1. Welcome

2. South & South East Region
Monday 20 November 2017
Old Thorns Manor Hotel
Liphook

3. Simon Lee Chief Executive

4. Topics Financial performance – CSSC Ltd Recruitment & Retention
Member Benefits
Digitalisation Programme
Priorities for next 12 months
Looking forward

5. Financial Performance – Sep 2017
£350k ahead of budget
Due to increased membership
Investment in national member benefits
£1m dividend from CSSC Properties to allow for these investment opportunities

6. Financial Performance - 2017
Latest membership figures continue to climb (136,300 – Aug 2017)
Resulting in positive variance against budget as at August 2017
Continuing to invest in CSSC
In a good place.
Membership income continues to grow – first time in many years exceeded our membership target and income.
Q. What do you think are the key drivers to this?
A. Central benefits plus what you deliver at Regional and Area level.

7. Investment v Membership (2009 – 2017)
When I joined CSSC 5 years ago, there was a lack of central investment particularly in benefits, IT, supporting our volunteers and some skill shortages at Head Office. Needed to address these issues …
Invested in members’ benefits
Brought in expertise to Head Office e.g. Commercial Director, CFO, IT Security

8. Total Membership 1989-2017 Highest membership numbers for 10 years.
A picture paints a thousand words!
CSSC wide effort - a team effort.

9. Joiners

10. Joiners – By Region Midlands: 4th for new joiners, 6th for all members
Scotland: 8th for new joiners, 4th for all members

11. Leavers
You can see how the trend is for these figures to fluctuate.
Its about engagement, awareness of product.
Engaged members stay.
Formed a cross department team in Head Office.
Board Awayday discussed retention earlier this year.
Looking at customer experience and journey.

12. Leavers Analysis 2016 vs 2017

13. Total Membership 2013 – 2017 (Jul)
Year
Members
% Change
2013
115,986
-2.0%
2014
116,180
+0.2%
2015
119,241
+2.6%
2016
123,245
+3.4%
2017 (Sep)
136,350
+10.6%

14. Net growth 2013 – 2017 (Jul)
Year
Joiners
Leavers
Variance
2013
11,678
13,972
-2,294
2014
13,902
13,708
+194
2015
17,188
14,127
+3,061
2016
19,798
15,794
+4,004
2017 (Aug)
21,601
8,488
+11,244
Leavers still too high – though lower numbers so far in 2017.
Q. What are your thoughts on how to retain members?

15. Public Sector (non CS) Membership
Year
PS Members
% increase
2014
2,399
+237%
2015
3,999
+67%
2016
6,239
+56%
2017 (Jul)
11,943
+91%
Slow but steady growth.
Integrating well – we arguably don’t want a massive influx.
Manageable volumes.
Q. What’s your experience with the wider public sector? Are they accessing local benefits?
Q. Where are the recruitment opportunities in the SW?

16. Retention New post in January 2017 - Member Services Manager
New member benefits
Dedicated resource – renewals/leavers
Improved joining process and access
Plans to improve volunteer awareness of benefits
Better understanding of our data
Dedicated resource - Calling members who cancel or have not renewed.
Collecting management information on the reasons behind cancellation or non-renewal.
Main reason members leave is lack of usage.

17. MySavings+ 2016 spend - £2.8m 2017 spend (Sep) - £5.1m
2016 savings - £225k
2017 savings (Sep) - £370k
Dedicated resource - Calling members who cancel or have not renewed.
Collecting management information on the reasons behind cancellation or non-renewal.
Main reason members leave is lack of usage.

18. Members’ Activity Summary 2016 vs 2017
Product / Offering
2016 Volume
2017 Volume
Change
Online Shop
(orders)
26,171
(Jan – Jul 16)
49,977
(Jan – Jul 17)
91%
(transaction amounts)
£713,706
£1,131,982
59%
Website Traffic
389,536
(Jan – May 16)
719,522
(Jan – May 17)
85%
Overview of our central benefits.
Presented to Board.

19. Members’ Activity Summary 2016 vs 2017
Product / Offering
2016 Volume
2017 Volume
Change
English Heritage
4,115
(Jan – Jul 16)
6,660
(Jan – Jul 17)
62%
Cadw visits
3,424
(2,311 Adults + 1,113 Concessions)
(Jul – Dec 16)
4,400
(3,021 Adults + 1,379 Concessions)
29%
Historic Royal Palaces
9,581
(Dec 16 – Apr 17)
17,356
(May – Sep 17)
81%
Pleased with high numbers and volumes.
Chairman commented on how well things are going in CSSC at the moment.

20. Digital Project Visitors to website – up on 2016
50% increase in traffic since Jan 2017 (over 60% returning visitors)
Page views – up 111% on 2016
Online joining growing – 48% in 2017
Online Shop – e-codes for cinema tickets
Further development

21. Risk Management Better management of risks
Information Security Management System
ISO27001 Accreditation
Data security guidance to volunteers
Cyber Essentials accreditation
Risk is important. All our responsibility – Head Office and volunteers.
We have a duty of care to our members – be it securing their data or making sure events and trips are run safely.

22. Priorities for the next 12 months
More strategic approach (ET/Board)
Retention / Better management of leavers
Modernising our service to members
Getting our message out there

23. Priorities for the next 12 months
Digital membership card
Online event joining
Better understanding of how our members use our services
Targeted marketing

24. Looking forward …..
New Strategic Plan
New Mission Statement

25. And finally ……. ……… Thank You!