Scott McKinven

Financial Inclusion Manager

Friday 11th October 2013

Digital by Default – Getting Residents Online

Overview

• Affinity Sutton and Community Investment

• Why digital inclusion?

• The Journey ‘Get Connected’ and how its evolving

• Digital champions

• Challenges

• My 5 Key Points

Affinity Sutton

57,000 homes

120 LA’s

Affinity Sutton

A business for social purpose

Why digital inclusion?

• one part of our overall programme

• an enabling tool – jobs and training, welfare

reform, poverty premium, education

(homework), health (loneliness,

shopping)

• a business benefit – channel shift

‘Get Connected’ Mark 1

• ‘Race Online’ pledge, branded offer

• ‘Get on-line’ week

• ‘GuideLine’ support

• Low cost computer offer

• Refurbished Community hubs

• BBC ‘First Click’ sessions

• Digital Champions programme

Upgraded support

• National low cost computer offer

• IT access in ‘LiveSmart’ sheltered schemes

• Welfare reform - targeted support

• Work Programme

• E-learning programme

• Call centre signposts ‘UK on-line’ centres

• Greater use of social media

Upping our game

•

Refreshing the brand

Are you an IT Rex?

Webster

•

Digital Champions - the ultimate virtuous circle

Residents not online

and disengaged

Residents inspired &

supported to get online

Residents empowered to help others get

online

The ‘moodle’

Linking to FI, RI and R2W

Digital Champions Network for Housing

Progress

Strategic direction These six core principles underpin our Customer Strategy. These set the agenda for all proposed

recommendations such as enabling technology and capabilities. These principles have been created, challenged

and refined in collaboration with our customers and colleagues from across the organisation and should be used as

a reference point against all future strategic decisions that impact our customers. In simple terms, their importance

should not be over-looked.

Therefore our Customer Strategy can be summarised as follows

19 | Customer vision & ambition

Digital by choice, mobile by default

Simple, seamless and rich customer experience

Self serve enabled, paperless contact

Proactive, transparent, value add conversations

Tailored, needs-based service delivery

Business and customer insight driven organisation

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Social media has connected people and organisations to

one another around the world; increasingly our customers

expect all digital offerings to be innately social and fully

interactive.

Why now? Customers are changing The economic environment in which we operate is changing. The

pressures on the public purse means our grant from Government is

shrinking while the need for affordable housing is at an all-time high.

At the same time, our customers are becoming more customer

service aware and digitally orientated.

Customers are better informed than ever; the internet enables low

cost and often free access to a wide variety of product and service

information. Our customers will be well aware of the wide range of

choices they have in order to meet their housing needs, and this will

impact their satisfaction as well as the cost to serve.

20 | Purpose and approach

... trust their peers ... are informed ... have choices ... have a voice

Loyalty has

been replaced

by peer

conversations

and other social

media

interactions;

those who fail

to participate

risk being

sidelined

Easy access to

research and

data will expose

poor customer

service and

enable

comparison to

your

competitors;

transparency

and authenticity

are required

Undifferentiated

products and

services, lack of

loyalty, easy

access to

alternatives and

low barriers to

defection

mandate extra

effort to retain

your customers

Vehicles for

communicating

experiences

with your brand

– both good

and bad – are

ubiquitous and

free, and your

learners are not

shy about

voicing them

... expect more

Expectations

are being

shaped by

experiences

outside of your

industry, where

content,

interactions and

features may

be much richer

and more

compelling

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Up to 2013

Traditional consumer

behaviour is the majority

2014-2019

Digital converts

behaviour leads

Next 5 years

of change

2020 and beyond

Digital native

behaviour dominates

2020 AND

BEYOND

“Digital Natives”

become the

majority

consumers

2013-2020

“Digital Converts” take over

from “Traditional

Consumers” as the largest

customer segment.

Adoption of digital As recognised in the PwC’s digital point of view paper, the speed of adoption of digital channels and change of

behaviour will accelerate in the next five years, leading to a decade of change. The identified customer segments

will react differently to this change due to two main factors: their lifestage and attitude to digital change.

