customer insight, laas and caa · objectives. ¾. explore customer insight in tackling partnership...
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Customer Insight, LAAs and CAA
How can improved customer & citizen intelligence help tackle partnership priorities?
Derrick JohnstoneLocal Improvement [email protected] 779 3480
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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
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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
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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
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Circles of need & the recession
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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
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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??
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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
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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
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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
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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
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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
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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’
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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?
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Customer experience map
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What it can be like
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What it could be like
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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)
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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?
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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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