The document summarizes Baker Tilly's Back Office Benchmarking (BOB) program, which helps social housing organizations assess the value for money of their corporate services through benchmarking. The program collects data on back office costs from nearly 50 member organizations and identifies best practices. Members can analyze their performance, identify cost savings opportunities, and connect with peers. Case studies show members saving over £100,000 annually through participation in BOB.
11 04 01 Workplace Forum Exec Summary JanIan McKenna
Adviser Forum is an environment where major adviser, EBCs and provider /investment firms can meet to discuss key business issues and identify how to address them co-operatively for the benefits of consumers and the industry
Workplace Forum addresses operational and business issues in the workplace benefits, group pensions, group risk and other employee benefits areas to improve the quality of services to employers and employees
11 04 01 Workplace Forum Exec Summary JanIan McKenna
Adviser Forum is an environment where major adviser, EBCs and provider /investment firms can meet to discuss key business issues and identify how to address them co-operatively for the benefits of consumers and the industry
Workplace Forum addresses operational and business issues in the workplace benefits, group pensions, group risk and other employee benefits areas to improve the quality of services to employers and employees
In this session, Peter explains how Virgin Media moved its P2P process from ‘swamp to summit’; how it motivated staff through Lean Sigma training and transformed the mood so staff felt needed and driven, instead of unsure of their purpose. He highlights the process-improvement initiatives, change-management exercises and approaches to organisational consolidation that have doubled its invoice productivity and delivered 50% cost savings in P2P.
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
Leveraging Lean Thinking in Credit Unions: Three Ways to Improve Member Service While Reducing Costs.
In today's competitive environment, member service is a top priority for credit unions. At the same time, there is an increased pressure to do more with less and reduce costs. The adoption of Lean principles and tools provides an opportunity for credit unions to engage employees and simultaneously improve member service and reduce costs.
Learn the basics of Lean and how it can be applied to credit unions. Hear from Randolph-Brooks Federal Credit Union about how they are leveraging Lean methods to make significant improvements in:
* Branch Channel Lending
* Call Center Member Service
* Branch Resource Management
The New Year offers the perfect opportunity to reflect. This concise document highlights new products, technological investments and other accomplishments delivered by the UK Computershare Registry team in the last twelve months.
The nonprofit governing board has been described as an ineffective group of effective people. Trustees are recruited for their stature, skills or connections, and then are not fully engaged. Why do nonprofits so broadly fail to use their boards wisely? And how might they do better? We will look at four interrelated areas: membership (including recruitment, development, self-assessment), process (including structure, meetings), capacity, and fiduciary issues.
Baker Tilly Back Office benchmarking guide for Social Housing part of our V...Golden Marzipan
Here is our latest update on our Back Office Benchmarking service for the Social Housing sector with over 40+ members its a unique service and part of our VFM solution suite
Calculating the ROI of collaboration tools K COMPANY
This presentation was given on the Panoptic Event in Belgium (Mechelen) arround Enterprise 2.0. Early Stage presented it's vision on calculating ROI for Enterprise 2.0 projects.
In this session, Peter explains how Virgin Media moved its P2P process from ‘swamp to summit’; how it motivated staff through Lean Sigma training and transformed the mood so staff felt needed and driven, instead of unsure of their purpose. He highlights the process-improvement initiatives, change-management exercises and approaches to organisational consolidation that have doubled its invoice productivity and delivered 50% cost savings in P2P.
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
Leveraging Lean Thinking in Credit Unions: Three Ways to Improve Member Service While Reducing Costs.
In today's competitive environment, member service is a top priority for credit unions. At the same time, there is an increased pressure to do more with less and reduce costs. The adoption of Lean principles and tools provides an opportunity for credit unions to engage employees and simultaneously improve member service and reduce costs.
Learn the basics of Lean and how it can be applied to credit unions. Hear from Randolph-Brooks Federal Credit Union about how they are leveraging Lean methods to make significant improvements in:
* Branch Channel Lending
* Call Center Member Service
* Branch Resource Management
The New Year offers the perfect opportunity to reflect. This concise document highlights new products, technological investments and other accomplishments delivered by the UK Computershare Registry team in the last twelve months.
The nonprofit governing board has been described as an ineffective group of effective people. Trustees are recruited for their stature, skills or connections, and then are not fully engaged. Why do nonprofits so broadly fail to use their boards wisely? And how might they do better? We will look at four interrelated areas: membership (including recruitment, development, self-assessment), process (including structure, meetings), capacity, and fiduciary issues.
