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Mobile Working PilotA warts and all account…
Mobile Working1st August 2013
YHN – Background …..
• Arms Length Management Organisation (ALMO)
• 29,500 tenants (City Council, Byker Trust, Leazes Homes)
• 1,500 leaseholders• 900+ staff• £200m annual turnover
Mobile Working1st August 2013
Management responsibilities
29,000 properties spread across the City with some stock in semi-rural villages
• 15000 self contained properties
• 13000 flats, maisonettes • 100 sheltered units• 1500 leasehold properties
Mobile Working1st August 2013
Business Strategy ICT Plan
Make the money deliver
Create homes & neighbourhoods we all can be proud of
Work together to realise positive outcomes for allB
usi
nes
s o
bje
ctiv
es
Improve partnerships with health and adult social care
Location independent working
Smarter use of information & technology
ICT strands
Provide a free basic internet service for all tenants
Inclusive Digital Housing Services
Reduce cost by making services digital by design where possible
Improve staff productivity by providing the tools and information they need where they need it
Improve estate-based services by giving staff and customers better access to information
Use the information we collect to Improve our understanding of our customers and their needs
Ensure essential information is readily available to decision-makers
Reduce duplication and waste; automate manual processes
Improve the quality and timeliness of information sharing
Mobile Working1st August 2013
Location independent workingWorkforce scheduling• Relatively simply task management• Concierge, furniture deliveries, care services
Mobile access to corporate services• Device selection and management• Access to email, calendar, intranet, documents
Housing management• Requires deep integration with Northgate Housing• No mature solutions available• Objectives unclear – difficult to articulate requirements• Pilot proposal to improve understanding and business case
Mobile Working1st August 2013
Organisational challenges
Welfare Reform• Increasing rent arrears• Decreasing demand and increasing voids
Service review• Move to specialisation• Fewer outlets • Drive to take services to the customer• Embrace new ways of working/technology
Mobile Working1st August 2013
The need for change ‘Make the money deliver’• Demonstrate Best Value• Realise ‘Added Value’• Increase efficiencies and deliver savings• Reduce carbon footprint
Modernise working practices• Processes• People• Policies
Mobile Working1st August 2013
The Solution
Taking our Services out to the Customer
Today, work is something you do,not somewhere you go
Mobile Working1st August 2013
Vision for a ‘Mobile’ Organisation
Cust
omer
s
Culture
Processes
Managem
ent Qualit
y
Make the Money Deliver
To realise the full benefit potential of mobile working we need to do more than just issue staff with mobile devices. We need to
take a holistic approach
Mobile Working1st August 2013
The pilot team
– 10 Generic Housing Officers – 8 Rent Specialists – 1 Court Officer– 1 Collection Officer (former tenants)
Across 3 Housing Offices and the Central Court team
• The locations were chosen for; – Geographical distribution– Type of Stock – Connectivity
20 Individuals (mixed ability and confidence with IT)
Mobile Working1st August 2013
RequirementsThe pilot focuses on specific areas within housing management:• Income and rent recovery management• Tenancy and Estate Management
High level requirements are;• Off line functionality• Integration with Northgate, (React, Lagan)• Ability for staff to communicate with other teams• Performance Management Information
Mobile Working1st August 2013
Aims of the Pilot
• To help us better understand the benefits and challenges of implementing mobile working within more complex services;
• To give us insight and experience we can use to develop an approach to a future, larger scale implementation.
Mobile Working1st August 2013
Benefits
Mobile Working1st August 2013
The plan (A)
Mobile Working1st August 2013
The challengesChallenges Impact What we did You learn
ProcurementPurchase Order
Impacted Project Timescales – lost 38 Working Days
Forward planned as much as we could with the supplier
Reviewed project timescales
Ensure that you have everything in place e.g. suppliers should be set up on the system prior to decision
Infrastructure It didn’t directly impact on project timescales but it could have!
