serve where they are able to do so.
- We will improve our website to ensure information is relevant and up to date, easy to find and understand.
- We will prioritise service design activity focusing on areas with biggest impact on our customers and the organisation and effectively communicate work which is being undertaken.
- We will make good quality data and insights easily available internally and with partners as appropriate, to inform service design activity, performance reporting, operational delivery and strategic planning.
- We will ensure our services reflect and complement partner and community provision to ensure easy access to the right level of support, at the right time and in the right place with a particular focus on access to wellbeing information and support, in line with our Communities Approach.
- We will adopt a tiered approach to Customer Care support which is proactive by design and where and which promotes self-service where possible and focuses resources on those who are more vulnerable or require more complex support.
- We will provide a bespoke service to our business community that meets their specific needs and requirements when accessing support and guidance.
How will we know we have succeeded?
| Outcomes and Impacts | Target 2023/2024 (Annual unless otherwise stated) | Target 2024/2025 (Annual unless otherwise stated) | Target 2025/2026 (Annual unless otherwise stated) |
|---|---|---|---|
| Proportion of customer care transactions conducted online | 75% | 80% | 85% |
| Call Torfaen Customer Satisfaction (neutral or above) | 80% | ||
| Call Torfaen Customer Effort (neither easy/difficult, easy or very easy) | 80% | ||
| Call Torfaen Abandoned Rate - Social Care and Blue Badge | 3% | 3% | 3% |
| Call Torfaen Abandoned Rate - Benefits | 8% | 5% | 5% |
| Call Torfaen Abandoned Rate - Council Tax | 8% | 5% | 5% |
| Call Torfaen Abandoned Rate - All Other Services | 10% | 10% | 10% |
| Call Torfaen Average Queue Time - Social Care and Blue Badge | 90 seconds | 60 seconds | 60 seconds |
| Call Torfaen Average Queue Time - Benefits | 360 seconds | 300 seconds | 300 seconds |
| Call Torfaen Average Queue Time - Council Tax | 360 seconds | 300 seconds | 300 seconds |
| Call Torfaen Average Queue Time - All Other Services | 300 seconds | 360 seconds | 420 seconds |
| Torfaen Business Direct Customer Satisfaction (neutral or above) | 80% | ||
| Torfaen Business Direct Customer Effort (neither easy/difficult, easy or very easy) | 80% |
Where are we now?
- Systems in use are not optimised and staff spend time on manual, administrative tasks rather than focusing on service delivery.
- Disjointed service processes leads to duplication of effort.
- Some customers do not have the skills or access to devices and/or connectivity to access digital services – we don’t necessarily know who they are.
- There is no co-ordinated approach to digital inclusion activity across the borough.
- There is no definition of what digital skills means to the organisation leading to limited understanding of the digital capability of our staff.
- There are no defined requirements in terms of the digital skills we need within the organisation to delivery the strategy.
- 49% of our staff feel they receive enough training to make best use of new technology and software.
- There has been an increase of 16.7% in people aged 65 and over in Torfaen from 2011-2021.
- 43% of our workforce are aged over 50.
- During the last financial year 983 customers accessed digital support sessions in our libraries.
- 91% of Torfaen adults use the internet at home, work or elsewhere
- 89% of Torfaen households have access to the internet.
- 98.2% Superfast Broadband coverage in Torfaen (>=30 Mbps).
- Full Fibre to the Premises (sometimes known as Ultrafast) = 20.25% in Torfaen.
What success looks like
Our customers know how to access support to develop their digital skills and confidence meaning they can access information independently and resolve the majority of their needs digitally and by themselves.
Customers are be able to access devices and better, faster broadband and improved mobile coverage enabling them to use digital services more easily.
Our staff think digital first and are empowered and supported to put the customer at the heart of service design and to make best use of digital tools which is positively impacting on their roles, service delivery and the customer experience.
How will we do it?
- We will increase the proportion of our residents who feel they have the skills and confidence to access digital services, working with partners wherever possible.
- We will ensure our staff have the skills and capabilities to make best use of technology and digital ways of working.
- We will empower staff to appropriately access and use digital solutions to solve problems and improve the customer experience and our operational efficiency.
- We will support customers to access devices and connectivity to reduce digital exclusion.
How will we know we have succeeded?
| Outcomes and Impacts | Target (Annual unless otherwise stated) |
|---|---|
| Annual number of customers accessing ICT and Digital Support in our Libraries | 1200 |
| % of digital inclusion programme participants who continue meet the essential digital skills after 12 months (Annual) | 60% |
| Annual number of devices loaned out via the device loaning scheme | 100 (new measure which will be reviewed annually) |
| Percentage of staff who feel they have access to enough training to make the best use of software and technology | 70% |
| Data Protection Training compliance | 90% |
Where are we now?
- We have multiple IT systems and digital solutions that are not joined up/optimised.
- Data is not always shared between service areas and partners.
- Much of the infrastructure needed is already in place and is used to some extent however it is not consistently utilised to its maximum potential throughout the organisation.
- We have multiple customer accounts which are not joined up/ optimised.
- There is an opportunity to use more of the solutions available to us and rationalise the number of systems and solutions we utilise.
