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Embedding customer insight into the corporate culture Cheryl Coppell, London Borough of Havering


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Embedding customer insight into the corporate culture Cheryl Coppell, London Borough of Havering

  1. 1. Embedding Customer Insight into the Corporate Culture Cheryl Coppell Chief Executive London Borough of Havering
  2. 2. Where is Havering?• Situated in Outer North East London, Havering is the third largest London borough by area at 112 square kilometres (43 square miles)• The Borough is well connected, with good rail and road links to central London, Stansted airport, the M25 and ports in Essex and Kent• Havering’s principal town centre is Romford, followed by the smaller town centres of Hornchurch, Upminster and Rainham
  3. 3. Havering’s Population• Total population of 236,100• 5.38% above 80 (compared to 3.39% for London)
  4. 4. Population Projections • Population +11.5% by 2021, faster than London average • This will be due to population growth and positive net migration • Increased numbers of health conditions affecting older people • Cancer • CVD • Respiratory illness • Dementia • Osteoporosis (& falls fractures) • Pressures on related services
  5. 5. Deprivation Ward No. of LSOAs IMD Average RankGooshays 9 34.14 1Heaton 8 31.91 2South Hornchurch 8 22.30 3Havering Park 8 21.85 4Brooklands 9 19.72 5Romford Town 9 18.15 6Harold Wood 8 17.36 7Rainham and Wennington 8 16.95 8Mawneys 8 16.57 9Elm Park 8 16.54 10St Andrews 9 12.94 11Hylands 8 11.29 12Pettits 9 11.10 13Squirrels Heath 8 10.84 14Hacton 8 10.32 15Emerson Park 8 9.89 16Cranham 8 7.08 17Upminster 8 5.97 18
  6. 6. Havering’s HealthAreas for Improvement • Early help for vulnerable people in the community • Dementia – improved identification and support • Early detection of cancer • Tackling obesity – 27% of Adults • More integrated care for ‘frail elderly’ • Focusing on our ‘Top 100 families’ • Reducing avoidable hospital admissions
  7. 7. Challenges facing the Council• Significant budget savings: £40m by 2014• Very low grant base = high council tax• Already very low unit costs of services• Ageing population – disproportionate strain on social care• Some bureaucratic processes• How do we deliver services more efficiently whilst protecting those that really matter to local people?
  8. 8. The Havering 2014 programme • Transformation programme will enable us to meet new financial and service challenges whilst supporting culture change • Need to bridge a funding gap of £40 million over four years • Comprises eight separate work programmes
  9. 9. Our Transformation Objectives• 3 ‘change’ principles – To be efficient, focussed and fair• The sort of council we want to be is – A council that works smarter – A council that works with others – A council that prioritises effectively• Moving away from universal, prescribed services towards personalised services targeted at people who really need them• Allowing customers to have more choice• Need to have the insight that allows us to target customers more effectively
  10. 10. Using Customer Insight to target services• We have been developing a tool to target residents based on their characteristics and preferences• We first purchased Mosaic from Experian in 2006 – a generic customer profiling tool based on “general” characteristics• It made Havering look like a tale of two cities – not precise enough• In 2011, a new bespoke segmentation tool was built using our own customer data sets form across the council and PCT as well as new Mosaic data• 12 different segments, specific to our population• Allows us to identify at a household level the communication preferences of our residents and which services they do and don’t use• This enables us to target the right services at the right people in the right way
  11. 11. The Over 65s Volunteer Consultation Project
  12. 12. Aims of the Project• Aims and purpose of the project evolved as the project progressed!• Consult with vulnerable older people on council services, to encourage take-up and take feedback on services, specifically: • Older residents that are most in need of support or direct services, and • Older residents who may be unaware of the full range of services they are eligible to use.• Using Customer Insight, target consultation more effectively• Increase customer satisfaction with Council• Developed into an early intervention model, using an army of local volunteers
  13. 13. Targeting Specific Older People• We used our customer segmentation tool to target older people based on the following indicators: – Low Income Pensioners – Reliance on State Pension – Not currently on social care register – Low Household Incomes (<£13,499) – Rented Homes AND home ownership (asset rich cash poor) – Low Savings• It showed us that these people prefer face to face contact → we designed a household visit engagement model
  14. 14. Using Customer Insight to Target Consultation• This identified 5000 residents over 65• Identified a sample of their addresses• Plotted them on a map• Contacted residents to arrange household visits• This meant we would be able to target specific households that were definitely within our target audience
  15. 15. Project DeliverablesOriginal Targets: • 500 older people contacted or visited • 150 referred to Council and Partner services • Increased satisfaction of older people with council services since last year • Reduced avoidable contact by older people contacting the councilActual Performance: • 1235 residents contacted and 564 visited in their own homes • 2824 requests for services or more information
  16. 16. Outcomes• Early Intervention Successes: • CAB advised a resident living in hardship who is now £120pw better off • Referrals to NHS Community services for dental implants • A number of older people were assessed for social care support through Havering Direct • Huge increase in aids and adaptations take-up • Garden clean-ups • Housing improvements identified • £64,806 in unclaimed benefits identified
  17. 17. Other outcomes• Increased skills of the volunteers• Face to face service highly effective and well received by customers - 98% satisfaction• Cost savings of using volunteers (1152 hours = approx £14,400)• Key issues: social isolation, lack of awareness of support• We are now developing a volunteering network based on this model ‘Activate Havering’ to tackle social exclusion and loneliness
  18. 18. A corporate programme of using customer insight to target services• Targeting Energy efficiency grants – 25% more take- up than universal advertising approach• Top 100 families profiling• Direct Debits and channel shift• Fostering campaigns• Increasing Telecare take-up• Embedding into CRM system to proactively refer people to services when people call the council• Free school meals• Encouraging recycling
  19. 19. Any Questions