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The Problem

The client is a large membership organisation with 800,000 members and approximately 900 employees. Progressive changes in the market place and back office technology created the possibility of significant change in the way the back office service was delivered to the front line.

An analysis of the business systems, processes and organisational aspects of the back office had been undertaken to identify projects to improve effectiveness and efficiency.

The client was keen to utilise best practice both in terms of business process design and the process of change. A pilot project was already underway to identify improvement opportunities and to establish a basis for developing a broader and more radical process of change in back office systems and delivery.

What we did

Aspire undertook a systems and business process review over a four week period involving 30 employees including management. This involved process mapping the data capture and processing activities for the records and accounting systems. One-to-one interviews were conducted with a cross section of the data centre and senior management involved in financial management.

Employees and managers where taken through draft process maps to achieve a 'signed-off' version to form an analysis baseline. Critiques of the baseline were developed with employees and managers, which were then shared across all teams within the data centre.
Estimates of downtime, rework and revenue dilution were undertaken to enable measurement of the potential improvement opportunity. A target of 30% productivity and revenue enhancement of £1m was agreed.

Results

A report was presented at executive level to outline basic process operation, critiques and options for improving performance. An estimate of savings / performance outcomes was presented to provide justification and motivation for adopting change options. 

An Ideas Workshop was undertaken to shape proposals into actions for the next phase.
Phase 2 involved shaping a Vision Statement and an outline Implementation Schedule for adopting short-term and longer-term changes to Back Office Management and functions.

An internal Project Management Regime was then established to support the ongoing projects anticipated for the progressive design and build of a single Back Office Function with the option of a Shared Service Model being developed with other not-for-profit partners.