G2
Programme & Project Management Office
FULL BUSINESS CASE/PROJECT INITIATION DOCUMENT
01202 458213
pmo@bournemouth.gov.uk
(template version 0.20)
Outline Business Case (OBC)
Mobile Working
Risk: Low
Prepared by: Stephen Lewis, Chris Wood, Mark Purvis
Date: 22 April 2013
Document Approvals- All Business Cases for projects over £25k must be approved by the
following people listed in this table prior to being approved by the Transformation Board
and Executive Gateway Board (EGB).
Officer/Member/Group
Name
Project Owner
Richard Saunders
Executive Director
Liz Wilkinson
Portfolio Holder
Cllr Anne Filer
FBC Approval
Date
PID
Approval
Date
Portfolio Holder comment
Transformation Board (Transformation Projects Only)
Executive Gateway Board
N/A
Cabinet
N/A
Project Board
N/A
Other Elected Members & Officers Consulted
Name
Position
Date
Document Revision History
Version
Author
Changes
Date
Version 0.15
Stephen
Lewis, Chris
Wood & Simon
Rogers
Revised version incorporating stakeholder feedback plus
new approach and solution (based on new technology)
as agreed with the SRO
14/01/13
Version 0.16
Jago Atkinson
Incorporating feedback from Richard Saunders
01/02/13
Version 0.18
Mark Purvis
Incorporating feedback from Richard Saunders
09/04/13
Version 0.19
Mark Purvis
Incorporating feedback from Richard Saunders
12/04/13
Version 1.0
Mark Purvis
Incorporating feedback from Richard Saunders
15/04/13
Version 2.0
Mark Purvis
Major revision in response to feedback from CMT
15/04/13
Version 2.1
Mark Purvis
Incorporating feedback from Richard Saunders
15/04/13
Mobile Working Business Case, v2.1
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OUTLINE BUSINESS CASE
1
Contents
1
Contents ................................................................................... 2
2
Significant Changes Introduced in this Version (2) ............................... 3
3
Executive Summary ..................................................................... 4
3.1
Introduction ................................................................................. 4
3.2
Strategic Fit................................................................................. 4
3.3
Recommendation .......................................................................... 4
3.4
Next Steps .................................................................................. 6
4
Strategic Fit: The Strategic Case ..................................................... 6
4.1
Business Needs and Project Background .............................................. 6
4.2
Objectives and Strategic Alignment ..................................................... 7
4.3
Scope ....................................................................................... 9
4.3.1 Inclusions ................................................................................... 9
4.3.2 Exclusions .................................................................................. 9
4.4
Strategic Risks ............................................................................. 9
5
Service Led Approach ................................................................ 10
5.1
Flexible Working Roadmap & Strategy ................................................15
5.2
Flexible Working Centre of Excellence ................................................16
6
Service Led Option Next Steps ...................................................... 16
Appendix A: Service Led Approach - Cost Benefit Model ............................ 17
Appendix B: Options Appraisal: The Economic Case ................................ 19
Appendix C: Analysis of Current Mobile Initiatives by Service Area ............... 21
Appendix D: Work-style based technology .............................................. 23
Appendix E: Enterprise Level Mobile Technology ..................................... 24
Enterprise Approach - Cost Benefit Model .............................................. 28
Appendix F: The ‘Do Nothing’ Option..................................................... 30
Appendix G: Officers interviewed to inform update to business case ............. 32
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2
Significant Changes Introduced in this Version (2)
Version 1 of the mobile working business case proposed three options for the roll-out of mobile
working within Bournemouth Borough Council. Option 1, an Enterprise Approach was not
recommended, and was subsequently rejected as an option by CMT on 19 April 2013. Details of
the Enterprise Option are attached as Appendix E.
The recommended option and the focus of this document is a Service Led Approach.
The business case recommends the Service Led option is taken forward as it provides the best
overall assessment of value for money. This option minimises the need for upfront investment
while enabling selected services in need of mobile working to quickly benefit from mobile
technology by supporting new ways of working and helping to deliver the CST targets.
The ‘Do nothing’ option is now attached as Appendix F.
A Proof of Concept phase is proposed. In this phase:
• The technical platform for Mobile Working (hardware options, connectivity, access to data
and processes) will be designed and tested.
