One Vision Housing
Customer Journey Mapping Case Study
Aids & Adaptations 24/25
Background
To better understand our customers' experience with our Aids and Adaptations service, we conducted a customer journey mapping project, tracing their experience from initial enquiry to completion. Carried out in in partnership with our Customer Experience and Independent Living teams, this exercise was an opportunity for us to establish customer perceptions of support and overall experience, including ease of sign-up and communication quality. The primary goal was to identify areas for improvement by understanding customer thoughts and feelings at each stage of the process.
About One Vision Housing (OVH)
We are an award-winning housing provider offering high quality, affordable housing across the Liverpool City Region, Cheshire, Lancashire and Greater Manchester. We currently manage over 14,400 properties across the region.
We provide a range of rental options from Social Housing and Private Rent, to Rent to Buy and commercial lettings of shops, creating equal opportunities for all. We were formed in October 2006, following a successful stock transfer from Sefton Council, and operate as a not-for-profit organisation, regulated by the Regulator of Social Housing.
As a member of The Sovini Group, One Vision Housing believes in providing good quality, affordable homes for rent and to buy, helping to create thriving and inclusive communities. We work closely with partner organisations to build a better future for our customers, supporting thousands of beneficiaries each year.
Externally recognised as a leading provider of homes and services, One Vision Housing is graded G1 for Governance and V1 for Viability by the Regulator of Social Housing.
What is a Customer Journey Map?
A customer journey map visually depicts the entirety of a customer's experiences with our company and brand. Rather than focusing on isolated interactions, it maps the complete customer experience, from their initial contact to their ongoing relationship. A customer journey map showcases all interactions a customer has with our organisation, along with the emotions these provoke, plotted against specific touchpoints and processes. It highlights how customers are treated at each interaction and their resulting feelings. This strategic tool provides valuable insights into how customers experience our services, particularly at critical moments – the 'moments of truth' – allowing us to identify areas for improvement and enhance the overall customer experience.
Customer Journey Map Terminology
Journey Steps/Main Touch Points – these are the main steps a customer takes through the process/service we are looking at, it is each interaction the customer has with the company and each interaction the company makes with the customer.
Moments of Truth – these are the points were a customer decides whether or not they are satisfied or dissatisfied with the service, it is the deciding point for the customer. There are usually only a few moments of truth in a journey map.
Our Approach
This project, undertaken by the Customer Experience Team, focused on gaining a deeper understanding of our customers' experiences with our Aids & Adaptations service. The project began with initial meetings with the Head of Independent Living and Aids & Adaptations Officer to discuss the benefits and scope of the work.
Following these discussions, in-depth interviews were conducted with customers to gather their direct feedback. The Customer Experience team also championed the customer voice by incorporating insights gained from these interviews into a Staff Focus Group, ensuring that customer perspectives were central to discussions about service improvements.
1 - Customer Contact
The customer will contact OVH to make an enquiry about Aids & Adaptations.
Customer feedback regarding Aids & Adaptations enquiries was largely positive, with twelve customers praising staff helpfulness, knowledge, and ease of contact. While one customer noted the process was lengthy, they still acknowledged staff support. Four customers mentioned the involvement of Occupational Therapists (OTs), with two still offering positive feedback about OVH staff. Two customers found the initial property inspection stage difficult, citing requirements for OT and GP reports. One customer reported receiving an adaptation without having requested it.
Recommendations
- Manage customer expectations upfront, including potential delays, particularly for complex requests. For example, the need for GP/OT reports, while outside OVH's control, should be communicated.
- Ensure that the website is kept up to date, and provides all of the information which customers would need.
- A video could be developed to outline the process in a straightforward way.
- Staff in the Customer Service Centre can also signpost customers to the website, or relay key information to those who may have difficulty accessing this resource.
Outcomes
- We will inform customers of any delays and provide information on our website. Our approval letter has been amended and confirms how long the process will take for each priority request. The Aids & Adaptations Officer will update as needed.
- Website reviewed five months ago and calendar reminders set as needed.
