applying customer insight to make better informed decision making, kingston upon hull

©© Kingston Upon Hull City CouncilKingston Upon Hull City Council

Kingston Upon Hull City Council

“Applying Customer Insight to make better informed decision making”

Capital and Asset Rationalisation Programme


Our 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 customers

Strategic Objectives

Operational 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


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


One Public Estate – Asset Map for public sector ownershipPublic Sector Owned land & assets – Kingston Upon Hull


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!

Asset Mapping – public sector owned buildings and land across the city.

Demographic & Socio economic data –publicly available from census and ONS

Transactional Data – Detailed data from our CRM, service requests, info and failures

Market Research – conducted by the Council, behaviours & attitudes

Health Stats & research into health behaviours

Crime data – ASB, burglary, car crime etc..


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

Developing a base classification for data matching


Mapped profiles by Lower Census Output Area


Households layer over customer profile groups


Customer Insight Booklets – Who lives in Hull


Customer Insight Booklets – What services are important?


Customer Insight Booklets – What services are do they use?


Hull

North Carr

North Carr Pilot Area – Capital & Assets Pathfinder


No. of Assets, Valuation and Initial Assessment


North Carr Pilot Area – Capital & Assets Pathfinder


Customer Insight Analysis – Building a picture

New build estates

Young, affluent with children

Working in trades or professional occupations, good incomes with car ownership

Mixed semi detached housing, 2 and 3 beds

Middle aged, older children, many non dependant, two person households

Working in mixed occupations

Medium incomes

Mostly small owner occupied terraced housing

Mixed age groups but many are young couples some have young children

Working in mixed occupations, increasing income levels

Long term council tenants, some right to buys

Older age groups, with large extended families. Many just around retirement age

High unemployment, those worked/working in semi routine with low incomes

Short term council tenants, with high ‘churn’

Young people with young children, many single parents

Very high unemployment, low skills, with very low income levels

Very low service usage of public sector in general

Main service usage -Environmental

Low service usage of Council, average levels of health service usage

Main service usage –Environmental& Council tax queries

Low service usage of public services in general

Main service usage –Environmental

High service usage of public sector

Main service usage –Environmental, health & social care, Housing, Benefits, Transport

Highly dependant on Public sector

Main service usage –Housing & benefits services

Web for transacting, reporting and finding out information.

Will use Telephone

Prefer telephone for transacting and reporting, will consider web for information requests

Tend to use telephone and web for transacting, reporting, and finding out information

Face to face or telephone for all contact – few will use web

Prefer Face to face for all contact

Council Housing, Community Facilities, Youth Provision, Children and Family Care, Benefits

Council Housing, Community Facilities, Benefits, Health & Social Care

Street Care & Cleaning, Roads and Pavements, Recycling, Public Transport

Museums, Theatres, Arts, Parks & open spaces, City centre regeneration, recycling, street cleaning

Museums, Theatres, Arts, City centre regeneration, recycling,


The North Point Hub

Lothian Way

Roebank Arcade

Soffham Depot


New Health Centre Site

Old Health Centre

Council CSCCouncil Library

Council Community Centre

Council building connexions

Police Station

Rented Office Space Housing Staff

Council Social Services

Post Office

North Point Shopping Zone

North Carr Area


Bransholme Library

Customer Service Centre


Bransholme Health Centre


3% 5% 3% 1% 0% 0% 0%

27%

2%

58%

0%

10%

20%

30%

40%

50%

60%

70%

A1 A2 A3 B1 B2 B3 C1 C2 C3 C4


Customer Service Centre

% of service / information requests by profile group:

• 85% of North Point CSC users come from either the C2 or C4 customer profile group

6%

13%11%

1% 0% 1% 2%

19%

3%

46%

0%5%

10%15%20%25%30%35%40%45%50%

A1 A2 A3 B1 B2 B3 C1 C2 C3 C4

Bransholme Library

% of service users of Library by profile group

• 2598 users of library last year


13%15%

12%

2% 1% 0%2%

20%

2%

34%

0%

5%

10%

15%

20%

25%

30%

35%

40%

A1 A2 A3 B1 B2 B3 C1 C2 C3 C4

% of patient registrations at Bransholme Health Centre

• 6.350 registrations at health centre in total


Bransholme Health Centre

Bransholme Community Centre1%4%

0% 0% 0% 0%

28%

48%

8%11%

0%

10%

20%

30%

40%

50%

60%

A1 A2 A3 B1 B2 B3 C1 C2 C3 C4

Bransholme Community Centre

% of people using Centre

• * small annual user survey – small sample sizes


New Health Centre Site

Old Health Centre

Council CSCCouncil Library

Council Community Centre

Council building connexions

Police Station

Rented Office Space Housing Staff

Council Social Services

Post Office

North Point Shopping Zone

North Carr Area

Knowing what we know – how would we rationalise….?


1%13%

0% 0% 3% 2%

71%

5% 0% 0% 0% 0% 1% 1% 0% 4%0%

20%

40%

60%

80%

BAI EAF EAS EJC ENV GPP HOU HWC IAC IAD LAC LIC PAO PJR STI TAI

North Point CSC – Changing Service Delivery

Housing Benefit

Housing Rents

Council Housing Estate specific

Council Housing Applications

Repairs

Other 1 cm = 5%

Council Tax - Amount owing / Payments

Council Tax - Other

Council Tax - Discounts


New Health Centre

1. Council CSC

Savings Total:1) Council CSC – 15 yr lease, 70k per year

2) 25 Housing Staff move to Bespoke Centre (currently under capacity) – 20k per year saving

3) Leverage of Library with developer offset against termination of CSC lease – Annual maintenance cost saving – 11k

4) Connexions Building for sale on open market –value of 150k, annual maintenance saving - 9k

5) Social service building for sale on open market – 90k – annual maintenance saving 4k

6) Post Office takes cash payments from CSC –annual saving of handling cash on site 50k

7) Remaining drop service on social care moved to community centre

2. Rented Office Space Housing Staff

3. Council Library

4. Council building connexions

5. Social Services

6) Post Office

7. Care services drop in moved to community centre


New Health Centre Plan – Council to take up ‘Community Space’


North Point Zone – Summary impact on proposals

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

Benefits to the organisation

Benefits to customers

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

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


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


Further Information

Andy Parkinson

Kingston Upon Hull City Council

E-mail: [email protected]

Tel@ 01482 613336

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