We are awash with developments. Thanks to someone on nextdoor highlighting this one. We received no notification of it.
This will be on the Ford Garage site.
So the big question is – will there be some form of joint plan?
We are awash with developments. Thanks to someone on nextdoor highlighting this one. We received no notification of it.
This will be on the Ford Garage site.
So the big question is – will there be some form of joint plan?
There are going to be changes in Plaistow and I am pretty excited. London is an ever evolving city and I never expect where I live to remain unchanged. I see new developments as an exciting opportunity to being in some new and also improve the old.
The Plaistow Hub Proposals have been drawn-up by the Council’s developers. The small pictures provided on the first leaflet are a bit hard to decipher, but they involve utilising the underused carpark behind the station, making the most of the split level site. A new tower will occupy the end of the road next to the boxing club. I will be sad to lose my view of the City of London. But hey – there will be more homes for people. 🙂
The other site in the development is the currently mothballed sports pitch on the edge of the park.
Neither site will be without concerns. Was the sports pitch mothballed deliberately? (I don’t know the history of this site so don’t want to jump to conclusion, but the remaining sports pitch does not meet demand). A tall tower will block light to this well used park.
It is early days, but the most important thing is to make sure your voice is heard. It is possible to help shape any development, especially one of this size.
These are the first plans, they don’t have to be the last, the local community should be vocal about sharing what they hope will improve in this area if such a large development goes ahead.
The good news is that as it is a council development they will be more interested in listening and getting this right. Don’t ever think your concerns are too small or that you can’t shape something this significant – you can!
I have been thinking a lot about the development. There are lots of fringe benefits that cna be achieved though good planning of this development.
Below are my first thoughts – they won’t be my last:
I am sure I will have more thoughts, but would be interested to know your thoughts.
PLAISTOW LIBRARY , NORTH ST, LONDON E13 9HL
THURSDAY 27 OCTOBER -2PM – 8PM
FRIDAY 28 OCTOBER – 11AM – 2PM
Like most of us I am a regular charitable donor. Whether supporting your charity run or texting cash for a DEC appeal. I am there. To me it does not matter if you finish the marathon in super speedy time. I have donated because you asked me to support a cause that you care about.
I have even pre-bought product through crowdfunding. It was great knowing the I had helped get something out into the market by buying to before it was made. I got my purchase.
But I have never before invested until now, until Birdsong, the ethical online clothes store did their first ever raise. I am now an investor – get me!
I know the team – they are awesome. I trust their values and that they can deliver it. But most of all the business they have built is about solving a real problem.No sweatshop. No Photoshop. So my contribution is 99% motivated by the same drivers as i would make a charitable donation.
So when I hit the button to make my small £25 contribution I expected it to feel like making a charitable donation. After all I was claiming a stake it because I care about what they doing and if I never got the money back I won’t really miss it.
What actual happened was something very different. I had invested! I don’t just mean cash wise. I became personally invested in making what they do successful because I am bound to them now in some small way as they continue their business journey.
When they hit their target I didn’t just say well done. I told my mates that this was something they should invest in too. I wanted them to raise more because I have skin in the game.
I didn’t just ‘donate’ and forget. I found myself relishing every update on their progress and will continue to do so, because nestling in amongst the big investors is my £25. I am now in a relationship with an ethical company that has a future stretching before it!
Just wait till Christmas, my Facebook will be full of the great ways you can gift from ‘my’ company Birdsong.
By investing £25 they also got a bit of me, an ambassador, a customer and a loyal good word for the long-term. This blog 😉
If you have never invested before then I encourage you to try it. Dip your toe in the water with as little as £10 and see how it feels. Birdsong’s equity crowdfunding is still open (for one more day). It’s where all the ‘best’ investor are putting their money right now!
(please excuse my bad spelling and typo’s – my autocorrect is on a meditation retreat!)
This is the apology I received from the developers about Sunday working- please note their address if you have any issues or concerns 🙂
I apologise for the inconvenience caused on Sunday when the subcontractors were working when they should not have worked. I have visited site this morning and have advise the subcontractors on site that under no circumstances should they be working outside the permitted hours. The reason for the works being carried out were due to heavy rain on Friday the digger was stuck on site and could not load the materials that were delivered. The mesh was delivered in big sections where the machine would have been able to lift them and load onto site, due to the machine breakdown this was not possible and unfortunately the operatives decided to cut the mesh to a manageable size and load the into the site. This should have not been carried out and they should have waited till this morning. I again apologise for the disturbance caused.
Please find my contact details below. Please do not hesitate to contact me.
