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Business Transformation – It’s the Business

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.

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Business Transformation – It’s the Business

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  1. Business Transformation – It’s the Business Presented by: Gordon Flack – Assistant Director (ICT)

  2. 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.

  3. About Alliance Homes Group Alliance Homes provides housing management services. The Group consists of three areas: Alliance Living provides care and support services. Alliance Ventures provides repairs, maintenance and green energy initiatives, including our successful PV panel project.

  4. 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:

  5. 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

  6. The Football Stand Approach

  7. Enterprise Applications CRM DMS Mobile Performance Management INTEGRATION Self Service Core Business Applications Housing Management System Finance System HR System Complaints Contract Management Asset Management ReAct Specialised Applications ProVal ReferralGateway Brixx Service Desk PSI Asbestos

  8. 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

  9. 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

  10. 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.

  11. 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

  12. Why a Programme?

  13. 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

  14. HOW? What do we want the service to look like? DELIVERY VISION How and when will customers access the service? Where will staff be working? How will staff be working? What information will we need to access?

  15. 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

  16. 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”.

  17. Governance and Structure

  18. Programme Board Steering Group Sponsor Core Programme Delivery Team QA Programme Group Project Workstreams

  19. Delivery timescales and Impacts

  20. Delivery • Will be delivered over a number of Tranches • Tranche One about “Laying the foundations” • Tranche two onwards yet to be agreed

  21. 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

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

  23. Communication • Staff Meetings • Staff Briefings • Connect • Demo’s/Presentations • DVD

  24. 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.

  25. Questions

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