Customer-led transformation programme
The Local Government Delivery Council (LGDC) was asked to oversee funding from the Efficiency and Transformation fund to:
- support councils embed the use of customer insight and social media tools and techniques
- support them better understand and engage with their citizens and communities.
The objective was to help councils work with partners to capture this intelligence. They could then use it to make more informed decisions about local services so these could be better targeted and more efficiently delivered.
The Efficiency and Transformation Capital Fund aims to invest in projects that:
- are cross-cutting in nature
- promote efficiency
- have a major impact on priority LAA outcomes
- enhance citizen empowerment.
The 'customer-led transformation' fund sought to identify and support projects that:
- were focused on outcomes and making a real difference to localities
- delivered benefits quickly, so that progress can be built on and shared both within the partners leading on this project and more widely across the sector
- built on and complemented existing practice and initiatives, without duplicating work that is already underway
- supported ambitious and innovative models of local service transformation based on multi-agency, place-based activity that promotes both a customer focus and efficiency – as set out in documents such as the National Improvement and Efficiency Strategy, the LGDC's vision and the Operational Efficiency Review.
This funding was used to support council-led projects that meet the above criteria in the following work streams:
- customer insight
- web 2.0 and the use of social media
- the Total Place pilots
- capital and asset pathfinders.
These work streams contribute to an approach to customer-led transformation that puts understanding and engaging with service users, citizens and communities in the context of place at the heart of any investment. This helps produce local services that are more accessible, joined-up and efficient because they are tailored specifically to meet local needs.
A key part of this programme was the knowledge capture and sharing which included:
- the development of detailed case studies
- an online resource – the Customer Insight Knowledge Hub Group
- workshops, and national and regional conferences.
At the end of each project we worked with the project team to develop a detailed case study showing:
- what they set out to address
- the tools and techniques they applied
- how they engaged with the target customer group
- the lessons they learnt
- the initial benefits that resulted.
The case studies
Wigan's work has been funded under the Customer-Led Transformation programme. The fund aims to embed the use of customer insight and social media tools and techniques as strategic management capabilities across the public sector family in order to support place-based working.
Hull City's work has been funded under the Customer Led Transformation programme. The fund aims to embed the use of Customer Insight and Social Media tools and techniques as strategic management capabilities across the public sector family in order to support Place-Based working.
Read how Oldham used customer insight to fully understand the needs and priorities of families and develop ways to improve services and outcomes for families. This improved access and quality of the service and will help intervention amongst young children.
Read how Croydon used customer insight to better understand and engage with children, young people and families and to identify barriers to accessing services.
Hampshire used a range of tools to understand the needs of different customers and communities and to map these against different public sector buildings.
Read how Scarborough produced a multi-agency service delivery tool that can supply all the key services needed by older people via a single interview/assessment. As a result this would give a better service delivery in a more efficient way.
Read how Hull's capital and asset rationalisation programme used customer insight to develop a customer classification system using wholly freely available data at a local level.
Blackburn with Darwen wanted to to improve its support to of families affected by alcohol misuse. Read how Blackburn and Darwen used customer insight to challenge current service delivery arrangements and improve its support services
Darlington BC used customer insight to gather information on families with multiple needs in order to better understand how public services can make the best use of resources available to them to improve outcomes for society, state and for members of these families.
Rochdale Council – Early years services and self reliance: enabling independence to better target resources (PDF, 36 pages, 1.0MB large file)
Read how Rochdale used customer insight to better understand how to engage with families with young children, particularly in the most deprived areas.
London Borough of Croydon: Safety through Street Services (PDF, 28 pages, 6.0MB large file)
Croydon used a range of customer insight techniques to develop an understanding of how residents' experience their local environment in terms of street scene, anti-social behaviour and crime.
