Customer Insight, LAAs and CAA

How can improved customer & citizen intelligence help tackle partnership priorities?

Derrick JohnstoneLocal Improvement Adviserderrick.johnstone@educe.co.uk0776 779 3480

Objectives

explore Customer Insight in tackling partnership prioritiesclarify critical gaps in customer knowledge and how these are being tackledidentify actions needed regionally, sub-regionally and locally to improve customer intelligence and its use

including by EMIEP

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Programme

• objectives & scene setting• Customer Insight & partnership working (groups)

– current developments– critical gaps

• applying CI for customer-focused strategy & service improvement

• Customer Insight tools & applications– live events & circles of need– customer journeys

• actions needed

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Customer Insight

• methods & practices to gain deeper knowledge of needs, preferences & behaviours of customers/ citizens - and applying this to improving quality & impact of local services

• why?– find better ways of tackling intractable issues that lie

behind top LAA priorities (eg, on obesity, worklessness, families with complex needs)

– demonstrate focus on customers & diverse/ vulnerable groups for CAA

– pursue business transformation projects & improve customer service – culture change

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Aspects of Customer Insight

• knowledge management: gathering & using citizen & customer intelligence

• customer segmentation & profiles• life events & ‘circles of need’• customer journeys

– processes & integrated service design– customer experience

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Customer Insight: applications

• understanding:– users & patterns of use– behaviours & scope to influence– ‘transitions’ & how well services meet changing needs

• targeting & tailoring services • promoting services• stimulus to innovation & organisational change• performance management• evidence for CAA

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Confluence of policy drivers & fashions

• Doing more with less• ‘personalisation’, choice,

efficiency & transformation

• behaviour change• commissioning• ‘Duty to Involve’• Equality Bill & new Framework for Local

Government

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Customer Insight & partnership working

• parallel working?– profiles – interests across partners– not always called ‘CI’

• often the same customers?• scope to join up?• scope to share learning?• spur to data sharing &

observatories?• Total Place…• a force for change?

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Developing insight: sources

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Customer insight: what dowe know?

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Knowledge

Ignorance

Existing Lacking

“KNOWN UNKNOWNS”- what we know we need to

find out

“UNKNOWN UNKNOWNS”- where there are significant risks

in not knowing

“UNKNOWN KNOWNS”- what’s known ‘in the system’:

records, staff, providers

“KNOWN KNOWNS”- what we know already

Local CI developments

• How are you developing Customer Insight in your area?

• How are partners involved?• What do you see as critical knowledge needs &

gaps?

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Discussion feedback• importance of determining ‘why’:

– what is it we need better customer intelligence/ analysis to address?• data sharing problems – raised by all groups

– within LAs as well as across partners• how to do customer journey mapping • need to find resources (make the case) for research/ consultations/

analysis– especial challenge for some Districts– need for more evidence on where such investment has made a difference

• is the information we do have ‘fit for purpose’?• importance of partners having trust that data provided will be used

properly• members: not used enough as a source of citizen intelligence• importance of partnership vision: where are we going with this? what’s the

context? what do we need to do to co-ordinate our work better?• resistance from colleagues to use of tools such as Mosaic

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Applying CI for customer-focused strategy & service improvement

Jo HerlihyCustomer Management Nottinghamshire County Council

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Life Events & Circles of Need

Zoe Butler, Customer Services ManagerAmelia Soos, Life Events co-ordinator Ashfield District Council

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Circle of need

• tool to understand relationships between customer needs, services, external influences

• visualise & model circumstances surrounding customer need

• tool for looking at systems and analysing customer data

• schema: – needs: citizens; environment; business; public interest

group– services: LA; other public

Being in need of financial assistance or advice

In need of temp. or long-term guidance in day-to-day living

Victim support

In need of improvedaccomm’n

Providing private & voluntary sector services

Being an advocate

Communication issues and barriers to accessing services

Providing well-being information services

Being agroup to provideadvice andguidance

In need of learning /information /guidance and advice

Providing housing improvements repairs and regen services

Providing educationalassistance

Being a citizen affected by crime

Providingadult educationservices

Being in need of financial assistance or having problems with debt

In need ofa home

Citizen needs

LGservices

Partner provided or funded services

VCSservices

Circles of need & the recession

Thinking about ‘customer journeys’

• from the policy/ provider perspective– integrated service design

• from the customer perspective– customer experience mapping

• from a service delivery & customer perspective– process mapping

Applications of customer journeys

• understanding needs of different types of client/ potential client and how they engage with services

• mapping services• assessing resource gaps/ priorities across different

parts of the delivery chain• strengthening the delivery model

– do we understand factors influencing customer behaviour at critical points for service take-up & progression?

