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Item 13. Appendix
Technology and Business Transformation
Strategy
September 2016
September 2016
Page | 1
Author: Emmanuel Etsetowaghan
Directorate: Resources
Consultation : EMT
Corporate Leadership Team
Lewisham Homes staff
Approval date: 18th September 2016 (EMT)
Board Progress Report date: June 2017
Strategy Review date: June 2017
CONTENTS
1 Strategy overview and aims 2
ICT vision 4
2 ICT Objectives 4
Excellent services 4
Thriving neighbourhoods 4
Sustainable future 6
Employer of choice 6
3 Resources Error! Bookmark not defined.
4 Governance 8
5 Appendix 9
Strategic action plan 9
September 2016
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1.0 Strategy overview and aims
The pace of technological change and the increasing use of the internet and smart technology in our
everyday lives offers opportunities to transform our business processes and the way in which our
customers use our services. Customer expectations are changing and digital service delivery has
become not only more acceptable to the public but increasingly, is an expectation. Services provided
online offer ease of access, tailored to the needs of the customer, flexibility, rapid development and
deployment, and reduced transaction costs, as well as being customer focussed.
The shift to online services and the increasing use of smart technology in the home - linking to our back
office systems – will provide better quality asset management information to enable better decisions, and
more sophisticated customer analytics to target our resources where they are most needed, e.g.,
automating routine manual transactions to release staff time to focus on our more vulnerable customers.
More automated services will inevitably add to the plethora of information we already collect which means
designing robust information management systems and processes will be crucial to protect our
customers data, ensure the data we hold is accurate, reduce the risk of data protection and compliance
breaches and reduce our exposure to fraud.
For customers to trust and choose digital by default, we need to create truly accessible, quality digital
services, and to do that, we need to transform how services are delivered and consumed. We need to
challenge and redesign service delivery from the customer’s perspective, to become truly digital rather
than an online simulation of existing processes. This includes service re-design, creating more agile
and integrated back office systems, and a digital architecture that supports the generation and use of
accurate, free-flowing information.
We have put in place guiding principles for business improvements. New initiatives will be
benchmarked against these principles to ensure we allocate the right resources to the right projects:
Principle Which means…..
Does the work stimulate organisational change?
Does it really change the way the organisation
does things, even in a small way?
Does it pre-suppose digital? Does it innovate, re-design and automate
Does it encourage teams to work together? Does it consider the end-to-end process and
reduce silo working?
Does it remove unnecessary process? Does it streamline process for the customer and
improve information management?
Does it focus on less not more? Does it cut down on process time and reduce
costs?
We need to make sure that our systems are flexible, secure, information is protected and we meet our regulatory obligations, so our infrastructure, applications and service developments will conform to the following principles:
Principle Which means…..
Open standards Systems built on industry agreed standards over
proprietary systems
Service orientated architecture Systems designed to deliver business value
over technical drivers
Common information model Systems hold and retain information in formats
common across the organisation, over
application specific models
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Principle Which means…..
Secure Systems that deliver assurance on information
confidentiality and integrity, and available to the
right person at the right time
Flexible Agile systems that can adapt to business
change and respond to government initiatives
Scalable An infrastructure that can grow with business
needs without expensive investment
Available anywhere on any device Back office systems available to staff, from any
location, using any device
The emphasis in this strategy is therefore focussed on identifying, designing, building and deploying ICT
solutions that underpin a mobile workforce, moving customers towards web services, reducing
transaction costs, and providing improved information and performance across Lewisham Homes.