Kent County Council: Supporting the use of social networks by young people to address concerns around anti social behaviour (PDF, 8 pages, 424KB)
Kent used customer insight to support and encourage the use of social networks by young people to address perceptions of anti social behaviour using an intelligence-led approach
Merseyside Fire and Rescue Service (PDF, 26 pages, 6.0MB large file)
Read how Merseyside Fire and Rescue Service use customer insight to improve the quality of life of adults identified as being at risk of accidental dwelling fires by working in partnership with councils and other relevant public service partners
Knowsley Council – Stockbridge Village: all together now (PDF, 24 pages, 818KB)
Knowsley utilised customer insight techniques to better understand the issues that young people face growing up on the Stockbridge Village housing estate and how these effected their education, employment opportunities and other life chances.
Birmingham Council – Using social media to support alcohol and drug users (PDF, 28 pages, 703 KB)
Birmingham used social media to gain customer insight to improve outcomes for substance misusers and carers through increased support.
Wigan Council – Capital asset pathfinder customer insight project (PDF, 24 pages, 855KB)
Wigan used customer insight to inform and influence the formation the long-term strategies of the Wigan Capital and Asset Pathfinder Project
Bristol City Council – ‘One Place' Project (PDF, 28 pages, 2.0MB large file)
Read how Bristol modernised its integrated Customer Service provision by using customer insight to better understand the needs of the citizens of Bristol by looking at the services they currently use and the channels they access these on.
London Borough of Lambeth – Violence Against Women and Girls (PDF, 28 pages, 1.9MB large file)
Lambeth used customer insight to improve the efficiency of their Violence Against Women and Girls service which have allowed the council to increase the capacity of the service and inform the development of their Violence Against Women and Girls strategy
Southampton, Hampshire and Isle of Wight Councils – Green Credential and Behaviours(PDF, 36 pages, 1.0MB large file)
Southampton, Hampshire and Isle of Wight Councils gathered customer insight information on residents recycling behaviours to help encourage recycling and reduce contamination of recyclable waste
Suffolk County Council – Transforming services for high demand families through insight and collaboration(PDF, 36 pages, 1.17MB large file)
Suffolk used customer insight tools to better understand the needs of ‘troubled' families. Suffolk and partners then applied the insight to the re-design of services, aiming to target support and interventions more effectively and efficiently.
Wakefield Council – Using customer insight to address worklessness in Wakefield (PDF, 24 pages, 885KB)
Wakefield used customer insight to identify opportunities for genuine service transformation to get more people into work and training by improving access to services for workless people.
Tameside MBC – Tameside Partnership Insight Observatory (PDF, 28 pages, 2.45MB)
Tameside brought together customer and business insight from across their local strategic partnership enabling the creation of an insight directory and a protocol for the use of the data
Bradford MBC: Reducing Reoffending and Young People in Custody (PDF, 24 pages, 1.0MB large file)
Bradford Metropolitan Borough Council utilised better customer insight to reduce youth crime and anti-social behaviour by working with young offenders with the intention of preventing reoffending.
Central Bedfordshire – Business engagement (PDF, 24 pages, 894KB)
Central Bedfordshire Council and partnersanalysedhow they interactedwith businesses, examined the effectiveness of those interactions and subsequently sought opportunities for closer cooperation. This resulted in the improvement and streamlining of service delivery and identifying resource savings.
Shropshire Physical Activity Improvement project (PDF, 28 pages, 1.0MB large file)
Shropshire worked with partners to increase participation in physical activity. Using Customer Insight tools and techniques they undertook detailed research that focused on a few particular activities, a selected geographical area and certain groups of citizens.
The findings were used to inform recommendations about the best use of the resources, the potential role of different sectors in catering for different community needs and how organisations might work together
Kensington and Chelsea: Employment support for long-term incapacity benefit claimants (PDF, 32 pages, 3MB large file)
The Royal Borough of Kensington and Chelsea, in partnership with three other central London Boroughs, used Customer Insight to investigate employment support for long-term incapacity benefit claimants.
They examined the claimant's experience of current services, alternative support mechanisms and routes into employment. The work is expected to result in significant efficiency savings
Stockport MBC: Improving the joint response to those with continuing health and care needs (PDF, 20 pages, 608KB)
Using Customer Insight tools and techniques, Stockport MBC and NHS Stockport worked together to improve the joint response from the council and the PCT to those with continuing healthcare needs, particularly focusing on the assessment process. The project resulted in a much improved customer experience.
