Transcript Shared Services Toolkit

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South Lakeland Need Led
Improvement Toolkit
Delivering the services that meet
the needs of our customers
INTRODUCTION
In October 2008 South Lakeland District Council decided to
investigate whether it could move from being a customer
focussed organisation to one which actively designed
services around the needs of customers.
Two pilot projects were undertaken taking two different approaches.
One looked at the needs of a customer group - Older People - and the
other looked at the needs of service users - Streetscene customers. In
both projects the aim was to ensure services better met the needs, or
requirements of customers in the future in order that they remain both
effective and efficient.
This toolkit is designed to guide you on your journey to develop need led
services.
WHAT DO WE MEAN BY NEED LED?
Need Led is a simple yet powerful concept – all resources, services and
activity at SLDC should be directed to meet the needs of those it aims to
serve. It may not be possible to fully address those needs, and indeed it may
not be the role of just one organisation to do so, but ignorance of those Needs
can result in poor use of resources, poor results for people and is inefficient
and ineffective. Click here for a description of the journey from being Need
led to Service Led.
To become Need Led there are three fundamental questions to address:
1.Is there evidence that the way we
deliver services, allocate resources and
support the community helps to address
their needs?
2.Are the Council’s plans and strategies
evidence based and is it clear how
actions will support outcomes for people?
3.Can we demonstrate that our services,
projects, and interventions in South
Lakeland really make a difference to
customers, and their communities?
IT’S ABOUT MAKING A DIFFERENCE...
This toolkit is focussed on the ‘making
a difference’ element and how services
can be designed to meet the needs of
customers and communities.
It is designed to help officers and
members develop, and then continually
scrutinise, services to ensure they
address the needs of those who we
serve.
At the heart of this toolkit is the Need Led Improvement Cycle.
The cycle describes a four stage process which will take you
through the steps from understanding who the customer is, their
needs, and our performance in meeting those needs right through
to making changes. And those changes will of course go on to
inform future ‘need led’ improvement projects.
HOW TO USE THIS TOOLKIT
This toolkit is based on our
improvement cycle for
creating need led services.
There are four stages. You
can click on the information
button on any of the four
stages to find out more. The
toolkit is best used in ‘slide
show’ format. To get back to
this cycle just click this:
On each stage slide there will
be an overview and an
information button like this to
click for more detailed
information, contact details for
people who can help you or links
to documents or best practice.
capture
service user
needs
NEED LED IMPROVEMENT CYCLE
STEP ONE: WHO IS THE CUSTOMER?
There are two possible starting points:
You could start with a service...
If you want to use your service as a starting point you
need to think about who you serve...who are the people
without whom this service would not exist? What do you
already know about them?
...Or you could start with a customer
group.
You may want to think about a particular customer group
(workless, homeless, young people, the community of
Kirkby Lonsdale) who are defined by their needs, age,
location, circumstances (health, lifestyle, status etc) or all
of these. What do you know about them already? What
are the reasons for looking at their needs?
identify
service users
identify
Customer
group(s)
STEP TWO: WHAT ARE THEIR NEEDS?
There are two possible approaches:
When you look at service users’ needs...
Start by mapping out the information you have on your
users, current and potential. When was the last time you
asked for their views on how good a job you are doing?
What are the consequences when your service doesn’t
meet their needs? What information might other services or
partners be able to provide? Does all this intelligence tell
you about their needs or just their use of the current
service?
capture
service user
needs
...Or the needs of a customer group.
Information on a group’s needs will not only sit in many
different places in the council, but within our partner
organisations too. The South Lakeland Older People
Programme, which we initiated, provides a useful starting
point for understanding how to capture the needs of a group.
capture
customer
groups’
needs
STEP THREE: WHERE ARE WE TODAY IN
MEETING THEIR NEEDS?
Mapping services to the needs they aim to
address..
One of the first steps is to map services to the needs
that have been identified in stage two. A good
example of this process was undertaken during the Older
People Programme (click here).