- A pictorial step by step guide is included on the website, as opposed to a video.
- The Aids & Adaptations Team have joined the Customer Service Centre (CSC) Team during a recent team meeting to share information.
2 - Customer Request
The customer will make a request for an adaptation.
Most customers were pleased with this stage of the service, with two highlighting the speed of the process. Five customers, assisted by their OT, confirmed its smooth management. However, three experienced unexpected delays, with one needing to chase the organisation. One customer was dissatisfied after a staff member visited to discuss bathroom adaptations but failed to ask about their preferences.
Recommendations
- One customer was unhappy about not being consulted on bathroom preferences. While staff aim to discuss this, it's not always possible. To improve, customers should be informed of this possibility upfront to avoid disappointment.
- Due to staff availability, customers may have to wait for a visit to review the adaptation. A resource could be made available for this, to ensure that delays are kept to a minimum.
- Standardised processes are key for managing customer expectations, particularly with varying OT practices. One suggestion was to outline exactly what OVH and the OT need from each other. This would make it a more consistent process, and much easier to provide information to the customer.
- Sourcing bespoke items can be lengthy and difficult. The process should be reviewed and streamlined, ideally with a dedicated point of contact to expedite these requests.
Outcomes
- Customers are usually able to choose their flooring options. However, as this adaptation was completed by Sefton Council, no choice was offered under their arrangements.
- We are unable to change process due to current resources. If requests come in when the Aids & Adaptations Officer is away, then the customer will be informed.
- This information has been included on the website. OVH have good working relationships with their partners. However, we are unable to influence how OT prioritises its workload.
- We have worked with our Marketing Team to change the information on our website to include information around bespoke equipment and possible delays in completing works.
2.1 - Minor Adaptations
There may be no need for an inspection, but customer may be contacted by Aids & Adaptations Officer.
Seven customers who received minor adaptations provided positive feedback on this stage of the process. Four found it easy, with one specifically praising the staff. One customer noted the prompt attendance of staff after reporting the need for an adaptation, while another confirmed they were contacted and reassured about receiving the adaptation. Finally, one customer, who had support from their OT, confirmed that this stage was handled effectively.
2.2 - Major Adaptations
Customer will be assessed by OT (Major Adaptation), and receive confirmation of the decision within 4 weeks
Thirteen customers who underwent major adaptations provided feedback, with nine expressing satisfaction and describing the process as straightforward. Four of these acknowledged the support received from their OT, and two were pleased with the information provided. One customer felt supported and happy with the approval, highlighting the positive impact of the adaptation on their quality of life.
Another praised the visiting personnel for their reassuring and comfortable approach. One customer, initially stressed about the perceived necessity of the adaptation, commended the OT's guidance and the staff's "brilliant" support. Finally, one customer, while satisfied overall, expressed concerns about the suitability of the installed wheelchair ramp.
Recommendations
- As some of the work includes elements of Major and Minor adaptations, the Focus Group felt that this type of work has the potential to get overlooked, and can suffer from a lack of control. It was felt that responsive repairs should monitor this more closely, to ensure that customers are not kept waiting.
- Ensure that customers are made aware of whether an inspection will be required or not, to set expectations and increase customer knowledge.
Outcomes
- We've consulted with OT teams and requested, where feasible, that requests combining minor and major adaptations be submitted separately to avoid this issue.
- This is part of our process and communicated to customers as needed.
3 - Confirmation of Works
Customer will be contacted to confirm that the adaptation will be going ahead.
Sixteen customers confirmed receiving notification about their adaptation's start date. One customer received an email containing dates and other details, including plans. Another received a telephone call confirming the schedule. However, two customers, both of whom had minor adaptations, reported not receiving any notification.
Recommendations
- Ensure that text notifications are being sent out to every customer. Improving this part of the process would help keep customers informed.
- If text is not an option, ensure that the customers preferred method of contact is used instead.
- A customer handout with key process information and contact details could reduce unnecessary contact with OVH and prevent missed calls due to unrecognised numbers.
