Tony Summers <\/strong>CEO, Socitm Advisory<\/a><\/p>\n Alistair McIntosh <\/strong>CEO, HQN<\/a><\/p>\n [\/vc_column_text][vc_separator sep_color=”color-204307″ css_animation=”zoom-out”][vc_column_text css_animation=”zoom-in”]<\/p>\n Nick Atkin <\/strong>CEO, Yorkshire Housing<\/a><\/p>\n Emma Richman <\/strong>CEO, Yorkshire Housing Director of Operations, Hasani Jess <\/strong>NED at Settle Group<\/a><\/p>\n [\/vc_column_text][vc_separator sep_color=”color-204307″ css_animation=”zoom-out”][vc_column_text css_animation=”zoom-in”]<\/p>\n Simon Kaffel <\/strong>Data and Analysis Director, Sovereign Housing<\/a><\/p>\n Mark Humphries <\/strong>UK Chairman, Data Management Association (DAMA)<\/a><\/p>\n Kate Lindley <\/strong>Service Lead Digital and Data, Socitm Advisory<\/a><\/p>\n Jacqui Bateson <\/strong>Managing Director, HACT<\/a><\/p>\n [\/vc_column_text][vc_separator sep_color=”color-204307″ css_animation=”zoom-out”][vc_column_text css_animation=”zoom-in”]<\/p>\n Kamran Mahmood <\/strong>CEO, Gridizen<\/a><\/p>\n Matthew Wallbridge <\/strong>DDaT Director at Socitm Advisory<\/a><\/p>\n Halisha Kaur <\/strong>Senior Regeneration Officer, GreenSquareAccord<\/a><\/p>\n Steve Allcock <\/strong>Executive Director of ICT, Data & Digital, Johnnie Johnson<\/a><\/p>\n Sophia Koopman <\/strong>Business Development Director, Community Fibre<\/a><\/p>\n [\/vc_column_text][vc_separator sep_color=”color-204307″ css_animation=”zoom-out”][vc_column_text css_animation=”zoom-in”]<\/p>\n Antony Draper <\/strong>Client Service Director, Socitm Advisory<\/a><\/p>\n Suzanne Wicks <\/strong>Executive Director of Business Transformation, Lincolnshire Housing Partnership<\/a><\/p>\n Dr Gaby Wolferink <\/strong>Lead Consultant on Partnerships and Collaborations at DTL Creative and co-founder of Socialhousingmatters.co.uk<\/a><\/p>\n Russ Charleswort<\/strong>h Director of Health and Social Care, Socitm<\/a><\/p>\n [\/vc_column_text][vc_separator sep_color=”color-204307″ css_animation=”zoom-out”][vc_column_text css_animation=”zoom-in”]<\/p>\n Casey Cole <\/strong>CEO, Guru Systems<\/a><\/p>\n [\/vc_column_text][vc_separator sep_color=”color-204307″ css_animation=”zoom-out”][vc_column_text css_animation=”zoom-in”]<\/p>\n Jamie Ratcliff <\/strong>Executive Director of People and Partnerships at Network Homes<\/a><\/p>\n [\/vc_column_text][vc_separator sep_color=”color-204307″ css_animation=”zoom-out”][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-641981″ overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″][vc_column width=”1\/1″][vc_single_image media=”77″ media_width_use_pixel=”yes” css_animation=”left-t-right” animation_speed=”600″ animation_delay=”400″ media_width_pixel=”1000″][\/vc_column][\/vc_row][vc_row unlock_row_content=”yes” row_height_percent=”0″ back_color=”color-932452″ back_image=”31″ kburns=”yes” overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″ row_height_pixel=”180″ css=”.vc_custom_1623149795438{padding-top: 50px !important;}” row_name=”Foreword” el_class=”Foreword”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ back_color=”color-932452″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” el_class=”.dropshadow”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623145558668{padding-top: 20px !important;padding-bottom: 30px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-176122″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Tony Summers”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-932452″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623246471539{padding-bottom: 20px !important;}”][vc_single_image media=”81″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding”]<\/p>\n Tony Summers<\/strong> [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner limit_content=””][vc_column_inner width=”1\/1″][vc_column_text css_animation=”top-t-bottom” animation_speed=”600″ animation_delay=”400″]While great strides have been made by some housing providers, particularly during the pandemic, across the sector as a whole not much has really changed from my time as a Chief Executive in it more than ten years ago:<\/p>\n Don\u2019t get me wrong, providers do a fantastic job and are working hard to do their best for tenants, but against a backdrop of on-demand services in other areas of life, rising customer expectation, an increasing data and cyber risk profile and the financial pressures that will come with retrofitting and stock investment, is the sector innovative enough or moving quickly enough in the digital space?<\/p>\n Created by Socitm Advisory, in partnership with HQN, Perspectives on Digital in Housing shares insights from leaders across the sector, including best practice, ideas for the future and lessons learned when things go wrong.<\/p>\n At Socitm Advisory we\u2019re keen to get your feedback and really listen to your needs. I\u2019m always open to a coffee and a chat to share ideas or to talk about how we might help and support you with your aims \u2013 please just reach out. Alistair McIntosh<\/strong> [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner limit_content=””][vc_column_inner width=”1\/1″][vc_column_text css_animation=”top-t-bottom” animation_speed=”600″ animation_delay=”400″]For years in the building where Southwark housing department was based, there was a blue plaque up to tell all and sundry that this was the very place where Charles Babbage set to work!<\/p>\n Many thanks to everyone that has contributed to this volume. You\u2019re standing on the shoulders of a giant. But we face challenges Babbage could never have imagined. On one side we have Amazon, amongst others, setting new standards for responsiveness.<\/p>\n Our customers will want us to follow suit. It\u2019s time for quicker and more flexible services built around individual choices. That\u2019s the new normal in a nutshell. Yes, we did harness new technology to work in smarter ways than ever before during lockdown. But the essays in this volume shine the spotlight on our frustrations, too.<\/p>\n Time and again the writers talk about data. And they\u2019re right to do so. We don\u2019t know enough about our buildings and we don\u2019t know enough about the people who live there. That\u2019s at the core of so many of the problems we\u2019re trying to solve. Unless and until we fix this, we will be chasing our tail.<\/p>\n After Grenfell we must be monitoring the performance of safety critical components in all of our homes. Can we do this digitally? It\u2019s a huge task, so the answer must be yes.<\/p>\n And the world moves on. Criminal geniuses from anywhere in the world can hold our services to ransom whenever they please. How do we protect ourselves from this threat?<\/p>\n Piracy had largely died out by the time Babbage set to work. Now, in effect, it\u2019s back stronger than ever thanks in no small way to his invention.<\/p>\n Plus \u00e7a change, plus c\u2019est la m\u00eame chose[\/vc_column_text][vc_separator sep_color=”color-932452″][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-176122″ overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″][vc_column width=”1\/1″][vc_single_image media=”195″ media_width_use_pixel=”yes” css_animation=”left-t-right” animation_speed=”600″ animation_delay=”400″ media_width_pixel=”1000″][\/vc_column][\/vc_row][vc_row unlock_row_content=”yes” row_height_percent=”0″ back_color=”color-932452″ back_image=”31″ kburns=”yes” overlay_color=”color-950474″ overlay_alpha=”25″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″ row_height_pixel=”180″ css=”.vc_custom_1623150524003{padding-top: 50px !important;}” row_name=”Digital leadership”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ back_color=”color-950474″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” el_class=”.dropshadow”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623150472529{padding-top: 20px !important;padding-bottom: 30px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-150130″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Nick Atkin”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-950474″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623246402277{padding-bottom: 20px !important;}”][vc_single_image media=”127″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding”]<\/p>\n Nick Atkin<\/strong> [\/vc_column_text][vc_column_text]If we\u2019re serious about improving customer experience then we need more people who are willing to take us outside of our comfort zone and lead the transformation we need both in our mindsets and our services.<\/p>\n We can\u2019t stick to tried and trusted approaches and somehow expect radically different results.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Nick Atkin” tab_id=”1623151288-1-15″][vc_column_text]A digital awakening, led by more sophisticated use of data, will mean we can provide services when, where and how customers want to receive them. But only if we embrace the opportunities that lie ahead.<\/p>\n My own digital journey began back in 2013. I was listening to Lord Freud talking about the introduction of Universal Credit.<\/p>\n It got me thinking about how much of our rent we received through housing benefit – it was about 65% – and how many people were currently employed to collect the final third from those not receiving housing benefit.<\/p>\n I started working out how many extra people we\u2019d need to hire once Universal Credit kicked in to collect all of our rent from all of our tenants.<\/p>\n It was clear that by doing things the same way as we\u2019ve always done them, we\u2019d have to employ more staff to collect the same amount of income.<\/p>\n That didn\u2019t feel like a strong proposition to take to Board.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-950474″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623229570490{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623229487823{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]I started looking outside of the sector for what the solution might be, specifically in the banking and retail sectors who were miles ahead on customer experience.<\/p>\n Digitally-led self-service was already the norm for dealing with the majority of transactional services. This freed up more staff time to focus more intense support where it was needed.<\/p>\n Customers got to do things on their terms. Staff did work that made the biggest difference. It felt like an approach that was both sensible and sustainable.<\/p>\n At the time we worked out that around 70% of tenants would make the transition to self-service with no problem as they were already interacting digitally with other industries. Around 20% would need a bit of support to help them on the journey and the final 10% would need really intensive support, or would not be able to make that journey at all.<\/p>\n That good tenant insight meant we could be smart about where we placed our tenancy support and staff resources. We\u2019ve still got a long way to go when it comes to how we use our data. This will be the real catalyst for housing understanding the full potential of digital.<\/p>\n Smart tech is here, yet the way we fit out our homes has been pretty much the same since the 1950s.<\/p>\n There are opportunities that lie ahead, such as the remote monitoring of component failures in our homes. But these will only work if we have the data to support them.[\/vc_column_text][vc_column_text css=”.vc_custom_1623398127291{margin-top: 20px !important;}”]<\/p>\n At Yorkshire Housing we\u2019ve set an aim to transform our housing service offer. To do that we know we need three elements:<\/p>\n [\/vc_column_text][vc_column_text css=”.vc_custom_1623869818692{margin-top: 20px !important;}”]There is no magical switch we can pull to make these things happen. They take time. We\u2019re still working towards them and have carried out a root and branch review of our data quality.<\/p>\n At the moment we are living through a workplace revolution. Like most revolutions you don\u2019t realise you are in one until you come out of the other side.<\/p>\n The pandemic has fundamentally changed how we all work. This is the single biggest opportunity we have to reform service.<\/p>\n We can finally get away from the Monday to Friday, 9 to 5 mentality and focus on delivering services when and where customers want them.<\/p>\n It will change our recruitment and allow us to get and retain the best staff.<\/p>\n Leaders will have to think differently about how they communicate \u2013 digital will enable that. Traditional leadership structures will break down and the power balance will change.<\/p>\n Leadership will be based on how authentic you are and what you deliver, not your job title or status.<\/p>\n Ultimately, digital will help us achieve more for our staff and customers, but only if we embrace the risks.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-150130″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Emma Richman”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-950474″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623246373751{padding-bottom: 20px !important;}”][vc_single_image media=”159″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1624028453367{margin-bottom: px !important;}”]<\/p>\n Emma Richman<\/strong> [\/vc_column_text][vc_column_text]How you hold and use valuable data can make or break you – a fact we learned the hard way at Peaks and Plains.<\/p>\n A breach of compliance data on electrical testing led to a downgrade from the Regulator of Social Housing before I joined the Trust. It was painful, but in truth it was the wake-up call we needed.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Emma Richman” tab_id=”1623234747-1-86″][vc_column_text]It led to a cultural awakening and recognition of how vital data is to our business. We are well on the road to recovery now and I believe many in housing can learn from our journey.[\/vc_column_text][vc_column_text css=”.vc_custom_1624280918441{padding-top: 20px !important;}”]<\/p>\n Peaks and Plains was downgraded by the Regulator of Social Housing in 2020 for compliance issues. Actions arising from fire risk assessments had not been carried out, and some of our homes had not had electrical safety checks completed.<\/p>\n There was also a smaller breach concerning a loan covenant.[\/vc_column_text][vc_column_text]The effects were huge. The downgrade was not just about specific mistakes.<\/p>\n Working with the Regulator we knew the culture, the environment, and how things were done needed to change. It showed that we were not storing or using our data correctly.<\/p>\n We wanted more transparency, more ability to hold people to account. We wanted an environment of high support but also high challenge.<\/p>\n Our whole approach to managing data had to change, and it has done. Data drives good decision making We brought in Compliance Manager which is a brilliant new system.<\/p>\n This allowed us to validate and house our data in one system and is now allowing us to access daily reports, providing plenty of assurance.<\/p>\n This is so important because good data drives good decision making. For customers that started with surveys, but to make sure we capture everyone, each staff member has been allocated 40 customers each to contact on the phone and validate their data.<\/p>\n We will be going out to visit the people that we haven\u2019t been able to talk to. It\u2019s been a good exercise for people to speak to our customers as lockdown eases. [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]<\/p>\n A lot of people are burying their heads in the sand with their data storage and capture. Often it\u2019s an incident that happens which catches people out.