• An Enterprise Architecture will be designed to ensure congruity between the initial tranche
of the mobile working roll-out and future IT solutions / platforms
• End-users will have the opportunity to contribute to the design of the new platform.
• Mobile working will change the way field officers work - proposals will therefore be made
for more efficient business processes.
• Communications and Change Management will be initiated.
• The proposed technical solution and processes will be evaluated and improvements made
before deployment to the business.
The time frame for the pilot phase is estimated to be 4 months. Having designed the technical
platform in the pilot phase, the roll-out of mobile working to the high-priority service areas
will be accelerated.
The cost of the Proof of Concept phase is estimated to be approx. £58k. This cost will be met
by Mouchel as part of its commitment to the Council to Innovation and Transformation. The
Mobile working pilot will be the flagship project for Mouchel’s new BBC Enterprise Architecture
initiative and the Innovation and Learning Centre that Mouchel is currently in the process of
establishing with the Council.
Cost Reduction: This version of the proposal works on the basis that much of the labour cost
will be drawn from Mouchel’s core resources within the partnership. This reduces the cost by
approx. £34k.
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OUTLINE BUSINESS CASE
3
Executive Summary
3.1
Introduction
This Outline Business Case recommends approval of a centralised project to introduce mobile
working within Bournemouth Borough Council, focused on field based case officers.
Local Councils across the UK are making increasing use of mobile technology in order to
improve service and reduce costs. Key benefits achieved include:
•
•
•
•
•
•
•
3.2
Providing customers with complete information concerning available services in one visit;
Updating the results of their customer visit without returning to the office;
Communicating and sharing information with colleagues immediately;
Using time more productively while travelling or in a location where they would normally
be unable to update and use Council systems;
Reduction in travel costs;
Reduced risk of data loss, ICO fines and negative impact on the Council’s reputation;
Reduction in office accommodation required.
Strategic Fit
The Council is undertaking a Transformation Efficiency and Change (TEC) Programme in order
to improve customer satisfaction and reduce operating costs and mobile working has been
identified as a key enabling project with the Programme. All areas of the Council are involved
in undertaking Core Services Transformations (CST) to achieve these goals. Mobile Working will
support and enable delivery of each CST by enabling improvements in service delivery and
resource productivity. Mobile technology will also reduce the cost of travel to and from offices.
3.3
Recommendation
The original business case (version 1) considered three options for change:
•
•
•
Enterprise level mobile technology;
Service Led mobile technology;
Do nothing.
The financial benefits for each option are primarily based on the ‘value’ of released time as a
result of productivity improvements through mobile access to information. Whether this value
can be cashable will depend upon on the ability of Services to redefine business processes and
associated roles. It is recommended that the Services, as part of their CST, review the degree
to which this value can be cashable.
Service Led Mobile Technology - an approach focuses on delivering mobile working across
selected services in tranches, without the introduction of an enterprise infrastructure, but
does include the creation of a robust Council mobile technology governance framework. This
option does not provide a total view of the Council / customer but does provide field based
case officers with mobile access to their current electronic records, documents and other
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OUTLINE BUSINESS CASE
information. The initial investment (covering the first tranche and biased at 20%) is estimated
at £0.4m with payback offset against productivity gain within two years. The cost to the
Council may be reduced by approximately £0.1m since the housing component of the
investment may be funded separately through the HRA.
The business case recommends the Service Led option is taken forward as it provides the best
overall assessment of value for money. This option minimises the need for upfront investment
while enabling selected services in need of mobile working to quickly benefit from mobile
technology by supporting new ways of working and helping to deliver the CST targets.
Discussions with Council staff indicate that the existing business support systems do support
the work that services need to do. The business problem facing departments is that of getting
access to these systems while away from the office and being able to make use of currently
unproductive time.
The net benefit over five years, after accounting for optimism bias, is £1.3m, and the payback
in productivity gain with investment offset, in two years.
The Service Led approach introduces mobile technology in a series of ‘tranches’, that is, on a
‘one suite of Council business services at a time’ basis. Each tranche should be justified on the
basis of its associated benefits and costs. Subsequent tranches can be developed as benefits
are captured and lessons learned from previous tranches.
