PROGRAMME
08:30
Registration and Coffee in the Networking Surgery
09:20
Chair's Opening Address
Professor Moira Clark (confirmed)
Professor of Strategic Marketing, Director of the Henley Centre for Customer Management
Professor Moira Clark (confirmed)
Professor of Strategic Marketing, Director of the Henley Centre for Customer Management
09:25
Dr Jo Casebourne (confirmed)
Director of Public and Social Innovation, Nesta
“Why grumbles, gripes and grievances are great for public services”
Complaints are not often associated with innovation and creativity. When we think of complaints, we think of frustration, failure, and poor service. Receiving lots of complaints is seen as something to be wary of, not celebrated. But getting complaints show that people think it's worth complaining and that they will be listened to, and that they believe that they have power to influence the system. They are a good sign of democracy in action. But are complaints changing public services? Do they lead to innovation? To what extent do complaints help public services adapt to today's rising and complex demands? How can public services use complaints to listen, and engage with the public as co-producers of better outcomes? And how can public services make it easier for people to complain and encourage them to do so?
These are some of the questions we address in our report 'Grumbles, gripes and grievances: the role of complaints in transforming public services'. We're particularly interested in complaints because we think they can help to reshape the relationship between individuals and the public services they use.
Director of Public and Social Innovation, Nesta
“Why grumbles, gripes and grievances are great for public services”
Complaints are not often associated with innovation and creativity. When we think of complaints, we think of frustration, failure, and poor service. Receiving lots of complaints is seen as something to be wary of, not celebrated. But getting complaints show that people think it's worth complaining and that they will be listened to, and that they believe that they have power to influence the system. They are a good sign of democracy in action. But are complaints changing public services? Do they lead to innovation? To what extent do complaints help public services adapt to today's rising and complex demands? How can public services use complaints to listen, and engage with the public as co-producers of better outcomes? And how can public services make it easier for people to complain and encourage them to do so?
These are some of the questions we address in our report 'Grumbles, gripes and grievances: the role of complaints in transforming public services'. We're particularly interested in complaints because we think they can help to reshape the relationship between individuals and the public services they use.
09:45
Professor Moira Clark (confirmed)
Professor of Strategic Marketing, Director of the Henley Centre for Customer Management
“Are we satisfied with our public services?”
Research has shown that public satisfaction with services such as the NHS has dropped at a time when spending is being squeezed and controversy over large-scale reforms has grabbed the headlines. Are these surveys merely a blip or are they an important barometer that points to wider issues that need to be addressed around customer service, quality and standards of service delivery?
Professor of Strategic Marketing, Director of the Henley Centre for Customer Management
“Are we satisfied with our public services?”
Research has shown that public satisfaction with services such as the NHS has dropped at a time when spending is being squeezed and controversy over large-scale reforms has grabbed the headlines. Are these surveys merely a blip or are they an important barometer that points to wider issues that need to be addressed around customer service, quality and standards of service delivery?
10:05
Sarah Barrow (confirmed)
Head of Customer Services and Administration, Wokingham Borough Council
“Good customer service in practice”
Defining what excellent service delivery looks like in any given area of service is key to defining outcomes. How can we drive improvements in services, develop successful customer service initiatives that can deliver real benefits for service users and help reduce the cost to serve?
Head of Customer Services and Administration, Wokingham Borough Council
“Good customer service in practice”
Defining what excellent service delivery looks like in any given area of service is key to defining outcomes. How can we drive improvements in services, develop successful customer service initiatives that can deliver real benefits for service users and help reduce the cost to serve?
10:25
10:45
Question and Answer Session
10:55
Coffee in the Networking Surgery
11:40
Masterclass Session 1
A series of Masterclasses will run throughout the day. You have the opportunity to pick a stream from the following three topics: Shifting engagement with the citizen, meeting the communication demands, enhancing the customer experience; Transforming services; and Improving performance.
A series of Masterclasses will run throughout the day. You have the opportunity to pick a stream from the following three topics: Shifting engagement with the citizen, meeting the communication demands, enhancing the customer experience; Transforming services; and Improving performance.
12:25
Delegate Movement
12:30
Masterclass Session 2
13:15
Lunch in the Networking Surgery
14:15
Best Practice, Best Value Case Studies
Choose to attend one of two case studies that will run concurrently showcasing best practice.
Choose to attend one of two case studies that will run concurrently showcasing best practice.
15:00
Coffee in the Networking Surgery
15:30
Chair's Afternoon Address
15:40
Afternoon Keynote Address
Jo Causon (confirmed)
Chief Executive, Institute of Customer Service
“In a time of constrained budgets and resources, why does customer service matter?”
The 2013 UK Customer Satisfaction Index shows that public services buck the overall trend of steady improvement in satisfaction levels. As sectors such as retail continue to rise, customer satisfaction in local public services has fallen. Both local and national public services form the bulk of a small, below average group that has significantly lower satisfaction levels than higher performing sectors. Every day customers are making comparisons between services and they are finding that in the public sector, customer service comes up short. What can be done to make sure that expectations are met?
Jo Causon (confirmed)
Chief Executive, Institute of Customer Service
“In a time of constrained budgets and resources, why does customer service matter?”
The 2013 UK Customer Satisfaction Index shows that public services buck the overall trend of steady improvement in satisfaction levels. As sectors such as retail continue to rise, customer satisfaction in local public services has fallen. Both local and national public services form the bulk of a small, below average group that has significantly lower satisfaction levels than higher performing sectors. Every day customers are making comparisons between services and they are finding that in the public sector, customer service comes up short. What can be done to make sure that expectations are met?
16:00
Sharing Best Practice
16:15
Panel Discussion
“Top tips for delivering excellence in customer service”
Our panel of speakers will explore practical examples, simple tips and common mistakes to show how excellent customer service can be achieved. Delegates will be able to take away valuable solutions, ideas and inspiration that they can employ in their own organisations.
“Top tips for delivering excellence in customer service”
Our panel of speakers will explore practical examples, simple tips and common mistakes to show how excellent customer service can be achieved. Delegates will be able to take away valuable solutions, ideas and inspiration that they can employ in their own organisations.
Jo Causon (confirmed)
Chief Executive, Institute of Customer Service
Chief Executive, Institute of Customer Service
Professor Moira Clark (confirmed)
Professor of Strategic Marketing, Director of the Henley Centre for Customer Management
Professor of Strategic Marketing, Director of the Henley Centre for Customer Management
16:55
Chair's Closing Remarks
17:00
Conference Close
