Linking Total Place and Customer Led Transformation Programmes

Lesley Courcouf 18 March 2010

Customer insight – the tools we have

• LAs and public sector partners collect lots of information about their locale and their communities including: • • • • • • • • • Customer consultation and focus group insight ‘Complaints, compliments and comments’ Mystery shopping exercises Performance data Service access data – across different channels Demographic data Indices of deprivation, Frontline staff ‘intelligence’ Elected members ‘intelligence’, etc • However,

tend to use on a service by service basis within silos

within each organisation separately.

3,454 households = 17.49% 3,850 households= 19.49% The Community 2,860 households = 14.48% 3,955 households = 20.03%

So how does this help the Customer?

• • • • • Helps us

see the customer in the round

as opposed to a specific service user, e.g. the resident/parent/carer Helps us

co-ordinate support

outreach team in Tameside – e.g. joint older people’s Helps

target vulnerable customers

– e.g. FRS and Adult Social Care programme to reduce/prevent accidental fires in Kent and Hertfordshire Helps us

design a more effective and efficient service around them

, e.g. Tell Us Once Challenges professionals

preconceptions

Drivers for customer engagement

• • • • •

CAA*

– asks customers about their experiences of local public service

‘Duty to involve’

i.e. get local citizens and services users involved in shaping local services

Total Place approach* –

work being done to join up services around particular customers e.g. older people, children, repeat offenders, drug and alcohol misusers,

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

Customer expectations

– citizens know their rights, many clearly research & they expect us to understand, anticipate and meet their needs professionally

Total Place & customer insight

• • • • •

OEP:

Recommendation for a “whole area” approach to public service delivery

Aim:

Delivering more with less, designed around the end user 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 Few examples of radical cross-agency customer centred service design TP looking to consolidate approaches across partners for a more coherent approach

to target spend according to customer need

, and reduce overall cost

Customer insight – some challenges

•

Developing an information ‘culture

’ exploiting what’s already available and understanding/ • Being

clear about the objectives & scope

of any work • • •

Selling the benefits

to the organisation • Ensuring insight actually leads to

reshaping of service design and delivery

• Finding the time,

resources and skills

, smaller authorities particularly in

Sustainability

– continuing the process on a daily basis

Working effectively with partners

to develop insight jointly

Customer insight – the opportunities

• • • • • • •

Strategic drive for ‘place shaping’/Total Place agenda

Supports

enhanced local partnership working

– across different agencies, tiers, LSP and Total Place More

evidence-based decision making Key element in improving customer satisfaction

Provides challenge to help develop

more customer centric organisational cultures

Basis for

more efficient operation

– reducing ‘avoidable contact’, channel shift and front office rationalisation Can build a

nationally consistent profiling

resource to inform local decision making and

benchmarking

Tribal review of Total Place pilots Sept 09 - shows the effective use of customer insight is increasing

All pilots are using customer insight in some form or other, notably: • Geo-demographic dataset analysis e.g. MOSAIC • • • • • Consultation and surveys Customer journey mapping Analysis of CRM and complaints data User involved/led service design events The creation of specific customer insight teams And have produced some good customer-led analysis: • e.g. in Worcestershire 24 agencies dealing with NEETs – confusion and duplication confirmed by consultations All remain committed to continuing the use of customer insight.

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.

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

Pupil Referral unit for sustained absenteeism Drug and Alcohol Service Housing and Council tax Benefit Local A&E for alcohol related injuries GP for management of chronic condition School Youth Offender Unit Safer Neighbourhoo d Team JobCentre Plus for Incapacity Benefit or JSA

Annual contacts with Public Sector

31

Pieces of non standard information collected across all contacts

5

Annual cost to the Public Sector

£87.2m

•

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; •

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; •

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; •

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.

Next steps

• • • •

Total Place demonstrates putting citizens at heart of service design enhances opportunities to deliver better services CLG/IDeA report ‘Customer Insight: through a Total Place lens’ Publicise support for local government and partners to use and share customer insight more effectively Work between sectors to embed customer insight and make it ‘business as usual’.