If we think about information as evidence it can help to
both demonstrate where we are today in meeting needs
and, if we agree a basket of measures, help evidence
improvement over time. There are two broad
information categories - information about how well
we deliver services and information on whether we, or
partners, are delivering the outcomes people want.
Talk to staff and members who deliver services – their
knowledge of how satisfied customers are & the ways in
which customers want services improved will be
invaluable.
In many cases
supporting
information will
already be available
to you. Find out
more here:
Using
information
to create
Intelligence
STEP FOUR: MAKING A CHANGE
Having captured customers’ needs &
understood how well we are addressing them,
what can we do to improve?
When services better address peoples’ needs
they, by definition, become more efficient
and effective, reducing the need for people to
contact us about unmet requirements and giving
us the insight to proactively meet associated
needs too.
But how do you make the change? As the need
led improvement cycle indicates there are a
number of routes for improving services which
may emerge as recommendations for action
from an exercise to understand customers’
needs.
When forming
recommendations
for change you
might want to
consider the
following checklist:
Change
Checklist
External influences
Of course meeting need is ok, but what
about all those demands on our
resources that come from elsewhere?
Legislation, competing demands, limited resources or factors
beyond our control can limit our ability to meet need. Its the reality
of delivering public services – and some might argue this undermines
the need led approach. However by capturing need, but recognising all
the influences on services, we can make properly balanced decisions
and be clear and honest with people of South Lakeland about what is,
and isn’t achievable in terms of addressing their needs.
Consider undertaking an initial stakeholder workshop to
capture all the external influences which may constrain,
or indeed enable you, to deliver services that better meet
the needs of your customers.
IN DEPTH: IDENTIFYING SERVICE USERS
Think you know your
customer?
You might rightly believe you know
exactly who your customers are!
But it’s useful to dig a little deeper
and consider their location,
lifestyle, and preferences for
accessing services. This kind of
information often lies untapped in
our systems or can be generated
with help of other tools..
Other tools and
information
Customer Profiling
The Council has a demographic
profiling tool called MOSAIC. It
groups our addresses in South
Lakeland into 11 different
‘groups’ and 61 different types of
customer. So if you know where
your customer lives through the
CRM for example, you can find
out more about their
background, lifestyle and
channel preferences through
MOSAIC.
Link to MOSAIC Software
IN DEPTH: IDENTIFYING A CUSTOMER GROUP
Why look at a Customer
Group?
By looking at a Customer Group
you can begin to put yourselves in
their shoes and think about our
services from their
perspective...socio economic &
demographic information can help
to shape your understanding of
them, their location, lifestyle and
income levels in conjunction with
customer profiling tools like Mosaic.
Other tools and
information
Cumbrian Observatory
The Cumbrian Observatory is a
good starting place to help inform
your understanding of a particular
customer group or identify who
the ‘priority’ customer groups are
in South Lakeland. In the case of
Older People they were clearly a
priority group to consider, making
up 27% of the population and,
without preventative input, having
increasing need of support from
public services through reduced
independence and/or ill heath.
Link to Cumbrian Observatory
IN DEPTH: UNDERSTANDING THE NEEDS OF
SERVICE USERS
What is a Need?
Needs are different to wants or
desires. Let’s give an example – you
may want a new four bed house in
the country. What you need is a
safe, comfortable home near to work
and your children's schools. You
may be able to satisfy this need, or
the desire, yourself. Or you may, for
a variety of reasons, need help to do
so. This help may come from
services the council and/or other
organisations provide.
Other tools and
information
Customer Journey
Mapping
The Cabinet Office developed a
useful guide to help understand
the experience of a customer
trying to access services across
multiple service providers.
We can, with help from partners,
map out customer journeys, but
this should be validated with
customers themselves to test our
assumptions!
