- Europe and Central Asia
- United Kingdom of Great Britain and Northern Ireland
Sectors of activity
Buildings and construction, Energy
Type of initiative
Capacity Building & Implementation, Policy Frameworks & Tools, Research, Analysis, Assessment
Type of lead actor
Scientific and Technical
The original aim of the research was to create a decision support system (DSS) that Incommunities can use to make better business decisions.
The rationale behind creating a DSS for Incommunities was to enable the company to make better use of the data they collect, to make predictions about stock performance and customers, and ultimately, to be in a better position to work effectively and efficiently in an increasingly difficult climate for social housing providers.
The main achievements include:
• The establishment of a framework for the decision support system, which Incommunities can use in the future to make decisions
• The creation of the Business Intelligence Team that will implement the framework and will oversee the successful integration of the decision support system throughout the company
• Publications and presentations to raise awareness of the work of this KTP project, and to create further partnerships with industry and academia.
• Raising awareness throughout the company on the importance of data quality for a well-working DSS
Initial analysis evidenced data quality within the organisation was not as good as expected. This is a well-known problem in organisations, especially public and non-profit organisations. The analysis of the DSS required access to a range of different data; some of the data was not collected or lacked quality. The approach was therefore amended to incorporate tackling data quality, because poor data quality was seen as one of the major hurdles to better decision making. Ensuring data quality and making sure the right kind of data is collected is now fully incorporated in a new business focused Business Intelligence team. It and led to the creation of a bespoke financial framework that can be used by the company to achieve its aims at offering affordable and sustainable homes in the future. Although it was not the only project strand it aided development of an organisational road map of a Pathway to 2025 and contributed to the analysis of the current market position and organisational performance. Most significantly it led to a change in culture, including the development of a company-wide sustainability framework and strategy seeking to optimise performance outcomes whilst retaining customer led values at heart.The biggest single benefit the project has brought has been the construction of the economic model that allows ongoing assessment of the financial performance of assets that makes strategic decisions.
As collected through the One Planet Reporting
No activities have yet been reported under this initiative
Impact and Results
Incommunities now have a clearer picture of income and costs; reduction in costs is as significant a factor as generating income. At operational level Incommunities have made significant progress in managing cost; 2016 saw the £18m repairs and maintenance budget come in line for the first time and staffing costs are better scrutinised than at any time previously. There is a greater awareness of the supply chain and procurement processes have been streamlined to ensure better value for money is achieved; on fuel supplies savings in excess of £150k per year have been made whilst ensuring, as far as practicable, sustainable supplies are used. Assets that are no longer financially viable are earmarked for future changes and investment decisions are evidence based. All this bodes well for the future direction of Incommunities. Tenancy turnover has reduced by 1.5% by targeting actions that helped customers sustain tenancies.
Sectoral funding has been significantly cut by central government in the form of regulatory changes to rent setting policies, restrictions on benefit costs (customer reliance is high) and further changes to capital funding of new build assets.
Incommunities have become a more evidence based organisation in its decision making. The culture around managing the business is now more evidenced based and scrutiny and accountability more prevalent than at any time in the history of the organisation. The changes to the operating environment would have necessitated changes but the fact that this work had started as part of this research meant that Incommunities were prepared to tackle income stream cuts quickly and effectively. Although this brings short-term pain, performance outputs have increased. Incommunities have also undergone a change in the Governance structure that is aligned to the aims and objectives set out in its plan; that Incommunities would become an evidenced oriented business decision maker using the data identified under the project. Incommunities operating model has also undergone significant restructure since the start of the research project; primarily driven by the sustainability alongside funding reductions.
Incommunities is now geared up to deal with tough decisions and embrace the digital economy. Incommunities will offer customer digital services by the first quarter of the next financial year, using data gained through the project. Incommunities is prepared for further challenges should they present.
Next steps and how to get involved
By contacting the Research Project lead, Professor Crina Oltean-Dumbrava