One Vision Housing
Customer Journey Mapping Case Study
New Tenants Quarter Three 2023/24
Background
To better understand our customers' experience of becoming a new tenant with One vision Housing (OVH), we conducted a customer journey mapping exercise, tracing their experience starting from the moment they sign-up as a tenant through to moving in and beyond. Carried out on behalf of our Neighbourhood Services Team, this exercise provided an opportunity for officers to understand customer perceptions of support and what the perfect customer experience should look like. By reviewing the quality of services provided by OVH, we were able to identify areas for improvement and fully understand our customers' thoughts and feelings at each stage of the sign-up process.
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 officers 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 becoming a new OVH tenant. Initial stages of the project involved various meetings with the Neighbourhoods Team 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 - Viewing the Property
The customer will view the property Most customers reported positive experiences during property viewings. 16 praised the professionalism of the Neighbourhood Services Officer (NSO) and the clarity of information provided, with some describing it as “brilliant.” First-time tenants felt supported, and one customer with literacy challenges appreciated the extra help. A customer who faced a five-month delay in moving remained satisfied with communication. One customer described communication as “basic” but noted the NSO was friendly. Three customers raised concerns: one experienced poor communication when moving directly from hospital, another found the initial NSO unhelpful (though service improved with a new officer), and one experienced poor communication, citing unresponsiveness and lack of clear dates. This touch point was selected as the first Moment of Truth, due to the fact that it would be one of the customers first experience of the service, and would likely set their expectations.
Recommendations
1. A key challenge is ensuring NSO's have timely and accurate details about repair work and schedules. While the maintenance team provide this information, delays can occur, limiting the ability to keep customers informed. Automating this process through tools such as live reports would allow staff to access real-time updates, advise customers proactively, and set clear expectations. This improvement would enhance service quality, and increase satisfaction of support. 2. Improve the training programme for NSO’s, making it more robust so new starters are supported from the very beginning. This would also ensure that each member of staff understand what is expected from them, and offer guidance on providing the highest standard of service to customers. 3. Along with training, templates could be developed for communication, with prompts built in to help guide workload. This will ensure that the same level of information will be provided to each customer, allowing us to provide a consistent approach and improve customer satisfaction.
Outcomes
1. We’re improving how repairs are tracked. OVH’s Asset Management Team and Sovini Property Services (SPS) are creating a live tracker so NSO’s can easily see repair progress and outstanding work. While this is being developed, weekly drop-in sessions with SPS are available for updates. Longstanding empty properties are also reviewed in these meetings, and notes are shared with staff. 2. We have changed and reviewed the onboarding process for new starters. The training has been restructured, and staff are trained face-to-face rather than online. The format of the training is theoretical, as well as practical. New starters will also accompany experienced NSO on viewings. 3. Templates are in place for viewings, as we use checklists and templates for voids and allocations. NSO's will be encouraged to continue to utilise these templates as needed.
2 - Before Moving In
The period prior to the customer moving in Most customers were satisfied with the support and communication before moving in. Many praised the NSO for keeping in touch and providing updates, while others noted they could easily reach out and get answers to their questions. Positive examples included the provision of a translator when needed and good feedback from a social worker acting on a customer’s behalf. Customers frequently described staff as “helpful” and “lovely,” with one also complimenting the call centre team. However, five customers reported little or no communication during this stage, and one felt unsupported. Two respondents could not comment as one moved in quickly with minimal contact, and the other had just had a baby and couldn’t recall details.
Recommendations
1. In order to continue to meet housing needs as efficiently as possible, turnaround times for lettings are often quick. This can result in services being stretched. Additionally, staff resources can be limited due to workload and availability. To ensure that customers are fully supported, it may be beneficial to employ more staff to facilitate this. 2. In terms of support, the customer may not have the furniture they need prior to moving in. They would need signposting to services who provide support with this. More advice on this could be provided, as a further means of supporting customers, and ensuring that they will be able to sustain their tenancy. 3. When moving in, ensure that information is collected on the customer including any additional needs they may have. This would ensure that they can be given the right level of support at this stage, dependent on their requirements. 4. Shared reports/electronic channels could be created in order for information to be shared between different teams. This would ensure that NSO’s are fully aware, and can advise customers of any possible delays. 5. The staff focus group discussed the fact that OVH are developing new homes in other areas, outside of where the organisation has previously operated. The current Neighbourhood structure should be reviewed to ensure existing staff can meet the needs of customers.