The following diagram illustrates our proposed approach:
Strategic
Business
Case
Outline
Business
Case
Tranche 1
Potental
Full
Business
Case
Tranche 1
Deliver
Tranche
Capture
Benefits
Create
Business
Case for
next
Tranche
It is recommended that the first such tranche should be deployed in time to support delivery of
the CSTs during 2013/2014. Based on an assessment of Council services and understanding of
CST requirements, it is recommended that the first such tranche is delivered to approximately
190 Council officers in the following service areas:
•
•
•
•
Adult Social Care;
Children’s Social Care;
Housing Landlord Services;
Environmental Services.
These areas are recommended as they are directly customer facing and have relative low
mobile technology deployment risks.
It is recommended that tranche 1 also includes:
•
An IT infrastructure upgrade to support the additional users;
•
Supporting change management within the selected services;
•
The creation of a robust Council mobile technology governance framework;
•
The resolution of issues preventing completion of an already commissioned mobile
initiative within Housing Landlord Services;
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3.4
Next Steps
The following steps are required to deliver the first tranche of the Service Led Mobile
Technology option.
(1) Capture detailed service requirements regarding the individual applications required on
each mobile device and finalise specific user needs;
(2) Assess fit with CSTs and the degree of cashable cost savings;
(3) Complete an on-going proof of concept project within Mouchel to finalise the optimal
choice of tablet 1;
(4) Assess and design the detailed change management supporting activities;
(5) Detail planning for technical infrastructure upgrades;
(6) Update the costs and benefits based on the findings of the above;
(7) Implement tranche 1;
(8) Capture lessons from Tranche 1 and plan for tranche 2.
4
Strategic Fit: The Strategic Case
4.1
Business Needs and Project Background
Mobile working has been identified as a key enabling project within the TEC Programme. As
part of the TEC Programme, a number of Core Service Transformations (CSTs) are currently
taking place. These CSTs are considering how to improve current operations (both efficiency
and customer experience). This includes implementing new ways of working for staff. Mobile
working complements CSTs as it enables field based case workers to access the information
they require to undertake their role wherever and whenever it is needed, not being tied to a
Council office.
Further work is taking place to analyse whether the benefits of mobile working are already
included within the CST business cases /projects, or whether the benefits are additional. Early
analysis indicates that in some instances mobile working is explicitly part of the new way of
working set out in the CST and therefore benefits have already been included within the CST
(i.e. the CST has assumed that mobile working solutions will be available), while in other
instances no reference has been made to the potential for mobile working and therefore the
benefits should be additional to those in CST. This analysis will be included in the FBC.
Irrespective of the above answer, where there is potential for mobile working to drive
improvement in customer service and / or efficiencies, it is recommended that the delivery of
mobile working is planned so that it aligns with the CST implementation. It is recognised that
this is an investment in the development of effective and efficient working practices and that
the benefits will largely be in the form of productivity gains.
Mobile technology enables field based case officers to provide a better value lower cost service
because officers will be able to:
1
Mouchel is undertaking a proof of concept exercise to test Windows 8 in a corporate environment.
Windows-based devices, including tablets, will be included to demonstrate functionality.
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OUTLINE BUSINESS CASE
•
Provide customers pertinent and up to date information concerning available services
while on visits;
•
Update the results of their customer visit without returning to the office;
•
Communicate and share information the results with colleagues immediately to improve
overall resolution times;
•
Use their time more productively while travelling or in a location where they would
normally be unable to update and use Council systems.
There are other projects beyond the CSTs which link with this mobile working project. The key
one is electronic data records management (EDRM) project which will enable Council officers
to access and store a wider set of information electronically than is currently possible. This will
support the roll-out of the mobile working project and the realisation of benefits. The
following diagram illustrates how mobile working and other enabling projects align with the
CSTs as part of the overall TEC programme.
Council TEC Programme
Core Service
Transformations
(CSTs)
Enabling
Projects
Adult Social
Care
CST
Children’s
Services
CST
Mobile Working
Business Case
Housing
& Parks
CST
EDRM
Business Case
Other
CSTs
Council
Accomodation
Strategy
Other
Enabling
Business Cases
While much work has been undertaken in assessing the available technology, defining business
requirements, and undertaking various pilot mobile projects, a Council wide centrally managed
mobile working project has yet to be put in place.
