supported by a local government initiative sharing nationally to improve services locally Customer Insight The Big Picture Show 26th November 2008

supported by sharing nationally to improve services locally a local government initiative Customer Insight Customer insight(s) “A deep ‘truth’ about the customer based on their behaviour, experiences, beliefs, needs or desires, that is relevant to the task or issue and ‘rings bells’ with target people.” Often delivered by a single piece of research or an ad-hoc project Customer insight (the discipline) “Having a deep, embedded knowledge of the customers and the market around us that helps structure thinking and sound decision making.” Comes from a combination of multiple pieces of data, built into a joined-up “big picture” through strategic, business and political analysis Cabinet Office A customer-focused organisation has customer insight and orientation embedded throughout A customer/consumer truth that inspires action

supported by sharing nationally to improve services locally a local government initiative Feedback Engagement (design) Service data Utilisation (analyse) Classification (groups) Segmentation (predict) CUSTOMER INSIGHT To close gap; prediction v reality Engage & involve; service redesign Expectations v predictions esd-tk CPP Consultation 3 Cs 4 th C Satisfaction Journey Mapping NI14 esd-toolkit Data handling: Automated Reporting Granularity Analyses

supported by sharing nationally to improve services locally a local government initiative Customer Insight GENERIC CUSTOMER INSIGHT PROCESS Life events Circles of Need LSP/LAA/CAA Key priorities Engagement Utilisation Segmentation What matters to customers Gap analyses Data Improvement activity Customer knowledge & understanding Improved service Improved customer satisfaction Improved quality of working life Efficiency savings LA Customers LA Officers FO/BO Senior Leaders Budget holders Starts SupplyInput Process OutputCustomer

supported by sharing nationally to improve services locally a local government initiative CUSTOMER INSIGHT To close gap; prediction v reality Engage & involve; service redesign Expectations v predictions Feedback Engagement (design) Service data Utilisation (analyse) Classification (groups) Segmentation (predict) esd-tk CPP Consultation 3 Cs 4 th C Satisfaction Journey Mapping NI14 esd-toolkit Data handling: Automated Reporting Granularity Analyses CUSTOMER INSIGHT

supported by sharing nationally to improve services locally a local government initiative Avoidable Contact Definition (s) : Avoidable Contact: The proportion of customer contact that is of low or no value to the customer Failure Demand: ‘contact that occurs as a result of the council failing to do something or do something right for the customer’

supported by sharing nationally to improve services locally a local government initiative NI14 reducing Avoidable Contact Key messages –Principles not numbers (NOT TARGET!!!) –Robust methodologies (CRM/Manual) –E2E not FO –Cause not outcome –Service improvement & efficiency (leverage) –Granularity, aggregation & benchmarking –Doing the right thing not the wrong thing better –Improved customer satisfaction –Improved quality of working life

supported by sharing nationally to improve services locally a local government initiative NI14 data handling CAA : Area Assessment Understand local community Delivering outcomes Sustainability Audit Commission Approach: proportionate & risk based Mapping to local priorities Use in service improvement Data quality CAA : Organisational Assessment Value for Money Use of resources Efficiency savings

supported by sharing nationally to improve services locally a local government initiative NI14 data handling Audit Commission Reporting : Will publish single aggregated figure Non-comparable across authorities in initial years Will not publish averages, ranges, etc. in initial years Granularity : Endorses data collected at service level (LGSL) “..the real value of NI14 data is in how your different services compare…” “… NI14 data … very useful for managing performance in CAA..”

supported by sharing nationally to improve services locally a local government initiative NI14 data handling IDEA guidance 1.A tool for improving services - strategic guidance 2.Defining avoidable contact 3.Making the business case 4.Putting NI14 into practice – inc. governance, reporting, communications 5.Collecting data – inc. services, channels, technology/manual, sampling, training 6.Case studies (& resources/references)

supported by sharing nationally to improve services locally a local government initiative NI14 data handling SUPPLYCUSTOMERSOUTPUTSPROCESSINPUTS CRM MANUAL COLLECTION XML CSV CALCULATION LGSL COLLATION LGSL AGGREGATION & REPORTING UTILISATIONEXTRACTION Data:  Total Avoidable Contact  Total transactions Data collected by:  Service  Channel  Date/time  Cause  Customer ID (postcode/UPRN?)  Age/gender/ethnicity? LGSL service list Total Avoidable Contact Total transactions For each LGSL: Avoidable Contact = %AC Total transactions NI14 total annual report NI14 service list DIH/Audit Commission Queries: Service Channel Time Causes Customer segment (Postcode/household/age/ethnicity/gender?) Combinations (pairs) Customers Members Officers (service improvement/ efficiency /etc.