<\/p>\n A fire when there\u2019s no validated data certification or a Legionnaires case where you\u2019ve not had the water hygiene tested. These are the kind of things that keep Boards and Executive teams awake at night.<\/p>\n Good data addresses that overnight.<\/p>\n A key to our turnaround has been instilling a no blame culture that encouraged openness and got people to be honest about where we were at. That really worked for us. It enabled things to come out of the woodwork.<\/p>\n Then you can apply resources, make the changes you need and start to stress test parts of the business.<\/p>\n For organisations who know that their data isn\u2019t where it needs to be my advice is to start addressing it today. You can\u2019t be complacent and eventually it will catch you out.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-150130″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Hasani Jess”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-950474″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623246336414{padding-bottom: 20px !important;}”][vc_single_image media=”164″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623246301501{margin-bottom: -px !important;}”]<\/p>\n Hasani Jess<\/strong> [\/vc_column_text][vc_column_text]The pandemic and resultant lockdowns have highlighted the need for us to focus on our wellbeing more than ever. Taking time out to invest in ourselves is important to avoid burnout, illness and reduced performance amongst other things. Clearly it is something worth the investment. I, like many, often struggle with this investment. Why?[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Hasani Jess” tab_id=”1623245760-1-79″][vc_column_text]\u201cI have too much to get through. Taking time out will only make that worse.\u201d<\/p>\n \u201cOther people are depending on me. If I cause a delay, I will be affecting their wellbeing!\u201d<\/p>\n \u201cTaking time out won\u2019t make a difference. I can\u2019t go anywhere!\u201d<\/p>\n These are all reasons I have given myself. I am sure you have similar and more.<\/p>\n The struggle is between the important and the urgent. Preventative maintenance is not easy to prioritise because there is always something competing with it that has more visibility, perceived urgency and higher return. Although we know there is going to be some payback at some point, it is easy to kick the can down the road to a later time, where its priority will be higher.[\/vc_column_text][vc_column_text css=”.vc_custom_1623398353694{margin-top: 20px !important;}”] Within the tech industry we have a concept called technical debt. It describes the accumulation of maintenance or remediation costs that we accrue as we make decisions. Every short cut we take in a system build accrues a bit more debt. Every test we risk not building, every customer requirement we choose to delay, every tactical \u2018fix\u2019 accumulates a cost that will be required to be paid in the future. A technical debt. Ultimately this means that at some point that system will require its own renourishment project. Often just like the beach, that project doesn\u2019t provide features, capabilities and revenue generating changes, but is required simply to remain functional.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-950474″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623229570490{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623246708898{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text css=”.vc_custom_1623246757060{margin-top: 20px !important;}”]In the grand scheme of things, the \u00a37.5M is probably a drop in the ocean of the overall cost of creating and maintaining the beach I visited, and this is the same in the case of technical debt. If the level of cost of paying back that debt gets out of control you have probably hit Tech Bankruptcy, and a migration project for your now legacy system is on the horizon.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ css=”.vc_custom_1623246069114{margin-top: 20px !important;}” limit_content=””][vc_column_inner width=”1\/2″][vc_column_text]Many companies are now recognising the impact of technical debt on the customer experience and on the bottom line. Continual iteration is increasingly becoming the norm \u2013 spreading the investment you\u2019d make in a large scale \u2018one off\u2019 project over a period of time, making incremental improvements and developing product and service roadmaps to enable that journey.[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”1\/2″][vc_single_image media=”171″ media_width_percent=”100″][\/vc_column_inner][\/vc_row_inner][vc_column_text css=”.vc_custom_1623246935244{margin-top: 20px !important;}”]This won\u2019t be possible in every case. However, just like investment in our own wellbeing, it is time we thought more about renourishment projects for our tech that are periodical, rather than sporadic. [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-114378″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Simon Kaffel”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-204307″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623247711127{padding-bottom: 20px !important;}”][vc_single_image media=”175″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623429509420{margin-bottom: -px !important;}”]<\/p>\n Simon Kaffel<\/strong> [\/vc_column_text][vc_column_text]Data. It\u2019s everywhere we turn.<\/p>\n From seeing how many steps you have walked today, to your phone knowing when you need to leave the house to make it to your train on time, we are surrounded by numbers and calculations.<\/p>\n But how do we make best use of all this information? And how do we take raw data and turn it into great stories that our organisations can use in meaningful ways?[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Simon Kaffel” tab_id=”1623247953-1-26″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ css=”.vc_custom_1623248089070{margin-top: 20px !important;}” limit_content=””][vc_column_inner width=”1\/2″][vc_column_text]A lot of businesses are obsessed with capturing data, but they are far too focused on the amount they gather. What gets missed is the \u2018so what?\u2019<\/p>\n What are we going to do with all this data? And how can we use it to affect change in the business and for customers?<\/p>\n These are the questions leaders in organisations should be asking of their data teams.[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”1\/2″][vc_single_image media=”177″ media_width_percent=”100″][\/vc_column_inner][\/vc_row_inner][vc_column_text css=”.vc_custom_1623248805429{margin-top: 20px !important;}”]I was brought into Sovereign last year to embed data into the heart of the business. It may sound daunting, but data is an opportunity and not a burden \u2013 for all landlords.<\/p>\n It is the lifeblood of any business.<\/p>\n The human body will not grow and flourish if there isn\u2019t healthy blood flowing through it. It\u2019s a similar scenario with organisations and data.<\/p>\n That is the intersection of leadership and data. Leadership is needed to get the right data flowing to the right bits of the business.<\/p>\n When there is clarity of what we are trying to achieve, we can manipulate data to highlight problems, create detailed insight into what is happening and then offer up solutions.<\/p>\n Then investments in data assets, technology and people start to make sense. Even for those who don\u2019t consider themselves tech-savvy. But do you really need them?<\/p>\n You can spend a fortune buying into the latest tech trend to solve problems you never really had.<\/p>\n That is why it is so important that data experts have a good understanding of an organisation\u2019s purpose.<\/p>\n Understanding wider business aims and objectives, along with specific KPIs that teams are trying to hit, means teams can use data and technology to address the challenges that will have the biggest impact.<\/p>\n Teams can use the data at their disposal to empower colleagues \u2013 ensuring they have all the information they need to carry out their roles at their fingertips \u2013 and setting in motion a journey that will see services and customer experience continuously improve.<\/p>\n How we present that data is key to achieving this. Data works best when it tells a compelling story.<\/p>\n The business needs to be able to access information in a way that is engaging and not via complex spreadsheets or bits of code.<\/p>\n People understand pictures and dashboards. We need to visualise the story we want the business to know about and make everyone want to see it in action.<\/p>\n That\u2019s how we put data at the heart of the business.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-204307″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623248919310{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623248948553{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner row_inner_height_percent=”0″ back_color=”color-156212″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623251484914{margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”light” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css=”.vc_custom_1624028828350{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n When the pandemic hit, Sovereign went from operating across multiple office sites to the whole business working remotely.<\/p>\n It was incredibly important that we continued to have the oversight of what was going on in our communities and in the organisation itself.<\/p>\n We needed accurate management information in order to make decisions in real time.<\/p>\n The data and analysis team developed a suite of dashboards that gave an overview of each of the directorates in the business.<\/p>\n We served that information up in a timely and accurate way that was intuitive and digestible, allowing the business and individual teams to become agile and make informed decisions on where investment and resources needed to be deployed in a rapidly changing environment.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-114378″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Mark Humphries”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-204307″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623247711127{padding-bottom: 20px !important;}”][vc_single_image media=”188″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623251797686{margin-bottom: -px !important;}”]<\/p>\n Mark Humphries<\/strong> [\/vc_column_text][vc_column_text]Like most businesses in today\u2019s digital world, housing providers want to be more data driven.<\/p>\n Too often that is misinterpreted as \u2018we need to invest in AI,\u2019 or some other shiny technology.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Mark Humphries” tab_id=”1623251910-1-0″][vc_row_inner limit_content=””][vc_column_inner width=”1\/1″][vc_column_text]<\/p>\n When it comes to better data governance, it almost doesn\u2019t matter where you start. As long as you start somewhere.<\/p>\n My advice is to think big, but start small.<\/p>\n Data has the ability to transform your organisation, but if you gather too much at once you\u2019ll become overwhelmed.<\/p>\n You might look at tenant data \u2013 and start by getting all of your addresses up to date. Or you might want to accurately catalogue your compliance data.<\/p>\n You\u2019ll have to be patient and set realistic timescales. Wherever you chose you\u2019ll need a small but focused team that can look at data quality and data architecture.<\/p>\n Put some measures in place to identify a problem \u2013 how many customers do we have where we don\u2019t have an email address for?<\/p>\n Then ask what the impact is of not having accurate data in this area. Be clear how \u2018good\u2019 you need the data to be.<\/p>\n If you\u2019re gathering emails to send marketing materials then a 20% bounce back might be acceptable.<\/p>\n If it\u2019s for sending rent payment letters then 99% accuracy isn\u2019t enough.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]Landlords have a wealth of information at their fingertips. It is knowing when and how to use that information that is the difference between success, failure and frustration.<\/p>\n The solutions to many of our challenges start with doing the basics right. By that, I mean gathering the right data and organising it in ways that are useful and accessible.<\/p>\n Using data better starts with being clear about what you want to achieve. What most landlords really want to do is to serve their customers better. It starts with being clear who the people are who live in your homes or use your services.<\/p>\n That\u2019s names, addresses, how many people live in a home, phone numbers, preferred communications channels.<\/p>\n Gathering and organising this information is not sexy. But it is smart.<\/p>\n It won\u2019t win you any awards. But it will provide you with the foundations to access more complex systems and technologies and use them in ways that make services better.<\/p>\n It\u2019ll also save you a fortune.<\/p>\n Good data is perhaps the most important and underappreciated area of business. It provides the ability to first identify and then understand solutions to the majority of business problems.<\/p>\n It tells you where you are, and where you are heading.<\/p>\n Yet, it\u2019s often overlooked as a strategic tool because to many leaders it\u2019s \u2013 well \u2013 a bit boring.<\/p>\n We have become convinced that the answers to so many challenges lie in technology. We invest thousands of pounds in kit hoping for a quick fix. [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]<\/p>\n If you are looking at feedback and are not scoring well for customer service, what analysis can we do to understand why that is?<\/p>\n Once we are clear about the true drivers of customer satisfaction in our organisations we can target investment and resource in a better way.<\/p>\n During some work with a train company recently we spent time understanding that what really mattered to passengers was the cleanliness of trains, whether they ran on time, and if they were late then communication was clear.<\/p>\n Once we had this insight it transformed the way they operated. They use data to constantly look at ways to improve their performance in these three core areas.<\/p>\n When they did, satisfaction went up.<\/p>\n For housing providers, understanding the core drivers of tenant satisfaction and then having the ability to use quality data to focus the right investment in these areas will be very useful ahead of some of governance reforms planned for the coming years.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-114378″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Kate Lindley”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-204307″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623247711127{padding-bottom: 20px !important;}”][vc_single_image media=”199″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623253728980{margin-bottom: -px !important;}”]<\/p>\n Kate Lindley<\/strong> [\/vc_column_text][vc_column_text]Data is the building block of responsive, reliable and cost-effective service delivery.<\/p>\n At its most basic, you need to know how many homes you\u2019ve got, the profile of the asset components you need to manage, the make-up and needs of your customers, the money you\u2019ve got coming in \u2013 and the expenditure you\u2019ve got going out.