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Putting Customer Insight Into Practice
Peter Gadsdon
Head Of Strategy & Performance, London Borough Of Lewisham
19 March 2012
Using Customer Insight To Drive Improvement
A deep ‘truth’ about the customer based on their behaviour, experiences, beliefs or needs that is relevant to the task or issue and ‘rings bells with
target people’
Customer insight is… Customer focus is…
About refocusing services around the needs of the citizen as a customer of public services,
rather than the problems of those who provide the services. It signifies an organisational culture
that aims to address the needs, expectations and behaviours of the public, and then adjusts every aspect of the organisation to align with
customer values
CUSTOMER FOCUS SHOULD DRIVE SERVICE IMPROVEMENT – CUSTOMER INSIGHT SHOULD DRIVE CUSTOMER FOCUS
Customer insight methodologies are designed to gather data and information
which can give us a deeper understanding of customers needs, wants, expectations,
behaviours and experiences
Customer Journey Maps
Sketching/Rich PicturingEthnography
Segmentation Focus Groups
Mystery Shopping
Social Media
Usability TestingFrontline Staff Interviews
CRM/Data Systems
Service Area Data
Website
Customer Insight & EfficiencyEFFICIENCY DRIVERS CUSTOMER FOCUS DRIVERS CUSTOMER INSIGHT METHODOLOGIES
When are the peaks and troughs in customer demand?
How can we work together with customers to encourage behavioural
change?
Understand ‘true behaviours’ using ethnography, use ongoing dialogue
to encourage mutual change
Watch trends, gather data, probe customers to understand patterns
What activities in a process add value for the customers and which
do not?
Customer journey mapping to identify journey steps and value from
the customer perspective
Where do customers want services to be delivered and what kind of
buildings do they need?
Rich picturing to get customers involved in designing their own
environment
Use journey mapping to understand interdependencies/rich picturing to
create a route map for change
Dialogue through interactive workshops – journey mapping
Gather insights using all methodologies and open debate
What other services do customers access and where are the overlaps?
Who do customers want to be delivering services to them?
What do customers think we could stop or ration?
Shape Demand
Economies Of Flow
Reduce Waste In System
Optimise Resources
Economies Of Scale
Optimise Procurement
Policy Changes
Using Customer Insight To Achieve Cultural ChangeCustomer insight is a powerful tool which helps to…
• Persuade decision makers to implement a change
• Lead and galvanize support for doing things differently
• Influence the behaviours of staff
Customer insight works because…
• It is visual, engaging and different
• It talks about experiences and emotional responses
• It offers a new perspective in defining/assessing value in service delivery
• It is not the interpreted view of an officer, but comes straight from the customer’s mouth
Case Study 1– The Design CouncilRestructure & Relocation
• Developed a preventative service delivery model that places the customer at the centre
• Redefined roles & responsibilities and renamed the service ‘Housing Options’
• Redesigned processes around the needs of the customers e.g. initial contact
• Revised policies and procedures to embed new ways of working & cement a cultural shift (both our staff & customers) e.g. Allocations Policy
Public Services By Design Programme
• Response to ‘Innovation Nation’ White Paper• Design Council challenged to help government create
services that are cost effective & connect public to heart of policy making
• Lewisham made a successful bid in 2009/10 – implementing a design approach to improve the experiences of people using emergency housing services
Step 1 – Identifying Customers & Their Needs
Who are our customer groups are…
Staff From Across Housing Needs Came Together To Discuss…
What works well and where there are problems with the customer and
staff experience…
What the specific needs of these groups are…
Step 2 – Involving Staff
• Created a project group to enable staff-led change
• Looked at examples of how videos can be used to capture customer views & shape change in other settings
• Trained how to use videos as a tool to collect customer insights
• Practised using video & interviewing customers in a ‘safe’ environment – learning & refining skills before go live
What We Did…
Step 3 – Gathering Customer & Partner Insights
Step 4 – Identifying Themes & Sketching Ideas
• Expectations
• Gaps in the system
• Understanding and interacting with our customers
• Explaining the process
• Empowering our customers
• Simplifying the system
• Working together
What We Found Out…
Step 5 – Prototyping & Testing
• Prototyping means we can develop ideas quickly and cheaply
• It gives us a practical example to use to test how our ideas work in practice
• Our customers can give us feedback which will help us improve our ideas
• Our solution will be tried & tested and therefore more workable
• Pick first four easy ideas to implement
1. Getting It Right First Time
2. Cartoon Case Studies
3. What Next Doc
4. Fact Sheets
What It Is… What We Came Up With…
Step 6 – Developing The Innovation Pipeline
• Efficiency savings of £368,000 have been achieved against design project investment of £7,000
• Embedded film as a tool within our service transformation methodology to capture & use customer insight to create buy-in and commitment for change
• Real experiences, real lives – provides a detailed understanding of strengths, gaps & opportunities with our services
• Forces us to think differently and encourages us to act
Learning/Achievements
Design And Innovation Is Not A One Off Exercise
• More staff…
• More insights…
• More ideas and prototypes…
Case Study 2: Homelessness & Community Budgets• Community Budgets aims to find new, radical ways of working with families who have complex
