One Vision Housing
Customer Journey Mapping Case Study
Anti-Social Behaviour Quarter Two 2025/26
Background
Recognising the challenges customers face when reporting Anti-Social Behaviour (ASB), the Customer Experience Team carried out a dedicated Customer Journey Mapping exercise, providing an in-depth exploration of the ASB resolution cycle. We reviewed the existing, end-to-end customer journey, identifying all interactions, pain points, and opportunities for enhancement. We specifically evaluated the ease of ASB reporting and the quality of service provided by Investigating Officers. This analysis has delivered insights critical for improving process efficiency and enhancing the overall customer experience of the ASB service.
What is a Customer Journey Map?
A customer journey map visually depicts the entirety of a customer's experience 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 where a customer decides whether or not they are satisfied or dissatisfied with the services they received. 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' experience with our Anti-Social Behaviour service. The start of the project involved various meetings with the Community Safety Manager to communicate the benefits of the exercise and agree the scope of works.
Following these discussions, in-depth interviews were conducted with customers to gather their feedback of the service. The Customer Experience team then used insights gained from these interviews to guide discussions during a staff focus group, ensuring that customers' perspectives were central to discussions about service improvements.
1 - Reporting an ASB Complaint
The customer gathers information and contacts OVH to report an antisocial behaviour complaint The majority of customers found the process of reporting ASB to OVH straightforward and easy. 23 respondents highlighted that the reporting stage was simple, with one praising the urgent support provided by the Community Safety Officer. Several customers also mentioned feeling safe and supported after making their report. A small number of customers (five in total) experienced minor issues during this stage. Two initially struggled to report the problem but felt reassured once connected to the right person. Three others reported delays, though they understood the reasons behind these delays. Two customers expressed dissatisfaction. One found weekend reporting difficult and felt unsupported when eventually contacted, while another said that although reporting was easy, no action was taken afterward.
Recommendations
1. Website improvements were suggested, to provide more information to customers about making an ASB complaint. These include adding a web form so customers can have another avenue to report an ASB complaint, and ensure that guidance and the support available is in a prominent place on the website. 2. A new leaflet could be produced, detailing contact numbers and the required information for complainants. Staff need clarity on its availability and location. 3. Ensure the service is accessible, particularly for non-English customers who may find it difficult to report any problems they are having (e.g. Hate Crime). A review of this could be undertaken, alongside a review of the website and the leaflets which are provided to customers. 4. My Account could be used to improve the digital offer. ASB can be an emotive subject, and some customers may find it difficult to report it over the phone. The customer would complete the form, which would then be assigned internally to Neighbourhood Services to action. This would need to be developed with the Head of Customer Services and IT. 5. Customers could self-report instances of ASB on our ASB reporting system, ReACT. While possible, this approach would require OVH upgrading the system. 6. The annual ASB Awareness Week Survey should be used to gather more information, especially with regards to any potential barriers a customer may have when making an ASB complaint.
Outcomes
1. The OVH website has been reviewed, and a reporting form has been added to ASB and Hate Crime pages. 2. The leaflet has now been reviewed, and a QR code has been added to link to the Victim Support Directory. 3. The website has ReCite Me, a digital accessibility tool, for non-English speakers. The Community Safety Manager will work with the Marketing and Communications Team to ensure any search for keys words such as "Hate Crime”, “ASB”, “DA”, and “DV" will take you to the ASB page. 4. On My Account, customers can report ASB by using the "send a message" function within the "my requests", and it will go to One Vision Housing staff to log. 5. The self-report function on our dedicated ASB case management software, ReACT, is scheduled to be introduced in January 2026. 6. Investigation into any barriers to reporting ASB will take place as part of ASB Awareness Week 2026.
2 - Making Contact with the Customer
The Investigating Officer contacts the customer Most customers were satisfied with the level of contact from the Investigating Officer. 24 respondents praised the way this stage was managed, highlighting the sensitive and sympathetic approach taken by staff. Two customers mentioned delays in initial contact, but both were happy once communication was established. Four customers provided negative feedback. One reported receiving no contact other than a letter, while two felt that although they were contacted, no action followed. Another customer received two calls and described the second as poorly handled, leaving her feeling upset. As customers valued the personal contact this stage, this was selected as the first Moment of Truth.
Recommendations
1. Customers may have specific hopes for the outcome of an investigation. To ensure we set realistic expectations and avoid disappointment, details should be provided on the investigation process in our customer communications (digital and print). 2. Introduce staff training around providing essential information to customers, and addressing their expectations. This would assist them in providing a roadmap to customers, so they understand the ASB process from the outset, potentially increasing customer satisfaction. 3. Some customers reported delayed responses to ASB complaints during the Christmas period. To address this, the website should clearly outline expected timescales for complaint handling during the holiday closures. 4. For delays caused due to annual leave, staff should ensure that cases are handed over to another Investigating Officer, so customers do not experience a delay. 5. A suggestion was to standardise the ASB process through our housing management software, NEC, so there is consistency for customers. It is important for customers to receive the same level of service from each Investigating Officer. 6. More work could be conducted with partner agencies, so they have more of an understanding of what OVH can do. 7. Review communication provided to customers on the website and in leaflets, which would ensure that they have all the information they need. Also, important contact details could be provided to those who are in the process of having their ASB complaint investigated.
