We used to do Projects - winning Hearts & minds

1. We used to do Projects- winning Hearts & minds • Martin Honeywood, Group Director of Planning & Business Change • Kevin Connell, Chief Information Officer

2. Introduction • The Landscape for Circle Housing • Context for Change & Transformation • Meaningful Engagement • Realising the Benefit

3. Circle Housing Group made up of 9 Housing Associations 3Commercial Businesses Presence from Birmingham to South Coast – Norfolk, Cambridgeshire, Essex, Kent, Surrey, Sussex and significant in London Substantial Care and Support business No. 2 telecare provider in the market 67,000 homes 2,600 employees Head offices in London & Norwich The Landscape Continuous Change Welfare Benefit Reform preparation Largest R&M procurement process in sector Development of 1,000+ homes a year Business acquisitions IS&T Landscape Agile working Customer access Collaboration Cloud IT Transformation The Landscape for Circle

4. What’s important to us? • Our mission - Enhancing Life Chances • Our Vision – To providesafe and secure affordable homes to customers with differing incomes and to promote financial resilience & Independence. • Our values - Moving Forward • Efficient • Stronger Together • Human Focused • Putting Customers at the heart of everything we do • Circle is a brilliant place, with fantastic people who care

5. Context for Change & Transformation

6. Context for Change • We use to do projects! • Our internal customers wanted to go around us • “Everything is a barrier” • Significant move from IT to People focus • All about outcomes not just doing the process well – Pragmatism needed • Recognise a need for a culture shift, improved engagement and clear decision making • Need to get our Change Methodology in order as part of wider delivery process

7. Context for Change • IS&T lifecycle Management not stopping • Resources not significantly increased to match demand • Collaboration more important • Business Change • HR • Learning & Development • Procurement • IS&T

8. What we needed • Strong Governance • Robust Process • Teams without barriers • Clarity of working method • People Focused • Buy-in from the top • Strong engagement

9. Transformation Customer feedback – painful..! Group Project Management Office / Business Transformation merged Circle invested in the permanent team and it’s internal talent 9 internal appointments Conversion of contract to perm resources Reduced costs by £1.4m Account Management principles adopted Customer and outcome focus to trump process quality Own methodology encompasses phases of change before and after traditional project delivery

10. The Principles

11. Managing Change in Circle - Methodology

12. The Mantra • We must have strong and visible Change leaders at all levels • Every project must result in an observable and positive impact on the organisation, staff or customers • Every project can be delivered both on time and in budget • Investing & adopting change effort can have 6 times greater chance of success

15. IS&T Operating Framework • The Vision: • Delivering maximum value to the Group, supporting and enabling business outcomes through delivery of quality IT services. • What: • 1. Establishing a customer focussed culture and clear engagement model (all levels) ensuring IS&T are flexible, responsive and proactive in support of the Group. • 2. Operating as a single integrated team aligned around a common framework (People, Process, Tools, Services) To ensure • efficient, effective streamlined operation.

17. Meaningful Engagement

18. Introduction Stakeholder Engagement Change Champions Communications

19. Seeing Systems – Barry Oshry Customers Customers TOPS Middles Bottoms Customers Customers

20. Cogs Here • Click on the picture to launch the cogs animation. • You may need to click ‘yes’ to a security pop up. • To exit the cogs, press ‘Esc’.

22. Who does change management? Each ‘gear’ plays a specific role based on how they are related to organizational change

23. Key roles in change management Employee-facing Enabling Change management resource or team – applying a structured approach and enabling others Executives and senior leaders – fulfilling the role of sponsors of change Middle managers and supervisors – fulfilling the role of coach for their direct reports Project team – integrating the “people side” of change Support functions – providing expertise

24. The Balancing Act

25. Change Model – Good test! Barrier Point

26. Realising the benefit

27. Our Success since Transformation

28. Direct Outcomes • Change Management is an accepted practice • Training enhanced • Customers & people at the heart • Job role • IT skills • Significant opportunities created for progress, tested succession • 2 significant change leaders now Executives. • 1 change leader Regional Operations Director • Agile working environment • Continual buy-in from staff and boards

29. Outcomes – Domino effect • Robust succession plan highlighted • Change Champion networked grown to over 60 staff across group • Now involved in all change projects • Specialism like IT, Communications • Enhanced our Change Methodology • Collaborative working – appreciate we need each other! • Established Multi-Channel communication approach • Consistency of approach established • Much larger focus on embedding change • Engagement • Consistent process • Driving outcomes

30. Other Observations • Don’t under-estimate how long major change takes • Its really important to listen to feedback • Embedding change is critical and can’t be missed out or ignored • You can’t do too much communication & engagement • Change impacts everybody – top to bottom of the organisation • Bravery is required throughout • You probably have a lot of the resources in-house you can use!

31. Any Questions?