Outcomes
1. NSO’s are advised to keep customers updated regularly. This includes weekly contact as part of the team's Tuesday void updates. Also, Neighbourhood Services staff will respond to all customer enquiries within 48 hours as per our Customer Care Charter. 2. Staff advise customers at the start of each tenancy about our Home Starter Fund, and can apply for furnished tenancies. Each case will be assessed on its own merit. Further to this, we have a Sustainability Officer in place, on a trial basis, who provides additional support to vulnerable customers whose tenancy is at risk of failing in the first 12 months. 3. A process is in place for NSO's to complete a new tenant checklist and also a Red/Amber/Green (RAG) rating, which identifies the level of support required. All customers that have a RAG rating of "amber" and "red" will receive additional support. 4. Void Meeting minutes are shared with NSO’s, so they are fully aware of all longstanding empty properties. The minutes contain detailed commentary. Also, staff have access to the Void Task Progress report. 5. We have reviewed the Neighbourhood Team structure and have realigned it as much as possible given the current pool of resources.
3. Signing Up to OVH
The customer will sign up with OVH
The majority of customers found the sign-up process easy and felt they received all necessary information. At least eight of the customers completed their sign-up via email, describing it as straightforward and useful for keeping records. One customer experienced a technical issue, but it was resolved within 24 hours, and they still considered the process simple. Two customers appreciated direct support from their NSO during sign-up. Only one customer expressed dissatisfaction, as they signed up while in hospital and felt unsure about what they had agreed to.
Recommendations 1. Many of the participants were positive about the digital sign-up process. However, it could be a problem for those who have difficulties using the internet, and may not be accessible for everyone. One suggestion was to increase the number of options for customers, such as offering them paper copies of the agreement. 2. Tailor a sign-up process for vulnerable customers, who may need more guidance at this stage, and ensure that they have access to the right level of support. This can be just as applicable to those who have moved from care, and the property may be the first home they have had responsibility for. 3. The communication between SPS staff, who are completing work on empty properties, and NSO's should be improved. By introducing better reporting, this will ensure the NSO can provide up-to-date information to customers. This will help the customers stay informed, and increase their confidence that the work is being carried out to improve the quality of their future home.
Outcomes 1. We will offer paper copies of the sign-up to all customers that have no access to the internet. 2. We will continue to follow our established processes to support vulnerable customers. 3. We’re improving how repairs are tracked. OVH’s Asset Management Team and SPS are creating a live tracker so NSO’s can easily see repair progress and outstanding work. While this is being developed, weekly drop-in sessions with SPS are available for updates. Longstanding empty properties are also reviewed in these meetings, and notes are shared with staff.
4 - Moving In
The customer moves into their property Most customers reported a smooth move-in experience, with 13 noting no issues and three specifically praising NSO support. One customer was particularly pleased to receive white goods for their new property. Four customers found the process easy but raised concerns with two citing property condition issues, one needing a repair (which was completed promptly), another highlighted poor soundproofing, and one was unaware a key safe would be removed. Additional issues included dissatisfaction with paint quality and a customer who experienced electrical damage caused by a neighbour, leading to a request to move. This was identified as another key stage in the customer journey, so is the second Moment of Truth.
Recommendations
1. More support could be provided when moving into the property. A Tenancy Support function would be beneficial in providing the right level of support for customers. This would involve answering any questions, and helping them prepare for their tenancy. For example, three participants said they would have appreciated more guidance on getting the gas and electricity in place. 2. The staff focus group felt that more work should be carried out to ensure that vulnerable customers are fully supported. This includes those who have left care, and may be moving into a home of their own for the first time. Additional funding could be explored. 3. Ensure that NSO’s are effectively communicated with by the contractor, so they know exactly what works will be carried out. If the customer is clear on what they should expect when moving in, this will reduce dissatisfaction with the home, and set their expectations. Communication channels such as Microsoft Teams, and live reports would assist with this. 4. Paint packs should be reviewed, to ensure that they are up to standard. A higher quality product would also improve the condition of properties overall.
Outcomes
1. NSO's currently complete a New Tenant Checklist and also a RAG rating, which identifies the level of support required. All customers that have a RAG rating of "amber" and "red" will receive additional support. Also we have a Sustainability Officer in place for customers that require additional support in the first 12 months of their tenancy. 2. A Leaving Care Officer is now in place to provide designated support to customers. 3. We’re improving how repairs are tracked. OVH’s Asset Management Team and SPS are creating a live tracker so NSO’s can easily see repair progress and outstanding work. While this is being developed, weekly drop-in sessions with SPS are available for updates. Longstanding empty properties are also reviewed in these meetings, and notes are shared with staff. 4. We are currently using Sovini Trade Supplies (STS) for paint packs as they are high quality and excellent value for money as part of the Sovini Group model.
5 - Visiting the Customer
Visits are undertaken with the customer
Experiences with post-move visits varied. Several customers reported not receiving a visit or any communication, with three noting difficulty getting responses when they reached out, and one saying they only received a call after missing rent. Another three had not had a visit but were unconcerned, citing scheduling challenges such as work hours. Six customers had not received a visit but were contacted by their NSO for support and check-ins. The remaining customers were satisfied with the visits they received, describing the support as good and the NSO as helpful. As the customers who were interviewed valued the visit from staff, this was chosen as the third Moment of Truth.