Outcomes
1. The website has been updated, with a detailed outline of the process provided so customers know what to expect. Management of customer expectations was also discussed at a recent meeting with Investigating Officers, and some in depth training has been arranged for January 2026 to share best practice, and address any gaps in their knowledge. 2. Additional staff training has been discussed with Investigating Officers, and sessions have been arranged for January 2026. 3. The website will be updated to inform customers of dates during Christmas when there may be delays in frontline service, and when to expect a response. This information will also be passed on to our Out of Hours contractor, so customer expectations can be managed. 4. Managers and Team Leaders will work to manage annual leave with staff, so customers are not affected. 5. OVH will maintain the use of ReACT for ASB complaint management to ensure continuity. However, the Community Safety Manager will reinforce the correct process Investigating Officers should undertake in order to guarantee a consistent level of customer service. 6. The Community Safety Manager will contact partners, including Local Authorities with details of what OVH can offer in relation to ASB. 7. The OVH website, and the information in our leaflets has been reviewed and any relevant changes will be implemented.
3. The Action Plan
An Action Plan is agreed with the customer
Most customers confirmed that they received an action plan and were satisfied with the work carried out by the Investigating Officer. 23 respondents described staff as helpful and supportive, with five highlighting the additional support provided through phone calls and visits. One customer did not have an action plan agreed but noted that the Investigating Officer visited to check on her. Three others reported not receiving an action plan: two gave no further detail, while one felt unfairly treated after being told to provide more evidence despite already having supplied some. Additionally, two customers could not provide feedback as they were receiving support from external sources, such as a solicitor, and therefore did not receive an action plan. As the action plan is a valuable tool for providing guidance and setting expectations, this was chosen as the second Moment of Truth.
Recommendations
1. The Staff Focus Group asked whether all customers understand the action plan, and if all of the Investigating Officers are using them in the same way. If customers don’t understand, they may call OVH unnecessarily, and feel the case is not progressing. A suggestion was to standardise the process by creating a clear template, so it is clear to the customer what will happen and when. 2. A Housing Ombudsman expectation is for an action plan to be completed in all cases. A way to make it more robust is for customers to sign and return the plan. It is also important to ensure the customer understands what they are signing. 3. The expectations as a landlord should be fully outlined, and essential information should be shared with the customer along with the plan. This could be a simple form, which could include relevant information (such as the total number of recordings needed on noise app). 4. In terms of digital exclusion, customers should be visited in person if they can't complete the action plan electronically. 5. The Neighbourhood Services Team could provide low level guidance to Investigating Officers, to ensure the case doesn't escalate. 6. When it comes to vulnerable customers OVH should follow the process in place to detail how those customers are supported.
Outcomes
1. The process of utilising action plans is in place, and it is our understanding the correct process is followed in the vast majority of cases. However, this will be reinforced during training taking place in January of 2026. A session specific to action plans took place with Investigating Officers in November 2025, sharing best practice and guidance. 2. A pilot scheme will be carried out, asking customers if they can electronically sign the action plan if they agree with it. This will be picked up as part of ASB audits. This will also be included in future training sessions. 3. In terms of managing customer expectations, a detailed outline of the ASB process has been added to the website, so customers know what to expect. However, there is no additional guidance on the number of recordings needed. 4. It is in our service offer to visit customers who do not have access to digital channels. We will continue to action in-person visits whenever required to accommodate digitally excluded customers. 5. Management now provides low level guidance to Investigating Officers to ensure cases do not escalate. 6. In the current risk assessment carried out as part of the ASB process, there a section to detail how vulnerable customers are supported. We will continue to ensure these details are collected in order to support customers effectively.
4 - Keeping the Customer Informed
The customer is kept informed as the case progresses The majority of customers were satisfied with the work carried out at this stage and praised their Investigating Officer. Many appreciated being kept informed as the case progressed, with some noting that regular updates provided reassurance. One customer, who needed to move due to the situation, was pleased with the communication while a property was being found, and another valued receiving information both by email and personal contact. One participant initially felt frustrated but became more positive once updates were provided, while another thought they could have received more information. However, five customers felt they were not kept informed or received minimal communication, with two stating they had to contact OVH themselves to check on progress. This journey step was very well regarded by customers, who appreciated the updates, so was chosen as the final Moment of Truth.
