1. Positioning ICT for Business Efficiency & Growth Richard Scholes ICT Director February 2014

2. Fast Facts about The Hyde Group £260m turnover £2.9bn assets 95,000 Residents 49,000 homes 1,250 staff 46 years old The Hyde Group is one of the UK’s leading and award winning providers of housing

3. Hyde’s Geography

4. Experienced IT Leader 7 Years in the housing sector Multi-sector experience About Me

5. Change Enables Growth? Hyde’s strategic objectives include growth and efficiency targets Value for the sector Being more efficient improves customer satisfaction and our growth aspirations Change is good! Change is the only constant in life But change needs structure

6. The Scale of Change at Hyde To support our growth objectives we needed to become more efficient as a business To become more efficient we needed to change The change programme at Hyde touched every part of our business Split into 3 phases to make it manageable and assure successful delivery Targeted the most needy areas first Has taken 3+ years to deliver ONE HYDE ONE VISION (OHOV)

7. Centralised call centre for repairs and general enquiries Went live July 2010 Hyde’s Change Journey – Phase 1 Redesign and upgrade of our telecoms infrastructure to support the new call centre functionality along with improvements to address business continuity Significant investment in the development of our Microsoft Dynamics based CRM application, TED Centralisation of resident services

8. Hyde’s Change Journey – Phase 2 Went live May 2012 Targeted local resident services and included an operational restructure into 3 new regions, London, South & East Resulted in the standardisation of roles across the business Review and reshaping of Corporate Services to give the business the support services it needs to be as efficient as possible

9. Hyde’s Change Journey – Phase 3 Went live October 2013 Targeted repairs and property services Led to the re-procurement of repairs and maintenance contracts Will save us £50m over 10 years The number of repairs and maintenance contractors reduced from 60+ to 14

10. So, Hyde in Summary Large Organisation Geographically dispersed Committed to growth Needed to fundamentally change the way of doing things In need of first class support services

11. How did the Business change to Support Growth? Corporate Services Review New Directorate for Hyde ICTRisk & Compliance Facilities ProcurementCompany Secretariat

12. ICT Restructure – where we were Structure had evolved over time Confusing for users Duplication of effort No centralised support Unclear responsibilities Silo workingIn summary, not fit for purpose for our new world

13. ICT Restructure – what we did Got some help Looked at our requirements from the ground up Designed our to- be structure Created 3 clearly focussed teams Looked at resourcing levels Re-formulated role profiles Designed out duplication Got the right people in the right jobs Ensured managers could manage – assessment centres

14. ICT Restructure – what we did Outsourced some functions Became more efficient – reduced headcount Designed in flexibility

15. New Structure Support StrategyProjects & Change

16. And while all this was going on… …we were re-defining the ICT Strategy to support those growth ambitions

17. Get closer to the Business Good governance Fix our data Target Value for Money Review and deploy the right technology Review everything Document everything Implement ITIL principles Implement TOGAF principles ICT Roadmap Continuous Improvement Sell the vision ICT Strategy

18. Looked at the service we needed to deliver Looked at options: To improve service To reduce risk To increase Value for Money Concluded that there were two areas where outsourcing should be considered: Software support and development where we lacked the internal skills Telecoms – to mitigate risk Why Outsource?

19. Why Network & Telecoms? Contract with BT was up for renewal Run internally by a small team  Networks  IP telephony  Call Centre All expertise in one place Decided to spread the risk  Outsource the function  TUPE the staff to the new supplier

20. In 2010/11 we developed our CRM application TED as a key component of our business change programme One Hyde One Vision (OHOV) Microsoft Dynamics base Biztalk interfaces to Northgate Housing and Serengeti DMS Built by a team of contract resource Cost of recruiting a permanent team with the skills to support and develop were prohibitive - circa 10 FTE needed Outsource option for support and future development: Quicker to implement Better VFM – about £350k p.a. cheaper In other areas such as the support of Northgate Housing we already have a team of experts Considered it to be more risky to outsource than keep in house Why some software and not all?

21. Why fix the data?

22. Pain Point ICT Feels it Business Feels it Data manually assembled and reconciled from various sources for enterprise reporting Poor data architecture documentation increasing integration complexity and project timelines Data not synchronized across applications, so data conflicts across systems Duplicate records in the same source system creating integration and reporting issues Manually re-keying data is causing data quality issues Manually re-keying data is wasting resource time Paying for extra application licenses so users can view key data Performing multiple replications, cleansing and transformation of the same data Poor access to data residing in applications with a limited number of licenses, for example Business Objects How data chaos affect the Business & ICT Jointly

23. Systems Review Looked at all of our systems Looked at the fit for our business Reviewed interfaces Identified business ownership Created our Systems Catalog

24. Good Governance You will need a proper process for Business change approval Needs to include the people who can say “yes” It should cover funds approval Clearly defined deliverables Look at Total Cost of Ownership Insist on proper Project Mgt. & PMO

25. ITIL Industry standard Fitted with our new structure Assures service Controlled change and incident management Mandatory for all ICT staff and 3 rd party suppliers

26. TOGAF Industry standard Assures that our enterprise architecture is:  Well designed  Properly planned  Well implemented  Properly governed In other words, it works

27. ICT Roadmap Gives clarity to the direction of travel A useful tool in budget planning Helps inform business cases and secure funds Assists in the prioritisation of workload

28. Continuous Improvement Business partnering Get out and about in the business Engage the main influencers Network Sell the vision

29. In Summary Growth comes from a solid base You need to have the right support structures in place You need to be brave Don’t underestimate the effort and time needed to change effectively You need to believe in what you are doing Communicate – people don’t like surprises