Baker Tilly Back Office benchmarking guide for Social Housing part of our V...Golden Marzipan
Here is our latest update on our Back Office Benchmarking service for the Social Housing sector with over 40+ members its a unique service and part of our VFM solution suite
Calculating the ROI of collaboration tools K COMPANY
This presentation was given on the Panoptic Event in Belgium (Mechelen) arround Enterprise 2.0. Early Stage presented it's vision on calculating ROI for Enterprise 2.0 projects.
case study paper documents the approach undertaken by the Co-operative Financial Services (CFS) to develop an „ITIL Process Assessment Framework‟ (IPAF) that provides a simple, low cost and modular methodology in the delivery of ITIL process assessments.
For years, customers have been telling us that using Beckon to measure everything, learn fast, spend wisely and optimize in real-time has transformed their business. But, we are a data-driven company and customer anecdotes aren't enough.
We commissioned Forrester as a neutral third party to talk with our customers and quantify the benefit of using Beckon to make faster, data-informed decisions and optimize campaigns in-flight (before its too late to impact results).
IIBA Direction for 2010
Join IIBA President and CEO Kathleen Barret and Kevin Brennan, Vice President, Professional Development as they discuss the IIBA direction for 2010 and beyond. This is your opportunity to learn about the goals and projects IIBA is working on this year. The presentation will be followed by a Q&A session.
Topics will include:
* New Competency Model
* BABOK® Extensions
* IIBA Publications
* BABOK® Translations
This webinar is open to both IIBA members and non-members.
Business Transformation Outsourcing (BTO) is an extension of BPO, a strategic partnership between the customer and the outsourcer with the advantage of sophisticated financing mechanisms. BTO involves sharing risks and gains with an outsource business partner. It is all about governing the priorities, people and processes of organizations. It merges IT and business strategy of a company while optimizing quality, performance and business availability.
[Whitepaper] Aberdeen Research Report: AP Invoice Management in a Networked E...Anybill
The Aberdeen Group just released their newest research report, "AP Invoice Management in a Networked Economy." The report discovered how Best-in-Class companies are leading the way toward improving both the internal and external facets of their financial operations.
Presentation IT MNCs and the BOP for TNO IT4D group December 2009Anand Sheombar
The presentation was delivered at the office of TNO IT4D group.
It highlights the research conducted on multinational ICT companies and the Base of the (economic) Pyramid.
The presentation includes extra slides at the end that elaborate the key findings.
Similar to Baker Tilly Back Office Benchmarking brochure (20)
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
1. Back Office Benchmarking (BOB)
Helping you meet the Value For Money Standard
Social Housing
Back Office Benchmarking Programme
2. 2
Social Housing
Back Office Benchmarking (BOB)
Helping you deliver value for money savings
Contents
Introduction ................................................ 3
Why back office and why benchmarking? ....... 4
Our approach ..............................................
5
Benefits to members .................................... 6
How we deliver the service ........................... 7
Bob is unique ............................................. 8
Case study ................................................. 9
In summary ............................................... 10
Contact us ................................................. 11
‘‘
BOB has allowed One Vision Housing to inform and shape our Value
for Money and Procurement Strategies and priorities in the last few
years. Membership of the club has also opened up our organisation
to an invaluable network of friends and colleagues, who support
and assist each other as we strive for continuing improvement.
‘‘
Gaynor Robinson
Operational Director, One Vision Housing
3. 3
Introduction
Three quarters of our members
estimate to have saved £100,000 in
the first year as a direct result of being
in the programme, with a significant
number expecting to make even larger
Baker Tilly’s Back Office Benchmarking savings in the future.
programme (BOB) has been designed
to help you assess the VfM of your BOB is a national database of all back
corporate services. office costs that housing associations
incur, supported by a regional network
BOB is committed to helping housing of facilitated discussion groups who
associations run their back offices more identify and share best practice. Since
cost effectively. launching seven years ago we now
have nearly 50 members, ranging from
‘‘
3,000 to 50,000 units.
‘‘
We have had our challenges in dealing with the economic
climate and the need to be more efficient. Benchmarking
with the help of Baker Tilly’s BOB programme has been at
the heart of our approach to value for money.
Steve Dungworth
Head of Management Services, Accent Group
4. 4
‘‘ This is the most focussed and
valuable benchmarking exercise
‘‘
I’ve been involved with.
Nick Horne
Group CEO, Arcadia Housing Group
Why back office
and why benchmarking?