Segments exhibiting more traditional behaviours in the way they access our services (Traditionalists, Steady

Regular Payers and Low Contact) will decrease in volume and channel use. The three groups that are likely to

convert to digital channels will include Supported on Benefits, High Impact and Efficient Contact. The Digital

Natives’ behaviour will become dominant over time.

21 | Our customers

* PwC Profitable Growth Point of View, 2012

Up to 2013 Traditional consumer behaviour is the majority

2013-2019 Transitional

behaviour leads

Up to 2013

Traditional consumer

behaviour is the majority

2013-2019

Digital converts

behaviour leads

2020 and beyond

Digital native

behaviour dominates

The decade of digital change we live in is fundamentally changing

the DNA of the customer.

The digital generation is growing up –

making digital the new norm in all

markets.

This creates issues, threats and

opportunities for all businesses.

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Next 5 years of

change

Overarching channel principles The channel strategy principles will be applied to the delivery of all services and products

These principles will be owned and championed by our teams and used in the following scenarios:

In the design and build of all future solutions that touch or interface with customer channels

As a check for all process re-engineering work

In all business areas that are customer facing

In training and education of all staff

Our channels will be

Digital will be our primary channel. However where contractual, legal obligation or recognised

customer need exists, service should be delivered via the most appropriate alternative channel

(e.g. in-person, post etc)

Digital by choice,

mobile by default 1 Consistent customer service through every channel. Open and genuine two way dialogue,

engaging through social channels.

Connected &

multichannel 2 Support, educate and encourage digital inclusion for those customers who don’t use digital

channels by choice or because of lack of equipment Digitally inclusive 3

Continuously build and refine customer data and awareness of customer context, use insight to make better informed business decisions and maximise relevance through personalisation

Insightful & rich 4 Proactively inform, update and support customers through the most relevant channel Proactive 5 Contact via any channel is recorded and visible with a single view of the customer’s interaction history and preferences across all channels; channels are continuously improved, KPIs are consistent and shared

Transparent &

measured 6 Simplicity of presentation, clarity of communication, and ease of use Simple 7

Note: Channel shift is a technology, data and people enabled change

22 | Channels

Specific channel principles We designed a second layer of principles specifically for each channel. The below summarises these principles.

More detailed information about the future use of each channel, as well as key considerations we have made can

be found in the appendix. Each channel will deliver consistent customer experience, and will be used as follows:

• Single number used for priority, emergency or responsive contact • Self-service enabled Telephone

• Needs and interventions based service delivery for cases where other channels are less appropriate

• Use to educate and drive channel shift In person

• Primary channel, fully transactional and mobile, tailored to customer needs • Simple, Rich, Connected, Holistic, Insightful, focused on self serve

Web

• Broadcasting and signposting, enabling customers to contribute to the information (e.g. ratings, reviews) • Listening mechanism to gauge customer sentiment and identify trends • Community empowerment and social media presence via the most up-to-date new channels

Digital / Social

media

• Opt-in / Opt-out based on customer preference

• Actively encourage paperless, unless there is a legal obligation

• Centralised in Bromley Post

• Dedicated e-mail addresses with clear SLAs; easy unsubscribe facility

• Outbound to confirm, validate and share information

• Phased-out inbound access, shifting to self serve and web contact forms E-mail

• Centralised • Outbound to provide instant acknowledgement of contact or transaction • Inbound for vulnerable customers and limited transactional services e.g. payments

SMS

23 | Channels

Summary – My 5 Key Points

• Find the driver for the business

• Start the journey and get leaders involved

• Work in partnership its easier than going alone (and cheaper)

• Find out what the need is amongst your residents

• What can you switch off?

•http://www.affinitysutton.com/existing_residents/advice_and_support/get_connected.aspx

• http://www.digitalbydefaultnews.co.uk/

• http://www.gov.uk

• http://blogs.lse.ac.uk

• http://digitalhousinghub.ning.com

• http://social-digitalresearch.ning.com

• http://www.digitalunite.com

• http://www.housingnet.co.uk/Social_Housing.html