I shall make sure that there are no further incidents on this project. We do not want to create any bad feelings with the neighbours and are extremely sorry that this has caused issues to the neighbours. I am available to meet with yourself. Please advise a convenient time you are available. I am busy this Tuesday and Wednesday. The artist studios are not let at present. We shall decide on the Studios nearer to completion dates
The refuse will be collected from the refuse store are that is located on Lower Ground Floor
We shall of course organise to have the windows cleaned. Is there a company that carries out the works at present, if so can you kindly forward their details.
I have been in corrpondence with TfL about the health and safety issues around the crowding at the ecntrance to the station – it is a massive ticket hall and everything is crammed into the entrance area. Thanks to Caroline Pidgeon AM for her help.
From: Flindell Richard [mailto:RichardFlindell@tfl.gov.uk]
We are currently in the early stages of looking at a coffee shop for Plaistow station and have received some interest from a prospective tenant.
As yet, I’m afraid I cannot give you much more detail or indicative timescales; however, just to let you know that Plaistow is high on our agenda for the District line and we hope to progress this shortly.
Please let me know if there is anything else I can help you with.
Richard Flindell I Stakeholder Communications Manager
Rail and Underground External Relations I <image001.png> Transport for London
Palestra, 197 Blackfriars Road, London SE1 8NJ
From: Leach Adam [mailto:Adam.Leach@tube.tfl.gov.uk]
Sent: 25 August 2016 14:04
To: Caroline Pidgeon
Cc: Members Correspondence; Flindell Richard
Subject: Plaistow Ticket hall
Thank you for passing on this correspondence regarding the ticket hall at Plaistow station.
All ticket machines on the London Underground network are emptied and restocked with cash from behind. This requires access via an associated ticket room, for safety and security reasons. Whilst relocating the existing machines would help move customer queues away from the station entrance, it would also require the associated ticket room to be rebuilt at a considerable cost.
Based on the customer frequency at Plaistow station – the current station capacity and ticketing devices adequately meet demand; meaning there is no business case to relocate the ticket machines and associated ticket room. We will however look into the possibility of providing a queue management system that would address the conflicting customer flows that your constituent has highlighted.
If you have any further questions please do contact me directly.
A. Leach | External Relations
Transport for London
Caroline it is not clear who I could send this too. Could you pass this on 🙂
It has been over a year since the staffed ticket sales at Plaistow have closed. And it is going ok.
But with a few more tweaks I think TFL could make things much easier for passengers at Plaistow.
As you know there is a big ticket lobby in Plaistow. Since the closure of the ticket booths you have made this bigger and even begun to look at extra revenue streams by putt in a photo machine.
But currently all of the ticket the machines (3) are positioned in the entrance- there are only two small doors to the station. On even quiet days this means a few hundred people walk headlong into 3 queues of people trying to pay for tickets. It makes no sense.
You have plenty of room elsewhere in the lobby to put some double sided free standing machines to reduce this build up of people. Some more modern machines may also be more reliable than the current ones which are often out order. We are lucky that the family that run the kiosk are good at selling tickets but they close early.
Last week the council got rid of the massive seating/weed area that also blocked customers entry and exit to the station – so flow to get into the station is much better – which in turn has increased the problem as you enter the station.
I am happy to ‘show and tell’ if you have some time. I really do appreciate you looking at ways to monitise the space at Plaistow, but some improvements to this ticket hall would not only be very welcome for customer flow but may also help improve ticket revenue too.
The topic for the April 2016 Building Online Communities MeetUp was “A Beginner’s Guide to YouTube Marketing & Building An Influential Community”. The speaker this month was Dan Colbert, aka CameraDan, an entrepreneur, filmographer and self-learned online marketer.
Dan started by listing the three uses for a YouTube channel: (1) getting more clients, (2) generating income and (3) selling your product or service (none mutually exclusive aims of course). He emphasised the importance of defining your ideal audience (in terms of their niches, demographics, etc), and creating at least a couple of audience profiles to aim for.
Dan then took us through the two main types of videos: traffic and conversion ones, both divided into a few sub-types: traffic videos can be mass audience, viral/trending or general interest. They get viewed a lot, generate more likes, comments etc, are under seven minutes long (and usually under three minutes), and can be monetised via ads. The conversion videos can be about upselling to your audience or sharing knowledge/demonstrating your service. They get fewer views, likes, comments etc, are longer (up to two hours), but that’s not what their job is.
Mass audience (traffic) videos can be about or tagged onto news, trends, updates, trailers, ads, events, holidays.
