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. 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
© Kingston Upon Hull City Council

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

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. 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. Mapped profiles by Lower Census Output Area
© Kingston Upon Hull City Council

8. Households layer over customer profile groups
© Kingston Upon Hull City Council

9. Customer Insight Booklets – Who lives in Hull
© Kingston Upon Hull City Council

10. Customer Insight Booklets – What services are important?
© Kingston Upon Hull City Council

11. Customer Insight Booklets – What services are do they use?
© Kingston Upon Hull City Council

12. North Carr Pilot Area – Capital & Assets Pathfinder
North Carr
Hull
© Kingston Upon Hull City Council

13. No. of Assets, Valuation and Initial Assessment
© Kingston Upon Hull City Council

14. North Carr Pilot Area – Capital & Assets Pathfinder
© Kingston Upon Hull City Council

15. 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
© Kingston Upon Hull City Council

16. Lothian Way
Soffham
Depot
Roebank
Arcade
The North
Point Hub
© Kingston Upon Hull City Council

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
connexions
North Carr Area
Police Station
North Point
Shopping Zone
© Kingston Upon Hull City Council

18. Bransholme Library
Customer Service Centre
© Kingston Upon Hull City Council

19. Bransholme Health Centre
© Kingston Upon Hull City Council

20. Customer Insight Analysis – Building a picture
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
© Kingston Upon Hull City Council

21. Customer Insight Analysis – Building a picture
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
© Kingston Upon Hull City Council

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
connexions
North Carr Area
Police Station
North Point
Shopping Zone
© Kingston Upon Hull City Council

23. 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%
© Kingston Upon Hull City Council

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 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

25. New Health Centre Plan – Council to take up ‘Community Space’
© Kingston Upon Hull City Council

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. 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. Further Information
Andy Parkinson
Kingston Upon Hull City Council
E-mail: andrew.parkinson@hullcc.gov.uk
Tel@ 01482 613336
© Kingston Upon Hull City Council