Four key themes underpin this strategy. These and the key outcomes to be delivered over the lifetime of the strategy are:
Theme Key outcomes
Single view of the customer Sharing of customer information across services, systems and partners avoiding replication of information and duplication of work
A consolidated single source of truth for all customer records
Customised workflows for each type of customer interaction ensuring complete and valid data capture
Standardised, automated and mobile enabled services
A technology-enabled workforce, who are mobile and agile, smart and productive with access to the best tools and information
Accessible, inclusive and efficient services
Customers can apply and pay for services online and get information about their local area online via any device
A demonstrable increase in customer take up of online services and an equivalent reduction in face-to-face and telephony transactions
Transaction costs reduced through customer take-up of online services
Automated progress tracking available to our online customers to avoid them having to chase staff for this information
Flexible, secure and scalable architecture Agile technology that links front office customer requests to back office service processing systems
A secure technology infrastructure that protects the data we hold in our systems
A standard infrastructure providing lean, sustainable services on supported software/hardware platforms
Effective and resilient business continuity and disaster recovery contingency arrangements in place
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Theme Key outcomes
Secure information The right information, at the right time, in the right place, in the right way to the right person
Customers are confident that their personal details and information are managed securely and shared responsibly
1.1 ICT vision
Given the focus to move more services online, our vision for ICT is that “By 2020 every resident will
have access to manage their housing needs, anytime, anywhere, and any way they choose”
2.0 ICT Objectives
This strategy is designed to ensure that the projects and work streams to deliver it reflect the needs of Lewisham Homes customers and stakeholders and enable Lewisham Homes to deliver services that are aligned to our corporate strategic objectives and are sustainable, efficient, inclusive and secure. The strategic objectives set out below will largely be delivered by two significant and complex projects: the Digital Transformation project and the Sustainable Information Management (SIM) project. The detailed deliverables, complexities and interdependencies are being captured at this early stage and therefore the action plan in Appendix 1 is set at a high level. Detailed project plans will be approved as more information becomes available and more projects are initiated.
2.1 Excellent services
Our objective:
We will enable our mobile field workers to access our back office systems to progress case work
and transactions in real time.
We will ensure a range of options for our customers to access our core services 24 hours a day
7 days a week, online.
We will ensure our front line staff have a 360 degree view of our customers, from any device.
Current position:
Our customers have limited channel options to access our services. Currently approximately
86% phone in, 1% engage online, 2% email, and 11% walk into reception.
Frontline support systems are largely manual and inefficient, with staff required to retrieve and
store information across multiple applications. Key information location and ownership is
sometimes unclear.
Field staff have limited access to accurate back office information causing inefficient contact in
the field and multiple return visits.
How we will get there:
Online service:
o Provide our customers with online access to all Lewisham Homes core services by 2020
e.g., rent payments and balance checks, booking and tracking repairs.
Customer contact:
o Process map and redesign our services to become digital.
o Implement a CRM system to provide a 360 degree view of the customer to all front line
staff to enable a much improved customer experience and more effective use of
resources.
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o Improve customer experience by implementing systems that will enable more consistent
first-time-fixes and provide real time, accurate information.
o Implement an enriched contact centre telephone system enabling services such as voice
activated payments, balance checks, call back options, and an online Chat service.
o Through mobile technology improve secure access to all customer information for our
field staff maximising every contact with our customers.
o Maximise staff time in the field through innovative use of mobile technology.
2.2 Thriving neighbourhoods
Our objective:
Ensure our systems support the efficient and effective management of our asset management
data, capital and new build programmes.
Provide effective and sustainable digital inclusion solutions for our community to enable our
residents to benefit from online services.
Provide better engagement options through online community forums and events calendars.
Provide systems that enable improved data metrics to enable better business decisions.
Current position:
Key asset data integration flows are not yet in place between our asset management and
housing system creating a risk of inconsistent asset management data held across the
organisation.
Between 28% and 43% (UK government statistics of people in social housing without internet)
or more of our residents have no internet access and are digitally excluded.
We make limited use of online communication channels to engage with our residents.
How we will get there:
Asset Management
o Migrate our asset data into the Promaster asset management system and use the
system to plan and monitor major works and planned maintenance contracts to enable
improved information and compliance control, planning, reporting and investment
forecasting.
o Agree common definitions for shared terminology across the organisation, e.g.,
communal areas and estate boundaries, to enable better asset and information
management.
o Improve integration of the asset management system with other key systems to improve
data integrity and compliance.
o Identify the products that have a practical application and the potential to drive forward the housing sector’s shift to intelligent homes and pilot these, to improve asset management and reduce costs for our residents.
DLO
o Provide improved mobile solutions with better access to back-office information for our
DLO operations in the field.
Digital inclusion
o Engage with our customers to increase online access take-up through price negotiations
with our corporate internet partners.
o Recycle computers through a social enterprise partnership, back to our residents.
o Work with our Community Engagement team to increase online access, e.g., community
internet cafes at our community centres and WiFi for selected schemes
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2.3 Sustainable Future
Our objective:
We will ensure that we manage our information in line with our legal obligations and industry best practice standards to enable better compliance monitoring and ownership.
We will provide effective oversight and scrutiny of our ICT infrastructure and systems to ensure we meet compliance standards.
We have effective business continuity contingencies in place.