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Kate Lindley” tab_id=”1623253824-1-36″][vc_column_text]Obviously, there\u2019s more to housing than that, but having a single view of the truth for asset, people and financial data is critical for success.<\/p>\n Sounds easy, doesn\u2019t it?\u00a0 Yet with so much data in so many places, it\u2019s often hard to reconcile – and the way data is held differently in different systems creates unhelpful complexity.<\/p>\n I\u2019ve sat in many a meeting with more than one \u2018version of the truth\u2019 being presented – and without accurate and trusted data, as well as risking poor service delivery, you also risk non-compliance.<\/p>\n Data integrity is quite rightly a risk on the sector risk profile and a clear indicator of a poor control framework.\u00a0 Recent regulatory reviews and downgrades because of breaches of the consumer standard and rent setting inaccuracies all point to greater regulatory attention on data quality \u2013 and serious consequences for those who get it wrong.[\/vc_column_text][vc_column_text] Despite what software vendors might tell you, no amount of whizzy software will make up for poor data governance, poorly designed data inputs and poor handoff processes.<\/p>\n In the same way that we invest in planned maintenance to keep our stock well looked after, so too should we invest in keeping our data updated, including getting it periodically sampled and assured, particularly in the areas of highest risk.<\/p>\n Poor data quality undermines board oversight and leads to ineffective decision-making. It follows that accurate up to date data is a critical first step for all organisations.<\/p>\n Forget AI, machine learning and the latest buzz words \u2013 analytics done on inaccurate data is worthless. The effort needs to be in validation, data quality and effective controls. Only then will what\u2019s layered over that deliver any value.<\/p>\n So how do you know where you are on the maturity spectrum? And what are the \u2018dig here\u2019 signs to look out for?<\/p>\n The signs are often there \u2013 data being downloaded from systems and manipulated on spreadsheets, a view that data is \u2018IT\u2019s job\u2019, a lack of named and active data owners, data being something that is \u2018squeezed in\u2019 rather than a core part of people\u2019s roles, or evidence of having to \u2018fix\u2019 data before reports can be completed.<\/p>\n All of these things scream \u2018there\u2019s an issue\u2019 \u2013 and all too often it\u2019s only when things go wrong that anything is done.\u00a0 While getting it right takes investment, it\u2019s less costly than getting it wrong!<\/p>\n Positively, data literacy at Board and Executive level is improving sector-wide. Given how data underpins key risks like health and safety, loan covenant compliance and even risk profiling itself, at the top of the organisation, data needs to be taken seriously. Boards needs to be seeking assurance that what they are seeing is derived from trusted source.[\/vc_column_text][vc_column_text css=”.vc_custom_1623254538466{padding-bottom: 20px !important;}”]Outside of my \u2018day job\u2019, I sit on the boards of a couple of housing associations and I regularly see compliance, performance and financial reports – what I\u2019m most interested in is where the data has come from, so I know what it\u2019s telling me is accurate. \u00a0You can only find that out by getting someone to independently assure the data end to end.\u00a0 Key to this is focusing on the most critical data \u2013 there\u2019s so much you could do, it\u2019s important not to \u2018boil the ocean\u2019 \u2013 start small in the highest risk areas and scale.<\/p>\n Diagnostic tools such as low-cost data maturity assessments are also useful and can provide a useful starting point to assess key areas of focus.\u00a0 Socitm Advisory\u2019s own ten-point maturity model looks at data management holistically and is often used as a starting point to craft data strategy, to build organisational maturity and to identify key areas of focus to inform the roadmap for change.[\/vc_column_text][vc_single_image media=”204″ media_width_percent=”100″ alignment=”center”][vc_column_text css=”.vc_custom_1623254726661{padding-top: 20px !important;}”]Maturity varies greatly across the sector, with some providers reliant solely on traditional line of business systems and mashing up spreadsheets to pull together data from them, others using data visualisation tools to present insight in a more digestible format \u2013 and those a bit further along making good use of cloud platform components to ingest data from multiple sources and present it to answer key organisational questions.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-204307″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623248919310{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623254700702{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]Wherever you are on your journey, being data smart starts with the basics \u2013 and the foundations first.<\/p>\n As trusted advisors across the public sector, we\u2019re always happy to chat and provide insight and advice without obligation.\u00a0 To find out more about our data services, please get in touch via www.advisory.socitm.net\/housing <\/a>[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-114378″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Jacqui Bateson”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-204307″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623247711127{padding-bottom: 20px !important;}”][vc_single_image media=”207″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623255058886{margin-bottom: -px !important;}”]<\/p>\n Jacqui Bateson<\/strong> [\/vc_column_text][vc_column_text]Pre-historic man marked notches into sticks or bones to record trading activity. In more modern times, the first recorded statistical data analysis experiment took place in 1663 in London. And in 1865 the term business intelligence was used by Richard Millar Devens in his Encyclopedia of Commercial and Business Anecdotes.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Jacqui Bateson” tab_id=”1623255128-1-50″][vc_column_text] It was clear that just as data was becoming more important to the business of social housing, there was work to do to ensure the sector was equipped to make best use of it. Our task was simple: how could we help the sector make data more consistent, more reliable and, as a consequence, more useful.<\/p>\n For inspiration, we looked abroad, first at the Dutch data standard CORA, which was launched in 2008 and to OSCRE, a Florida-based data organisation which had developed its own set of real estate data standards. In partnership with OSCRE, HACT has worked with the industry to create the UK Housing Data Standard.<\/p>\n In 2017, we brought together the first group of 17 pioneering social housing organisations to develop a UK Housing Data Standard use case. They chose three use cases for proof of concept: tenancy application, void repairs and customer data.<\/p>\n The project partners participated in regular workshops, engaging internal SMEs and project sponsors, with support from HACT and OSCRE. Each data standard use case is developed by the sector for the sector, with participants sharing and agreeing on process maps, data models and standardised descriptions of different data entities.[\/vc_column_text][vc_column_text css=”.vc_custom_1623255530143{padding-top: 20px !important;}”] As the UK Housing Data Standards have evolved, so we\u2019ve engaged with more housing associations and software suppliers. To date over 70 organisations have participated in the development process.<\/p>\n In December 2020, we launched the third iteration of the UK Housing Data Standards, which included the development handover use case. This was exceptionally timely and resulted in our being involved in discussions with Dame Judith Hackitt, as well as the Government, about the future role of the UK Housing Data Standards in the Building Safety Act.<\/p>\n Following HACT\u2019s appearance at an Industry Safety Steering Group meeting, Dame Judith Hackitt wrote to us stating: \u201cWe see real value and importance in the UK Housing Data Standards (UKHDS) you are developing. They will enable organisations to keep information about the way homes are constructed and how they meet the compliance regime in an accessible way that can be shared with residents and contractors alike.\u201d<\/p>\n Last year, we started work on our latest use case – resident feedback and customer complaints. This was timely, bearing in mind the Government\u2019s White Paper emphasis on resident voice. To ensure we captured as many perspectives as possible, we actively encouraged small and medium sized housing associations to take part and over 30 organisations are involved as a result.[\/vc_column_text][vc_column_text css=”.vc_custom_1623255626995{padding-top: 20px !important;}”] The purpose of the standards was to enable the sector to make better use of data and create governance frameworks which are culturally embedded within organisations. We\u2019ve taken the major step in the process, one that has been recognised by software suppliers, national data specialists and government advisors.<\/p>\n It is important that the data standards continue to be a living, breathing thing which adapt over time to the changing world we are in. Later this year, as we move towards the completion of these standards, we will again look to work with the housing sector on a roadmap to securing the future of the UK Housing Data Standard.[\/vc_column_text][vc_single_image media=”213″ media_width_percent=”100″ alignment=”center”][vc_column_text css=”.vc_custom_1623256019316{padding-top: 20px !important;}”]<\/p>\n The Golden Thread Initiative (GTI) was developed by the Government\u2019s Building Regulations Advisory Committee (BRAC) in response to the Grenfell disaster.<\/p>\n We were asked to take part in the GTI, bringing our expertise in data standards and advising how the UK Housing Data Standards can underpin the golden thread. The golden thread is both the information that allows you to understand a building and the steps needed to keep both the building and people safe, now and in the future.<\/p>\n With the Government\u2019s Building Safety Bill included in the Queen\u2019s speech, social housing organisations should note that the information you hold in each building\u2019s digital passport should include all the information necessary to understand and manage risks to prevent or reduce the severity of the consequences of fire spread or structural collapse in a building.<\/p>\n This golden thread information should be stored as structured digital information. It should be stored, managed, maintained and retained in line with the golden thread principles. The Government\u2019s Building Safety Bill is expected to specify digital standards which will provide guidance on how these principles can be met.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-114378″ overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″][vc_column width=”1\/1″][vc_single_image media=”196″ media_width_use_pixel=”yes” css_animation=”left-t-right” animation_speed=”600″ animation_delay=”400″ media_width_pixel=”1000″][\/vc_column][\/vc_row][vc_row unlock_row_content=”yes” row_height_percent=”0″ back_color=”color-141538″ back_image=”215″ kburns=”yes” overlay_color=”color-950474″ overlay_alpha=”25″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″ row_height_pixel=”180″ css=”.vc_custom_1623256891647{padding-top: 50px !important;}” row_name=”Re-thinking tenant experience”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ back_color=”color-141538″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” el_class=”.dropshadow”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623256573337{padding-top: 20px !important;padding-bottom: 30px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-891023″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Kamran Mahmood”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-141538″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623256719943{padding-bottom: 20px !important;}”][vc_single_image media=”216″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623256697295{margin-bottom: -px !important;}”]<\/p>\n Kamran Mahmood<\/strong> [\/vc_column_text][vc_column_text]When Gridizen first started to look at the housing sector\u2019s relationship with technology, we identified a number of barriers getting in the way of service improvement and innovation.<\/p>\n One of the starkest findings from our research was that the majority of core housing management software suites were over 10 years old.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Kamran Mahmood” tab_id=”1623257227-1-31″][vc_column_text]In the scheme of things, a decade may not seem that long, but in terms of the ever-changing landscape of technology, this is a lifetime (or at least a product lifecycle!).<\/p>\n To put this into perspective, the average smart phone is thousands of times more powerful and faster than NASA\u2019s computers at the time of the Apollo 11 moon landing in 1969.<\/p>\n The systems landlords are using must be fit to match the expectations of modern tenants.<\/p>\n Great technological innovation sits at the cross-section of hardware and software capability, regulatory and business need, and the desires of consumers.<\/p>\n Residents are often the final piece of the jigsaw that are missed out. This may sound like a trite soundbite, but it is in fact used as an internal acid-test to every piece of functionality that we engineer.[\/vc_column_text][vc_column_text] The sessions where we have more tenants participating than landlords are often the ones where we glean the greatest insight into both how we can develop our own offers and the tech currently being used in the sector.<\/p>\n This process ensures that, whenever we develop concepts, we satisfy ourselves that the new feature will help to provide a better service to residents.<\/p>\n This may come in the form of providing a more efficient and transparent transaction between the organisation and the resident, or it may be that it allows the resident easier access to services, or simply to engage with their landlord.<\/p>\n There are a number of ways that new technology can be used to drive innovation and service improvement. The ability to access and analyse data from across an organisation, avoiding the common pitfall of relevant information being \u201cstuck\u201d in an internal silo, can have huge implications for the wellbeing of residents by indicating where support might be required.<\/p>\n A real-world example of this is a repairs system that can spot patterns that may indicate potential ASB or domestic violence issues which could then be investigated by an appropriate officer. The use of smart home technology can provide manifold benefits to the resident and the organisation.<\/p>\n For example, fitting smart thermostats into properties allows a resident to have more control over how they use their heating, potentially saving money. It would also allow the organisation to know if someone is in fuel-poverty and direct appropriate support to the resident much more quickly. Similarly, placing leak detectors in homes can save very expensive, distressing and inconvenient flooding issues long before a human would be aware of the issue.