Viral (traffic) videos include pranks, PR stunts, collaborations (very important according to Dan!), animals (especially cats of course), cover songs, inspirational/motivational clips, and spoof sketches. These can get a lot views if you’re lucky, but you should still keep them relevant to your channel/personality/company/organisation.
General interest (traffic) videos are the “unintentional virals”, such as social experiments, product experience, reactions, “how to” or guide videos, game/movie reviews, product comparisons and compilations.
Knowledge (conversion) videos include tips, dos and don’ts, advice, tutorials, opinions, vlogs, interviews, talks, and presentations.
Demonstration of service (conversion) is as you’d expect, client transformation, product and service demos, portfolio work, testimonials, reviews, gameplay and documentaries.
As noted before, these categories are not fixed, and without clear borders: any video can be about both traffic and conversion.
Dan then talked about the “YouTube funnel” of a typical customer journey, which goes something like this:
A person searches for something on YouTube; they watch the 1st of your videos; and another; they check out your channel; they look at your banner and welcome video; they browse through your playlists; watch a couple more of your videos; subscribe to your channel; watch more videos; come across an upsell video; and convert to a paying customer of your product or service.
It is important to build rapport with your viewers at all stages of the funnel. And note that prospects that come through your website etc can take a shortcut route through the funnel. It is important to build a relationship with your audience: pay attention to your branding, theme and the look of your channel, including the thumbnails. Many people miss out by not having an introductory video, or a catalogue of their content and playlists.
It is also important to be clear about what your content is in the descriptions and video names, to make good use of tags, and communicate with your audience by taking part in the comments and elsewhere.
In general, Dan said it’s good to upload two new videos each week, as the YouTube search algorithm seems to favour regularly updated channels.
There were again many interesting questions, around copyright issues, on how to overcome camera shyness and much more. A couple of points I made were on tags: Dan suggested using three “filters”: tags relevant to your channel (your and your business’s names), to the video in question (title words, focus, audience) and generally popular keywords. Another question was about ads: do you have any input into what ads people see with your videos? The answer is no, but they are tailored to the viewer, so this shouldn’t be a massive issue for you.
Click here to download Dan’s slides: You Tube Presentation
Kajal talked through her six insights, which were:
1. (Having an) authentic voice – this is really important (and impactful) for their community. People sharing their own story, what brought them to the campaign they have started, and updating the community themselves make it more real and engaging.
For example, Fahma Mohamed‘s campaign on educating girls about FGM before the summer they are most at risk was a very specific ask within the whole FGM campaign, but came from her personal experience and her knowledge – which gave the campaign its strength.
2. Little big thing – this means the tangible thing that brings your issue to life. In contrast, really big things can be hard to make sound urgent. So many campaigns have a specific ask to a specific organisation or business – they may seem small against some of the big challenges and changes people want to see, but they are more easily winnable, and everyone likes to see success.
For example the campaign to get Boots to equalise prices betweens men’s and women’s products was very rapid. It caught the zeitgeist, but the ask was also very specific. It is not world peace but it is change!
3. People like email more than you think. This is a point that keeps coming up in different contexts. And it means that it’s fine to send updates etc. to your community.
Someone asked about the optimum frequency of emails? Kajal said they sometimes send as many as three in a day or two around important events, but otherwise weekly seems a good frequency, and a bit more for the most active users. She also noted that regular emails on a campaign are better than occasional ones (leading to fewer unsubscribes).
In change.org’s case updates on small wins or milestones is also a kind of reward and keeps people engaged.
4. Online + Offline. Not everything happens online. It’s always worth asking how people can engage with you online, but think also about how they can do more in the real world if they want to. Many people in your community will have useful skills they will be happy to share (for example legal or media expertise).
Change.org also work hard to build the capacity of their campaigners, so they train them and support them face-to-face as well as online. Their work with Laura who started her tampax campaign two years ago gave her confidence, kept the momentum going, and helped her support emerging campaigns and campaigners in other countries.
5. Crowdsource – how can your supporters help grow your movement? It’s always worth asking how people can help your campaign. In amongst those signatories are people with expertise and skills – you just have to ask. Change.org have a new user forum coming live soon, which will also allow you to list any useful skills you can make available to campaigners.
6. Test test test. Never assume that you know what people want. So get them to tell you, by using A/B testing and other methods.
Kajal’s final point was about giving power to your community. In the Q&A she also noted that size isn’t always everything: even small but well-timed and targeted campaigns can make changes happen. And that you can also “pivot” your campaigns if need be.
Thanks to Tech Hub for supporting this meetup as always.