Improve how we manage and control our key information.
Provide systems that enable better regulatory and health and safety compliance.
Current position:
Legacy applications on bespoke architecture make information flow between systems difficult
and contribute to information silos.
Multiple systems with complex interfaces create barriers to effective collaboration across the
business.
Complex business processes underpinned by paper/manual transactions have created
inefficient working practices across the organisation and duplicated - sometimes unreliable -
information.
How we will get there:
Infrastructure
o Ensure information architecture principles are implemented into every new system.
Applications
o Ensure all new systems align to our guiding principles (see overview section).
o We will, where possible, use industry standard systems against bespoke custom
developed applications.
o Ensure all business applications align with strategic business plans rather than
departmental goals.
o We will, where possible, consolidate our backend applications and simplify our
processes.
o Pilot smart technology to improve the management of our assets, eg, proactive lift
monitoring.
Information Management and Security
o We will implement a sustainable information management governance framework based
on industry best practice standards with clear, accountable, information owners.
o We will ensure accurate information gets to the right person, at the right time across
their channel of choice.
o We will provide systems that enable accurate information data mining for driving
business decisions.
o Implement clear security principles across the business to ISO 27001 standard.
o We will promote VFM for new initiatives by ensuring there is a business case for all ICT
developments.
o We will carry out: weekly automated internal security scans of our network; an annual
external security controls audit assessment; and a full systems penetration test every
three 3 years.
o We will support the organisation’s business continuity (BCP) arrangements through
reciprocal office space arrangements with a similar organisation and maintaining a
disaster recovery (DR) data centre. Our DR/BCP capability will be tested annually.
September 2016
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2.4 Employer of choice
Our objective:
We will enable automated HR processes and improved staff and management self-serve access
to HR records and reporting.
We will deliver integrated efficient information services to enable our staff to securely access the
information they need, when and where they need it.
We will deliver systems that will enhance staff collaboration through modern communication
channels such as video conference, internet chat, staff presence.
Current position:
Our HR systems are not integrated and many processes are manual and time consuming.
Our current applications offer very little flexibility for secure information access to our staff
outside their primary office location.
Lack of collaborative information platforms nurtures silo working across the business.
Uncertainty about a single source of truth for key information reduces trust in the information we
hold and can negatively impact efficient business decisions.
How we will get there:
People management
o Implement an integrated HR and payroll management system that will provide a 360
degree view of staff records.
Flexible working
o Provide ICT systems that support secure flexible working.
o Implement a mobile working platform to enable secure access to ICT information from
approved devices, from anywhere.
o Provide a platform for staff to implement local improvement projects that drive
departmental efficiencies, within approved guidelines.
Recruitment and retention of staff
o Self-service system to enable staff to update their records.
o A collaboration platform for staff to better engage, eg, SharePoint
3.0 Resources
3.1 Budget
The strategy will be largely delivered by two key programmes: 1) Digital transformation and 2)
Sustainable Information Management (SIM). We do not yet have the hard cost estimates to deliver
both projects - we are researching potential technologies and reviewing key customer facing
processes to better understand technology and resource requirements. Funding for the strategy will
be met from investment surpluses as set out in the business plan - funding will only be released as
business cases are approved.
3.2 Project team resourcing
The strategy will be delivered using our core ICT and Business Transformation team. The team
consists of a Service Desk team, Infrastructure team and a Business Transformation team. The
Business Transformation team will be largely focused on providing business analysis and project
management support to deliver the strategy. The Service Desk and Infrastructure teams are largely
operational however there is capacity set aside for project work and this will be assessed as projects
September 2016
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are scoped - there may be a need to supplement internal resources with external support as
requirements become clearer.
Directors and heads of service will need to supply the change managers and project team resources
from the business to design and implement new ways of working, and backfilling staff seconded
onto projects may be needed to support business operations. This will be assessed as projects are
scoped in more detail.
External resources will be funded from approved project costs. Overtime for internal staff time may
need to be reviewed where staff are required to work additional hours to deliver critical projects,
e.g., where weekend working is required. Overtime will be funded from project budgets.
4.0 Governance
4.1 Appropriate governance is in place to approve projects and ensure security, systems and risks are
managed effectively.
We will use a project approach to deliver the strategy that ensures large, complex and high risk
projects are managed through formal project board’s. Smaller projects will be managed through our
Innovation Lab which enables teams to respond to innovative ideas and deliver change quickly, with
decisions made at lower levels of the organisation and supported by the ICT team.