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-141538″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623257619121{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623257639266{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]When we look at the costs of new technology, we need to start understanding the benefits in terms of wellbeing that could result, as well as the real-time savings in terms of time and money that could be garnered.<\/p>\n New technology itself shouldn\u2019t be the ultimate goal for organisations. Providing a better service for residents should be, and any new technology needs to support this or it isn\u2019t fit for purpose.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-891023″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Matthew Wallbridge”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-141538″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623256719943{padding-bottom: 20px !important;}”][vc_single_image media=”224″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623258012031{margin-bottom: -px !important;}”]<\/p>\n Matthew Wallbridge<\/strong> [\/vc_column_text][vc_column_text]In a sector where it\u2019s easy to talk about assets, the White Paper has, quite rightly, put people squarely at the heart of the housing agenda.<\/p>\n For many housing providers this isn\u2019t new \u2013 improving lives has always been a core part of the mission, but the \u2018how\u2019 is often overlooked and as a result, opportunities to involve customers in the design of the services they consume are often missed.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Matthew Wallbridge” tab_id=”1623258221-1-46″][vc_column_text]Following the White Paper, we\u2019ve talked to lots of providers about what they\u2019re doing that involves customers in a meaningful way. As you\u2019d expect it\u2019s quite a spectrum, but there are some consistent themes, including using Engagement and Challenge panels to encourage feedback on new policies and solutions.\u00a0 What\u2019s less prevalent is the involvement of customers in service design \u2013 and yet this is where some of the greatest gains can be had.<\/p>\n Amazon, Facebook, retail businesses and (increasingly) councils, all seek to actively involve customers in designing their services. As a result digital services are slicker, uptake is typically higher, costs are lower, and both satisfaction and brand loyalty often increase.<\/p>\n Done well, it\u2019s a small investment of time and effort for a significant pay off. Central Government\u2019s Digital Service endorses the concept of user involvement from the start of any new service design rather than as a tag on to \u2018test\u2019 services at the end. In our day-to-day work we see the benefits first-hand.\u00a0 While service managers might think they know what customers want, often ideas are based on assumptions, preferred ways of working, or, in some cases vested interest resistance to change.[\/vc_column_text][vc_column_text css=”.vc_custom_1623258642070{padding-top: 20px !important;}”] So if you\u2019ve never done co-design before how do you go about it?<\/p>\n The first thing to understand is that it\u2019s not rocket science! Buzz words and acronyms like \u2018ideation\u2019, \u2018prototyping\u2019 and \u2018UX\u2019 can create an air of mystery around what is really both a logical, and a creative, co-design process.[\/vc_column_text][vc_column_text css=”.vc_custom_1624028551276{padding-top: 20px !important;}”]We support organisations of all shapes and sizes to start on their service design journey, so here are some pragmatic tips to help:<\/p>\n You\u2019ll already have a good amount of data on how people are using your services, even if you don\u2019t make use of it.\u00a0 Web analytics, demand data, satisfaction data, costs and system metrics are all useful starting points to give you a holistic view of your starting point. This can point to areas of opportunity or \u2018pain points\u2019.<\/p>\n It sounds obvious, but you need to involve a representative sample of your tenants so that you get enough feedback from a wide enough group of people to be valuable, but without creating \u2018analysis paralysis\u2019 or becoming inefficient. The make-up of those you involve should broadly cover the demographic make up of your customer base \u2013 and you should consider how you ensure your services meet the needs of people with disabilities and language needs in particular. Attracting customers to take part in research doesn\u2019t have to be difficult. Companies that mainstream this make it a routine part of every contact, so they don\u2019t need to \u2018call out\u2019 for involved tenants.\u00a0 Think carefully about who you field from your organisation too \u2013 service design is not about rubber-stamping or seeking feedback on your own ideas, it\u2019s about listening deeply and carefully to tenant need and working with them to shape services.\u00a0 Collaboration is key!<\/p>\n If people are good enough to give up their time to help co-design services with you, make sure there\u2019s something in it for them \u2013 some organisations incentivise involvement with vouchers or payments, while others simply seek to make it so enjoyable people actively want to take part.\u00a0 You may want to link this to the local skills agenda, or to incentivise with a points system \u2013 so the more involved tenants gain reward points to \u2018spend\u2019 on skills training or other things that are useful to them.[\/vc_column_text][vc_column_text css=”.vc_custom_1623338312434{padding-top: 20px !important;}”]<\/p>\n Don\u2019t expect people to come to you.\u00a0 Go to them. If there are local community spaces available for workshops, use them. Or if you\u2019re at prototyping stage, you could install a \u2018pop up\u2019 research facility in a local shop, school or similar to gain feedback on a more ad hoc basis providing the footfall is your target demographic. Covid has given organisations an opportunity to reflect on how they involve people in design activities, with many more service design activities now taking place online \u2013 tools like Teams are useful, but make sure you consider digital inclusion \u2013 and how services will work for people without digital access.<\/p>\n One of the biggest mistakes we see organisations make when they start to design services is to only look at part of the customer journey \u2013 so the \u2018contact centre bit\u2019 or the \u2018repairs delivery bit\u2019. Only by designing services end-to-end do you understand the whole customer experience. For example, there\u2019s no point having a highly responsive contact centre only for it to take three weeks to get a repair done, with no updates in between!\u00a0 Looking at the entire journey is key \u2013 and can avoid expensive re-work later too!<\/p>\n There will be some things that customers want you to do, or that you\u2019d love to do, that simply aren\u2019t possible – or aren\u2019t possible right now. This might be because they\u2019re too expensive to deliver, or because you\u2019re tied into a system contract that doesn\u2019t enable changes to be made in the way that you\u2019d like.\u00a0 Where constraints are known, it\u2019s best to be upfront about these.\u00a0 In many cases you can work around constraints and then keep the desired end state in your backlog to implement when new functionality allows.<\/p>\n There are a lot of agencies out there that sell a romanticised ideal of service design. While idea generation has a place, I run a mile from those that focus in too heavily on \u2018ideation\u2019, \u2018ideas labs\u2019 and \u2018inspiration days\u2019 at the expense of getting the basics right. Don\u2019t be afraid to ask for help getting started – we\u2019re always here and happy to advise and to provide initial ideas without obligation.\u00a0 Our team has vast experience of user engagement, research and design, looking at everything from how to set up best practice involvement to how to involve customers in co-creating housing management and repairs processes, or deploying newer technologies like IOT. You can find out more about our work at www.advisory.socitm.net\/housing[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-891023″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Halisha Kaur”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-141538″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623256719943{padding-bottom: 20px !important;}”][vc_single_image media=”234″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623338947200{margin-bottom: -px !important;}”]<\/p>\n Halisha Kaur<\/strong> [\/vc_column_text][vc_column_text]Lockdown highlighted our appetite for instant access to everything, from online movies to same day delivery of goods. As technology drives customer expectations, our culture is changing and \u2018on demand\u2019 access to goods and services is becoming commonplace.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Halisha Kaur” tab_id=”1623339010-1-29″][vc_column_text]Good customer service is not just about exceeding expectations; it\u2019s about being available and accessible to our customers through their preferred channels of communication.<\/p>\n It is not just millennials embracing the digital culture. Data from the ONS shows 80% of ages 65 to 74 use the internet, and there has been a dramatic increase in internet usage in over 75s from 20% in 2011 to 44% in 2018. So how can housing associations use technology to adapt to this changing landscape?<\/p>\n Enter Ava the Chatbot, GreenSquareAccord\u2019s Virtual Assistant. Ava is accessible 24\/7 on our website and Facebook Messenger, providing instant responses to customer queries based on data and analytics collected from our customer care team.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-141538″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623257619121{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623339331595{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text css=”.vc_custom_1623339368162{padding-top: 20px !important;}”]As many of us are familiar with communicating in an informal way through mobile messaging and Facebook, Ava supports customers to embrace a channel of technology they feel comfortable using.<\/p>\n Ava is a prime example of how simple technologies can provide customers with quick, easy access to information they require at the tip of their fingers. Although its early days, GreenSquareAccord are already seeing results, with customer interactions tripling via their online platform.<\/p>\n The use of a chatbot helps ease pressure off front-line staff through automating the more repetitive and straight forward enquiries; this allows more focus on detailed calls for those customers who may require it, improving overall customer service.[\/vc_column_text][vc_column_text css=”.vc_custom_1623339427453{padding-top: 20px !important;}”] As technology continues to change, we must ensure we are meeting our customers\u2019 needs and improving customer service through a more inclusive approach, providing different ways for our customers to engage and making information easily accessible.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-891023″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Steve Allcock”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-141538″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623256719943{padding-bottom: 20px !important;}”][vc_single_image media=”240″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623339563098{margin-bottom: -px !important;}”]<\/p>\n Steve Allcock<\/strong> [\/vc_column_text][vc_column_text]We can be guilty of spending so much time debating what we can do with our digital platforms that it can be easy to neglect just what our tenants actually want from them.<\/p>\n Tenants don\u2019t want great tech \u2013 they want a great service.<\/p>\n Over the last 18 months Johnnie Johnson has spoken candidly about our workplace reforms \u2013 which has seen us leave our office and commit to a remote based approach to working in the long term.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Steve Allcock” tab_id=”1623339639-1-87″][vc_column_text css=”.vc_custom_1623342237307{padding-top: 20px !important;}”]<\/p>\n But we\u2019ve also been experiencing a much quieter revolution in our customer experience. And digital has been at the heart of that revolution.<\/p>\n Designing services with tenants starts with giving people a voice \u2013 and then acting on what they say.<\/p>\n We are already actively engaged with tenants across our communities through scrutiny panels, tenant forums and our Facebook community group.<\/p>\n These forums are a chance to listen to tenants, but also a place for us to try out ideas and scrutinise and redesign services as we look to introduce them.<\/p>\n Back in the summer of 2020 we ran a five-day design sprint across our digital services.<\/p>\n Over a week we identified the problems for our digital services, sketched out a raft of potential solutions, decided which were best, developed prototypes and then tested them to see if they work.[\/vc_column_text][vc_column_text css=”.vc_custom_1623342394405{padding-top: 20px !important;}”]<\/p>\n It let us look into the future to see what people might feel about our services as they evolve.<\/p>\n Tenants were involved throughout. That included both existing and prospective tenants, and their next of kin (including younger generations who want to make sure their loved ones are looked after).<\/p>\n This was a eureka moment. An eye-opening experience.<\/p>\n It was clear how much digital mattered.<\/p>\n Tenants want the security of one-touch access to our services. They want them to be simple and to be navigated in a seamless way.<\/p>\n Their next of kin wanted to be able to log in to an interface (with permission) and make sure their friend or family member was safe, with the ability to check that repairs were being done in the right timescales and services were being delivered how they should be.<\/p>\n We looked at how new technology could be introduced and integrated \u2013 so if an elderly relative had a fall or if a loved one with dementia left a geographic location a family member would be alerted.<\/p>\n We also highlighted the need to break the stigma around wearable tech. Smart watches are common. Yet the pendants some tenants wear for alarm systems feel very out of touch. Our colleagues in Astraline are leading the way in TEC (Tech Enabled Care) and are developing a variety of new technologies with various Local Authorities, HAs and national initiatives.<\/p>\n There is a perception that older people don\u2019t want digital services. [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text css=”.vc_custom_1623342642096{padding-top: 20px !important;}”]<\/p>\n As our digital offer changes so must our team.<\/p>\n Digital is opening up a whole new world when it comes to customer experience. To deliver it we have to take staff on the journey too.<\/p>\n They are going to have to engage with tenants in new ways. We\u2019re looking at ways to help people upskill and reskill.<\/p>\n For example, housing officers could be trained not only to be service providers but also educators on digital services.<\/p>\n Whatever the future holds, our priority will be matching the needs of the tenants, with the possibilities of technology.