• strengthening the supply chain• informing evaluation design• reconfiguring the system??

Journey to sustainable employment

Getting involved

Becoming more

employable

Getting a job

Staying in the job Progressing

* outreach* referrals (GPs, VCOs, etc)

* confidence building* volunteering * job seeking skills

* job & careers advice* job readiness

* ‘condition management’* personal skills

* vocational skills* pre-recruitment training

* benefits advice

* recruitment* apprenticeships* job placements

* work trials* Healthy workplace

* job coaches/ mentors* advice & support to

employers

in-work careers advicetraining

JobMAETs

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Combine both approaches for incremental benefit

Maps steps in a process. Identifies where to act to make the experience as positive and efficient as possible

Qualitative, focused on emotional insights to tell a storywith passion and narrative.

Quantifies the effect of changes & contributes to business cases

Measures how well the experience is delivered

Cabinet Office approach

Horses for courses

1) Customer experience

2) Mapping the system (process)

3) Measuring the experience

•bringing the customer to life

•mapping across departments & partners

•identifying what matters most

•telling a story •showing where things go wrong

•focusing on numbers

•engaging customers & staff

•setting standards

•making a business case

Mapping processes/ systems

• “graphic representation of all the steps, actions, interactions and decision points of a process in order to understand it and identify opportunities for improvement”

• identify the end to end system or process you are mapping, taking particular care to define clear start and end points

Process’ or ‘system’ map

KEY STEPS IN SYSTEM/CUSTOMER JOURNEY

Customer

Dept 1

Step 1 Step 2 Step 3

Step 3b

Step 4a

Step 4b

Step 5

Step 6

Step 7 Step 8

Agency Step 3c

Decisionpoint

Decisionpoint

Decisionpoint

CONTENT CHECKLIST

NOTES ON PROCESS AND CRITICAL INCIDENTS

Critical incident

Critical incident

End-to-end system

definition

Objectives/ scope

Customer segment

Core system goals

Goal 1: Goal 2: Goal 3:

© Oxford Strategic Marketing © Oxford Strategic Marketing

Mapping processes1. Identify the journey steps

– customer actions/ experiences & functions you carry out- to the level of detail needed

2. Put in sequence & identify decision points

3. Identify who’s involved& interdependencies

4. Annotate & identify critical incidents

– what’s going on & why– problems & opportunities?– critical ‘make or break’ points– could compare ‘ideal’ and ‘actual’

Challenging thinking

1. Process flow– clear rationale and added value for each step?– clear responsibilities & smooth handovers?– bottlenecks & capacity to deliver?

2. Inertia– any parts of the system needing an overhaul?

3. Perspective– do you understand the impact(s) on the customer?

4. Costs & benefits– do you know the costs of the different steps? Are there significant

hidden costs?– do you know the costs and relative benefits/ returns in delivering the

service to different types of customer?

Customer experience map

What it can be like

What it could be like

Ways to map journeys

• recruit customers from the appropriate segment to walk through the journey for real

• recruit customers to recall the journey (focus groups or interviews, as soon as possible after the event)

• get knowledgeable staff to ‘walk the journey’, recalling highs, lows, needs and emotions they see in customers. Use ‘mystery shoppers’?

• construct the journey from a review of past research, staff views and knowledge, and customer experiences (including complaints)

What’s worth pursuing?

Integrated service designCustomer experience mappingMapping the systemCircles of need

• what’s worth pursuing in your context?– priorities for analysis?– priorities for work with partners/ providers?

• what actions are needed?– regional and sub-regional support?

Discussion feedback

• value in exploring customer experience mapping– suggestion that such mapping should be done before any integrated

service design…• we should be talking about ‘sharing customers’ not ‘sharing data’

– fundamental challenge to how services are delivered• potential in all the CI tools – need to think about what needs to be

used when, for what purposes• worth sharing experience on the right questions to ask customers

(value in developing a ‘question bank’?)• helps to know who else is using particular techniques – and the

benefits/ outcomes• issue to tackle in reconciling what customers want/ appreciate (eg,

personal contact) and what may be efficient/ economic to provide!

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Areas for action

• data sharing• customer journey mapping• business case for R&I/ CI – evidence of

differences made• members

– as a source of intelligence– as ‘intelligent customers’

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Customer Insight events

• Area Classifications & Profiles – Intelligence East Midlands - Leicester, 3 July

• Customer Insight: The case for insight – is it stacking up? – Nottinghamshire CC - Nottingham, 10 July

• Building Capacity for Research & Information – EMIEP - Melton Mowbray, 16 July)

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