Our benchmarking programme,
together with our private sector
experience, indicates that the social
• imited mechanisms exist for
L housing sector should be able to
reviewing operational effectiveness achieve a reduction in annual back
in respect of back office. This means office costs of around 20-25% by
that operational costs and processes the end of the three years. We have
Back office functions form a key part
get limited independent scrutiny estimated that the sector could save
of the corporate organisational
and review. around £600m from the estimated
framework of housing associations,
£3.2b current spend on back
but our work in the BOB programme • s a result of this lack of
A office services.
has revealed that: standardisation, simplification and
• ocial housing associations corporate
S sharing of back office operations
services are often fragmented, with the sector is paying a significant
most individual organisations having premium in delivering its corporate
their own back office operations and services.
IT systems. Whilst performance indicators give a
• here can be a lack of robust and
T pointer to the level of performance, it is
consistent management information benchmarking that can pinpoint areas
on back office operational spending, of good or poor performance, including
making it hard to identify whether comparing your performance to peer
functions are delivering VfM. organisations and learning from what
others have done.
5. 5
• dentity and focus on better outcomes
i
for corporate service users;
• eflect best practice - thereby aiding
r
innovation and effectiveness;
Clearly, having been benchmarking • se indicators that are simple and
u
corporate services for the past 7 easy to measure and predefined;
Our Approach years, we already have a set of key
indicators for the major back office • he indicators we have developed
t
functions, ie Finance, HR, ICT, are not meant to cover all aspects
In our experience it is important when estates, procurement, legal and of performance but instead have
benchmarking a function review that marketing and communications. been chosen for their capacity to
key aspects of effectiveness as well motivate changes in behaviour
as efficiency are reviewed. In addition The benefits of using these indicators and support improvement;
to an efficiency dimension, we have enable us to:
developed three separate facets of • omplement any existing
c
• rovide our clients with a small
p performance management
effectiveness that we measured: number of high level indicators frameworks and benchmarking
1. Impact: in terms of how the capturing those aspects of initiatives, and also provide the
output of the function contributes performance that are vital for the facility to benchmarking with other
to or influences corporate effective management of the service public/private sector bodies.
performance as a whole. by senior managers;
2. atisfaction of users and
S
senior managers: looking at
how the function is regarded by Rating based on Extent to which
the perception of organisation has
staff who use these services and those receiving adopted the best
management
also by the senior management the service
practices
who commission them.
Modernising
Internal User
3. odernisation: to consider
M organising
Satisfaction
the extent to which a function and innovation
has adopted management practices
regarded as being innovative and
forward looking. Ecomomy and Impact on
efficiency organisational
of major performance
processes and outcomes
Organisational
Cost and metric heavily
productivity influenced by
indicators service
Effectiveness KPIs
Efficiency KPIs
6. 6
Benefits to members
As a member you can use the BOB programme to:
• nalyse the full range of back office
A • ssess whether your back office
A • oin one of the regional facilitated
J
services, including finance, HR ICT delivers true value for money BOB Performance Improvement
and 6 other functions Groups (held a minimum five times
• rove to Regulators that you
P a year in each region), giving you
• nderstand how your organisation
U are taking the new VfM standard the opportunity to network with
performs year-on-year seriously like-minded peers and discuss the
• ake accurate comparisons with
M • iscover opportunities for back
D results generated by participating
peers office monies to be redistributed organisations.
to more tenant facing activities
• elp you Board identify how cost
H
effective your back office is
7. 7
How we deliver the service
Membership is open to all social housing organisations via an annual subscription. This fee covers documentation, online
database access, data collection, telephone helpline, reports and a place at regular regional group meetings.
Members of the programme have defined the benchmarking criteria with the main costs being grouped initially into staff
cost and operational costs and then into 12 areas including legal costs, IT costs, insurance, training and utilities and rates.
Your data is inputted via our bespoke secure website accessible only to members. After being validated both online and by
one of our specialist Baker Tilly consultants, it is added to the overall database. Members are then able to use the online
reporting tool to compare their performance.
Normalised back office cost
1.1
Staff Cost
1.0
Operational Cost
0.9
0.8
0.7
0.6
£/Unit
0.5
0.4
0.3
0.2
0.1
0.0
8. 8
‘‘ When discussing performance levels without a fact-based
benchmark, you are just having a debate of ideas. Baker
Tilly’s information provides the insight needed to identify
your biggest opportunities and move with speed and
alignment to solve them.