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-891023″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Sophia Koopman”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-141538″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623256719943{padding-bottom: 20px !important;}”][vc_single_image media=”246″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623343097744{margin-bottom: -px !important;}”]<\/p>\n Sophia Koopman<\/strong> [\/vc_column_text][vc_column_text]The digital inclusion partnership between Poplar HARCA and Community Fibre started in June 2020 to address the digital needs of local residents during the global COVID-19 pandemic.<\/p>\n Community Fibre and Poplar HARCA worked alongside the London Borough of Tower Hamlets, East End Community Foundation and LETTA Trust Schools to ensure that isolated families during the first COVID-19 lockdown were connected online.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Sophia Koopman” tab_id=”1623343173-1-49″][vc_column_text]This project provided 230 local families with free laptops and free full fibre broadband connection for 12 months installed by Community Fibre. It also came with a digital skills training package. The aim of this project was to ensure all pupils could attend their lessons online whilst homeschooling continued due to lockdown restrictions.<\/p>\n Digital connectivity is essential to learning and education. In Tower Hamlets, over 50% of students do not have a device to access online learning. National research shows that in the most deprived schools only 16% of pupils participate in online lessons daily. This widens the already significant attainment gap between the poorest and richest children. The partnership plays an important role in closing the digital divide. In addition to this, Community Fibre has been supporting Poplar HARCA through its Digital Ambassadors programme – which provides a qualification to members of the community so they can help anyone who needs it with all aspects of being online and becoming more digitally empowered.[\/vc_column_text][vc_column_text css=”.vc_custom_1623343453867{padding-top: 20px !important;}”]<\/p>\n One of the key aspects of Poplar HARCA\u2019S digital transformation strategy is enabling and supporting residents with digital skills. It has been running a Digital Skills for Work \u2013 Power Up programme funded by the Good Things Foundation and JP Morgan. The programme has helped further embed digital inclusion in its employment and training provision as well as other resident-focussed services.<\/p>\n Power Up\u2019s Digital Skills Officer at Poplar HARCA, Riaz Ullah has worked closely with Community Fibre\u2019s Digital Ambassadors\u2019 Programme to provide training and support to Poplar HARCA\u2019s own Digital Champions. Together, they developed a peer-to-peer learning model, which has been a key way of achieving a sustainable digital transformation.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-181082″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ css=”.vc_custom_1623345019276{margin-top: 20px !important;padding-top: 10px !important;padding-right: 10px !important;padding-bottom: 10px !important;padding-left: 10px !important;}” limit_content=””][vc_column_inner width=”1\/1″][vc_column_text] Poplar HARCA supports the Digital Ambassadors programme by providing our talented helpful volunteers, who have experience in running workshops and working closely with the community for digital skill needs. I identify those who can benefit from the Digital Ambassador programme by pairing them with the fantastic Molinda Buka, Community Investment Lead at Community Fibre, who has helped us to drive and extend the passion and love for technologies with our Digital Champions and trainees.<\/p>\n Molinda helps to onboard Digital Ambassadors in partnership with Poplar HARCA. She is able to signpost the Digital Unite platform and resources to improve the digital champions skills to complete <\/em>the courses.<\/em>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text css=”.vc_custom_1623345174399{padding-top: 20px !important;}”]<\/p>\n Poplar HARCA has been running a variety of online platforms and workshops since the pandemic began. These included \u2018HARCA Centres Unlocked\u2019 where the community centres transferred their health and wellness programmes to run virtually with local residents.<\/p>\n Digital inclusion is embedded in Poplar HARCA\u2019s employment and training service which supports residents to gain accredited qualifications for work and get people into jobs.<\/p>\n Through the Power Up programme, it has trained nearly 400 local people, 96 of whom have gained a qualification in ICT Level 1 and Level 2. The Digital Ambassadors supported by Community Fibre have played a key role in motivating the learners to achieve their goals.<\/p>\n Community Fibre and Poplar HARCA teams have developed training opportunities that have helped the Digital Ambassadors to grow more confidently in their roles. These included role-play to run group workshops better whether it\u2019s face-to-face or online.<\/p>\n Riaz explained: \u201cA recent highlight with one of our Digital Ambassadors, Abhijeet, was after going through intensive training with us, he is now leading his workshops with a group of adults with learning disabilities from our local council. We were delighted at how Abhijeet was eager to lead and was able to demonstrate his abilities and skills learnt from his training and use it for the first time with a new group of special clients without any hesitation.\u201d<\/p>\n This highly successfully training programme between Community Fibre and Poplar HARCA is set to continue. At Community Fibre, we are always willing to onboard new Digital Ambassadors to the programme from within the local community and across all London Boroughs. [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-176122″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Antony Draper”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-932452″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623396200618{padding-bottom: 20px !important;}”][vc_single_image media=”266″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623396260143{margin-bottom: -px !important;}”]<\/p>\n Antony Draper<\/strong> [\/vc_column_text][vc_column_text]Mergers are complex processes \u2013 with IT often proving one of the most complicated, costly and time-consuming areas to consider.<\/p>\n Cultural change is enabled and embedded by introducing common ways of doing things \u2013 and this is only possible by merging processes, systems and data. It\u2019s not a trivial undertaking and it requires specialist skills and adequate time. Yet the magnitude of the task is often underestimated.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Antony Draper” tab_id=”1623396450-1-63″][vc_column_text]Here\u2019s our guide to make mergers a success:<\/p>\n Most organisations bring in one of the \u2018Big 4\u2019 to work on the business case and target operating model.<\/p>\n Post-merger it often becomes clear that IT considerations have not always taken into account the level of detail needed to ensure accurate projections. Ultimately, it costs more and takes longer than predicted \u2013 with news skills needed to be brough in to complete the work.<\/p>\n We are called to help unpick these challenges. Providing pragmatism and clarity on next steps.<\/p>\n It is always prudent to consider investing in specialist IT support at the outset of a merger. That way you can get a detailed picture of the true state of your systems, processes and data and a properly quantified and costed roadmap for change.[\/vc_column_text][vc_column_text css=”.vc_custom_1623396824181{padding-top: 20px !important;}”] The first step on any new organisation\u2019s IT roadmap is to set out how you want the overall system to work.<\/p>\n How will processes work, how will systems knit together to enable this and what does it mean for structure?<\/p>\n Enterprise Architecture is a combination of all of these things.<\/p>\n Housing providers do this in different ways \u2013 some create \u2018Design Committees\u2019 and determine everything by consensus, bringing the best of each individual organisation\u2019s processes together. This takes more time, but can increase buy in for change.<\/p>\n Others create a focused team that works to deliver the most efficient model against a set of principles agreed by the Executive.<\/p>\n There\u2019s no \u2018right\u2019 way, but it\u2019s important to find a way that works within the culture you want to create.[\/vc_column_text][vc_column_text css=”.vc_custom_1623396988496{padding-top: 20px !important;}”]<\/p>\n The legal agreements in place with your existing suppliers will also require novating across to the resulting legal entity.<\/p>\n Areas of change and cost are likely to be in numbers of users, costs of contracts, notice periods and renewal fees\/dates and cancellation fees. There are also going to be systems that will be decommissioned over a period of time that result in contractual negotiations, in particular the movement of 3rd party integrations.<\/p>\n Information is key to running an effective organisation. Once you understand what your future architectural design looks like, you will be able to create an Information Management Strategy to support its success.<\/p>\n You will need to consider the information needs at all levels of the organisation as well as those you engage with outside. The Information Management Strategy will provide the framework that enables secure implementation of new ways of working.<\/p>\n Aside from the obvious need to ensure information is kept secure and only accessed by those that need to see it, the key challenges in merger situations are most likely to be the quality and differences in the existing data across the merging organisations.<\/p>\n Getting data right is an investment that isn\u2019t often talked about upfront and yet can be a significant area of cost as it needs to be cleansed, archived, transformed to new structures and migrated to new systems.<\/p>\n With the rationalisation of your architecture, there will be primary and legacy systems as well the need to create archiving solutions. You will need to produce a roadmap that covers the movement of data and decommissioning of systems as well the movement of 3rd party integrations.<\/p>\n The end goal will be to have a rationalised infrastructure that requires the minimum amount of support and has the ability to grow to meet future demands.[\/vc_column_text][vc_column_text css=”.vc_custom_1623397156512{padding-top: 20px !important;}”]<\/p>\n None of this change is possible without people \u2013 first to do it, and then to sustain it. IT is no longer the preserve of techies sat in a basement somewhere. Organisations needs to carefully consider the detail of their supporting IT structure and the skills and experience needed to ensure successful day-to-day delivery and strategic risk mitigation.<\/p>\n To find out more about Socitm Advisory\u2019s support to the housing sector visit www.advisory.socitm.net\/housing<\/a>[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-176122″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Suzanne Wicks”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-932452″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623396200618{padding-bottom: 20px !important;}”][vc_single_image media=”272″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623397264096{margin-bottom: -px !important;}”]<\/p>\n Suzanne Wicks<\/strong> [\/vc_column_text][vc_column_text]Lincolnshire Housing Partnership was born in 2018 from a merger between Boston Mayflower and Shoreline Housing Partnership.<\/p>\n We had 12,700 homes, but two of almost everything else.<\/p>\n We were two different organisations, with two different cultures using two different sets of systems to deliver services.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Suzanne Wicks” tab_id=”1623397393-1-50″][vc_column_text]We also had two differing and conflicting digital strategies \u2013 both in terms of risk and investment. There were plenty of technical issues to address \u2013 the nuts and bolts of making sure services continued to be delivered and all our systems were secure and pointing in the same direction.<\/p>\n But it was defining and setting the right culture that was the priority.<\/p>\n Culture is the seedbed from which you grow your transformation. It acts as a springboard into the future.[\/vc_column_text][vc_column_text] An important part of our approach was to bring together IT, HR and communications under one remit.<\/p>\n These business areas are the holy trinity of transformation.<\/p>\n Having oversight of our digital offer, our people, and how we communicate with them helped us work towards a single vision for the organisation \u2013 ensuring that the message didn\u2019t get lost along the way.[\/vc_column_text][vc_column_text css=”.vc_custom_1623397752160{padding-top: 20px !important;}”]<\/p>\n Our culture change programme involved a huge amount of input from colleagues and tenants.<\/p>\n We wanted a new digital strategy that was driven by what tenants wanted \u2013 not by creating a hybrid of the current systems we were using.<\/p>\n We took our time and spent around five months talking to staff in workshops to understand how they wanted to work in the future, the systems they liked to use and the ones they knew didn\u2019t give the best service to tenants.<\/p>\n We brought in a range of suppliers for show and tell sessions<\/p>\n All this gave us the foundations for a specification to use in a tender process as we looked to build a unified digital capability. We made sure staff who would be using different technologies were involved in the tender process.<\/p>\n It has taken almost three years to get here, but now staff can see they have, or will have very soon, the systems and processes in place that they have asked for and designed. It has proved to be very empowering.[\/vc_column_text][vc_column_text css=”.vc_custom_1623397902305{padding-top: 20px !important;}”]<\/p>\n In February 2020, we launched our culture change programme. Then Covid hit.<\/p>\n We\u2019ve still made big strides and in many ways the pandemic has accelerated the digital transformation we were already planning.<\/p>\n Within three weeks the IT team had done upgrades to systems, 250 laptops had been delivered and MS Teams was being used by more than 70% of the organisation.<\/p>\n We launched a SharePoint intranet system so colleagues could stay connected and access all the information they needed remotely.<\/p>\n It now means we\u2019re much more flexible and much more agile.<\/p>\n The cornerstone of our digital transformation strategy, a new housing management solution, is due to go live in July this year. Some mergers will decide to use one legacy system instead of starting from scratch.<\/p>\n There is never a right or wrong way to approach this kind of alignment. We wanted staff to be able to influence and own the decisions and have a high level of transparency in the selection of the solution.<\/p>\n Our approach has been successful, but we knew the risk.<\/p>\n By breaking down our approach and rebuilding our digital offer from scratch our alignment of processes has taken longer.<\/p>\n We\u2019ve had to work hard to deliver really good services in the interim.<\/p>\n Ultimately, these processes need to be a reflection of the values you want to set as an organisation.<\/p>\n And remember, if you are going to ask staff what they want, you\u2019ve got to be willing to listen to what they have to say.