Test Valley Borough Council: community conversations project (PDF, 28 pages, 4.7MB large file)
Focusing on it's older residents in rural areas, this project established a conversational approach to public engagement. It looked at how services could be developed and delivered which are customer-led and more efficient. Rather than expecting the residents to engage with the council and its partners in the traditional way, the Test Valley Partnership engaged with the residents in a way that was relevant to them.
Devon County Council: the Devon Grapevine (PDF, 24 pages, 8.1MB large file)
Devon's growing black and minority ethnic (BAME) residents suffer disproportionately from problems of isolation, access to services as well as suffering from racism, discrimination and hate crime. Find out how Devon County Council's 'Grapevine' project uses social media to help address these issues.
Kirklees Council: kickstart your career mobile solution (PDF, 24 pages, 8.7MB large file)
Kirklees Council and partners reduced the number of NEETs – people aged between 16 to 18 years not in employment, education or training – in Kirklees through the use and application of smart phone technology
Royal Borough of Kensington and Chelsea: career and life skills for NEETs (PDF, 24 pages, 4.0MB large file)
Central London Connexions (CLC), whose lead body is the Royal Borough of Kensington and Chelsea, worked with eight central London boroughs to develop a smartphone 'app' which gives advice and information to young people aged 13 to 19. The app also keeps the young people directly informed about learning, jobs or training opportunities with the aim to reduce the number of NEETs.
Plymouth City Council: Mutley Greenbank anti-social behaviour project (PDF, 24 pages, 1.3MB large file)
Plymouth's anti-social behaviour project resulted in improvements to the lives of residents and built relationships between different groups of residents. The project also increased resident confidence in their ability to influence the council with regard to improving their area
East Riding of Yorkshire Council: eradicating child poverty (PDF, 28 pages, 788KB)
East Riding of Yorkshire Council and partners used Customer Insight, school visits and system re-design to significantly increase the take-up of free school meals. Identifying those eligible has also increased the pupil premium available to schools. This is a major step in the battle against child poverty, and improves the life chances of many young people.
South Staffordshire Council: my place. my say (PDF, 28 pages, 1.0MB large file)
South Staffordshire Council and partners developed a web-based platform – MyPlaceMySay – for resident participation in the development of council services. Initially piloted to gather resident input on bus services, this facility has grown to become a platform for resident information and participation – including online voting – on many different projects across a range of council services.
Lancashire County Council: assisted bin collection project (PDF, 32 pages, 1.6MB large file)
Lancashire County Council worked with some of it's district authorities to establish an innovative way to offer some of the most vulnerable customer groups additional services to improve their lives. The list of customers in need of an assisted bin collection service was identified, and acted as a catalyst for a dramatic improvement in infrastructure and service delivery across four councils.
Chorley Council: meeting the critical needs of older people (PDF, 32 pages, 3.2MB large file)
Chorley used customer insight to develop a customer focussed approach to complex issues such as older people and fuel poverty. The insight generated by this project enabled Chorley and partners to contact previously hard-to-reach vulnerable older people and offer the right services to improve their lives and wellbeing.
Liverpool City Council: streets ahead plus (PDF, 24 pages, 6.8MB large file)
Liverpool City Council and Jobcentre Plus Merseyside worked together to use customer insight to better understand and identify unemployed lone parents. They then addressed the barriers to securing employment and streamlined support services offered.
North Somerset Council: carelink and volunteering (PDF, 24 pages, 2.1MB large file)
North Somerset undertook a project with two aims. The first was to help older people to stay in their own homes by increasing the uptake of the 'Carelink' – a monitored alarm system. The second was to increase volunteering levels across the authority
Cheshire East Council: DemenShare website (PDF, 20 pages, 7.1MB large file)
Cheshire East Council and partners launched DemenShare.com – an online social media resource and peer support network designed for people who are living with dementia. It has been designed for people who have been diagnosed with dementia; their carers; families; friends; professionals or anyone with a personal interest in dementia.