An inability to progress this Outline Business Case will put at risk the future success of the CSTs
and the wider TEC programme. Directorates may continue to undertake their own mobile
initiatives but this would increase the overall cost to the Council compared with a corporate
approach and the risks would be higher.
4.2
Objectives and Strategic Alignment
The Mobile Working project will improve customer services and reduce costs while enabling the
success of CSTs.
The following table maps the outcomes from mobile working against the Council’s Strategic
objectives.
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OUTLINE BUSINESS CASE
Council Strategic
Objective / Corporate
Project Outcome
Benefits expected as a result of
achieving outcomes
Improved Council
resource productivity.
Deliver further travel
cost reductions.
Increased Council officer
productivity by time currently
spent travelling or waiting for
customer contact.
Customer / service user
data is securely held in
an electronic format.
A reduction in travel costs
beyond those expected from
the planned transition to HMRC
mileage rates by the Grey Fleet
/ Staff Transport project.
Mobile workforce needs
less office
accommodation.
Minimises the risk of ICO fines
for data breaches associated
with lost or mislaid hard copy
data. Plus minimises associated
Council reputational risks.
Mobile workforce needs
less office
accommodation.
Contributes to a reduction in
the cost of the Council’s
offices.
Safer & Stronger
communities
Providing officers with
instant access to key
information.
Council officers will be more
able to respond quickly to
customer needs by having
access to information and an
ability to update colleagues and
services about actions requiring
urgent attention.
Sustainable environment
The need to reduce
carbon emissions by
reducing congestion.
A 10% reduction in actual
mileage as Council officers will
eliminate much ‘to and from’
the office travel.
Mobile workforce needs
less office
accommodation.
Contributes to a reduction in
the carbon footprint of the
Council’s offices.
Investing in People
Improve the value of
Council officers by
enabling more effective
use of their current ‘offline’ time.
Improved morale as staff are
able to achieve more in a day,
do not need to undertake
unnecessary travel, do not have
the record data more than
once, and are not frustrated
through ‘dead’ waiting time.
Health & Wellbeing
Faster decisions with a
more joined up service
to improve the delivery
of service to the
community.
Provision of more ‘one visit
resolution’ to customers as
Council officers are able to link
directly to the supporting
Council systems.
An Efficient Council
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4.3
Scope
The recommended approach is based on the concept of ‘tranches’ of work. Each tranche
consists of deploying mobile working to a suite of services to be funded on their own merits.
This means that it is not advisable or necessary to define in-scope services for subsequent
tranches. Such services should be identified and solutions developed as and when the benefits
from the first tranche are captured and an appropriate IT Governance regime established.
4.3.1
Inclusions
The Service Led approach recommended in this business case contains five streams of work
within the first tranche. These are given in more detail in the Options Appraisal section:
1.
o
o
o
2.
3.
4.
5.
6.
4.3.2
Deploy mobile solutions for up to 200 Council officers for the following Council services:
Children’s Social Care – Safeguarding Children and Looked After Children
Adults Social Care – Social Workers and Occupational Therapists
Housing Landlord Services – Housing Management Officers, Anti-Social Behaviour team,
Telecare team and Private housing
Upgrade the network connections to ensure the 190 users are able to use the Citrix
network;
Analyse and resolve data update issues associated with the Housing mobile solution;
Develop a Council Mobile Technology Governance Policy with supporting guidelines;
Provision of appropriate change management activity;
Support the roll-out of mobile working to Environmental Services (this is currently being
scoped as will be included in the FBC).
Exclusions
•
Tranche 1 will exclude provision of mobility for any Council service which is not listed in
the ‘inclusions’ above;
•
Tranche 1 will exclude modifications to any existing Council back office and core
applications apart from the Northgate front end which will be covered in the Tranche 1
to enable on-line and off-line updates.
4.4
Strategic Risks
The following strategic risks are associated with the project are set-out in the table below.
