The document discusses the digital transformation efforts at Thames Valley Housing Association (TVH). It began with an ICT strategy from 2012-2015 to improve business systems and offer online services for customers. Since 2015, TVH has focused on delivering the potential of digital transformation. This includes reimagining customer, staff, and stakeholder experiences and focusing on mobile interactions. TVH developed online customer services through an iterative design process and has seen a 29% signup rate and a reduction in phone calls. Moving forward, TVH created a 3-year Digital Transformation Strategy to guide its efforts with user needs, execution principles, and enabling the organization with skills, data, and technology.

1. DIGITAL TRANSFORMATION
IN A HOUSING ASSOCIATION
NHF IT Conference: 10 Feb 2016
Jayne Hilditch
HA2point0.com

2. ABOUT…
▸Thames Valley HA
▸15,000 homes
▸Geographically spread out
▸1/3 traditional rented homes
▸1/3 shared ownership
▸1/3 keyworker & student accommodation
▸Jayne Hilditch
▸ TVH Corporate Services Director till Dec 15
▸ TVH Digital Strategy Advisor from Jan 16

3. IN THIS SLIDE DECK…
▸What is digital transformation?
▸How we’ve gone about it at TVH
▸What happened: online services take up
after 18 months
▸What next: from a digital project to a Digital
Transformation Strategy.

4. WHAT IS DIGITAL
TRANSFORMATION?
February 29, 2016 4

5. February 29, 2016 5

6. ICT STRATEGY 2012 - 15
Bring the estate into good order
Improve usability of biz systems
Online services for customers
February 29, 2016 6

7. February 29, 2016 7

8. February 29, 2016 8

9. February 29, 2016 9

10. ICT STRATEGY 2015 +
Delivering on the potential of
Digital Transformation
February 29, 2016 10

11. February 29, 2016 11

13. FUNDAMENTALLY RE-IMAGINING

14. FOR A REGULATED HA IN 2016…?
▸Customers
▸ Online, mobile, interactions for routine transactions
▸ Routine, easy feedback. Like ebay.
▸ Choice on booking your own repairs appointments
▸Staff
▸ Good mobile tools to do their jobs. Ones that are easy to use.
▸ Decent data to enable decision making. Google Analytics for the org.
▸ Collaboration tools
▸Stakeholders
▸ Easily read measures of performance & value added
▸ Timely, personalised contact

15. FOR A REGULATED HA IN 2016…?
▸Customers
▸ Online, mobile, interactions for routine transactions
▸ Routine, easy feedback. Like ebay.
▸ Choice on booking your own repairs appointments
▸Staff
▸ Good mobile tools to do their jobs. Ones that are easy to use.
▸ Decent data to enable decision making. Google Analytics for the org.
▸ Collaboration tools
▸Stakeholders
▸ Easily read measures of performance & value added
▸ Timely, personalised contact

16. THE BUSINESS CASE FOR ONLINE SERVICES
▸Customers have asked for it.
▸Offers a 24/7 channel to customers
▸Reduce the cost to serve
▸ 2009 Audit Commission/PWC report on 19 Local Authorities transaction costs
- Post £12.10
- Face to Face £10.53
- Phone £3.39
- Online £0.08
▸ A PhD thesis could be written (and probably has).
▸ Lots of exchanging ignorances : its not been done at scale in housing yet.
▸ We’re measuring as we roll-out, so we can start to answer those questions

17. HOW WE’VE GONE ABOUT IT AT TVH
(YMMV)

18. ONLINE CUSTOMER SERVICES

23. “make it so good, people who can,
choose to use it”

24. “make it so good, people who can,
choose to use it”

25. PICTURE OF BREAD AND BUTTER

26. BREAD & BUTTER… (FOR THE CUSTOMER)
▸Accounts:
 Rent & service charge statements
 Parking / garage and sundry charges
 HB statement
 Make a payment using our own payment gateway
▸Repairs:
 Request a repair – integrates with back-office workflow
 View repairs reported & completed
 Visibility over common parts
 Upload a photo of the problem
 Feedback on the contractors performance
 Book a repair appointment slot
▸Contact info specific to that customer

27.  NEW WORLD
… digital services
… mobile is king

30. HOW ?
▸Bespoke development

31. HOW ?
▸Bespoke development
▸Design & data lead

32. HOW ?
▸Bespoke development
▸Design & data lead
▸Partnership working with the development partner
▸ Our expertise on our data, underlying systems, support needs
▸ Their expertise on service design, usability & software engineering

33. HOW ?
▸Bespoke development
▸Design & data lead
▸Partnership working with the development partner
▸ Our expertise on our data, underlying systems, support needs
▸ Their expertise on service design, usability & software engineering
▸Agile project management. Not Prince2.

