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

Kingston Upon Hull City Council

“Applying Customer Insight to make better informed decision making”
Capital and Asset Rationalisation Programme

© Kingston Upon Hull City Council

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 customers

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


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


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..


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


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?


North Carr Pilot Area – Capital & Assets Pathfinder

North Carr

Hull

No. of Assets, Valuation and Initial Assessment


North Carr Pilot Area – Capital & Assets Pathfinder


Customer Insight Analysis – Building a picture

New 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 young
Working in trades or many non dependant, two are young couples some have extended families. Many just children, many single parents
professional occupations, person households young children around retirement age
good incomes with car Very high unemployment, low
ownership 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 incomes

Very low service usage of Low service usage of Council, Low service usage of public High service usage of Highly dependant on Public
public sector in general average levels of health services in general public sector sector
service usage
Main 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, Transport

Web for transacting, reporting Prefer telephone for Tend to use telephone and Face to face or telephone for Prefer Face to face for all
and 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 information
Will use Telephone
requests

Museums, Theatres, Arts, City Museums, Theatres, Arts, Street Care & Cleaning, Council Housing, Community Council Housing, Community
centre 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

Lothian Way

Soffham
Depot
Roebank
Arcade

The North
Point Hub


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
connexions

North Carr Area

Police Station

North Point
Shopping Zone

Bransholme Library

Customer Service Centre

Bransholme Health Centre



70% % of service / information requests by profile group:

60% • 85% of North Point CSC users come from either the C2 or C4
58%
customer profile group
50% Customer Service
Centre

40%

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



40% % of patient registrations at Bransholme Health Centre
34%
35%
• 6.350 registrations at health centre in total
30%
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


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
connexions

North Carr Area

Police Station

North Point
Shopping Zone

North Point CSC – Changing Service Delivery

80% 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%


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 connexions

Savings Total: 6) Post Office
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
© Kingston Uponcentre
to community Hull City Council

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


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


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: andrew.parkinson@hullcc.gov.uk
Tel@ 01482 613336


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

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