Business Transformation – It’s the Business Presented by: Gordon Flack – Assistant Director (ICT) About Alliance Homes Group • 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: Alliance Homes provides housing management services. Alliance Living provides care and support services. Alliance Ventures provides repairs, maintenance and green energy initiatives, including our successful PV panel project. Our Mission 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: 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 Enterprise Applications CRM DMS Mobile INTEGRATION Performance Management Self Service Core Business Applications Housing Management System HR System Finance System Asset Management Contract Management Complaints Specialised Applications ReAct Referral Gateway ProVal PSI Asbestos Service Desk Brixx 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 11 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? How will staff be working? How and when will customers access the service? What do we want the service to look like? What information will we need to access? 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 Programme Board Steering Group Sponsor QA Core Programme Delivery Team 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 Some BPR work and Communication DMS One Area of Business, In-tray for All CRM – Complaints Process Customer Contact HMS Asset Management Base System TM5 existing Operatives and Surveyors 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.