Applying customer insight to make better informed decision making, Kingston upon Hull

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Applying customer insight to make better informed decision making, Kingston upon Hull

  1. 1. Kingston Upon Hull City Council “Applying Customer Insight to make better informed decision making” Capital and Asset Rationalisation Programme© Kingston Upon Hull City Council
  2. 2. Our Objectives….Strategic Objectives Build stronger links with public sector partners and prove a partnership approach can yield significant benefits to the city Reduce the size of the public estate, carbon reduction, and rationalise around the needs and wants of customersOperational Objectives Map capital inflows, land and property and develop a customer classification system to explore service need and usage. Test our approach in a pilot area of Hull to develop a set of principles / framework which can be applied to any area of the city if successful Reduce the public estate in the pilot area by up to 25% and realise annual maintenance savings of up to 30% Maintain or improve the levels of access to current services provided from the public estate© Kingston Upon Hull City Council
  3. 3. One Public Estate – the Hull perspective The Public Sector in Hull between 60%-70% of land and buildings (3,000 + assets) across the city, net value of £2billion with annual running costs of c.£95m Capital programme over the coming years worth c.£600m with £480m invested by the Local Authority. Early analysis of asset register highlighted that of Council assets alone over 200 were deemed surplus with a net valuation of c.£40m, a further 500 categorised as potential re-use/surplus worth £131m. Long Term strategy on capital and assets to significantly improve business decisions around capital and asset programme to reduce no. of future investments failing Re-model public estate around both current and future needs of customers, reducing no. of surplus assets (community transfers, demolition, re-use policies) Pilot study to focus on one area within the city – a need to develop principles in applying a capital and assets as a methodology© Kingston Upon Hull City Council
  4. 4. Public Sector Owned land–& assets – Kingston Upon Hull One Public Estate Asset Map for public sector ownership© Kingston Upon Hull City Council
  5. 5. Developing a customer insight data hub with key partner agencies Significant amount of data available within the city, desire to pull key datasets together to form a central system of intelligence across Hull. National models don’t work in Hull! Demographic & Socio economic data – publicly available from census and ONS Asset Mapping – public sector owned buildings and land across the city. Transactional Data – Detailed data from our CRM, service requests, info and failures Health Stats & research into health Market Research – conducted by the behaviours Council, behaviours & attitudes Crime data – ASB, burglary, car crime etc..© Kingston Upon Hull City Council
  6. 6. Developing a base classification for data matching Using OAC classifications and Hull’s own census data, Cluster analysis has determined 10 distinct customer groups residing across the city. The groups are factored by key demographic and socio economic variables. Owner occupiers living predominately in terraced, semi detached & detached housing. Private rents from private landlords, predominately terraced housing and flats. Public sector rents, mainly from the Council living in mixed accommodation types© Kingston Upon Hull City Council
  7. 7. Mapped profiles by Lower Census Output Area© Kingston Upon Hull City Council
  8. 8. Households layer over customer profile groups© Kingston Upon Hull City Council
  9. 9. Customer Insight Booklets – Who lives in Hull© Kingston Upon Hull City Council
  10. 10. Customer Insight Booklets – What services are important?© Kingston Upon Hull City Council
  11. 11. Customer Insight Booklets – What services are do they use?© Kingston Upon Hull City Council
  12. 12. North Carr Pilot Area – Capital & Assets Pathfinder North Carr Hull© Kingston Upon Hull City Council
  13. 13. No. of Assets, Valuation and Initial Assessment© Kingston Upon Hull City Council
  14. 14. North Carr Pilot Area – Capital & Assets Pathfinder© Kingston Upon Hull City Council
  15. 15. Customer Insight Analysis – Building a pictureNew build estates Mixed semi detached housing, Mostly small owner occupied Long term council tenants, Short term council tenants, 2 and 3 beds terraced housing some right to buys with high ‘churn’Young, affluent with children Middle aged, older children, Mixed age groups but many Older age groups, with large Young people with youngWorking in trades or many non dependant, two are young couples some have extended families. Many just children, many single parentsprofessional occupations, person households young children around retirement agegood incomes with car Very high unemployment, lowownership Working in mixed occupations Working in mixed High unemployment, those skills, with very low income Medium incomes occupations, increasing worked/working in semi levels income levels routine with low incomesVery low service usage of Low service usage of Council, Low service usage of public High service usage of Highly dependant on Publicpublic sector in general average levels of health services in general public sector sector service usageMain service usage - Main service usage – Main service usage – Main service usage –Environmental Main service usage – Environmental Environmental, health & Housing & benefits Environmental& Council tax social care, Housing, services queries Benefits, TransportWeb for transacting, reporting Prefer telephone for Tend to use telephone and Face to face or telephone for Prefer Face to face for alland finding out information. transacting and reporting, will web for transacting, reporting, all contact – few will use web contact consider web for information and finding out informationWill use Telephone requestsMuseums, Theatres, Arts, City Museums, Theatres, Arts, Street Care & Cleaning, Council Housing, Community Council Housing, Communitycentre regeneration, recycling, Parks & open spaces, City Roads and Pavements, Facilities, Benefits, Health & Facilities, Youth Provision, centre regeneration, recycling, Recycling, Public Transport Social Care Children and Family Care, street cleaning Benefits © Kingston Upon Hull City Council