- It was confirmed that there is a leaflet on the website, but there was a question around accessibility, as not all customers may have access to this. A suggestion was for this to be available in a variety of formats.
- It can be difficult to provide specific timescales to some customers, as they may be going to hospital, staff should offer reassurance that adaptations will proceed when they're ready, ensuring continued support.
Outcomes
- We will ensure that mobile numbers are logged as the primary number to improve communication with customers.
- We will speak to customers during the Assessment Stage and establish their communication preference and ensure that the correct method of contact is provided to contractors.
- We agree that a handout to customers would be beneficial and have begun the process to get this arranged for future adaptations.
- In line with the above, we are working to create a leaflet for customers in accessible formats.
- We will endeavour to communicate with customers as needed, including trying to accommodate works around hospital discharge.
4 - Pre-Entry Inspections
Pre-entry inspections will be carried out with the customer.
Twelve customers reported a positive experience with the pre-inspection process, praising staff for their comforting manner and informative approach. One customer, while confirming a pre-entry inspection, felt confused and unsure about the planned work. Five customers, all of whom had minor adaptations, did not receive a pre-entry inspection. One customer felt they received neither information nor choices at this stage.
Recommendations
- For minor adaptations, it's important to manage customer expectations by informing them that inspections and choices for fixtures/fittings aren't always included to avoid disappointment.
- When customers have choices for fixtures and fittings, Tenant Liaison Officers (TLO) should present these and provide a confirmation document detailing the selections for easy reference.
- Expanding Trusted Assessor Level 3 training for minor adaptations, a common practice among landlords, will help tenants understand available options and their usage.
- A customer handout with key process information could reduce unnecessary OVH contact and serve as proof of the pre-entry meeting.
Outcomes
- This is outlined in the Aids & Adaptations Policy and on the website. However, we will add a note to the financial value of a minor request to make this clear. In addition, we will also speak with CSC to ensure they know difference between minor and major adaptations and what the process is for both.
- We agree with this recommendation and will ask our TLOs to leave a copy of fixture/fitting choices with customers.
- We agree that this would be a good course of action and will look to see if this is a viable option with our partners at Sovini Property Services (SPS).
- Key information is available on the website, with further details provided by OTs where relevant. The Aids & Adaptations Officer clarifies the process during the assessment. We are also looking into providing leaflets as well.
5 - Aids & Adaptation Works
Aids & Adaptation works are carried out at the property.
Thirteen customers expressed high satisfaction with the completed adaptation work, praising the attending staff. Four simply stated their happiness with the work, while five specifically highlighted the high standard. Four customers gave particular praise to the staff's skill, professionalism, politeness, and cleanliness, with one describing themselves as "so happy" and another saying the operatives "couldn't be faulted." One customer appreciated being involved through the sharing of designs in advance.
While generally satisfied, three customers reported issues: one with site cleanliness, another with a ramp (though the ramp itself was praised) and back door, and the third with a blocked drain despite a "lovely" worker. One customer reported being left without facilities over a weekend and missed appointments after rescheduling hospital appointments. Finally, two customers were dissatisfied with the work's standard and reported unresolved problems.
Recommendations
- Increasing the number of wet room installers would alleviate pressure on the team, expedite installations, and improve customer satisfaction.
- One customer commented that rubbish was left following the works. The Focus Group agreed that, in general, rubbish will be collected from properties. The team can remove the rubbish when customer requests, so a potential improvement is to ensure that customers understand that this aspect of service is available to them.
- It is important to maintain the proactive approach to investigating the cause of dissatisfaction. Any improvements should be communicated to tenants via a ‘You Said, We Did!’ report, to demonstrate the commitment to improving the service they receive.
Outcomes
- We can confirm that our contractor, SPS, has provided further resource for this.
- Our contractor, SPS, is responsible for this, and we will address any instances where it is not completed.
- We carry out regular bi-weekly progress meetings and will continue to share improvements with tenants via 'You Said, We Did' reports.
6 - Customer Communication
Customer will be kept informed throughout the process.