‘‘
Gary Moreton
BOB is unique Partner and Chairman, Baker Tilly Social Housing Group
Our service is different than other In relation to data input because we Feedback from a recent survey
Benchmarking service providers have a set of fixed definitions and the of our members showed that:
in this sector because it: data input is online most of the effort
required be members is to ensure they • 2% of housing associations join
7
• as an internet database that allows
H have the correct financial and practice BOB in order to compare their
easy input and access - 24/7 data within their own organisations. practices with peer organisations
• Is real time and so up to date Most of our members tell us that their • 1% use BOB to network with
6
current management reports provide other housing associations
• ata input is phased over an
D them with the majority of the data
agreed period required, but some information needs • acilitated joint discussions
F
to be collated outside of the finance with competitors were with what
• as an online reporting tool giving
H members liked most about BOB
dept who normally take the lead role.
ready access to information
Group members agree to respect the
• as facilitated meetings where
H
confidentiality of information and all
members can interrogate the results
members agree to the principal of
and discuss them with their peers
complete transparency of information
supported by Baker Tilly efficiency
amongst the whole of the membership.
specialists
Current profile of members
The current profile of member based on units and turnover is as follows
% By Units % By Turnover
40% 40%
35% 35%
30% 30%
25% 25%
20% 20%
15% 15%
10% 10%
5% 5%
0% 0%
0–4999 5000–9999 10000–19999 20000+ 0-£19m £20m-£49m £50m-£99m £100m+
As you can see we have a healthy spread of members across the spectrum of both units and turnover and our membership
mirrors the complexity, type and spread of business interests across the sector.
9. 9
‘‘ A large proportion of organisations cutting costs may not
wish to contemplate structural cost cutting strategies.
Although restructuring and outsourcing can cause
disruption to an organisation it can make a company
more flexible and responsive to sector change.
‘‘
Case study - Peter Lunio
Associate Director
Baker Tilly Social Housing Group
how to save £1m
One of our clients - a 12,000 unit As a result of joining BOB, the
traditional housing association - joined organisation derived the following
our BOB programme in 2006 after benefits:
identifying that:
• hey used the BOB data and
T
• heir own benchmarking indicated
T established a 5 point action plan
lower than average financial which enabled them to deliver back
performance office savings of £1.2m over 4 years
• here was a perception that central
T • avings have facilitated
S
and back office services seemed improvements to tenant satisfaction
resource intensive and relatively through the creation of dedicated
expensive Nuisance Prevention, Leasehold
Management, Sheltered Housing,
• ther benchmarking was focussed
O
on operational costs and structures • re-BOB, the organisation aspired
P
to make changes. Using BOB,
• t required a more detailed look at
I they set challenging but achievable
back office structures and processes, targets, and have an insight into the
rather than simply costs changes to processes and systems
needed to really deliver change.
10. 10
In summary
Launched in 2005, Baker Tilly’s Back • Dedicated website and database • Learning from ‘good practice’
Office Benchmarking Programme
(BOB) offers a unique service currently • Phased data input • avings in time and cost, as
S
delivered to over 45 Social Housing the effort of defining and collecting
• onfidential comparisons with a wide
C benchmarks is spread over all
organisations. We continue to have range of similar organisations as well
high levels of customer satisfaction club members
as with comparators chosen by the
and high re-join rates. The strengths member • dedicated team of Benchmarking
A
that make Baker Tilly’s BOB groups professionals ensures a successful
so successful are: • etailed analysis showing not just
D outcome is delivered for every
how members compare in terms member.
• A large and proactive membership of headline cost benchmarks, but
• A strong focus on improvement also some of the reasons why their
performance differs from others
• onsistency through common and
C We look forward to you joining.
robust definitions • xchanges of experience between
E
members e.g. IT systems
• areful validation of data supplied
C
by members • he opportunity to learn from other
T
organisations successes and failures
11. 11
Contact us
If you are interested in joining the BOB Gary Moreton
programme please contact: Gary is an Audit partner with extensive experience in
the social housing sector. He also heads Baker Tilly’s
Social Housing Group and co runs the BOB groups
both nationally and in the Midlands.
T: 0121 214 3100
E: gary.moreton@bakertilly.co.uk
Peter Lunio
Peter heads our Social Housing Consultancy Practice
and has worked extensively in the sector for the past
four years delivering VfM projects for his clients.
Peter also leads Baker Tilly’s BOB programme.
Keith Ward
T: 0117 945 2000 Keith is an Audit Director and has been involved
E: peter.lunio@bakertilly.co.uk in the social housing sector for over 20 years,
with significant experience in the public sector.
Keith co runs the Northern BOB group.
T: 0161 830 4000
E: keith.ward@bakertilly.co.uk
Darren Mee
Darren is a Senior Consultant and the operational
head of BOB. He has a vast range of experience in
management reporting and lean systems thinking.
T: 0121 214 3100
E: darren.mee@bakertilly.co.uk