needs by pooling/aligning resources across partnerships – Lewisham is one of 16 first phase areas
2. Families With Offenders
3. WorklessFamilies
1. High NeedsFamilies
Our
App
roac
h Many families targeted through Community Budgets are likely to have housing issues e.g. homelessness, ASB, rent
arrears – we cannot tackle wider problems successfully if they do not
have stable base
Tackling Homelessness
• Temporary Accommodation Project, developed from the ideas generated from the insights in the Design Council project, on preventing homelessness and improving life chances for families with complex needs in temporary accommodation
• Opportunity to use homelessness as the route into these families’ lives, complementing and supporting existing Community Budgets work
Step 1 – Prototyping A Short Stay Assessment CentreTHE AIM: Reduce the usage & costs of nightly paid accommodation
THE SOLUTION: Use existing Council assets in a radically different way to establish a short stay assessment centre for homeless households
• Expensive option – £300K per year overspend on B&B accommodation; unsustainable if homeless approaches increase
• Poor performance – dependency on B&B caused by delays in decision making and lack of longer-term opportunities for move-on
• Negative experience for customers – instability, disruption to family life, impact on health and welfare (Insights)
• Produced detailed profile of hostel stock and households in TA to determine ideal match for assessment centre
• Developed decant strategy to move-on existing residents to alternative accommodation, supported by additional RSL temp lets
• Undertook ‘model fit-out’ of one unit to test whether it saves time/money & converted other units to enable flexible use
• Worked with frontline staff to co-produce new operational model designed around needs of customers and streamlined end-end process
LAUNCH: September 2011
Outcomes So Far
• Intensive focus on homeless families – wraparound support and holistic assessment of needs during stay (not just part vii investigations), establish early intervention partnership working to help households tackle more complex social challenges
• Better management of demand – promote upfront housing options and prevention pathway, targeted diversionary strategies to those at risk of eviction, reduce repeat contact
• Efficiency savings (c.£150K-£200K) – reinvest in longer-term strategic approaches to tackle root causes of homelessness
What Did We Want To See?
• However, the key ingredient to achieving long-lasting, effective change is to focus on the customer themselves and understand their experiences, behaviour and perceptions of the homelessness service
Beha
viou
ral
Chan
ge
THEN NOW
B&B Numbers 78 (May 2011) 39 (Feb 2012)
Overspend £249K £187K
Open Cases 188 (Dec 2011) 89 (Feb 2012)
Step 2 – More Customer InsightWhat Did We Want To Do?
What Have We Done So Far?
• Commissioned a social research company to support project and provide expert guidance
• Established project team (5 frontline officers from across the housing service) & worked with them to identify key customer archetypes
• Conducted in-depth, ethnographic research with 5 customers over 4-5 weeks + currently undertaking staff led interviews with wider range of customers
• Develop a detailed picture of key customer groups, particularly those with complex needs
• Focus on their experiences, aspirations & barriers to achievement
• Better understanding of the customer journey & the triggers/predictors for homelessness
• Use insights to further improve assessment centre & whole service
Our Focus…Et
hnog
raph
ic F
ilms
Staff
-Led
Inte
rvie
ws
• Refine insights into short film & accompanying document highlighting key themes and issues• Ideas generation workshops with frontline staff, senior managers & other stakeholders to
develop creative solutions• Embed behavioural changes amongst customers, prevent homelessness from becoming a
further contributor to a lifecycle of dependency
A family recently gained/lost access to
public funds (Leanne)
A young, single adult(Oscar)
A family with complex needs
(Sophia)
An individual with complex needs/dual
diagnosis(Charles)
A family who have received a negative
decision(Miriam)
Parental EvictionsParental Evictions Friend/Family Evictions
Friend/Family Evictions
Legal Evictions From Private Rented Sector
Legal Evictions From Private Rented Sector
Legal Evictions From Social Housing
Legal Evictions From Social Housing
Domestic ViolenceDomestic Violence National Asylum Service Cases
National Asylum Service Cases
Illegal Eviction Or Landlord Harassment
Illegal Eviction Or Landlord Harassment
Single Vulnerable Clients
Single Vulnerable Clients
Nex
t Ste
ps
Lewisham & The Looking Up Model• The Shaftesbury Partnership are working with Lewisham and several other authorities to
undertake some of the initial design work for their Looking Up Model
Focus on adults with multiple/complex needs
(‘gap’ in Community Budgets work)
Case study with 20-50 households
Review of existing budgetary/commissioning
frameworks
Business case & financial model
Most vulnerable, problematic, known to more
than 1 agency
Don’t fit easily with a particular service area,
existing services struggle to support
Excluded from services due to challenging
behaviour, fall between statutory thresholds
Lewisham & The Looking Up Model (Shaftsbury partnership)
Looking Up
Lead person
Single budget
£
Person
RelationshipLiving solutionsLiving solutions
Support solutionsSupport solutions
Health / treatment solutions
Health / treatment solutions
Other ad hoc solutions /
extras
Other ad hoc solutions /
extras
Improved outcomes
Public sector resources:•Local authority•NHS •DWP•CJS
Public sector resources:•Local authority•NHS •DWP•CJS
Community resources
Additional resources: philanthropy, private sector
Additional resources: philanthropy, private sector
Putting Customer Insight Into Practice
Peter Gadsdon
Head Of Strategy & Performance, London Borough Of Lewisham
19 March 2012