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-176122″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Dr Gaby Wolferink”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-932452″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623396200618{padding-bottom: 20px !important;}”][vc_single_image media=”279″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623398504999{margin-bottom: -px !important;}”]<\/p>\n Dr Gaby Wolferink<\/strong> [\/vc_column_text][vc_column_text]What we say and who we say it to can make all the difference in building relationships and establishing trust.<\/p>\n It can also contribute to the ever-entrenching stigma plaguing social housing tenants.<\/p>\n Language can construct power relationships by shaping narratives and imagery that depict a certain view of the world. It defines groups of people and sets the acceptable ways to approach or talk about them.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Dr Gaby Wolferink” tab_id=”1623398585-1-61″][vc_column_text]The way we talk about and to tenants is shaped by the language we are provided within our professional vocabulary.<\/p>\n This vocabulary is embedded in our strategies, mission statements and letters, but also in the systems and software we use.<\/p>\n So, I argue, it is time to rethink our professional vocabulary.[\/vc_column_text][vc_column_text css=”.vc_custom_1623398918168{padding-top: 20px !important;}”]<\/p>\n \u2018Stigma\u2019, defined by the Oxford dictionary, is \u2018a mark of disgrace associated with a particular circumstance, quality or person\u2019.<\/p>\n We may think stigmatising words always come with negative connotations.<\/p>\n Of course, words associated with social housing tenants, such as \u2018scroungers\u2019, \u2018lazy\u2019, and, \u2018weak\u2019, that are hugely stigmatising.<\/p>\n However, this isn\u2019t always the case. There are three core phrases that are part of housing\u2019s vocabulary that sound positive, but need to be addressed. They are:<\/p>\n [\/vc_column_text][vc_column_text css=”.vc_custom_1623399032235{padding-top: 20px !important;}”]Within these phrases there is a clear pattern relating to power and a lack of power.<\/p>\n \u2018Giving tenants a voice\u2019, implies that they don\u2019t have one. And it is up to the landlord to grant them one.<\/p>\n In \u2018empowering tenants\u2019 we are saying that up until the moment that the landlord empowers them, they are powerless.<\/p>\n Vulnerable is more complicated, as the word is entrenched in a lot of legislation and regulatory frameworks. Nonetheless, the word vulnerable is very vague. It doesn\u2019t say anything specific about anyone yet implies there is \u2018something\u2019 that puts someone at risk of various misdoings. It implies this risk comes from some flaw in the person who is vulnerable, whether this is because of age, disability, race, sexuality or other characteristic.<\/p>\n Language like this is actively disempowering. It invites and strengthens further types of language that maintains stigma of social housing tenants.<\/p>\n Changing the narrative and recognising that language has a significant kind of power is everyone\u2019s responsibility.<\/p>\n Below I have outlined three changes that I suggest can be made in the language used in your systems and wider vocabulary to start breaking down stigma attached to social housing tenants.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-896382″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ css=”.vc_custom_1623399510044{margin-top: 20px !important;padding-top: 10px !important;padding-right: 10px !important;padding-bottom: 10px !important;padding-left: 10px !important;}” limit_content=””][vc_column_inner width=”1\/1″][vc_column_text]<\/p>\n Perhaps the words that come closest to a suitable replacement are \u2018marginalised\u2019, or \u2018disadvantaged\u2019, as it at least implies that people are placed in a position of disadvantage by force of something outside of their control. Systems and strategies \u2013 including digital tools at our disposal \u2013 should be there to help your organisation recognise and challenge the (external) factors that put tenants in a disadvantaged or potentially dangerous position, not accept them and only do remedial work.<\/p>\n \u2026focus on providing digital solutions that offer flexible methods of communications across multiple channels. Allow people to report repairs on their terms. People have power, we just need to give them the space to use it.<\/p>\n \u2026focus on using digital tools to listen better. Whenever tenants talk to their landlords, they are offering up reams of data that can be stored and used to improve services.<\/p>\n By getting better at capturing what tenants say in every interaction landlords can design better services. Tenants already have a voice. It is just too often it falls on deaf ears. Using digital tools and data in the right way gives landlords the chance to listen more intently.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-176122″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Russ Charlesworth”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-932452″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623396200618{padding-bottom: 20px !important;}”][vc_single_image media=”285″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623399846613{margin-bottom: -px !important;}”]<\/p>\n Russ Charleswort<\/strong>h [\/vc_column_text][vc_column_text]Poverty and health inequalities – housing providers are at the forefront of tackling the biggest challenges we face.<\/p>\n Addressing such deep-rooted issues needs a better system of information sharing between organisations and institutions in our communities. That much is clear.<\/p>\n These aren\u2019t new problems. But there is an increasing level of urgency to solve them.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Russ Charlesworth” tab_id=”1623399911-1-60″][vc_column_text] We cannot continue with systems and process that are suboptimal and inefficient because organisations are blinkered. Operating without the full picture to the detriment of residents.<\/p>\n Now, finally, we are beginning to see some positive signs that we are letting down the barriers and becoming more transparent about the data we hold and how we use it.<\/p>\n This is being driven by bold leadership built on social purpose.<\/p>\n Let\u2019s be frank. Getting people around the table to agree complex processes for data sharing isn\u2019t going to come about through strong business cases. It probably won\u2019t make your organisation any more surplus this year.<\/p>\n But better data sharing will make people healthier, happier and live longer. It will make our homes greener. It will mean better services for those who need them most.<\/p>\n The outcomes that we can deliver for people and communities has to be enough to make this happen.<\/p>\n A sensible place to start might be for health, social care, housing and home care providers in different geographies to collaborate on what a minimum data set is for sharing between agencies.<\/p>\n If we can agree on what information partners need to get on with their jobs and develop a platform for quick access to that information we can make huge strides very quickly.<\/p>\n Whenever we talk to front-line workers, bureaucracy and paperwork are amongst their biggest headaches.<\/p>\n Housing officers being able to access instantaneous updates from GPs and social care workers about a tenant in the early stages of dementia, for example, could be transformative to their care.[\/vc_column_text][vc_column_text css=”.vc_custom_1623400377611{padding-top: 20px !important;}”]<\/p>\n It could also lead to a massive time saving, cutting out the back and forth between services ringing up for information.<\/p>\n Conversations on data sharing can become geared to focus solely on looking after older people. But there are a raft of areas \u2013 ranging from anti-social behaviour to mental health \u2013 where quicker and better data sharing between agencies would lead to better services for individuals and communities.<\/p>\n Housing\u2019s role in this partnership is critical. Health and social services often only become engaged with an individual when there is a pressing clinical or social problem.<\/p>\n Housing has the ability to get \u201cup stream\u201d and deal with issues at their inception. Better information from agencies can mean support is targeted at the right people in the right neighbourhoods.<\/p>\n That should lead to some direct saving to NHS and council services and foster a new sense of partnerships between health, local councils and housing providers.<\/p>\n The recent \u201cAbout Me\u201d health and social care standard is a good example of the information a person could share with many agencies.<\/p>\n In Lincolnshire County Council when data sharing was implemented with health partners and administrators could not keep up with demand from social workers wanting to access the system they\u2019d developed.<\/p>\n At the moment housing is not consistently part of these data sharing groups. It needs to be.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-932452″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623400505891{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623400525922{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text css=”.vc_custom_1623400610416{padding-top: 20px !important;}”]<\/p>\n In reality, organisations have had the technical ability to share information on individuals successfully for over 20 years.<\/p>\n When we collaborate, services get better. Together we can save so much time and effort and make a real difference to those who matter.<\/p>\n We are always delighted to talk to you about how housing and health and social care can work better together. If you want to take part in the discussions we are having pleases visit www.advisory.socitm.net\/housing[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-176122″ overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″][vc_column width=”1\/1″][vc_single_image media=”195″ media_width_use_pixel=”yes” css_animation=”left-t-right” animation_speed=”600″ animation_delay=”400″ media_width_pixel=”1000″][\/vc_column][\/vc_row][vc_row unlock_row_content=”yes” row_height_percent=”0″ back_color=”color-932452″ back_image=”31″ kburns=”yes” overlay_color=”color-950474″ overlay_alpha=”25″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″ row_height_pixel=”180″ css=”.vc_custom_1623401252777{padding-top: 50px !important;}” row_name=”Smarter homes”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ back_color=”color-950474″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” el_class=”.dropshadow”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623401230343{padding-top: 20px !important;padding-bottom: 30px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-150130″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Casey Cole”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-950474″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623246402277{padding-bottom: 20px !important;}”][vc_single_image media=”291″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding”]<\/p>\n Casey Cole<\/strong> [\/vc_column_text][vc_column_text]In the UK, heat is responsible for 37% of carbon emissions, more than emissions from transport.<\/p>\n Low carbon heat networks are a fundamental part of the UK\u2019s decarbonisation strategy, with the Committee on Climate Change expecting the proportion of UK heating delivered over heat networks to rise from 2% to at least 20% by 2050.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Casey Cole” tab_id=”1623401559-1-89″][vc_column_text css=”.vc_custom_1623402047318{padding-bottom: 20px !important;}”]In the UK, heat is responsible for 37% of carbon emissions, more than emissions from transport.<\/p>\n Low carbon heat networks are a fundamental part of the UK\u2019s decarbonisation strategy, with the Committee on Climate Change expecting the proportion of UK heating delivered over heat networks to rise from 2% to at least 20% by 2050.<\/p>\n But decarbonisation isn\u2019t the only buzzword in heat. Digitalisation is also going to be key if we\u2019re to deliver this change in a way that is both fair for customers and cost effective<\/p>\n To achieve the kind of carbon reductions required to help meet net zero, heat networks should be closely monitored so that maintenance and efficiency improvements can be made.[\/vc_column_text][vc_single_image media=”294″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”600″ el_class=”minpadding”][vc_column_text]This kind of monitoring is what Guru Systems specialises in. Our technology captures performance data from every part of the heat network, from the energy centre or plant room, to the Heat Interface Unit in each individual home. We then provide software platforms that use machine learning algorithms to help network operators identify and resolve performance issues, improve the efficiency of the network, and manage operating costs.<\/p>\n For these heat network operators, access to detailed data for site-wide diagnostics allows problems or inefficiencies to be identified, reducing total energy costs. It can also point maintenance engineers in the right direction, reducing the time spent investigating problems on site. Efficient heat networks should also mean cheaper bills for residents.<\/p>\n Heat networks don\u2019t exist in isolation. One of the key steps that needs to be taken to decarbonise heat will be sector coupling, meaning integration with the power sector and, where possible, with the waste, agriculture, silviculture, transport and sewer sectors too. Sector integration will rely on smart energy management systems, which will in turn rely on real-time data, predictive algorithms, and machine learning.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-186175″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ css=”.vc_custom_1623402432556{margin-top: 20px !important;padding-top: 10px !important;padding-right: 10px !important;padding-bottom: 10px !important;padding-left: 10px !important;}” limit_content=””][vc_column_inner width=”1\/1″][vc_column_text]<\/p>\n Data collected by Guru uncovered network losses of 3,350 kWh per dwelling per year and helped to diagnose issues with the network\u2019s Heat Interface Units. The data also inspired site investigations which found missing insulation on pipework into dwellings. The housing association then replaced faulty valves, insulated pipework within dwellings, and recommissioned and insulated Heat Interface Units.[\/vc_column_text][vc_column_text] [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text css=”.vc_custom_1623402910126{padding-top: 20px !important;}”]Guru\u2019s technology is multi-utility, because the digitalisation of heat will need to work alongside the digitalisation of electricity, water, cooling, vehicle charging and more if our energy systems are genuinely going to become more transparent, lower cost and lower carbon.<\/p>\n The Heat Network Industry Council (the industry group representing heat networks) is pushing for all city heat networks to be digital by 2030, including the digitalisation of existing networks.