Nine customers reported being kept informed without issues. Three were particularly pleased by the proactive communication, mentioning they didn't have to chase for updates, with one receiving appointment information by phone. Three others received regular communication and updates, including calls from operatives explaining daily work plans and potential delays. One customer appreciated not having to chase contractors and their reliable attendance but expressed disappointment at not being more involved in tile selection. Another customer relied on their Occupational Therapist to chase updates due to caregiving responsibilities. Finally, three customers felt they had to chase the organisation for information.
Recommendations
- The Focus Group felt it was important to provide as much information through letters, and other forms of communications. This will help in ensuring that the customer is comfortable with the process, and feels informed.
- On letters, there could be a link to the leaflet, or other information by including a QR Code. This will provide customers with a quick link to useful information.
- It is important to manage expectations upfront, explaining that processing times can vary and periods of no news are normal. This reassurance can be key for customers.
- Ensure that all of the relevant information is available to staff in the CSC, so they can advise appropriately. This will avoid delays in being contacted by another member of staff.
- Information should also be available to front facing staff including NSOs. Sometimes, One Serve can be confusing, though the Aids & Adaptations Officer does keep the notes updated.
- When an OT sends a request, an acknowledgement could be sent for their records. This would improve on the quality of communications.
- Aids & Adaptations should link in with the Marketing and Communications (MAC) Team to see what other information could be provided (e.g. instructional videos on the website).
Outcomes
- We have updated our letters and website to provide more information so customers feel more informed.
- A QR code has now been added to letters.
- We will continue to update customers in terms of delays or any other updates.
- We have arranged to join a CSC team meeting to go through the Aids & Adaptations process and best practice.
- The Neighbourhoods Team has full access to all relevant systems and information.
- The current system involves the Aids & Adaptations Officer providing updates upon receiving a request and throughout the process.
- We have worked with the MAC Team to add pictorial information to the website.
7 - Customer Surveys
Aids & Adaptations Survey will be carried out.
The focus of this touch point was the satisfaction survey, which is completed with the customer at the end of the journey, to find out their satisfaction with the work which was undertaken. As of January 2024, the satisfaction rate for 2023/24 was 97.4%. Trends from the customer feedback was discussed and the below recommendations were made.
Recommendations
- As with the previous stage, OVH should proactively address dissatisfaction from surveys, rectifying issues for customers. This includes regular contractor meetings and "You Said, We Did!" reports to tenants.
- A Customer Intelligence Assistant should develop more detailed reporting using the new Microsoft Customer Voice software, enabling the IT Business Intelligence Team to create bespoke Power BI reports for easier trend identification.
- The Customer Intelligence Assistant should split the satisfaction results of Major and Minor adaptations in Pentana, to improve on the reporting of these workstreams.
- The Aids & Adaptations Officer suggested a new survey for customers whose adaptation requests are refused, providing follow-up support and gathering intelligence where previously there was none.
Outcomes
- We carry out regular bi-weekly progress meetings and will continue to share improvements with tenants via 'You Said, We Did' reports. When the Customer Satisfaction Survey identifies dissatisfied responses, our contractor, SPS, will investigate and discuss with the tenant.
- Aids & Adaptations has a dashboard in development and this will help with service improvements.
- We agree with this recommendation and have split the data between Major and Minor adaptations.
- Questions for the new survey have been developed and this request is with IT for implementation.
In Summary
This customer journey mapping exercise has provided invaluable insights into our customer's experience, revealing both strengths and weaknesses in service delivery. By visualising the customer's interactions and emotional responses at each touch point, we were able to pinpoint areas for improvement, and understand where customer expectations are not being met. This map highlighted opportunities to streamline processes, improve communication, and personalise interactions, ultimately leading to enhanced customer satisfaction.
We extend our sincere thanks to our customers, Staff Focus Group and colleagues across the organisation for their invaluable contributions to mapping the customer journey for Aids & Adaptations. This collaborative effort has highlighted both the strengths of the service and areas requiring improvement. A comprehensive action plan is in place to track agreed actions, and we will continue actively monitoring customer feedback to drive further enhancements.