Written by Jussi Tolvi
The first Building Online Communities of 2016 had Robert Fenton from Hipsters, Hackers & Hustlers (aka the Triple H) doing a “fireside chat” with Laura from Club Soda. Robert told the story of how he took over a dying MeetUp group with a couple hundred members, and turned it into the biggest tech meetup in London, with 25,000 members, all from organic growth.
The topic of the day was using MeetUps to build communities, and Robert talked about both the good things of MeetUp.com (it works for small groups, lots of people are there already) and the bad ones (getting data and metrics out of the system is hard if not impossible, difficult to use). For triple H, Robert now uses Eventbrite for ticketing, with MeetUp just as a marketing channel, and they are also building their very own online platform, with some quite exciting features to come.
He also talked about how much work needs to go into organising events, especially if you use several event platforms to draw more people in (HHH use about 20!). He puts a lot of effort into the details of his events, from meeting and greeting attendees to making sure that the tech works. This ensures that the good word of mouth helps them grow and each event is a marketing boost for the next they run.
We all know the no-show rate on MeetUp is poor. For HHH the no-show rate is usually from one in three to one in two, depending on the MeetUp, which sounds about right in my experience too.
There was an audience question on franchising MeetUps. 3H are setting up their own “chapters” outside London. Robert thought that it will be important to set up clear terms and conditions for these, ask franchisees to attend the original events to see how they work, and for the main one to keep an eye on the franchised ones.
Another question was on finding topics for your MeetUps. Robert suggested surveying your members to find out – also about potential speakers etc. On funding events? Robert’s list was: franchising, finding sponsors, setting up paid-for classes and workshops and other events, selling merchandise and charging for membership.
So the big takeaways were:
At a health tech pitch event last year a group of guys were presenting a new app they had created – a way for you to challenge four mates to achieve a health goal and bet on who will win. The first person to achieve the goal won the pot of cash or it went to a nominated charity.
In behaviour change terms this is a neat app. It won’t appeal to everyone but for those that it does it’s a great little tool. When asked how they were going to fund it going forward they stated they were looking to public health because this sort of thing was the Governments responsibility.
I was annoyed. Our personal health is our responsibility. Why should the Government pay for my poor life choices? Is it the Government’s role to interfere in every aspect of our health? What happened to individual responsibility? Should the Government fund everything to do with health? If they did would it actually encourage us to get healthier or would it have the opposite affect?
I firmly believe every aspect of our health should not be outsourced to the Government. But we are several generations into a tax funded health system that has impacted on our health behaviour, both positively and negatively. We seem to rely on the fact that however we treat our bodies at some point the NHS will pick up the resulting problems. The Government has never really excelled at preventative health. Once there is a problem to treat it is engaged, but developing services to help us avoid those problems or stopping our own behaviour exacerbating our poor health condition, in this it is less skilled. No surprise, preventative health is hard and expensive, you have to cast the net wide to have an impact because you are trying to stop things from happening rather than treat something that exists.
So should the Government be telling us how much to drink? Well it comes back to the life choices argument. We do expect the Government down the line to pay for the choices we make about our diet, drug taking, extreme sports and stupidity. But the Government also has a responsibility to balance the budget and prioritise how the allocated cash will be spent. So whilst we make individuals choices the final bill for the health impact of that choice is funded through a tax pot we all contribute to. The Government, therefore, does have an interest and legitimate role in sending big messages that they think will change behaviour and reduce demand or allow them to sift priorities. Setting alcohol drinking unit limits may not be the most effective behaviour change technique, but as far as Governments can nudge our behaviour guidelines certainly have their role. Their primary aim is to reduce long term demands on the NHS.
Whilst I don’t personally like being told what to do by the Government I do want there to be enough budget for an improved NHS that is here for the long term. So I have to take on the chin that it is within their responsibilities to send out messages about our use of a widely used substance that impacts on nearly every short and long term health condition going – from our poor quality sleep through to increased cancer risk. If the guidelines impact on just 2% of the drinking population (which is 85% of adults) then the financial saving is significant. It is a preventative message aimed at nearly everyone to hopefully impact on a few.
So whilst I would always encourage individuals to take responsibility for their own health you still have a personal choice. You can listen to guidelines or your can listen to your own body and common sense – the chances are you know deep down if alcohol is having a negative impact on you. If not for yourself then consider your own health in the context of helping manage the long-term costs of the NHS. You would certainly be more likely to take notice of that financial cost of you were paying a premium to an insurance company that reduced your fee based on your lifestyle choices.