- We don’t have a single view of the customer across multiple systems and no means of identifying.
- We have varying degrees of data quality.
- Data quality standards and governance are not applied universally.
- Retention and disposal of data and information is not managed automatically meaning we store data and information that we could dispose of e.g. duplicates.
- We use assistive technology to support independent living but could do more as new technology emerges.
What success looks like
Our digital services are secure, reliable and are highly available. Our systems and applications are joined up providing a better understanding of our customers and their needs and improving the customer experience through for example, more proactive contact and updates on service requests and easier access to account based information.
Data quality standards are well understood and embedded, and only relevant data is captured and stored for as long as it is needed, making it easier to access data insight and business intelligence at a service, organisation and partnership level.
We are making best use of the solutions we have available to us and ensuring any new solutions have been reviewed and approved from a business need, security, information governance and compliance perspective prior to procurement. However, we are quick to try new things, be innovative and take advantage of new and emerging technology (Artificial Intelligence, LoRaWAN, Smart Tech and the Internet of Things, Robotic Process Automation etc.) where it is beneficial for our customers and us as an organisation in relation to the financial, social and environmental challenges we face.
We take a cloud first approach to the procurement of new systems, recognising potential benefits such as financial and ability to scale, and only maintain and/or procure new on-premise solutions where there is a genuine business need to do so.
We ensure our solutions are compliant with all relevant legislation and guidance (e.g. Web Accessibility. Welsh Language, Security, GDPR).
Where possible we work collaboratively with neighbouring authorities when procuring new solutions, recognising the shared benefits of doing so:
- Collective bargaining power leading to potential economies of scale.
- Shared learning and resources to develop solutions once which fit the needs of each organisation.
- Reduced ICT support requirements – once for all partners rather than specific support for each.
How will we do it?
- We will embed the use of digital, data and technology throughout our organisation to deliver efficient and effective services.
- We will use fewer but better integrated systems and solutions and we will have a “single view” of the customer helping us to plan and delivery early intervention and preventative services.
- We will ensure our systems and solutions are highly available, usage is maximised and that they meet business requirements.
- We will take advantage of emerging technology and digital solutions to support strategic objectives, improve the customer experience, our operational efficiency and our access to data and insights.
- We will develop our use of Assistive Technology to support independent living and prevention/early intervention activity.
- We will use our data effectively and transparently and manage it in line with legislation.
How will we know we have succeeded?
| Outcomes and Impacts | Target (Annual unless otherwise stated) |
|---|---|
| Reportable Data Protection Breaches | <100 |
| Availability of key line of business applications | 99.90% |
| Percentage of digital and technology related procurement requests reviewed via Digital Solutions Procurement process | 100% |
| Percentage of Privacy Notices reviewed annually | 100% |
| Percentage of Information Sharing Protocols (ISPs) reviewed within 2 year timeline | 100% |
In order to deliver this ambitious strategy
... the organisation must
- Support staff to develop digital, data and technology related skills appropriate to their role and provide the time and confidence to use them.
- Embed and actively advocate a digital first culture where we design services around customer need, make data driven decisions and use technology effectively and efficiently.
- Be prepared to invest in solutions that improve the customer experience and our operational efficiency.
- Set clear priorities.
... staff must
- Be willing to explore new ways of working with an open mind.
- Speak out when they see opportunities around the use of Digital, Data and Technology.
- Adhere to legal and statutory requirements, guidance and good practise when designing services and processes.
- Discuss requirements with the Customer, Digital and ICT team before buying or developing anew solution.
... our customers are encouraged to
- Use our online services when they can so that our resources can be focused on those who can’t go online, more vulnerable people and those with more complex needs.
- Let us know if our services do not meet their needs or are poorly designed and how they could be improved.
- Due to the quickly evolving nature of Digital, Data and Technology, this strategy will cover a 3 year period.
- Three broad strategic ambitions will provide the overarching direction for the duration of the strategy and the basis of the associated delivery plan.
- An annual delivery plan will underpin the strategy allowing us to react to emerging trends and opportunities in the context of the wider strategic ambitions.
- Governance will be provided via the council’s Delivery Board structure which will monitor progress of the overall programme and individual projects within.
- A Digital Solutions Procurement process will be established to review and approve ICT and Digital related procurement requests to ensure:
- Compliance with required legislation (Accessibility, Welsh Language, GDPR).
- Opportunities to utilise incumbent solutions are maximised.
Strategic Links
There have been a number of positive developments in the appetite for digital across Wales in recent years, strengthened further by the Digital Strategy for Wales, published in 2021, the development of the Centre for Digital Public Services Wales and the recruitment of a Chief Digital Officer for Local Government and the subsequent creation of a WLGA Digital Team. We will seek to capitalise on these developments and the opportunities they present to learn, share good practice and collaborate whilst also playing an active role in the Cardiff Capital Region City Deal partnership to drive forward our strategic ambitions.
Our strategy will also ensure we work in alignment with the five ways of working set out in the Wellbeing of Future Generations (Wales) Act to achieve the ambition of a more prosperous, resilient, healthier and more equal Wales, with cohesive communities, a vibrant culture and thriving welsh language.
The strategy will align with the council’s county plan and will be an enabler for delivery across all objectives.