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

2. 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

3. 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.

4. 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

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. 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 CRM DMS Mobile Performance Management Self Service INTEGRATION

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? 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

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

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.