Enhancing the Consumer Intake Process for Disability Consumers

Strategic Solution

Impact Co. conducted a review of Tipping’s existing intake process by developing a detailed map of the customer journey, highlighting challenges and areas for improvement.

With this knowledge, Impact Co. worked closely with a broad cross-section of the organisation – including its customers – to design a new intake process, ensuring broad buy-in across the organisation. In undertaking this work, the following principles were central:

  • Clear segmentation of customers – Segmenting customers according to their needs and ensuring that the intake process is fit-for-purpose for each customer segment. By doing this, it became clear that there needed to be variations to the intake process to meet the needs of the different customer segments.

  • Consistency of interaction – Minimising the number of staff members involved in interactions with each customer

  • Accountability – Every step in the intake process needs to be the responsibility of a single staff member to ensure accountability

  • Leveraging data – Data gathered during the intake process must be leveraged as much as possible to measure the organisation’s performance and to help inform decision making.

Input from Tipping’s customers was also sought to help validate key assumptions around the revised intake process.


The Tipping Foundation (Tipping), now House With No Steps

Business Problem

The National Disability Insurance Scheme (NDIS) has principles of choice and control at its core. This enables people with a disability to choose their service provider, creating a competitive market in the disability sector. As a result, Tipping has had to rethink its approach towards customer intake and onboarding, placing greater emphasis on delivering good customer service.

Why Impact Co.

Impact Co. was engaged to assist Tipping to enhance its intake process, ensuring that staff and customers have a positive experience, while also driving efficiency.

We were engaged by Tipping to assist with this project based on the following factors:

  • Our longstanding history of working with Tipping and having a good understanding of existing systems and process;

  • Our ability to provide new perspectives and facilitate fresh thinking;

  • Our experience creating positive customer experiences through effective process improvement.

Learnings for Other Organisations

  1. Having a deep appreciation of who your customers are (ie, the different segments), how they like to interact, and the reasons for engaging with your organisation is necessary and critical information to inform any changes that you make that can have an impact on the customer experience

  2. In any process of organisational change, it is critical to engage not just stakeholders who are involved in that particular process, but also individuals upstream and downstream of the process, as there might be unforeseen implications.

  3. Data is critical to help inform decision making. Organisations who make decisions in the absence of robust data analytics run the risk of missing out on key opportunities or investing resources in the wrong place.

Project Outcomes

This work culminated in the design of a significantly improved intake process, enabling Tipping to conduct the intake process more efficiently and delivering better experiences for incoming customers.

Since completing the project, Tipping has seen an improvement in:

  • The time it takes for customers to progress through the intake process;

  • The organisation’s responsiveness to new enquiries; and

  • The use of data collected during the intake process to identify future marketing and growth opportunities

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