|Project name: ||SLC Transformation Programme - there are 2 reports for this project: 2014, 2015 |
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|Organisation: ||BIS (D3) - see all reports for this organisation |
|Report year: ||2014 (data is from Sept 2013) |
|Category: ||Transformation - see all reports for this category |
|Description: ||The SLC Transformation Programme supports the Coalition's programme for Government. The objectives of the programme respond to a number of challenges including the reforms introduced in the White Paper "Students at the Heart of the System". Over the next three years the SLC anticipates major increases in student numbers, and loan values and volumes. The student experience at present is very poor, due to operational and technology issues including lack of availability of complete case information and the time delay between the issue of evidence by students to the completion of the application process at times of high demand. Due to the limited technology update over the last few years the current system needs replacement. A robust and agile customer-centred student finance system is required. Introduce a modern, integrated and flexible IT system to enable the safe delivery of HE reform (including changes to borrowers repayment terms including variable interest rates).
Enhance customer service and operational efficiency.
Support the transformation of SLCs business through introduction of a unified technology platform and the standardisation of processes.
Improved customer experience: easier access to real time information, additional communication channels and a reduction in incomplete calls, etc;
Operational efficiencies: increased process automation, reducing avoidable contact and standardisation of workflows;
Strategic fit: alignment of the programme with Government ICT strategy as well as with the strategic direction taken by SLC.
Financial benefits to Government: ensuring HE reform-related savings, agreed as part of the Comprehensive Spending Review, are realised; potential for increasing the value of the loan book and an increase in the recovery of student debts;
ICT efficiencies: introduction of a unified business technology platform, the use of standard technology and the ability to use more agile development approaches |
|DCA (RAG): ||Amber |
|DCA text: ||The Amber status reflected the requirement to have more detailed plans in place from Transformation Partners and programme work-streams.
Detailed planning sessions are planned to l enable the development of a baseline delivery roadmap which will then be used to refresh the delivery plan , budget and team structures. This roadmap will continue to be refined.
Resource capacity has been highlighted as a challenge - action plans are being put in place to manage this challenge. A resourcing governance process has been agreed, defined and implemented. |
|Start date: ||2012-03-01 |
|End date: ||2016-03-19 |
|Schedule text: ||No departmental narrative |
|Baseline: ||£19.86m |
|Forecast: ||£19.86m |
|Variance: ||0.00% |
|Variance text: ||Underspend against FBC estimates in FY 13-14 due to later than planned contract finalisation and subsequent delay to the start of the delivery of the core banking implementation. |
|Whole Life Cost: ||£139.13m |
|WLCost text: ||Whole of life costs are still anticipated to be within FBC estimates - however work is ongoing to verify these. The costs include replacement of core systems and business and technical transformation. Figures reported in 2013/14 were provided before the full business case had been finalised and the figures approved. Therefore that £131.91m figure was an estimate and £139.13m was the figure agreed in the Business Case. |
|Notes1: || |
|Notes2: || |
|Sourcefile: ||IPA_2014.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.