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Mobile Working Pilot

Follow the journey of an Arms Length Management Organisation (ALMO) as they implement a pilot mobile working initiative to improve services. Explore the business strategy, ICT plan, organizational challenges, and solutions for better operational efficiency. Learn how mobile access, workforce scheduling, and information sharing benefit both staff and customers. Discover the impact on staff productivity, estate services, and decision-making. See how the pilot team overcame challenges and realized the value of embracing mobile technology for housing management.

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Mobile Working Pilot

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  1. Mobile Working Pilot A warts and all account…

  2. 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. 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

  4. 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. 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 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

  6. 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. 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. The Solution Taking our Services out to the Customer Today, work is something you do, not somewhere you go

  9. Vision for a ‘Mobile’ Organisation 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 Culture Customers Processes Quality Management Make the Money Deliver

  10. The pilot team 20 Individuals (mixed ability and confidence with IT) 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

  11. 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. 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. Benefits

  14. The plan (A)

  15. The challenges

  16. The revised plan (B)……

  17. 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

  18. Live challenges

  19. 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. Progress

  21. Realising the Value

  22. Plan C… the one we didn’t predict

  23. 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. 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

  25. 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. 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. Key points for consideration • Success is in the planning • Set realistic timescales • Allow sufficient time and resource to supportall 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

  28. So then … is mobile working the answer? Possibly…… I want to say probably! It’s looking good!

  29. Any Questions?

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

  31. NOT PROTECTIVELY MARKED

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