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How Hampshire is benefiting from mapping property assets and customer demand
Dr Steve Scholey
Hampshire and Isle of Wight Customer Insight Partnership
Monday 19 March 2012
Smith Square Conference Centreat Local Government HouseSmith Square, London SW1
Blog by Tom Horwood
Executive Director
East Hampshire District Council and Havant Borough Council
The Capital and Asset Pathfinder programme was set up by the Government last year to look at how public sector land and property are managed and used.
Hampshire County Council is in the first wave of councils to pursue this project. Tom Horwood, Executive Director, East Hampshire District Council and Havant Borough Council
Challenges – the national context
Aim: to test how a customer-centric and place-based approach to asset management and capital investment could improve local outcomes and generate significant savings
Opportunities – rationalise, reduce costs (potentially £35bn nationally)
Constraints:
– existing assets, located as per evolving need over a century
– vast range of services – delivery arrangements (and customer intelligence) separated from asset management and capital investment
– savings should not be made to the detriment of service quality
Capital and Assets Pathfinder Programme 2010-11
Customer demand workstreamhttp://www.communities.gov.uk/documents/localgovernment/pdf/capassets.pdf
Understand Community Needs
What are they?
How will they change over the
next decade?
Shape Service Delivery
What structure of public sector
services is required to meet these needs
and trends?
Re-profile the public estate
How can the combined asset
portfolio be reshaped to support
these services?
Linking Customers with Services and Assets
Hampshire CC has developed a methodology based around a series of workshops with public sector partners that they tested in Winchester and Basingstoke last year.
Their approach identified substantial savings if public sector organisations could come together and rethink how they use their assets,
taking account of customer need and joining up their approach. Tom Horwood, Executive Director, East Hampshire District Council and Havant Borough Council
WorkstylesCMT Asset RationalisationSchools ReviewCo-locationExtra Care
Estates Review
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rsArea opportunities workshops... participants included health, ambulance, fire and police services, as well as the Government property unit... joined by... relevant Service Managers... and Councillors as portfolio holders for assets...
Tom Horwood, Executive Director, East Hampshire District Council and Havant Borough Council
Opportunities Workshop, Petersfield
the live projection of the
GIS on a large screen
at the end of the table
worked particularly well
We spent a morning together learning about each organisation’s strategies and challenges for the coming years, pored over paper and electronic maps, and
started to understand exactly where our various assets sit, how they relate to each other and what customer demand might look like in the future.
Tom Horwood, Executive Director, East Hampshire District Council and Havant Borough Council
Public sector property assets, Basingstoke
County
District
Police
Cent. Govt.
HealthMoDFire & Rescue
Linking Services and Assets
Understand Community
Needs
Shape Service Delivery
Re-profile the public
estate
A B C D E F G H I J K L M N O
Mosaic Group
Contact preference (Experian’s UK model)
All households
customer insight partnership
Linking Customers with Services
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Households
PREFER FACE-TO-FACE
AVOIDFACE-TO-FACE
‘Top 30%’
© Crown copyright. All rights reserved HCC (100019180) (2011)
customer insight partnership
Re-profile the public estate
Model ‘best-fit’ locations for
services
‘hot’
‘not’
F2F contact preference
(top 30% from Experian’s UK
model)
Customer demand
Asset / service locations
Linking Customers with Services and Assets
Exploring customer demand: Community needs
improved accommodation
social integration
communication issues and barriers
to accessing services
temporary / long term
guidance in day-to-day
living
physical / cultural
development
assisted bin collections
Fire Safety Check
medical treatment / assistance
mental / physical health support /
assistance
access to democracy
e.g. planning voting
access to an active and supportive community
being part of a group to
provide advice and guidance
being an advocate -speaking on behalf
of a group
Community conversations
Circle of need
Local services usually used face-to-face
Exploring customer demand: Service priorities and needs
New EHDC / HBC Corporate Strategies 2012-17 and 2012-13 budgets
Take account of customer insight, economic trends, government policy and input from colleagues
Debated publicly with councillors at scrutiny meetingsand with residents at Community Forum
Provide a robust framework for future decisions about service delivery and resource allocation, around the three strategic themes
Recognise that public sector has to change how it functions in response to community as well asgovernment expectation if it is to be sustainable
We are at the vanguard of this change in Hampshire
Will be used as the basis for our service business plans, which – for the first time – will look ahead three years, rather than one
This way of thinking is embedded in our two councils’ draft Corporate Strategies in the priority themes of economic growth, financial sustainability and public service excellence. Tom Horwood, Executive Director, East Hampshire District Council and Havant Borough Council
Havant's Public Service Plaza
Delivering better public services…an innovative change to the way that local authority services
work together to provide the best possible service to the public
…first phase opened October 2011, giving residents easy access to a variety of council and voluntary sector services in one location
A shared community space The atrium – an ideal meeting place,
with free wireless internet access, four terminals for public use and vending machines for snacks / drinks
Event suite – available to organisations, community groups and individuals
The principle is very simple... exemplified by success of Havant’s Public Service Plaza, initiated by HBC a few years ago and enthusiastically supported by Hampshire CC.
Tom Horwood, Executive Director, East Hampshire District Council and Havant Borough Council
Havant's Public Service Plaza
Savings for taxpayers Building 35-40% more energy-efficient per m2
+ space-sharing (+300 staff in Phase 2)
> reduced running costs
Streamlined ways of staff working to save money and time
Co-locating services (HBC and HCC)
> fewer staff and resident journeys
> reduced travel costs / carbon footprint
Estimated savings of £100,000 pa + reduced CO2 emissions
Buildings no longer occupied to be sold
The principle is very simple... exemplified by success of Havant’s Public Service Plaza, initiated by HBC a few years ago and enthusiastically supported by Hampshire CC.
Tom Horwood, Executive Director, East Hampshire District Council and Havant Borough Council
What Next for Hampshire?
...a really interesting and demanding session, which we will build on at the next workshop
...exactly the sort of inter-agency discussion that we need to be having if we are going to deliver sustainable and successful services in the future.
Tom Horwood, Executive Director, East Hampshire District Council and Havant Borough Council
Hampshire public sector partnership projects
Existing: Havant Plaza, Ringwood Gateway
Outline Business Cases, 2011: – Winchester, Basingstoke (with Hart)
Future urban areas identified for collaborative Pathfinder approach
Extrapolate the case:
Focus on specific opportunities
Grow portfolio of projects
How Hampshire is benefiting from mapping property assets and customer demand
Dr Steve Scholey
Hampshire and Isle of Wight Customer Insight Partnership
Questions / Discussion
