business transformation – it’s the business

Business Transformation – It’s the Business

Presented by:Gordon Flack – Assistant Director (ICT)

• A community-based social enterprise based in North Somerset.

• Have an annual turnover of more than £31 million, employ around 300 staff and work in partnership with local, regional and national agencies.

• Own around 6,500 properties and provide housing and housing-related support to 12,000 people.

• Established in 2006 to manage homes transferred from North Somerset Council.

About Alliance Homes Group

The Group consists of three areas:

About Alliance Homes Group

Alliance Homes provides housing management services.

Alliance Ventures provides repairs, maintenance and green energy initiatives, including our successful PV panel project.

Alliance Living provides care and support services.

Our mission is to create hope for people and communities, through developing opportunities, tackling inequalities and delivering service excellence.

It can be summarised as creating hope through:

Our Mission

Background • 2008 – Tribal report on the use of CRM

• 2008 to 2011 – expansion of business systems based on departmental needs

• 2011 – Internal DLO created with new systems, Total Mobile & Opti-time

• 2011 – IT Systems Enterprise Framework agreed

The Football Stand Approach

Specialised Applications

ReAct Referral Gateway

Service Desk

ProVal

PSI Asbestos Brixx

Core Business Applications

Housing Management System

HR System

Contract Management

Finance System

Asset Management Complaints

Enterprise Applications

CRMDMS

Mobile

Performance Management

Self Service

INTEGRATION

Background • 2012 - Outcomes of the Customer Access

Review– Refine the number of contact numbers for the

business– Improve the options for customer contact– Have information on customers in one place– Increased mobile working– Purchase of CRM & Document Management

Background• 2013 - Outcome of Asset

Management IT Review– Current system not fit for purpose– Component accounting requirements

not met– Mobile working issues– New system to be purchased

Investment in IT

• £0.5million in PCD systems and mobile technology

• £0.5 million budget for BTP• CRM & DMS• Total Mobile• Enterprise Dynamic Scheduler

• £0.25million budget for Asset Management System.

Why change?• Customer Excellence• Position of strength• Plan for the future• Continuous improvement• Deliver Corporate Objectives• Holistic cultural change - not an

ICT project • Not just some projects, but a

programme involving the business

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Why a Programme?

The Programme

• Multiple projects• Joined up approach• Estimated 2-5 years• Core Delivery Team• Centralised Governance• Effective

Communication• Value for Money

• Standardised Methodology for:-– Process Review

and Design– Programme and

Project Management

– Review, Learn, Refine

HOW?

What do we want the service to look like?

How will staff be working?

What information will we need to access?

How and when will customers access the service?

Where will staff be working?

DELIVERY VISION

What is the Delivery Vision?• Customer Excellence

• The Customer Journey

• 24/7 Customer Access to all our Services

• Mobile working for all site based staff

• Right first time

• Intelligent use of data

The Vision“To transform the business through process

review and the introduction of new, and exploitation of existing technology, to create

a organisation which is customer centric through multiple channel access, using Business Intelligence (BI) to efficiently

deliver a range of services”.

Governance and Structure

CoreProgramme

Delivery Team

QA

Programme Board

Steering Group

Sponsor

Project Workstreams

Programme Group

Delivery timescales and Impacts

Delivery

• Will be delivered over a number of Tranches

• Tranche One about “Laying the foundations”

• Tranche two onwards yet to be agreed

Tranche One: High Level Deliverables

TM5 existing Operatives and Surveyors

Asset Management Base System

Customer Contact HMS

CRM – Complaints Process

DMS One Area of Business, In-tray for All

Some BPR work and Communication

Est: May – June 2014

Impacts on Staff• Involvement in delivery• Interim measures• Embracing change• Training• New ways of working• Learning as we go

Communication

• Staff Meetings• Staff Briefings• Connect • Demo’s/Presentations• DVD

Achievements to Date• Setting up

– Core Programme Team & Programme Office

• Set-up the Steering Group• All the key workstreams are now at the

delivering stage• Rolling out Northgate V6 to across the business• Started implementing the Asset Management

system.

Questions