supported by sharing nationally to improve services locally a local government initiative NI14 data handling Automated data collection from CRM or manual sources (via XML or CSV files) –by service, channel and time – necessary granularity –optional by cause and customer ID Automated reporting of overall NI14 % to Data Interchange Hub & Audit Commission Option for extraction and analyses by LAs e.g. –by service and cause –by service and postcode/customer segment –patterns over time Esd-toolkit Forum at

supported by sharing nationally to improve services locally a local government initiative NI14 data handling Potentials from data analyses; e,g : service and channel (e.g. routes for customer contact; real or proxy access costs) patterns over time (e.g. following ‘campaigns’ or notices issued) service and cause (e.g. reading comprehension age of documents; inadequate websites; inadequate service; progress chasing; missed appointment; SLA lower than expectations?) service and customer segment/postcode (e.g. which customer groups have frequent avoidable contact for which services?) cause and customer segment (etc )

supported by sharing nationally to improve services locally a local government initiative NI14 data handling Hot and cold maps – service by customer groups & avoidable contact

supported by sharing nationally to improve services locally a local government initiative NI14 reducing avoidable contact There is no right way to do NI14 Efficiencies and improvements are achieved by collecting data, understanding it and using it to inform the decision-making processes behind service transformation Effective service transformation is the goal NI 14 complements work on customer insight NI 14 informs costs and benefits analysis for investment in staff, systems and services It is more than a simple calculation of a percentage figure

supported by sharing nationally to improve services locally a local government initiative NI14 reducing avoidable contact Hyperlinks to relevant information: Esd-toolkit community, forum, resources, guidance, etc. Cabinet Office/CLG guidance document, on IDeA website IDeA on line community of practice for NI14 search.do?queryText=ni14&x=26&y=8

supported by sharing nationally to improve services locally a local government initiative Feedback Engagement (design) Service data Utilisation (analyse) Classification (groups) Segmentation (predict) CUSTOMER INSIGHT To close gap; prediction v reality Engage & involve; service redesign Expectations v predictions esd-tk CPP Consultation 3 Cs 4 th C Satisfaction Journey Mapping NI14 esd-toolkit Data handling: Automated Reporting Granularity Analyses

supported by sharing nationally to improve services locally a local government initiative Customer satisfaction Customer satisfaction measurement helps an organisation focus on its customers, and should galvanise service owners, customer- facing staff, policy, strategy, and research staff, as well as senior management, around the aim of improving the customer experience (Cabinet Office) Focusing on measurement is the wrong place to start. It’s not about data collection, it’s about changing what people think, so the challenge is how to create a shift in thinking in the organisation, not just to get customer information. (Professor Bob Johnston, Warwick Business School)

supported by sharing nationally to improve services locally a local government initiative Customer satisfaction What’s important to customers (not what we think is important) Voice of the customer supports process improvement Contextualised; prioritised; expectations Specific v general Types of service: obligation; entitlement; option Segmentation and responsiveness Time-based data Reliability of methodology (data protocols) Duty to involve Cabinet Office Toolkit

supported by sharing nationally to improve services locally a local government initiative Customer satisfaction Delivery Timeliness Information Professionalism Staff attitude Satisfaction with service 30% 24% 18% 16% 12% 5 Drivers MORI Final outcome Kept promise Handled problems Initial wait Overall time Times to contact Accurate Comprehensive Kept informed Competent Fair Polite & friendly Sympathetic

supported by sharing nationally to improve services locally a local government initiative Customer satisfaction Typical of what we do: How do you rate the waiter? 5 Very satisfied 4 Satisfied 3 Neither satisfied nor dissatisfied 2 Dissatisfied 1 Very dissatisfied How does this feel as a customer? What was important to you?

supported by sharing nationally to improve services locally a local government initiative Customer satisfaction Customer defined criteria: Fast service Friendly atmosphere Good food Good music Value for money Child-friendly How do you find out? Individual interviews Focus groups Staff feedback Customer feedback Expert views 3 questions: Score these out of 10 for importance Rate these out of 10 If you didn’t give a 10, what can we do to make it a 10?

supported by sharing nationally to improve services locally a local government initiative Customer satisfaction Identify what’s important Compare expectation and experience The problem is the biggest gap not the lowest score Changes in expectation over time can be accommodated (

supported by sharing nationally to improve services locally a local government initiative Customer satisfaction How to measure customer satisfaction

supported by sharing nationally to improve services locally a local government initiative Customer satisfaction Journey mapping Guide for Practitioners Guide for Managers Online Training Online ‘How To Do’ Expanded Toolkit

supported by sharing nationally to improve services locally a local government initiative Customer satisfaction Customer Service Excellence

supported by sharing nationally to improve services locally a local government initiative Customer satisfaction Cabinet Office: LGA: GovMetric:

supported by sharing nationally to improve services locally a local government initiative Feedback Engagement (design) Service data Utilisation (analyse) Classification (groups) Segmentation (predict) CUSTOMER INSIGHT To close gap; prediction v reality Engage & involve; service redesign Expectations v predictions esd-tk CPP Consultation 3 Cs 4 th C Satisfaction Journey Mapping NI14 esd-toolkit Data handling: Automated Reporting Granularity Analyses

supported by sharing nationally to improve services locally a local government initiative Customer insight Tony Hinkley