Linking Total Place and Customer Led Transformation Programmes Lesley Courcouf 18 March 2010
Customer insight – the tools we have <ul><li>LAs and public sector partners collect lots of information  </li></ul><ul><li...
2,860 households = 14.48% 3,955 households = 20.03% 3,454 households = 17.49% 3,850 households= 19.49% The Community
So how does this help the Customer?   <ul><li>Helps us  see the customer in the round  as opposed to a specific service us...
Drivers for customer engagement <ul><li>CAA*  – asks customers about their experiences of local public service </li></ul><...
Total Place & customer insight <ul><li>OEP:  Recommendation for a “whole area” approach to public service delivery </li></...
Customer insight – some challenges <ul><li>Developing an information ‘culture ’  and understanding/ exploiting what’s alre...
Customer insight – the opportunities <ul><li>Strategic drive for ‘place shaping’/Total Place agenda </li></ul><ul><li>Supp...
Tribal review of Total Place pilots Sept 09 - shows the effective use of customer insight is increasing <ul><li>All pilots...
Barnet, a parallel place identified the interaction between a family with multiple issues (2% of Barnet’s population) and ...
Next steps <ul><li>Total Place demonstrates putting  citizens at heart of service design  enhances opportunities to delive...
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Customer Insight Event 18Mar10 Lesley Courcouf

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Lesley Courcouf CLG presentation at Customers at the Heart of Total Place event 18th March 2010

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  • CAA • Understanding local needs and translation into local priorities • The delivery of improvements and outcomes in the area • Gap analysis and planning for the future What are the arrangements for community engagement to provide an accurate understanding of the diverse needs and interests of all sections of the community, including those at risk of disadvantage or social exclusion? • How are citizens , from all parts of the community, encouraged and supported to feed in their views into priority-setting, decision making, service development and evaluation within and across the partnership organisations? Do they know what has changed as a result of their input? Were citizens involved in the setting of priorities for their area? • Is the local intelligence robust enough to provide a solid base for future plans and accurately identify opportunities, risks and threats for the future wellbeing of the community? Is local intelligence shared amongst the partnership? • Has the partnership got a good knowledge of the diversity profile of their communities -including disabled people, minority ethnic groups, older and younger people, lesbian and gay people, and people of transgender, those who hold religious or other belief systems and other vulnerable groups? Is there evidence of equality gaps or unequal outcomes relating to any of these communities? • Have engagement activities resulted in the needs of citizens being known more fully and acted on? • Are local people kept well informed of key issues regarding their area, with communication being coordinated between partners? Duty to involve – Local Government Act 2207/8 (check) beefed up ‘Duty to engage’ from previous LG Act. Also now got new challenges – i.e. responding to citizens using social media channels to share their views about the council
  • Customer Insight Event 18Mar10 Lesley Courcouf

