iCARE: NSW LAND & HOUSING
We worked with the NSW Land & Housing Corporation to help design a more empathetic customer service for some of the most vulnerable people in the state.
Background
After 17 years with a commercial insurer, NSW Land & Housing Corporation was moving its personal injury and property insurance to iCare. L&HC owns or operates all public housing within NSW. It's a huge property portfolio with over 125,000 properties and the insurance needs of their tenants are complex due to many social and economic factors. For this project I worked with the L&HC and iCare to co-design a more empathetic customer service for some of the most vulnerable people in the state.
The Objective
The change of insurance provider was seen as an opportunity for iCare to improve the service for L&HC and pilot those service improvements with a view to roll out these services to other customers.
The Project
First, we needed to benchmark the former service against the iCare service to identify gaps that might need fast resolution during the transition. Once we had a service benchmark, and the transition was stabilised, we moved onto service improvements.
The Process:
01: DISCOVERY - Through a series of design workshops and journey mapping sessions, we took a deep dive into the tenant / claimant experience for personal injury and property damage.
02: CO-DESIGN & JOURNEY MAPPING - I visualised the existing product experience and the proposed future state experience on a journey wall and used this space to validate insights, collaborate with subject matter experts within iCare and the L&HC Claims Management team.
03: PRODUCT FEATURE CANVAS - As a team we explored customer pain points, opportunities, and sparked ideas for service improvements.
04: FUTURE STATE VISION - The process generated ideas for service improvements that I captured on individual ideas canvases that we used to stack rank with the client and build out a pipeline of feature improvements that could be prioritised for delivery. The canvases were delivered at the end of the project as part of a written report.
The Results:
This project delivered above and beyond for the client. In ten weeks I delivered:
A journey map of current and future states for the L&HC existing service
A clear set of critical service standards that needed manual observation or hyper vigilance during the service transition.
17 co-designed ideas canvas for service improvements.