  16. 16. Lothian Way Soffham Depot Roebank Arcade The North Point Hub© Kingston Upon Hull City Council
  17. 17. Council Community New Health Centre Centre Site Old Health Centre Council Council CSC Library Council Social Rented Office Services Space Housing Staff Council building Post Office connexionsNorth Carr Area Police Station North Point Shopping Zone© Kingston Upon Hull City Council
  18. 18. Bransholme LibraryCustomer Service Centre © Kingston Upon Hull City Council
  19. 19. Bransholme Health Centre© Kingston Upon Hull City Council
  20. 20. Customer Insight Analysis – Building a picture70% % of service / information requests by profile group:60% • 85% of North Point CSC users come from either the C2 or C4 58% customer profile group50% Customer Service Centre40%30% 27%20%10% 5% 3% 3% 1% 2% 0% 0% 0% 0% A1 A2 A3 B1 B2 B3 C1 C2 C3 C4 50% 46% 45% % of service users of Library by profile group 40% 35% • 2598 users of library last year 30% 25% 19% 20% 15% 13% Bransholme Library 11% 10% 6% 5% 2% 3% 1% 0% 1% 0% A1 A2 A3 B1 B2 B3 C1 C2 C3 C4© Kingston Upon Hull City Council
  21. 21. Customer Insight Analysis – Building a picture40% % of patient registrations at Bransholme Health Centre 34%35% • 6.350 registrations at health centre in total30%25% 20%20% 15%15% 13% 12%10% Bransholme Health Centre 5% 2% 2% 2% 1% 0% 0% A1 A2 A3 B1 B2 B3 C1 C2 C3 C4 60% % of people using Centre 48% 50% • * small annual user survey – small sample sizes 40% 30% 28% Bransholme Community Centre 20% 11% 10% 8% 4% 1% Bransholme Community Centre 0% 0% 0% 0% 0% A1 A2 A3 B1 B2 B3 C1 C2 C3 C4© Kingston Upon Hull City Council
  22. 22. Knowing what we know – how would we rationalise….? Council Community Centre New Health Centre Site Old Health Centre Council Council CSC Library Council Social Rented Office Services Space Housing Staff Council building Post Office connexionsNorth Carr Area Police Station North Point Shopping Zone© Kingston Upon Hull City Council
  23. 23. North Point CSC – Changing Service Delivery80% 71%60%40%20% 13% 1% 3% 2% 5% 1% 1% 4% 0% 0% 0% 0% 0% 0% 0%0% BAI EAF EAS EJC ENV GPP HOU HWC IAC IAD LAC LIC PAO PJR STI TAI Housing Benefit Council Tax - Amount owing / Payments Housing Rents Council Tax - Discounts Council Housing Applications Council Tax - Other Council Housing Repairs Estate specific Other 1 cm = 5% © Kingston Upon Hull City Council
  24. 24. 7. Care services drop in moved to community centre 3. Council Library New Health Centre 5. Social Services 1. Council CSC 2. Rented Office Space Housing Staff 4. Council building connexionsSavings Total: 6) Post Office1) Council CSC – 15 yr lease, 70k per year2) 25 Housing Staff move to Bespoke Centre (currently under capacity) – 20k per year saving3) Leverage of Library with developer offset against termination of CSC lease – Annual maintenance cost saving – 11k4) Connexions Building for sale on open market – value of 150k, annual maintenance saving - 9k5) Social service building for sale on open market – 90k – annual maintenance saving 4k6) Post Office takes cash payments from CSC – annual saving of handling cash on site 50k7) Remaining drop service on social care moved © Kingston Uponcentre to community Hull City Council
  25. 25. New Health Centre Plan – Council to take up ‘Community Space’© Kingston Upon Hull City Council
  26. 26. North Point Zone – Summary impact on proposals Benefits to the organisation Annual savings from rents, maintenance, annual running costs of £164,000, 5 buildings/sites removed from area and rationalised via co-location with partners or other buildings. Potential Capital receipts of £240,000 Helped embed customer insight into decision making as a ‘default’ approach – increased engagement with service areas on working out of silo’s – also a transferable method to other areas of the city Benefits to customers Co-location of CSC & Library with health centre makes accessing services easier, and encourages wider participation in all 3 functions. Major opportunity to sign post cross sector services – those coming into the new CSC can be pushed towards health services, jobs bulletins, library services as all in one place. Can make quicker cash payments at Post office, and will get more targeted housing related queries at new CSC in health centre – ‘Housing Benefit Info Point’ to be installed for ‘self service’ and channel shift integration© Kingston Upon Hull City Council
  27. 27. If we didn’t exist…..what would have happened? Would need to make significant investment in building maintenance over the next 5 years adding significant pressure to stretched capital investment programme Customers would continue to have to move to many buildings to access services, less likely to get to some of the services they need ‘proactively’ Library would have closed down due to unsustainable costs of operation resulting in the loss of a community facility which we know key customer groups use (C4,C2) and prioritise. Would remain ‘trapped’ in a lease and a non fit for purpose customer service centre, making ‘channel shift’ extremely difficult moving away from face to face counter services Wouldn’t maximise the benefit of working with other public sector partners such as ‘Health’ – costing the public purse higher levels than required from working in silo’s. Community Space in Health Centre wouldn’t have offered any significant social impact© Kingston Upon Hull City Council
  28. 28. Further Information Andy Parkinson Kingston Upon Hull City Council E-mail: andrew.parkinson@hullcc.gov.uk Tel@ 01482 613336© Kingston Upon Hull City Council

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