Risk
Mitigating Action
Staff are reluctant to use the provided
mobile solutions
Address this as part of the change management
activities which will include identifying staff
requirements, assessing business impact of
technology and new ways of working, undertaking
training needs analysis and training, and providing
two-way communications. Includes use of the
Council’s Change Toolkit
Ensure the solution(s) include robust security
solutions and tools
Insufficient security is embedded into
the mobile access to Council systems
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Risk
Mitigating Action
Council network unable to support
mobile users
As tablet technology is relatively new
there is risk that the tablets will be
unable to access or interact effectively
with Council systems
Mobile Working will not be seen as
credible due to difficulties with current
initiatives
The technology deployed to support
mobile working is inconsistent with the
Council’s ICT Roadmap
Ensure network is scaleable to meet the needs of
mobile users
Mouchel to complete Proof of Concept and leverage
on-going similar initiatives at Mouchel’s Lincoln &
Middlesbrough Partnerships
5
Include within scope effort to review and resolve
issues with current Housing ‘Electronic Business
Systems Project’
Ensure solutions are flexible and agile. Adopt a
phased approach with an initial pilot. Link with the
emerging ICT Strategy
Service Led Approach
This option focuses on delivering mobile working across selected services in tranches in order
to gain the best balance of benefits, risks, and upfront investment. This approach focuses on
delivering mobile working without the introduction of an enterprise infrastructure but does
include the creation of a robust Council mobile technology governance framework.
This option doesn’t provide a total view of the Council / customer but does provide field based
case officers with mobile access to their current electronic records, documents and other
information.
This option and its implementation is very much based on a partnership approach.
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The overall approach is set out in the diagram below.
Service Led Delivery Model
Mobile Working
Strategic
Business
Case
•
Mobile
Working
OBC
Tranche 1
Enabling
Outputs
Inputs
informs
Tranche 1
FBC
funds
•
•
Homeworking
Strategic
Business
Case
Tranche 1
Hi Impact Service
Areas / Information
access + remote
reporting
Fix housing project
Establish IT Mobile
Governance
Council
Transformation
Programmes
enables
Children’s
Social Care
CST
informs
Mobile
Working
OBC
Tranche 2
informs
Tranche 2
FBC
Adult Social
Care
CST
funds
Tranche 2
Home working
Lower impact/harder
Mobile areas
enables
informs
Mobile Working
informs
OBC
Tranche 3
Tranche 3
FBC
Housing &
Parks
CST
E&E
CST
funds
Tranche 3:
Lower Priority
Mobile & Homeworking
enables
Office
Space
Strategy
The lessons learned over the past months indicate that simply enabling staff groups, for
example Social Workers, to ‘work from anywhere’ will provide substantial and easily achieved
benefit to their work as opposed to trying to integrate a new ‘Enterprise Tool’ into their
current business processes.
Through the analysis undertaken, initial users have been narrowed down to three key areas and
these will be defined as the Tranche 1 – Quick wins. This consists of Social Workers (both in
Adults and Children’s) and the Housing Landlord Services’ mobile officers. Just providing this
group of users (approximately 190 users) with appropriate devices and access could realise a
significant share of the overall possible mobile working productivity gains.
Mobile technology can be of significant value to other council areas. For Example tablets or
smart phones could be deployed to:
•
Capture ‘missing bin’ information and improve waste collection administration;
•
Capture and communicate pest infestation details more efficiently;
•
Capture and communicate late night licensing details.
However, these other areas appear less customer facing and contain within them certain
technical and operational complications which mean that implementation timescales may be
longer that the above areas identified for Tranche 1.
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However, there is an immediate need within Environmental Services (including refuse
collection) for mobile solutions and this is currently being scoped (requirements, solution, costs
and benefits) and the results will be included within the FBC.
The following is a summary definition of the quick win areas of work:
1.
Deploy mobile solutions for up to 200 Council officers for the following Council
services - This will provide staff with the ability to access and use Council applications whilst
out of Council offices. The following table summarises at a high level findings from discussions
with the recommended service areas on their mobile needs.
Area
Children’s
Social
Care
Section
Safeguarding
children
Looked after
children
Social
worker
Staff
30
17
100
Adult
social
care
Housing
Occupational
therapists
11
Housing
management
officers
15
Anti-social
behaviour
team
4
Tele-care
team
4
Private
housing
8
Need
Need information access while
on-site, ability to complete
reports while in court waiting for
case. Currently 80% time in
office, team manager wants staff
out of office and 80% mobile
As above, less extreme ‘dead
time’
Site visits – capture notes from
face to face customer contacts,
need to avoid returns to the
office except for team meetings.