Worked closely with suppliers, NCC and Kirona to agree solutions
Technical specifications should be scoped and agreed prior to contract
Technical: Scope of Pilot Too much too soon? Agreed a phased approach A stepped approach has a numerous
benefits BPI should be conducted prior to
tender stage
Developing a bespoke process led solution that met the needs of the organisation and staff
Impacted project timescales Stability of solution Increased testing timescales
We carried out a BPI review to identify needs (with staff involvement)
Agreed a support plan with supplier Communicated with staff
Success is in the planning Involve the staff from the onset Collaborative working with the
supplier is essential
Connectivity
Unable to access online/customer data
Developed job types that included ‘PDF’ forms to provide essential information off-line
Collaborative working with supplier essential
Mobile Working1st August 2013
The revised plan (B)……
Mobile Working1st August 2013
Phase 1 functionality • Arrears visits (off-line)• Estate visits – Pre-termination, 6 week visits and
Verification visits (off-line)• Safeguard/Panic alarm• Kirona Housing – duplicates Northgate database
(on-line only)• iAlerts – Automated email triggers for staff and
communications with internal departments• Photographs• Access to email• Job Manager – an invaluable tool for managers
Mobile Working1st August 2013
Live challengesChallenges Impact What we did You learn
Buy in Buy in: Skills gap New Way of Working - Cultural Change ConfidenceTransparency
Low level of take up
Training Needs Analysis Workshop – the what, why and how Device familiarisation Training and Support (individually tailored) Identified ‘Champions’ Ongoing support and evaluation sessions
Cultural change must lead from the top
Set targets from onset Performance management Training needs to cover softer skills
such as interview techniques Mobile has a life outside of project
environment so skill up!
Resource and Support: Correct level of support and resources are available throughout the project.
Staff left
feeling abandoned
Loss of confidence in system
Work collaboratively with ICT, Kirona and NCC Agreed a support plan – make sure small
issues are fixed quickly Gear up ‘Champions’ to investigate faults and
diagnose user errors prior to contacting the supplier.
Gear up first line support to provide advice and guidance
Don’t under-estimate the support requirements
Training doesn’t happen in a day Collaboration and communication is
key Timely resolution essential Buy in – all departments need to
want it to work
Mobile Working1st August 2013
In practiceInitially staff will;
– Continue to print off visit sheets and make copious notes – Some staff will ‘Fake it’
So you must; • Continuously monitor and follow up; • Support staff, actively encourage them to be talk
about barriers and challenges • make use of the performance information• be persistent and passionate
As confidence increases staff will embed mobile into practice
Mobile Working1st August 2013
Progress
Mobile Working1st August 2013
Realising the Value
Introducing Mobile
Working
• Real time access to data• Work from any location• Resolve queries at first point of
contact
Transforming Processes
• Schedule the working week • Triggers to let you know when
visits or actions are due • Bespoke forms
Releasing capacity
• More time with customers• Less double keying • Targeted work
Mobile Working1st August 2013
Plan C… the one we didn’t predict
Mobile Working1st August 2013
Benefits realised• Kirona off-line functionality has been evaluated successfully • Kirona have demonstrated that they can adapt to meet our
business processes • The Court team have demonstrated efficiencies in relation to
downtime and adjournments• Identified an opportunity to test specific processes
vigorously as a result of welfare reform• Technical issues have been resolved quickly on most
occasions due to the excellent relationships built with the supplier
Mobile Working1st August 2013
Projections• Officer downtime at Court
– 13.5 hours downtime (0.35 FTE) per week• With Kirona 70% will be utilised - 9.45 hrs • There will be no double keying back at office –
2.5.hrs
Over a year savings equate to 0.32 FTE
£9,281.99
Mobile Working1st August 2013
Projections • YHN were unaware of 6 Warrants to Suspend
(over a 3 month period)
– 5 adjourned due to lack of information– 1 heard and order made (Officer accessed
information on tablet)
Potential savings to YHN £1165 (officer time per annum)
Plus Court time/potential rent loss when case adjourned with no order made
Mobile Working1st August 2013
Projections
Arrears visits
• Based on 22,140 visits per annum
– Savings of 2,952 operative hours using Kirona
Over a year savings equate to 1.5 FTE
£47,769.26
Mobile Working1st August 2013
Key points for consideration• Success is in the planning• Set realistic timescales • Allow sufficient time and resource to support all stages of
the project. • Identify key stakeholders, roles and responsibilities• Effective communication between key stakeholders is key• Support for cultural change should lead from the top down• Micro and macro analysis of the environment can identify
external factors that may influence project delivery• Evaluation: product, devices, benefits, user satisfaction
Mobile Working1st August 2013
So then …
Possibly……I want to say probably! It’s looking good!
is mobile working the answer?
Mobile Working1st August 2013
Any Questions?
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No of Jobs
Meeting with Staff - Interim Evaluation
0102030405060708090
100
Total No of Kirona Jobs 31st October 2013 - 20th January 2014
No of Jobs
Pilot On hold -Field testing
Meeting with Heads of Department to agree a strategy to increase usage in the New Year
Staff Support Session
Meeting with managers to cascade an agreed improvement strategy
Feedback to Managers re: challenges and barriers
BPIFamiliarisation TNATrainingLaunch
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