    1. 1. Linking Total Place and Customer Led Transformation Programmes Lesley Courcouf 18 March 2010
    2. 2. Customer insight – the tools we have <ul><li>LAs and public sector partners collect lots of information </li></ul><ul><li>about their locale and their communities including: </li></ul><ul><ul><ul><ul><li>Customer consultation and focus group insight </li></ul></ul></ul></ul><ul><ul><ul><ul><li>‘ Complaints, compliments and comments’ </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Mystery shopping exercises </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Performance data </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Service access data – across different channels </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Demographic data </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Indices of deprivation, </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Frontline staff ‘intelligence’ </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Elected members ‘intelligence’, etc </li></ul></ul></ul></ul><ul><li>However, tend to use on a service by service basis </li></ul><ul><li>within silos within each organisation separately. </li></ul>
    3. 3. 2,860 households = 14.48% 3,955 households = 20.03% 3,454 households = 17.49% 3,850 households= 19.49% The Community
    4. 4. So how does this help the Customer? <ul><li>Helps us see the customer in the round as opposed to a specific service user, e.g. the resident/parent/carer </li></ul><ul><li>Helps us co-ordinate support – e.g. joint older people’s outreach team in Tameside </li></ul><ul><li>Helps target vulnerable customers – e.g. FRS and Adult Social Care programme to reduce/prevent accidental fires in Kent and Hertfordshire </li></ul><ul><li>Helps us design a more effective and efficient service around them , e.g. Tell Us Once </li></ul><ul><li>Challenges professionals preconceptions </li></ul>
    5. 5. Drivers for customer engagement <ul><li>CAA* – asks customers about their experiences of local public service </li></ul><ul><li>‘ Duty to involve’ i.e. get local citizens and services users involved in shaping local services </li></ul><ul><li>Total Place approach* – work being done to join up services around particular customers e.g. older people, children, repeat offenders, drug and alcohol misusers, </li></ul><ul><li>Cost to serve/Use of Resources / VFM – increasing pressures on finances so need to be efficient & make ‘hard’ decisions about what services we stop /ration and who delivers them, i.e. in-house staff or outsourced </li></ul><ul><li>Customer expectations – citizens know their rights, many clearly research & they expect us to understand, anticipate and meet their needs professionally </li></ul>
    6. 6. Total Place & customer insight <ul><li>OEP: Recommendation for a “whole area” approach to public service delivery </li></ul><ul><li>Aim: Delivering more with less, designed around the end user </li></ul><ul><li>More radical thinking than traditional ‘silo’ approach. Focus on re-design in service delivery around the needs of the user creates much greater scope for efficiency savings AND service improvement </li></ul><ul><li>Few examples of radical cross-agency customer centred service design </li></ul><ul><li>TP looking to consolidate approaches across partners for a more coherent approach to target spend according to customer need , and reduce overall cost </li></ul>
    7. 7. Customer insight – some challenges <ul><li>Developing an information ‘culture ’ and understanding/ exploiting what’s already available </li></ul><ul><li>Being clear about the objectives & scope of any work </li></ul><ul><li>Selling the benefits to the organisation </li></ul><ul><li>Ensuring insight actually leads to reshaping of service design and delivery </li></ul><ul><li>Finding the time, resources and skills , particularly in smaller authorities </li></ul><ul><li>Sustainability – continuing the process on a daily basis </li></ul><ul><li>Working effectively with partners to develop insight jointly </li></ul>
    8. 8. Customer insight – the opportunities <ul><li>Strategic drive for ‘place shaping’/Total Place agenda </li></ul><ul><li>Supports enhanced local partnership working – across different agencies, tiers, LSP and Total Place </li></ul><ul><li>More evidence-based decision making </li></ul><ul><li>Key element in improving customer satisfaction </li></ul><ul><li>Provides challenge to help develop more customer-centric organisational cultures </li></ul><ul><li>Basis for more efficient operation – reducing ‘avoidable contact’, channel shift and front office rationalisation </li></ul><ul><li>Can build a nationally consistent profiling resource to inform local decision making and benchmarking </li></ul>
    9. 9. Tribal review of Total Place pilots Sept 09 - shows the effective use of customer insight is increasing <ul><li>All pilots are using customer insight in some form or other, notably: </li></ul><ul><ul><li>Geo-demographic dataset analysis e.g. MOSAIC </li></ul></ul><ul><ul><li>Consultation and surveys </li></ul></ul><ul><ul><li>Customer journey mapping </li></ul></ul><ul><ul><li>Analysis of CRM and complaints data </li></ul></ul><ul><ul><li>User involved/led service design events </li></ul></ul><ul><ul><li>The creation of specific customer insight teams </li></ul></ul><ul><li>And have produced some good customer-led analysis: </li></ul><ul><ul><li>e.g. in Worcestershire 24 agencies dealing with NEETs – confusion and duplication confirmed by consultations </li></ul></ul><ul><li>All remain committed to continuing the use of customer insight. </li></ul>
    10. 10. Barnet, a parallel place identified the interaction between a family with multiple issues (2% of Barnet’s population) and the public sector. Pilots using customer insight have identified a similar patterns of duplication and also gaps that arise from a lack of flexibility locally <ul><li>Bradford identified the potential to streamline 5 - 10 different assessments for ex-offenders into a single common assessment – they also found that for NEETs in care there were no funding streams or flexibilities in programmes and benefits to meet the needs of these young people at important transitional points in their life; </li></ul><ul><li>Croydon has redesigned single approach to family support from pre-natal care to early years to support better parenting from the outset and target on-going engagement; </li></ul><ul><li>Lewisham found that the needs of the long-term unemployed are rarely met by one agency; Luton similarly found evidence of duplication between agencies.They suggest a single benefit team for the area drawing on experience of the CAB; </li></ul><ul><li>Bournemouth, Dorset and Poole identified ways of reshaping community services around ‘safe, secure and healthy’ advisors to support the aspiration of local people to remain independent and stay in their own homes for as long as possible. </li></ul>Total Place conclusions. Strong solutions were evidenced by working with people to understand their needs and their experiences. This allowed pilots to propose improvements to service quality as well as identify where waste can be avoided. Annual cost to the Public Sector £87.2m Annual contacts with Public Sector 31 Pieces of non-standard information collected across all contacts 5 Drug and Alcohol Service Local A&E for alcohol related injuries GP for management of chronic condition Pupil Referral unit for sustained absenteeism Youth Offender Unit Housing and Council tax Benefit JobCentre Plus for Incapacity Benefit or JSA Safer Neighbourhood Team School
    11. 11. Next steps <ul><li>Total Place demonstrates putting citizens at heart of service design enhances opportunities to deliver better services </li></ul><ul><li>CLG/IDeA report ‘Customer Insight: through a Total Place lens’ </li></ul><ul><li>Publicise support for local government and partners to use and share customer insight more effectively </li></ul><ul><li>Work between sectors to embed customer insight and make it ‘business as usual’. </li></ul>

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