Recommendations
1. As contact with customers can sometimes just be focused on rent, a Tenancy Support function would help with the specific task of settling customers in. 2. A specific member of staff could be appointed, so all customers will receive a visit, and will feel they have been supported by the organisation after moving in. 3. The current process of booking in a visit should be reviewed, to ensure that customers are available for a visit, and potentially increase the number which can be carried out. Currently, there are weaknesses to this, as tasks are received when a visit is necessary, but it can be dependent on the availability of the customer and whether or not they have moved in.
Outcomes
1. The NSO has to complete a New Tenant Checklist and also a RAG rating, which identifies the level of support required. Also, we have a Sustainability Officer in place for customers who require additional support in the first 12 months of their tenancy. 2. All new customers will now receive a phone call one week after moving in by the relevant Neighbourhood Services Team Leader to ask them questions about the allocation process and find out if they are satisfied with the service or require any additional support. Also customers will receive 1 month and 9 month starter tenancy visits. 3. To accommodate both the customer's availability and the NSO's workload, NSO's will typically contact customers by phone to schedule their visit in advance.
6 - Supporting the New Tenant
Support is offered to customers
Eight customers were very happy with the support provided, praising NSO’s for their help with varied needs such as arranging translators, completing repairs, and obtaining white goods. Another eight customers were satisfied with the process but had not required support, though five mentioned receiving paint packs, which one found particularly helpful. One customer received a paint pack and was fitted for a carpet but had not yet received it. A respondent felt more support should have been offered, noting repairs should have been completed before key collection and rent payment. One customer reported needing help but had not received a response.
Recommendations
1. The consensus amongst the staff focus group was that improvements could be made be made to the paint pack. This would increase customer satisfaction with the support offered when moving into a new home, and contribute to improving the condition of the property overall. 2. It was identified that improvements could be made to the Central Support process for providing carpets. This process should be reviewed in order to provide more support to customers. 3. The Home Starter Fund is limited, so only certain items can be provided. NSO's can spend a lot of time to try and source products. An increased budget, or more information for customers on who may be able to support them could help to improve customer satisfaction. 4. Customers can struggle with affording improvements to their home, or have a lack of understanding of how to look after their property. More guidance could be offered on looking after the home, for those who need it.
Outcomes
1. We are currently using STS for paint packs as they are high quality and excellent value for money as part of the Sovini Group model. 2. The process for providing carpets to customers has been improved, and the panel now meets on a weekly basis to discuss customer requirements. 3. The budget is reviewed on an annual basis and again during budget reforecasts. However, there are budget limitations, which make it essential that we use funds for customers that are most in need. 4. Guidance is provided to customers during the sign-up process and more information is provided in the tenancy agreement and welcome pack.
Repairs May be Undertaken
Repairs may be carried out
Three customers had not reported a repair at the time of interview, and one had a repair pending, so could not provide feedback. Among the remaining respondents, six gave very positive comments about completed repairs and praised the operatives for their professionalism and quick turnaround. One customer, awaiting a kitchen replacement, complimented Customer Service Centre staff for arranging an appointment. Three tenants were satisfied with previous repairs but noted outstanding issues, including one chasing a front door repair. Six customers described multiple unresolved faults in their properties; while most were awaiting resolution, only one expressed dissatisfaction with the overall handling.
Recommendations
1. A question asked during the staff focus group was whether OVH's online customer portal, My Account, and the benefits it offers, is being promoted to customers. More could be done to signpost customers to this service, so they know how to report the repairs themselves. 2. Improve on the communication and support regarding repairs. Also, ensure there is effective notification of any follow on jobs, which have been booked for the customer. 3. The Customer Service Centre can sometimes direct customers to NSO’s when they want to report repairs, resulting in the NSO logging the repairs. This can create additional work for the NSO. Repairs should be logged directly when the customer makes contact. Additional training may be required to ensure this process is adopted. 4. Ensure that customers understand what their responsibilities are, in relation to repairs, by providing regular communication in the form of e-mails, texts and website updates. This would provide a regular flow of information, making it clear what they need to look after in their home, and what is in OVH’s remit.
Outcomes
1. My account is promoted for every new customer and a link is sent out in the customer's welcome email. My Account is also promoted by the Customer Service Centre when customers call us. 2. The communication and support process for repairs has been reviewed for new homes. Customers should receive an appointment for any follow up work that has not been completed when the property was empty, and will be conducted when they are in their new home. 3. The Customer Service Centre have been reminded to deal with enquiries at first point of contact whenever possible. 4. Customers are advised of their responsibilities when signing up to their tenancy. This is also documented in the tenancy agreement and on the website. However, going forward we can consider making more use of emails and SMS.
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 new tenants. 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.