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-950474″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623402964058{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623402985794{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-150130″ overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″][vc_column width=”1\/1″][vc_single_image media=”194″ media_width_use_pixel=”yes” css_animation=”left-t-right” animation_speed=”600″ animation_delay=”400″ media_width_pixel=”1000″][\/vc_column][\/vc_row][vc_row unlock_row_content=”yes” row_height_percent=”0″ back_color=”color-501905″ back_image=”174″ kburns=”yes” overlay_color=”color-950474″ overlay_alpha=”25″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″ row_height_pixel=”180″ css=”.vc_custom_1623403175748{padding-top: 50px !important;}” row_name=”Smarter workplaces”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ back_color=”color-204307″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” el_class=”.dropshadow”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623403142017{padding-top: 20px !important;padding-bottom: 30px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-114378″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Jamie Ratcliff”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-204307″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623247711127{padding-bottom: 20px !important;}”][vc_single_image media=”301″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding” css=”.vc_custom_1623403389700{margin-bottom: -px !important;}”]<\/p>\n Jamie Ratcliff<\/strong> [\/vc_column_text][vc_column_text]How we work has changed seismically in the last year or so. Once again the office must adapt to keep up with the demands of staff and businesses.<\/p>\n The workplace has often been the place where the digital world meets the physical world. So as we prepare for the post-Covid life what tech should we invest in to create smarter workplaces?[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_accordion sign=”plus” active_tab=”none”][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”More from Jamie Ratcliff” tab_id=”1623403460-1-9″][vc_column_text] Too often investment decisions and office innovations are driven by what\u2019s possible rather than what is needed.<\/p>\n Smart workplaces are about helping people to do their jobs in the best and most efficient way possible \u2013 but also supporting the wider cultural journey of the business.<\/p>\n Our own digital journey started long before Covid.<\/p>\n Prior to 2016 we were six different landlords with different Boards and priorities, then we consolidated into Network and become one organisation with a common culture.<\/p>\n That process highlighted a big gap in our digital offer to staff. We were using ipads but they were not integrated. If you were not in the office you had to log in to a system that made applications look like Ceefax.<\/p>\n Initially the focus of investment was on our culture, but then we needed technology to catch up up.<\/p>\n In 2019 we identified four different personas of colleagues based on their interactions with tenants and whether they were office or community based \u2013 and set out what kit and data they needed so that they could do their jobs any time, any place anywhere.<\/p>\n It provided staff with the technology they needed so they could fully embrace the culture we\u2019d set. We fully integrated this into the design of the new office we were due to move into in Summer 2020.<\/p>\n With Covid on the horizon, in March 2020 we sent everyone to work at home for the day to test how our IT system would respond if we were locked down and we all had to go fully remote.<\/p>\n IT had to explain to us that this was a somewhat pointless exercise as the investments we\u2019d made meant it made no difference at all where people worked, in retrospect we wonder why we robbed colleagues of one extra day of physical collaboration with each other.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-204307″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623403835814{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623403858304{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]<\/p>\n Digital had meant that the office no longer needed to be the place where people came to \u2018do work.\u2019<\/p>\n Our team had the ability to work anywhere.<\/p>\n It needed to be a place where people came to connect with the business and their colleagues. It would become our cultural, creative and collaboration hub.<\/p>\n We successfully completed the move to our fantastic new offices during the first lockdown. So far limited numbers of us have been able to enjoy spaces that foster our core culture of collaboration.<\/p>\n We have hot desks but also lots of different places you can work, talk and collaborate. . Lots of different room sizes, fully equipped for hybrid working and breakout areas. Areas to go away from your team and work on your own and areas to noisily brainstorm all together. Spaces with walls you can write on. A big graffiti wall with our strapline spraypainted onto it.<\/p>\n We have a business lounge where anyone can come and work \u2013 whether they be from Network or a trusted partner. This is to encourage more collaboration with people.<\/p>\n We invested in bean to cup coffee machines and wanted to the office to be a \u2018good experience.\u2019[\/vc_column_text][vc_column_text css=”.vc_custom_1623404104098{padding-top: 20px !important;}”] Our reforms have been about using digital to work smarter, not necessarily about having super smart places to work.<\/p>\n They will be a place of social contact and engagement \u2013 digital can take care of a lot, but not that. Social interaction is what makes us human<\/p>\n When some of our teams saw each other for the first time after lockdown they literally jumped up and down with joy.<\/p>\n There isn\u2019t a digital way of creating that energy and connection.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-114378″ overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″][vc_column width=”1\/1″][vc_single_image media=”196″ media_width_use_pixel=”yes” css_animation=”left-t-right” animation_speed=”600″ animation_delay=”400″ media_width_pixel=”1000″][\/vc_column][\/vc_row][vc_row unlock_row_content=”yes” row_height_percent=”0″ back_color=”color-501905″ back_image=”174″ kburns=”yes” overlay_color=”color-950474″ overlay_alpha=”25″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″ row_height_pixel=”180″ css=”.vc_custom_1623405001570{padding-top: 50px !important;}”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ back_color=”color-501905″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” el_class=”.dropshadow”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623404493836{padding-top: 20px !important;padding-bottom: 30px !important;}”]<\/p>\n [\/vc_column_text][vc_single_image media=”43″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” media_width_pixel=”320″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623404938221{padding-top: 20px !important;padding-bottom: 30px !important;}”]<\/p>\n [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row]<\/p>\n","protected":false},"excerpt":{"rendered":" [vc_row unlock_row_content=”yes” row_height_percent=”0″ back_color=”color-641981″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ el_id=”Contents” row_name=”Contents” column_width_pixel=”600″][vc_column width=”1\/1″][vc_column_text] Contents [\/vc_column_text][vc_separator sep_color=”color-204307″ css_animation=”zoom-out”][vc_column_text css_animation=”zoom-in”] Foreword Tony […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-23","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/soctm-hqn.webdocuments.co.uk\/index.php?rest_route=\/wp\/v2\/pages\/23","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/soctm-hqn.webdocuments.co.uk\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/soctm-hqn.webdocuments.co.uk\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/soctm-hqn.webdocuments.co.uk\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/soctm-hqn.webdocuments.co.uk\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=23"}],"version-history":[{"count":200,"href":"https:\/\/soctm-hqn.webdocuments.co.uk\/index.php?rest_route=\/wp\/v2\/pages\/23\/revisions"}],"predecessor-version":[{"id":326,"href":"https:\/\/soctm-hqn.webdocuments.co.uk\/index.php?rest_route=\/wp\/v2\/pages\/23\/revisions\/326"}],"wp:attachment":[{"href":"https:\/\/soctm-hqn.webdocuments.co.uk\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=23"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Digital leadership<\/a><\/h3>\n
\nPeaks and Plains<\/a><\/p>\nIt starts with data<\/a><\/h3>\n
Re-thinking tenant experience<\/a><\/h3>\n
Managing complexity, consolidation and change<\/a><\/h3>\n
Smarter homes<\/a><\/h3>\n
Smarter workplaces<\/a><\/h3>\n
Foreword<\/h1>\n
\nCEO, Socitm Advisory[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nHousing is, fundamentally, a digital and data enabled business, with a reliance on systems, process and technology to get things done.<\/h4>\n
Yet the sector often lags behind others in terms of delivering slick, digitally enabled services to tenants, making best use of data to drive decisions and exploiting technology to deliver services in the most efficient way.<\/h4>\n
\n
\nHappy reading.[\/vc_column_text][vc_single_image media=”112″ media_width_use_pixel=”yes” css_animation=”zoom-in” animation_delay=”400″ media_width_pixel=”300″][vc_separator sep_color=”color-932452″][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-176122″ overlay_alpha=”50″ gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″ row_name=”Alistair McIntosh”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ el_class=”minpadding” column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=””][vc_column_inner column_width_percent=”100″ gutter_size=”3″ override_padding=”yes” column_padding=”0″ style=”dark” back_color=”color-932452″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/4″ el_class=”minpadding maxminwidth200″ css=”.vc_custom_1623246438877{padding-bottom: 20px !important;}”][vc_single_image media=”116″ media_width_use_pixel=”yes” alignment=”center” css_animation=”zoom-in” animation_speed=”600″ media_width_pixel=”200″ el_class=”minpadding”][vc_column_text el_class=”minpadding”]<\/p>\n
\nCEO, HQN[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nWelcome to Perspectives on Digital in Housing. It\u2019s time for us to take back the leading role in this sphere. After all, you know where the computer was first invented, don\u2019t you? Let me jog your memory.<\/h4>\n
Digital leadership<\/h1>\n
\nCEO, Yorkshire Housing[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nThe rise of the technocrats<\/h3>\n
Time to change<\/h4>\n
\u201cWe are living through a workplace revolution. Like most revolutions you don\u2019t realise you are in one until you come out of the other side.\u201d<\/h3>\n
\nSince those early days of Universal Credit, housing has come to embrace digital. Most landlords offer a hybrid model that includes some kind of digital self-service.<\/p>\nData is our friend<\/h4>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset1-300x188.png\")
Digital journeys take time<\/h4>\n\n
A genuine revolution<\/h4>\n
\nDirector of Operations,
\nPeaks and Plains[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nYou\u2019re only as good as your data<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-1.png\")
What happened?<\/h4>\n
\nWe have taken a systematic approach and have adopted a mantra of \u2018don\u2019t just tell us about it, show us.\u2019<\/p>\n
\nWe wanted rid of clunky systems and to create one version of the truth for all of our data on properties and customers.<\/p>\n
\nWe\u2019ve had to start with the basics. There is no quick fix. We\u2019ve undertaken a huge exercise in data gathering on our customers and our stock.<\/p>\n
\nIt\u2019s not been easy, but we now know we have accurate data we can trust and have the ability to access and use that information in meaningful ways.
\nThat will provide a strong foundation for the future.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-950474″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623229570490{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623245189047{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n\u201cA downgrade from the regulator was painful, but in truth it was the wake-up call we needed.\u201d<\/h3>\n
Don\u2019t be an ostrich<\/h4>\n
\nNED at Settle Group[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nWellbeing for your tech<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-2.png\")
Whilst having some downtime to protect my own wellbeing, my family and I were walking alongside a beautiful beach in Bournemouth. The sea was still, the sand was fluffy and the scene beautifully serene. Unfortunately, it was pretty cold, so there was no sandcastle building and sunbathing on this occasion, but it was so relaxing to enjoy this wonderful environment. The beach goes on for miles, from one pier to another interspersed with doughnut sellers and beach huts. As we enjoyed the scene, we came across a sign which talked about beach nourishment.[\/vc_column_text][vc_column_text css=”.vc_custom_1623246650927{margin-top: 20px !important;}”]This was a term I was not familiar with, but it is effectively an environment management programme to ensure that the coastal areas are continuously protected against erosion. This particular project was budgeted at \u00a37.5M and due to take a few months. What struck me was that the project was not about aesthetics, it was not even about tourism. It was a maintenance project and an expensive one at that. This renourishment was the beach\u2019s wellbeing being prioritised. In my day job, I\u2019m the CTO of an insuretech company and it got me thinking about the parallels with my world of tech.<\/p>\n\u201cEvery short cut we take in a system build accrues a technical debt.\u201d<\/h3>\n
\nYou can read more articles by Hasani on his LinkedIn page:[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-150130″ overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″][vc_column width=”1\/1″][vc_single_image media=”194″ media_width_use_pixel=”yes” css_animation=”left-t-right” animation_speed=”600″ animation_delay=”400″ media_width_pixel=”1000″][\/vc_column][\/vc_row][vc_row unlock_row_content=”yes” row_height_percent=”0″ back_color=”color-501905″ back_image=”174″ kburns=”yes” overlay_color=”color-950474″ overlay_alpha=”25″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″ row_height_pixel=”180″ css=”.vc_custom_1623256519833{padding-top: 50px !important;}” row_name=”It starts with data”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ back_color=”color-204307″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” el_class=”.dropshadow”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623247170761{padding-top: 20px !important;padding-bottom: 30px !important;}”]<\/p>\nIt starts with data<\/h1>\n
\nData and Analysis Director, Sovereign Housing[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nThe Power of Data:
\nUnlocking actionable insight<\/h3>\n
\nLeft to their own devices data analysts can build you amazing solutions using AI and machine learning.<\/p>\n\u201cWhen there is clarity of what we are trying to achieve, we can manipulate data to highlight problems, create detailed insight into what is happening and then offer up solutions.\u201d<\/h3>\n
The role of data in our Covid response
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-5-300x184.png\")
<\/h4>\n
\nUK Chairman, Data Management Association (DAMA)[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nGood data starts with good governance<\/h3>\n
Where to start?