If I am to be honest, my reactions to many social issues, problems or general day to day decisions are based on gut feelings. I know full well these responses are in large part emotional and have been shaped over time by my background, experiences, politics and friends. I also notice it most when I am with colleagues who have been to private school or studied law. They argue using facts and weigh alternative arguments in their head – powered by a different style of education. I acknowledge “because it feels right” is not always a reasoned argument!
Which is, I suspect, why I am naturally drawn to behaviour change science. It gives a fancy name to exploring gut feelings, but of course is more complicated than that. Behind every rational decision we take, whatever our schooling, are more actions we don’t notice that are shaped by the environment and people around us, and which impact significantly on how we interact every day.
Club Soda is a behaviour change business because we are trying to support people to change a habit, by not only understanding how factors around us shape our everyday actions but also, by properly testing our gut feelings or hunches, we can find tools and techniques that will help people unpick and re-programme behaviours they want to change.
It is the same with my role at the Consumer Council for Water. The water sector is heavily regulated by logic, schedules, processes and contracts, and the water in our tap is brought to us by amazing feats of engineering. But how much we use, how we react when a pipe bursts, what we flush down the loo are governed by unseen psychological factors that are harder to manipulate. To make real change in this sector we need to be more scientific about behaviour.
Which is why I am jolly glad to have heard Rory Sutherland, from Ogilvy Change, speak last week (you can see his Tedex talk here). He describes himself as an accidental techie, but actually, what I see is an ideas person who likes exploring hunches and ideas, and can see how technology can measure and, if it works, make those ideas real. A man who has an instinctively good hunch about things but has realised these hunches can be tested and implemented – small tweaks leading to sustainable change at a fraction of the cost.
One example Rory used was HS2. Like him, every time I go to Manchester I think about whether HS2 is necessary. Surely making journeys easier to work on rather than shorter is what could improve the flow of business between the North and South? Rory shared a number of hunches around HS2 that are completely rational if you think about it for at least a second, and must be worth testing out before the Government spends millions unnecessarily. But why is it not happening?
We already have evidence that small tweaks can achieve great change, for example Ogilvy have successfully redesigned the security scanning system at an airport based on knowledge of queue panic as well as customer flow – interestingly the same behaviour we have identified as being a major issue for customers wanting to make healthier decisions at the bar!
The Government is not blind to this stuff. It has a behavioural insights team after all, but its reach is not yet very wide, and its influence not very deep. I have learnt a lot from the Government team – I have seen the outcomes of their work on tax payments a few times. But they are basically tasked with nudging the existing system using mostly comparison and penalty. They have not, for example, had the opportunity to re-engineer the whole tax system to change how we view and pay taxes as a society, using reward triggers instead. Now there is a real challenge that would involve behaviour change to be considered at policy stage!
Nudging people within badly designed services and isolating behaviour change within a few disciplines (letters and payments) is not a game changer. As a society we need behavioural insight to go deeper – all the way into policy making. That is a tall order, but we could begin to show the power of behaviour change methodology by introducing it as a step before major financial commitments such as HS2 – there should be time and space to explore hunches before we throw money at a problem.
From a Club Soda and CC Water point of view this raises other questions the are worth exploring. How can both be agile enough to test hunches before making big changes, planning new programmes or shelling out cash!
CCWater is reorganising its structure and developing a new business plan. It has an opportunity to not only look at what it wants to achieve but the most effective way to do that. Looking at how behaviour change is a feature of everything it does and using it as driver for agile working – using the super combination of staff and local consumer advocates to test hunches in a meaningful way to make rapid changes in the way it delivers its service and supports the sector to achieve some of the big behaviour change challenges (reducing usage, metering, waste disposal). This is not traditional big scale customer research but service design, rapid prototype testing and implementation.
Testing gut feelings is what we do by accident at Club Soda, as this is the nature of a start-up. So for us the challenge is how we embed our learning about behaviour change as we evolve the service and create processes so it’s built in from the start. Every thing we write, every piece of design, every widget we add to the website has the potential to support the behaviour change our members want to achieve. How do we do this quicker, cheaper and improve outcomes for our members as a result?
To me using behaviour change and agile methodology is a no-brainer for any service, but especially public services. The question is how do we get there quicker?
Ironically that is a behaviour change project in its own right. So I guess I throw this back as a challenge to Rory, who sits in a position that means he is more likely to be listened to. And how can he engage those in other aligned domains to superpower that goal?
In the meantime you could do worse than downloading UCL’s Behaviour Change Taxonomy app and looking at their online training and other materials. I find it a useful way to order my thoughts when writing anything for Club Soda.