Our story so far - what have we achieved with our digital customer services, and where do we want to go next?

1. DIGITAL TRANSFORMATION
AT TVHA

2. IN THIS SLIDE DECK…
▸What we mean by digital transformation?
▸What we’ve done so far
▸How we’ve done it
▸Take up of online services
▸What next: scaling the approach

3. WHAT IS DIGITAL
TRANSFORMATION?
November 29, 2016 3

4. November 29, 2016 4

5. ICT STRATEGY 2012 - 15
Bring the estate into good order
Improve usability of biz systems
Online services for customers

6. ICT STRATEGY 2015 +
Delivering on the potential of
Digital Transformation

7. MyTVH was the first project. Now we need to scale the approach

8. WHAT COULD DIGITAL TRANSFORMATION FOR A
REGULATED HA MEAN?
▸Customers
▸ Online, mobile, interactions for routine transactions
▸ Easy to give feedback, routinely.
▸ 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

9. HOW WE’VE GONE ABOUT IT AT
TVH, SO FAR

10. ONLINE CUSTOMER SERVICES

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

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

13. WHAT ?
▸Responsive design.
▸Web Application. Not a native app
Core functionality:
▸Accounts:
 Rent & service charge statements
 Parking / garage and sundry charges
 HB statement
 Make a payment using our own payment gateway
 Schedule future payments
▸Repairs:
 Request a repair – integrates with back-office workflow
 View repairs reported & completed
 Visibility over common parts
▸Contact information specific to the customer

15. 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

16. TAKE UP OF ONLINE CUSTOMER
SERVICES

18. 4,166 customers, or 32% have signed up…

19. On average, about 1/3rd of the registered users, use it
a month, with 3 visits per user. Overall, the return
rate is 58%, compared to 7% in the old service

20. We get lots of weekend visitors…

21. And quite a few in the evening…

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

23. WHAT NEXT:
SCALING THE APPROACH

24. 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?

25. 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

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

27. 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”

28. 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”

29. 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”

30. 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

31. 2016 PROGRESS
▸Merger preparation took up a lot of resources
▸TVH now refocused on Digital Transformation
▸November 2016 – hiring our first CIO