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-6.png\")
<\/h4>\nWhat do we need?<\/h4>\n
\nBetter customer service doesn\u2019t start with developing an app or a loyalty scheme.<\/p>\n
\nIn reality, the solution can be found in tightening up processes so we capture better data in a more timely manner \u2013 and then training people to interpret and use that data wisely.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-204307″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623248919310{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623252594337{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n\u201cGathering and organising data is not sexy.
\nBut it is smart.\u201d<\/h3>\nCustomer satisfaction<\/h4>\n
\nService Lead Digital and Data, Socitm Advisory[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nDoing data right: How do you know?<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-7-300x184.png\")
So how do you know if your data is trustworthy \u2013 and what are the signs that it\u2019s not?<\/p>\n\u201cWithout accurate and trusted data, as well as risking poor service delivery, you also risk non-compliance.\u201d<\/h3>\n
\nManaging Director, HACT[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nThere is nothing new about data.<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-8-300x196.png\")
Five years ago, HACT embarked on a project with Microsoft to test how housing associations could make best use of big data techniques. The project became unstuck fairly quickly, because of the inconsistency of the data held by organisations, leaving true analysis and insight impossible to achieve.<\/p>\n![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-9.png\")
This approach has been used to develop each of the four further use cases that comprise the UK Housing Data Standards: reactive and planned maintenance, income collection, care and support, and development handovers. Participants benefit from working collaboratively on each of the use cases, sharing ideas and concerns about processes, as well as ensuring the data standards work for every participating organisation and the industry as a whole.<\/p>\n![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-10-300x205.png\")
Looking to the future, we will develop further use cases this year, including regulatory reporting and another on environment and ESG reporting. Our model will remain the same on regulatory returns: working with 20-30 organisations to ensure it reflects the reality of day-to-day working practices within the social housing sector. With regards to the environment and ESG reporting standard, we will adapt our process to take account of the more immature knowledge in this area around the sector and will seek to engage a broader spectrum of collaborators whilst maintaining a majority from social housing.<\/p>\nThe UK Housing Data Standards and the Golden Thread<\/h4>\n
Re-thinking
\ntenant experience<\/h1>\n
\nCEO, Gridizen[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nResidents, regulation and innovation should drive new technology for housing<\/h3>\n
\nAt Gridizen, we have approached the development of our housing management and engagement platform with a single mantra of \u2018putting the resident at the heart\u2019.<\/p>\n![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-11.png\")
We have been running a series of sessions with HQN over recent months to bring together tenants and staff to discuss the current tech solutions housing providers are offering.<\/p>\n\u201cGreat technological innovation sits at the cross-section of hardware and software capability, regulatory and business need, and the desires of consumers. \u201d<\/h3>\n
\nDDaT Director at Socitm Advisory[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nRe-framing the tenant experience together<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-13.png\")
Having customers co-design services with you breaks these barriers and gets to the heart of how they really behave and what works best for them. While service managers might think they know what customers want, often ideas are based on assumptions, preferred ways of working, or, in some cases vested interest resistance to change.<\/p>\n1. Start with the data<\/h4>\n
2. Involve the right people<\/h4>\n
3. Incentivise involvement<\/h4>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-14.png\")
4. Think about the \u2018how\u2019<\/h4>\n5. Design end to end<\/h4>\n
6. Be upfront about the constraints<\/h4>\n
7. Listen hard to needs (more than ideas)<\/h4>\n
\nDone well, co-design is energising and can be fun, but the hard work and successful implementation of service design is actually in the unglamourous bits \u2013 the grunt work of understanding user needs, and persistence needed to deliver changes to processes, systems and (in some cases) people to make the biggest difference. Co-creation with customers has huge value, but should be focused on researching underlying user needs, motivations and behaviours that can then support the generation of concepts of solutions rather than starting with ideas about the solutions themselves. Listening hard to needs before generating feasible, implementable interventions to meet them will make the biggest difference overall.[\/vc_column_text][vc_column_text css=”.vc_custom_1623338710771{padding-top: 20px !important;}”]<\/p>\n![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-15-300x199.png\")
And finally\u2026<\/h4>\n
\nSenior Regeneration Officer, GreenSquareAccord[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nTechnology drives customer expectations and we need to keep up with the pace of change<\/h3>\n
\u201cInvesting in technology supports customers from a diverse range of backgrounds by making services more accessible to all.\u201d<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-16.png\")
Of course, a chatbot is not the only solution to improving customer service; it is just one touch point within the wider customer journey. Investing in such technology supports customers from a diverse range of backgrounds by making services more accessible to all.<\/p>\n
\nExecutive Director of ICT, Data & Digital, Johnnie Johnson[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nTenants must lead digital service design<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-17.png\")
A quiet revolution<\/h4>\nA eureka moment<\/h4>\n
Smart tech stigma<\/h4>\n
\nWe must be wary of statements like this. The reality is that a growing majority of older people have been on a digital journey and tell us they not only want but expect to receive services in this way.[\/vc_column_text][vc_row_inner row_inner_height_percent=”0″ back_color=”color-141538″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” css=”.vc_custom_1623257619121{margin-top: 30px !important;margin-bottom: 30px !important;}”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623342474587{padding-top: 20px !important;padding-right: 10px !important;padding-bottom: 30px !important;padding-left: 10px !important;}”]<\/p>\n\u201cTenants don\u2019t want great tech \u2013 they want a great service.\u201d<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-18.png\")
Internal challenges<\/h4>\n
\nChange is happening quickly \u2013 not least because of Covid. That will be hard for staff. That is why we are placing a huge emphasis on training and development.<\/p>\n
\nbusiness development director, Community Fibre[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nPoplar HARCA and Community Fibre partnership: supporting digital inclusion<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-19-300x194.png\")
Increasing digital inclusion and reducing the digital divide: What was the plan?<\/h4>\n![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/Riaz-Ullah.jpg\")
Riaz Ullah<\/strong> Power Up Digital Skills Officer at Poplar HARCA<\/p>\nThe activities and the support provided to reduce the digital divide<\/h4>\n
Best moments from the Digital Ambassador programme?<\/h4>\n
\nFor more information on the project visit the Community Connect webpage.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][\/vc_column][\/vc_row][vc_row row_height_percent=”0″ back_color=”color-891023″ overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″][vc_column width=”1\/1″][vc_single_image media=”197″ media_width_use_pixel=”yes” css_animation=”left-t-right” animation_speed=”600″ animation_delay=”400″ media_width_pixel=”1000″][\/vc_column][\/vc_row][vc_row unlock_row_content=”yes” row_height_percent=”0″ back_color=”color-932452″ back_image=”31″ kburns=”yes” overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″ row_height_pixel=”180″ css=”.vc_custom_1623395642212{padding-top: 50px !important;}” row_name=”Managing complexity, consolidation and change” el_class=”Foreword”][vc_column column_width_use_pixel=”yes” gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″ column_width_pixel=”800″][vc_row_inner row_inner_height_percent=”0″ back_color=”color-932452″ overlay_alpha=”50″ gutter_size=”3″ shift_y=”0″ z_index=”0″ limit_content=”” el_class=”.dropshadow”][vc_column_inner column_width_percent=”100″ gutter_size=”3″ style=”dark” overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ mobile_width=”0″ width=”1\/1″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ css=”.vc_custom_1623395573682{padding-top: 20px !important;padding-bottom: 30px !important;}”]<\/p>\nManaging complexity, consolidation and change<\/h1>\n
\nClient Service Director, Socitm Advisory[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nMaking mergers a success \u2013 a guide to embedding change<\/h3>\n
Due diligence<\/h4>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-20-300x188.png\")
<\/p>\nEnterprise Architecture<\/h4>\n
Commercial<\/h4>\n
Information<\/h4>\n
Data<\/h4>\n
Legacy systems<\/h4>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-21.png\")
The people factor<\/h4>\n
\nExecutive Director of Business Transformation, Lincolnshire Housing Partnership[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nTwo become one:
\ndigital transformation after a merger<\/h3>\n
\nThe challenge I was tasked with was putting in place good governance around programme management to create one landlord with a single digital strategy working to a single mission.<\/p>\nCulture first<\/h4>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-22-300x185.png\")
It is not just about moving everything on to one housing management system. It is about understanding what the purpose of your organisation is and then planning your digital capabilities around that.<\/p>\nOur approach to digital transformation<\/h4>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-23.png\")
Covid<\/h4>\nThere\u2019s no right or wrong<\/h4>\n
\nLead Consultant on Partnerships and Collaborations at DTL Creative and co-founder of Socialhousingmatters.co.uk[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nIt is time to rethink our professional vocabulary<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-24.png\")
Who holds the power?<\/h4>\n\n
The role of systems and data in changing the narrative<\/h4>\n
1. Ditch the world \u2018vulnerable\u2019 in all your systems, tools and strategies.<\/h4>\n
2. Instead of using \u2018empowering\u2019 in strategies, mission statements, product demos and presentations\u2026<\/h4>\n
3. Instead of talking about \u2018giving tenants a voice\u2019 \u2026<\/h4>\n
\nDirector of Health and Social Care, Socitm[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nHousing, health and social care – solving the data conundrum<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-25.png\")
We can no longer file data sharing under \u2018too complicated.\u2019 We can\u2019t hide behind governance or GDPR concerns.<\/p>\nBold leadership<\/h4>\n
So, how can we do better?<\/h4>\n
Time savings<\/h4>\n
\nThis is important.<\/p>\nHousing\u2019s role<\/h4>\n
\u201cHousing has the ability to get \u201cup stream\u201d and deal with issues at their inception. Better information from agencies can mean support is targeted at the right people in the right neighbourhoods.\u201d<\/h3>\n
Collaboration<\/h4>\n
Smarter homes<\/h1>\n
\nCEO, Guru Systems[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nThe digitalisation of heat will be led by heat networks<\/h3>\n
CASE STUDY: Stockwell Park Estate, London<\/h4>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/stockwell-park-300x225.jpg\")
These changes resulted in:<\/p>\n\n
\u201cThe future of heat will be digital. We hope that other utilities will join us on this journey too.\u201d<\/h3>\n
Smarter workplaces<\/h1>\n
\nExecutive Director of People and Partnerships at Network Homes[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”3\/4″][vc_column_text css_animation=”zoom-in” animation_speed=”600″ animation_delay=”400″]<\/p>\nWork is what you do, not where you go – the evolution of smart workplaces<\/h3>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-27-300x249.png\")
The answer should very much depend on the culture you want to set.<\/p>\nThe Network journey<\/h4>\n
\u201cDigital had meant that the office no longer needed to be the place where people came to \u2018do work.\u2019
\nIt would become our cultural hub.\u201d<\/h3>\nCultural hub<\/h4>\n
![\"\"](\"http:\/\/soctm-hqn.webdocuments.co.uk\/wp-content\/uploads\/2021\/06\/inset-pics-28.png\")
We don\u2019t use technology to monitor or check in on people and even throughout the lockdowns haven\u2019t made people book-in or ask for permission to attend the office \u2013 which we\u2019ve made fully covid-secure. We\u2019ve simply highlighted the ever-changing government guidance and told colleagues we trust them to apply it to themselves.<\/p>\nPerspectives on Digital
\nin Housing<\/h1>\nTo find out more about the work of Socitm Advisory
\nvisit: www.advisory.socitm.net\/housing<\/a><\/h3>\n