34. ITERATIVE PROCESS
Problem
statement
Discovery
User Needs
Design
Develop
software
Test
Get
Feedback

35. ITERATIVE PROCESS
Problem
statement
Discovery
User Needs
Design
Develop
software
Test
Get
Feedback

36. USER NEEDS: THE POWER OF THE USER STORY
As a <tenant>
I would like to <pay my rent online using
my smartphone>
So that <I don’t’ have to sit in a call queue
during the day when I’ve got other things
to do>

37. ITERATIVE PROCESS
Problem
statement
Discovery
User Needs
Design
Develop
software
Test
Get
Feedback

39. “ Oh Sorry. I got it
wrong. I’m a bit
rubbish at computers ”

40. HOW ?
▸Bespoke development
▸Design & data lead
▸Partnership working with the development partner
▸ Our expertise on our data, underlying systems, support needs
▸ Their expertise on service design, usability & software engineering
▸Agile project management
▸ Coding work done in two week sprints
▸ Good discovery and research before sprint planning
▸ A user testing after each sprint
▸ Team retrospective after each sprint

41. WHAT HAPPENED:
ONLINE SERVICES TAKE UP 18 MONTHS
IN

43. 3,750 customers, or 29% have signed up…

44. On average, about 1/3rd of the registered users, use it
a month, with 3 visits per user. Overall, the return
rate is 64%, compared to 7% in the old service

45. We get lots of weekend visitors…

46. And quite a few in the evening…

47. Key aim – to reduced inbound phone calls for payments. We’ve
reduced them by >50% and falling every month.

48. WHAT NEXT?

49. THE JOURNEY TO A DIGITAL TRANSFORMATION
STRATEGY…
▸2014-2015
▸ making good progress with online services
▸ realising ‘its bigger’ than just online services
▸May – July 2015: three board briefings & papers
▸ Researching & thinking. We didn’t know it all.
▸ Establish an approach to digital that’s sustainable in the long term
▸ More than an IT strategy or a list of projects for the next 3 years
▸ What skills and resources do we need?

50. AN ONGOING PROCESS
Online Customer Services
Mobile first
Pay Rent
Report a Repair
Get in touch with
the right person
Digital Transformation Strategy
Principles rather
than projects
Skills needed
How to organise
ourselves
Tools for staff
Discovery
Agent tools for use
in the office
Proper mobile
working in the field

51. DIGITAL TRANSFORMATION STRATEGY 2015-18
Three year strategy
+
Annual Delivery Plan. Times change.

52. DIGITAL TRANSFORMATION STRATEGY 2015-18
“Good digital services will enable change in
the relationship between TVH and our
customers. They will provide our
customers with more control over how and
when they interact with us, helping
improve customer satisfaction”

53. DIGITAL TRANSFORMATION STRATEGY 2015-18
“technology needs to become an
enabler of organisational
improvement. It should not just
automate the way things have always
been done”

54. DIGITAL TRANSFORMATION STRATEGY 2015-18
“To achieve these objectives, TVH will be
guided by user needs – customers, staff
and other stakeholders such as the
regulator – in everything it does”

55. DIGITAL TRANSFORMATION STRATEGY 2015-18
▸Expectations
▸Customers, staff, the HA itself, stakeholders
▸Execution
▸Design principles
▸Governance principles
▸Environment
▸Data, skills, interfaces & APIs
▸Enablement
▸Business systems, infrastructure

56. PUNCHLINES

57. PUNCHLINES: FOR ONLINE SERVICES
Bread & butter volume
transactions.

58. PUNCHLINES: FOR ONLINE SERVICES
Mobile, mobile, mobile.

59. PUNCHLINES: FOR ONLINE SERVICES
Exchanging ignorances.

60. PUNCHLINES: FOR ONLINE SERVICES…
Use the analytics.
“If there’s data, lets use.
If its only opinions, lets
use mine”

61. PUNCHLINES: FOR DIGITAL TRANSFORMATION
Cars. Not faster horses.

62. PUNCHLINES: FOR DIGITAL TRANSFORMATION
A range of users:
What are the user-needs?