4.2 Governance structure:
Board
o approve the ICT Strategy
o annual review of the strategy
o link the strategy into the Business Plan and investment programme.
Audit Committee – monitors the Sustainable Information Management project and information
management breaches
Executive
o annual resource allocation
o quarterly and exception monitoring (key projects)
Operational
o Corporate Programme Board – approve business cases >£25k, monitor project
progress, review and approve exception reports
o Project board’s – approve the project budget and plans, monitor progress, issues and
risks and report exceptions to CPB
o Senior Information & Records Officer (SIRO) – monitors information management
control
o Lewisham Homes/LBL joint review group – review plans and joint dependencies
o Innovation Lab – projects <£25k approved by a service director and funded from
operational budgets.
September 2016
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5.0 Appendix 1
5.1 Strategic action plan
Two key interdependent programmes spanning 4-5 years will deliver the strategy: 1) Digital Transformation and 2) Sustainable Information Management
(SIM). Both programmes are in the early stages and therefore it is only possible to provide indicative dates for this strategy review. As business and
technology requirements are scoped in more detail and business cases and implementation plans approved, project timescales will be refined and
more projects will be added to the portfolio.
Strategic
objective
Programme Project / work stream Outcomes 2016 2017 2018 2019
Excellent
services
Digital
transformation
Housing, Customer Service and
Repairs business process
reviews and quick wins
Selected Housing, Customer Service
and Repairs business processes
reviewed and re-designed and interim
quick win solutions implemented using
existing technology
Aug to Aug 17
Sustainable
future
Digital
transformation
Mobile and process automation
platform
Technology platform implemented to
enable mobile working development
Qtr 3 17
Excellent
services
Digital
transformation
Automate re-designed selected
services
Selected services streamlined,
automated and integrated to back office
systems
Qtr 4 17 through 2019
Thriving
neighbourhoods
Digital
transformation
Upgrade or replace resident
portal
Tenants and Leaseholders able to self-
serve in real time to back office systems:
at-a-glance home page, eg, rent and
repairs history, appointments, payment
options, ASB case management,
community information
2018
Thriving
neighbourhoods
Digital
transformation
Provide mobile apps for
residents to access our services
Similar services to the resident portal but
on mobile devices
2018
Excellent
services
Digital
transformation
CRM Single view of the customer for all user
types across the business
2018 through
2019
September 2016
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Strategic
objective
Programme Project / work stream Outcomes 2016 2017 2018 2019
Sustainable
future
Digital
transformation
Skype for business telephony
system Staff collaboration, hot desking and
remote working opportunities improved
through ‘presence’, messaging, virtual
meetings and screen sharing
Sept 16 to Apr 17
Excellent
services
Digital
transformation
Contact centre management
system
Contact centre call handling enabled for
all front line staff
Oct to
Dec 16
Sustainable
future
Digital
transformation
Asset management system
(Phase 2): set up major works
and planned works; corporate
roll out
Major work and planned maintenance
contracts in one system - information is
held in one location and used across the
organisation
Nov 16 to Jun 17
Sustainable
future
Sustainable
Information
Management
Key information governance
framework
Key information location and owners
agreed. Operational asset register in
place
Aug 16 to Feb 17
Sustainable
future
Sustainable
Information
Management
Implement interim key
information reporting and audit
controls
Interim key information reporting and
audit processes in place
Mar 17
to Jul 17
Sustainable
future
Sustainable
Information
Management
Information processes
reviewed, re-designed and
automated
Information processes streamlined and
quick wins implemented; processes
automated as enabling technology is
implemented
Qtr 3 17 through 2019
Employee of
choice
Digital
transformation
HR and payroll system
(including OJEU procurement)
HR services automated. Self-service for
managers and staff to input records, eg,
time sheets, leave requests, address
updates, PDR results, training records
Q4 16 through Q1 18
Thriving
neighbourhoods
Digital
transformation
Set up resident led internet
cafes at our community centres
Digital excluded customers will have
access to the internet. Residents will
provide community led internet support
through internet cafes
Qtr 4 17
September 2016
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Strategic
objective
Programme Project / work stream Outcomes 2016 2017 2018 2019
Thriving
neighbourhoods
Digital
transformation
Negotiate free WiFi (for our
residents) with our suppliers, for
selected schemes
Digitally excluded customers connected
to the internet
2018
