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Mobile Working Pilot A warts and all account…. Mobile Working 1 st August 2013 YHN – Background ….. Arms Length Management Organisation (ALMO) 29,500.

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Presentation on theme: "Mobile Working Pilot A warts and all account…. Mobile Working 1 st August 2013 YHN – Background ….. Arms Length Management Organisation (ALMO) 29,500."— Presentation transcript:

1 Mobile Working Pilot A warts and all account…

2 Mobile Working 1 st 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

3 Mobile Working 1 st August 2013 Management responsibilities 29,000 properties spread across the City with some stock in semi-rural villages self contained properties flats, maisonettes 100 sheltered units 1500 leasehold properties

4 Mobile Working 1 st 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 all Business objectives 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

5 Mobile Working 1 st August 2013 Location independent working Workforce scheduling Relatively simply task management Concierge, furniture deliveries, care services Mobile access to corporate services Device selection and management Access to , 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

6 Mobile Working 1 st 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

7 Mobile Working 1 st 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

8 Mobile Working 1 st August 2013 The Solution Taking our Services out to the Customer Today, work is something you do, not somewhere you go

9 Mobile Working 1 st August 2013 Vision for a Mobile Organisation Customers Culture Processes Management Quality 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

10 Mobile Working 1 st 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)

11 Mobile Working 1 st August 2013 Requirements The 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

12 Mobile Working 1 st 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.

13 Mobile Working 1 st August 2013 Benefits Benefits to the customer Real time accurate information availableInformed decision making at point of contactImproved customer experience Benefits to staff Easier access to up to data/ information Increased productivity, ability to respond to customer needs Less admin time – avoids need for duplication Learning new transferable skills Increase in staff morale Improved work-life balance Benefits to YHN More one visit appointments Increased productivity Increased efficiencies Improved data capture Innovative Organisation Improved service delivery A multi-skilled workforce

14 Mobile Working 1 st August 2013 The plan (A)

15 Mobile Working 1 st August 2013 The challenges ChallengesImpactWhat we didYou learn Procurement Purchase 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 InfrastructureIt didnt 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 PilotToo 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

16 Mobile Working 1 st August 2013 The revised plan (B)……

17 Mobile Working 1 st 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 triggers for staff and communications with internal departments Photographs Access to Job Manager – an invaluable tool for managers

18 Mobile Working 1 st August 2013 Live challenges ChallengesImpactWhat we didYou learn Buy in Buy in: Skills gap New Way of Working - Cultural Change Confidence Transparency 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 Dont under-estimate the support requirements Training doesnt happen in a day Collaboration and communication is key Timely resolution essential Buy in – all departments need to want it to work

19 Mobile Working 1 st August 2013 In practice Initially 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

20 Mobile Working 1 st August 2013 Progress

21 Mobile Working 1 st August 2013 Realising the Value Real time access to data Work from any location Resolve queries at first point of contact Introducing Mobile Working Schedule the working week Triggers to let you know when visits or actions are due Bespoke forms Transforming Processes More time with customers Less double keying Targeted work Releasing capacity

22 Mobile Working 1 st August 2013 Plan C… the one we didnt predict

23 Mobile Working 1 st 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

24 Mobile Working 1 st August 2013 Projections Officer downtime at Court –13.5 hours downtime (0.35 FTE) per week With Kirona 70% will be utilised 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

25 Mobile Working 1 st 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

26 Mobile Working 1 st 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

27 Mobile Working 1 st 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.support 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

28 Mobile Working 1 st August 2013 So then … Possibly…… I want to say probably! Its looking good! is mobile working the answer?

29 Mobile Working 1 st August 2013 Any Questions?

30 26 Clicks 5 minutes 5 Clicks 1 Minute 4 Minutes 0 Minutes NOT PROTECTIVELY MARKED

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