Recommendations
1. Action plans should define the agreed-upon level of customer contact, in-line with current officer workloads. Contact must be maintained during quiet periods to reassure customers that the case is ongoing. Furthermore, the Housing Ombudsman recommends robust and straightforward communication of action plan progress. 3. On our housing management software, MyAccount, it would be helpful if case notes could be included so that customers can see for themselves how the case is progressing. The updated version of our ASB management software, ReACT, has the capacity for this, so when the current contract expires, we can look into introducing this function. 4. For customers who were not satisfied at this stage, the Community Safety Manager will review the interview data, and look into the issues further. Following this, it will become clear if any improvement actions can be developed from this.
Outcomes
1. A question on the preferred level of contact is being asked as part of the action plan, so customer expectations are set. 2. A review on our ASB software, ReACT, will take place in January of 2026. As part of this, we will look at allowing customers to view the case notes themselves, so they will be able to see how their case is progressing. 3. The interview data has been reviewed by the Community Safety Manager, and feedback has been used to develop improvements in this report.
5 - The Actions
Agreed action(s) are implemented Most customers were positive about the actions implemented by the Investigating Officer. 21 respondents reported that the measures were effective, with many noting that the anti-social behaviour had stopped. Customers described feeling relieved and less fearful, and one participant even described the intervention as lifesaving. One case improved but was not fully resolved, as occasional issues persisted. However, seven customers felt the actions taken did not improve their situation, with two expressing that they still felt unsafe because their concerns had not been addressed. Additionally, one customer believed their case was closed prematurely, stating they were told to provide more evidence despite feeling the matter remained unresolved.
Recommendations
1. Customer expectations should be carefully managed on cases, especially when it may be difficult, or not possible, to provide all the actions that customers may want. 2. Information should be provided to the customer about the work carried out with partner agencies, such as the Police. Some parts of the investigation will be out of OVH’s control, so more information would ensure the customer understands this, and will provide a fair response to questions asked during the ASB Survey. 3. As with the first touch point, a review of the communication provided on the website could take place to ensure that customers have all the information they need, and expectations are managed. 4. When the case is closed, the customers will receive a closing letter, summarising the case. A suggestion was to provide a more detailed overview alongside this, so the customer is aware of everything which has been done in order to investigate and resolve the case.
Outcomes
1. A detailed outline of the ASB process has been provided on the OVH website, so customers know what to expect. Management of customer expectations was also discussed at recent session with Investigating Officers, and in depth training has been arranged for January 2026. 2. When we close the case and discuss it with the customer, we can reiterate, for example, that the police didn't charge the perpetrator. A refresher will also be given to Outbound Survey Assistants on this aspect, so they can advise customers when completing a satisfaction survey. Full details on why the case is closed is included on the survey list they receive. 3. The website has been reviewed and updated so that a detailed outline of the process is viewable. This will ensure customer expectations are managed. 4. A more detailed overview of the investigation is currently in development and will be provided in future, alongside the closing letter which summarises the actions taken. Training will be provided to staff when this process has been established.
6 - Case Closure and Survey
The case is closed, and a satisfaction survey will be undertaken
Once a case is closed, a satisfaction survey is carried out to gather feedback from customers who have accessed the service. In 2024/25, overall satisfaction reached 93.8%, surpassing the 90% target and improving on the previous year’s figure of 89.7%. Customers who were satisfied praised staff for their support and effective communication, noting that they received regular updates throughout the process. Many highlighted that investigations were handled well, leading to resolutions that improved safety and provided peace of mind. Compliments also focused on the sensitivity and understanding shown by Investigating Officers. Feedback from customers who were less satisfied revealed some concerns, including a perceived lack of resolution, delays, or poor communication. A few customers also reported a perceived lack of support from officers.
Recommendations
1. It would be useful to provide guidance to Outbound Survey Assistants, to ensure that they understand the service offer, and provide the feedback needed to improve the service further. One example of this is ensuring that the service provided by the Investigating Officer and the outcome are separated. 2. In some cases, it will not be possible to keep a case open. It should be made clear to customers that if they do disengage, a new referral will be needed. This could be in the guidance notes provided on the website, or in the leaflet that Neighbourhood Services Officers could utilise. 3. As with the first touch point, a review of the communication provided on the website could take place to ensure that customers have all the information they need, and expectations are managed.
Outcomes
1. Refresher training is scheduled for Outbound Survey Assistants in December 2025, so they can advise customers appropriately when completing a satisfaction survey. Full details on why the case is closed is included on the survey list they receive. 2. Customers who disengage with the ASB investigation will receive a letter or email to inform them. 3. The website has been reviewed and updated so that a detailed outline of the process is available for customers. This will help to ensure expectations are managed.
In Summary
This customer journey mapping exercise has provided invaluable insights into our customer's experience, revealing both satisfaction and areas for improvement in service delivery. By visualising the customer's interactions and emotional responses at each touch point, we were able to understand areas for improvement, and realise 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 ASB. 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.
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.