Link to Customer Journey
Mapping toolkit
IN DEPTH: CAPTURING THE NEEDS OF A
CUSTOMER GROUP
Mapping needs
A basic mind map diagram (here)
can help to capture the needs you
draw together from consulting your
customer group and other service
providers.
This ‘needs map’ can then be used
to update our Customer
Relationship Management
Software so when customers
contact us we will understand any
associated needs related to their
request.
Other tools and
information
Understanding the
needs of Older People
The Council developed a pilot
project in 2008 to understand the
needs of older people and then
improve services to better
address these needs across a
range of partner organisations.
The first step was to capture and
understand these needs in a
Challenge Report by working
with partners and older people to
map these needs.
Link to Older People
Challenge Report
IN DEPTH: USING INFORMATION TO INFORM
US ON HOW WELL WE ARE MEETING NEED
Using Information to
create Intelligence
Measuring success is about defining
what the council’s role in meeting
needs is and then measuring to
what extent we have achieved this.
Customer insight is not about
just ‘warehousing’ any information
we have to hand – its about the
continual gathering, drawing together
and interpretation of information and
data on the customer to tell us about
their needs.
Other tools and
information
Place Survey
The place survey is a bi-annual
national consultation exercise to
understand peoples’ satisfaction
with their locality and services. It
provides a broad assessment of
peoples’ feelings on issues like
fear of crime, independence of
older people, and satisfaction
with the local area etc.
The place survey provides
useful measures as it directly
captures peoples’ views on what
matters to them.
Link to Place Survey
IN DEPTH: THE CHANGE CHECKLIST
This checklist is not exhaustive but provides a useful starting point
for planning changes resulting from a need led improvement project:
Recommendation(s)
Possible types of
change
Next steps...
Status Quo: Services meet
Needs well or adequately given
external influences
None or limited service
improvements via service
planning
•Document and share with change &
improvement team
•Update service plans
Better co-ordination: Services
could be joined up more
effectively across partners to
provide services proactively
• Shared service project
• Partnership initiative
(LSP/LAP)
•Service improvement
initiative
As above but also...
•Use shared service toolkit to assess
opportunity
•Liase with responsible LAP/LSP
Officer
Better access: Services require
better access to address Needs
•Shared service project
•Partnership initiative
•Service improvement
•Transformation project
As above but also...
Advise Change & Improvement
Team to inform transformation
programme
Internal cross cutting issue:
There is a wider implication for
our corporate approach to
services
•Corporate Change
Advise Change & Improvement
Team
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Service based information: Service specific customer records, or CRM
Data
Cumbrian Observatory: Socio economic data
MOSAIC: Customer profiling information
Covalent –performance data
Timely Information tool
Place Survey Information
Understanding the Customer experience: Cabinet Office Customer
journey mapping tool
How to undertake Consultation: SLDC Toolkit
Understanding the needs of Older People: SLDC Challenge report
Understanding the needs of Streetscene customers: SLDC study
Using information and intelligence: Paul Mountford on ext. 7412
Need Led Service Improvement and the Older People Programme: Claire
Gould on ext. 7103
Effective consultation techniques: Emma Nicholls on ext. 7113
Managing improvement projects: Kate Kelly on ext. 7411
Performance Management: Gillian Llewellyn on ext. 7109
Need Led
“Customer need is always the starting point for improvement. We know who
are customers are, their requirements and how services meet those needs.”
“We know which customers need more of our resources and plan services
accordingly in conjunction with our partners.”
“Our efficiency agenda does not lose sight of meeting the needs of
customers and recognises that being need led is the most effective AND
efficient form of delivery.”
Customer Focussed
“We know who our customers are and we try to make sure our
services provide high standards of customer care to them.”
“We ask our customers what they think about our services and
improve them in response to this feedback.”
Service Led
“We improve services and access to services
and publicise any changes once they are
completed.”
“We try to improve take-up of services.”
From ‘Service
Led’ to ‘Need
Led’
OLDER PEOPLE NEEDS MAP
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