Nottingham City Council: measure up,promoting positive activities for young people.pdf (PDF, 24 pages, 1.3MB large file)
Nottingham City Council used social media to encourage greater participation in positive activities by young people. Working with the activity providers, they recruited and worked with a team of young people to explore how different online and offline tools can be used to get information out about what's on. They also gathered ideas about activities are enjoyed and which could be improved.
London Borough of Havering: over-65s consultation project (PDF, 22 pages, 930KB)
This project used its own customer segmentation tool to consult on a face-to-face basis with more than 1,200 residents over the age of 65. They recruited and trained an army of local volunteers to help carry out the consultation, which was designed to ask older people what they thought of the council and to inform them of the services available to them.
Croydon total place: children's health and wellbeing (PDF, 20 pages, 1.2MB large file)
Used Customer Insight techniques including ethnographic research to redesign services for families with children from conception up to seven years old. Involved parents and as far as possible children themselves in the co-design of services.
Lewisham total place: worklessness (PDF, 16 pages, 1.1MB large file)
Set out to assess and provide recommendations on how money could be spent more efficiently to tackle worklessness and unemployment in Lewisham. The funding was used to apply ethnographic research tools including undertaking in-depth case studies and interviews of those experiencing worklessness. This was to gain an in-depth understanding of the unemployed in Lewisham and how this might be better addressed.
Lichfield District Council: business matters (PDF, 24 pages, 1.9MB large file)
Used Customer Insight to re-design support services for local businesses. This project sought to be more effective and efficient through targeting resources and removing duplication.
London Borough of Lewisham: offender management (PDF, 20 pages, 1.7MB large file)
Worked collaboratively with partners to look at a group of offenders. They applied ethnographic research techniques and client journey maps to help develop a shared view of the client's journey from arrest to rehabilitation. The aim was to use this to redesign services to be more effective and efficient, ultimately reducing re-offending.
Birmingham total place: drugs and alcohol misuse (PDF, 24 pages, 2.9MB large file)
This project provided detailed insight into the needs and tipping points of drugs and alcohol misusers. The project aimed for better long-term health and wellbeing for this client group, collaborative and joined-up service provision, and re-design of service delivery based on the customer journey.
Bolton (AGMA): services and benefits take-up by low income young families (PDF, 24 pages, 2.1MB large file)
They developed customer insight to improve take-up of entitlement to services and benefits by low-income families with young children across the Greater Manchester area. The project used segmentation, service mapping and customer journey mapping.
East Riding of Yorkshire Council: understanding our customers (PDF, 24 pages, 1.1MB large file)
They used segmentation and customer journey mapping to tackle perceptions of anti-social behaviour. They also looked at service cost analysis to identify where savings could be made.
Cambridgeshire County Council: virtual community panels (PDF, 20 pages, 2.2MB large file)
They used social media to improve engagement with difficult to access groups of customers in Wisbech.
Central Bedfordshire and Luton: offender management and benefits (PDF, 28 pages, 3.2MB large file)
They gained insight in to the profiles, experiences and aspirations of existing and past customers of offender management and benefits/financial support services. They then used this knowledge to redesign services in benefits and offender management.
Hampshire and Isle of Wight: HIOW insight project (PDF, 24 pages, 1.8MB large file)
The project used customer insight techniques to tackle fear of crime in areas that have high crime stats (Havant) and low crime stats (Hart). They also looked at increasing smoking cessation in Rushmoor.
London Borough of Brent: climate change and social media project (PDF, 20 pages, 923KB)
They used social media and online energy monitoring to influence attitudes and behaviour in groups of citizens who have, in the past, been less receptive to the climate change message.
Fylde Borough Council: customer-led e-service solutions (PDF, 24 pages, 1.6MB large file)
They wanted to create modern, technology driven public sector services that are available when the customer wants them through communication channels of their choice. They created an environment where all services are easily accessible in one place meaning reduced waste, increased efficiency and improved levels of customer satisfaction.
Siobhan Coughlan, Programme Manager, Productivity
Telephone: 020 7664 3033
21 September 2015