Putting customer insight into practice, Peter Gadsdon, Lewisham Council


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  • CB grew out of Total Place, LGA’s ‘place based budgets’, coalition work programme & spending review Creative Councils – national programme run by NESTA; aims to support local authorities in developing and implementing radical new ideas to meet the challenges of the future
  • Using hostels - staff suggestion from Design Council/PSBD work
  • Putting customer insight into practice, Peter Gadsdon, Lewisham Council

    1. 1. Putting Customer Insight Into Practice Peter Gadsdon Head Of Strategy & Performance, London Borough Of Lewisham 19 March 2012
    2. 2. Using Customer Insight To Drive Improvement Customer insight is… Customer focus is… A deep ‘truth’ about the customer based on their About refocusing services around the needs of behaviour, experiences, beliefs or needs that is the citizen as a customer of public services, relevant to the task or issue and ‘rings bells with rather than the problems of those who provide target people’ 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 Frontline Staff Segmentation Website Focus Groups Usability Testing Interviews Customer insight methodologies are designed to gather data and information Sketching/Rich Ethnography which can give us a deeper understanding Picturing of customers needs, wants, expectations, behaviours and experiences CRM/Data Mystery Systems Shopping Customer Service Area Social Media Journey Maps Data
    3. 3. Customer Insight & Efficiency EFFICIENCY DRIVERS CUSTOMER FOCUS DRIVERS CUSTOMER INSIGHT METHODOLOGIES How can we work together with Understand ‘true behaviours’ using Shape Demand customers to encourage behavioural ethnography, use ongoing dialogue change? to encourage mutual change When are the peaks and troughs in Watch trends, gather data, probe Economies Of Flow customer demand? customers to understand patterns What activities in a process add Customer journey mapping to Reduce Waste In System value for the customers and which identify journey steps and value from do not? the customer perspective Where do customers want services Rich picturing to get customers Optimise Resources to be delivered and what kind of involved in designing their own buildings do they need? environment What other services do customers Use journey mapping to understand Economies Of Scale interdependencies/rich picturing to access and where are the overlaps? create a route map for change Optimise Procurement Who do customers want to be Dialogue through interactive delivering services to them? workshops – journey mapping Policy Changes What do customers think we could Gather insights using all stop or ration? methodologies and open debate
    4. 4. Using Customer Insight To Achieve Cultural Change Customer 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
    5. 5. Case Study 1– The Design Council Restructure & 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
    6. 6. Step 1 – Identifying Customers & Their Needs Staff From Across Housing Needs Came Together To Discuss… Who are our customer groups are… What the specific needs of these groups are… What works well and where there are problems with the customer and staff experience…
    7. 7. Step 2 – Involving Staff What We Did… • 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
    8. 8. Step 3 – Gathering Customer & Partner Insights
    9. 9. Step 4 – Identifying Themes & Sketching Ideas What We Found Out… • Expectations • Gaps in the system • Understanding and interacting with our customers • Explaining the process • Empowering our customers • Simplifying the system • Working together
    10. 10. Step 5 – Prototyping & Testing What It Is… What We Came Up With… • Prototyping means we can develop 1. Getting It Right First Time ideas quickly and cheaply 2. Cartoon Case Studies • It gives us a practical example to use to 3. What Next Doc test how our ideas work in practice 4. Fact Sheets • 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
    11. 11. Step 6 – Developing The Innovation Pipeline Learning/Achievements • 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 Design And Innovation Is Not A One Off Exercise • More staff… • More insights… • More ideas and prototypes…
    12. 12. 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 Many families targeted through CommunityOur Approach 1. High Needs 2. Families With Families Offenders 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 3. Workless Families 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
    13. 13. Step 1 – Prototyping A Short Stay Assessment Centre THE AIM: Reduce the usage & costs of nightly paid accommodation • 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) THE SOLUTION: Use existing Council assets in a radically different way to establish a short stay assessment centre for homeless households • Produced detailed profile of hostel stock and households in TA to determine ideal match for assessment centre • Developed decant strategy to move-on existing 011 r2 residents to alternative accommodation, supported by m be additional RSL temp lets pte H : Se • Undertook ‘model fit-out’ of one unit to test whether C UN it saves time/money & converted other units to LA enable flexible use • Worked with frontline staff to co-produce new operational model designed around needs of customers and streamlined end-end process
    14. 14. Outcomes So Far What Did We Want To See? • 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 THEN NOW B&B Numbers 78 (May 2011) 39 (Feb 2012) Overspend £249K £187K Open Cases 188 (Dec 2011) 89 (Feb 2012) Behavioural • However, the key ingredient to achieving long-lasting, effective change is to focus Change on the customer themselves and understand their experiences, behaviour and perceptions of the homelessness service
    15. 15. Step 2 – More Customer Insight What Did We Want To Do? • 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 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
    16. 16. Our Focus… A family who haveEthnographic Films A family recently A family with gained/lost access to received a negative complex needs decision public funds (Sophia) (Leanne) (Miriam) An individual with A young, single adult complex needs/dual (Oscar) diagnosis (Charles)Staff-Led Interviews Parental Evictions Friend/Family Legal Evictions From Legal Evictions From Evictions Private Rented Sector Social Housing Domestic Violence National Asylum Illegal Eviction Or Single Vulnerable Service Cases Landlord Harassment Clients • Refine insights into short film & accompanying document highlighting key themes and issuesNext Steps • 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
    17. 17. 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 Most vulnerable, problematic, known to more than 1 agency Don’t fit easily with a Focus on adults with Excluded from services particular service area, multiple/complex needs due to challenging existing services (‘gap’ in Community behaviour, fall between struggle to support Budgets work) statutory thresholds Review of existing Case study with 20-50 Business case & financial budgetary/commissioning households model frameworks
    18. 18. Lewisham & The Looking Up Model (Shaftsbury partnership) Improved outcomes Health / Support treatment solutions solutions Person Other ad hoc solutions / Living solutions extras Relationship Community resources Lead Public sector resources: person •Local authority •NHS Single •DWP budget Additional resources: •CJS Looking Up philanthropy, private sector £
    19. 19. Putting Customer Insight Into Practice Peter Gadsdon Head Of Strategy & Performance, London Borough Of Lewisham 19 March 2012