Team leaders want updates
during the day on progress vs
work schedule
Site visits, show brochures,
photos, access to information,
brief reports. Want to minimise
return visits and clear
communications to customer
Access Northgate site records, do
rent surveys on site, access to
information when at court,
standard letters
Take statements at homes,
secure signatures electronically
or in print – everything in on e
visit
On-site contract amendments,
create invoice in Northgate, print
on-site
Access to site past inspections
and notes, create standard
letters, standard forms
Technology
Work
anywhere,
information
access
Laptop + dongle
Tablet – access
to back office
and internet
Tablet, access
to Northgate
and standard
forms
Electronic
signature
NB: it would be possible, if required, to down grade technology solutions for the Occupational
therapists and the Housing staff to the use of laptops. This would reduce the overall costs by
approximately (£14,700) but would not give these users the flexibility that it’s clear they will
benefit from by having tablets.
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Also due to the nature of their applications (web based and device independent) it would be
further possible to down grade the mobility access for the Housing staff to a “smart phone”
device, but any savings here provided by not procuring the more expensive mobile device are
counter acted by the need to maintain office based access for their other work. (For example
report writing cannot be sensibly achieved on a smart phone device so you would end up with 2
devices rather than one fully functional one.
2.
Upgrade the network connections to ensure the 200 users are able to use the Citrix
network - the Council already utilises the Citrix application delivery tool to ‘package’ its
applications and deliver them to the user’s desktops. This combined with the SSL VPN
technology also provides secure remote access for authorised users. In order to enable the new
mobile users in this tranche additional network services are required to provide the capacity.
Analyse and resolve data update issues associated with the Housing mobile solution
- this work includes an analysis of the existing AccuServ and job costing / work delivery system
and its interfaces to the Northgate job set up and Opti-time scheduling system.
3.
The plan for this project is to take over the delivery of the whole project and quite crucially
control the contractual relationship with the solution supplier. It appears on initial review that
the 3-way relationship in place is not working as it’s easier for the suppliers involved to blame
one another. The first phase of activity would include a deep-dive current status review, this
would be an impartial review of where the project is; is it recoverable; and what needs to
happen to make it a success. This investigation will be undertaken with all relevant parties
involved as it needs to understand all viewpoints to then recommend a ‘get well’ action plan.
The resolution depends on a working fix being provided by the supplier.
This action plan can then be discussed and agreed will all parties and the solution re-planned
and re-launched within the Council.
4.
Develop a Council Mobile Technology Governance Policy with supporting guidelines this is to put in place an appropriate centralised framework to: capture and manage mobile
technology requirements in order to ensure effective and efficient mobile solutions are
delivered based on whole-Council view; and establish the services to be included within
subsequent tranches. This will link and take direction from the emerging ICT Strategy.
5.
Provision of appropriate change management activity - this is expected to include
identifying staff requirements, assessing the business impact of technology and new ways of
working, undertaking training needs analysis and training, and providing two-way
communications. This would involve the use of the Council’s Change Toolkit including Change
Readiness Assessment, Change Charter and Business Impact Analysis.
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Service Led Overview (for detailed cost benefit model, see Appendix A)
Total Expected Productivity Gains
(Benefits) £k, non-Biased
Total Expected Financial Cost (£k, non-Biased)
Year 1 £376k
Year 2 £751k
Year 3 £751k
Year 1 £339k (includes £99k Housing related costs which
may be funded separately)
Year 2 £102k
Year 3 £102k
Refresh Year 5 £194k
Payback expected in year 2
Note that these are likely to be primarily
productivity gains, and may overlap with
CSTs where CSTs have assumed that
mobile working will be available to
support their transformation
Expected non-Financial Benefit
High level Breakdown of Costs (non-Biased)
• Better service delivery
Technology costs:
• Reduced transportation – CO2 savings
Mobile devices – Laptops (Ass. )
£52,500
• Improved information governance
Mobile devices – Tablets (49)
£39,200
• Reduced ICO fine risk and associated
Council reputational risk
Device support
£49,875
Microsoft Office licenses
£10,925
• Reduced office accommodation
requirements
Purchase tokens & VPN licenses
£41,000
Upgrade Citrix network
£13,000
• Reduced office consumables (paper,
toner etc.)
Rental of dongles (190)
£43,200
Northgate mobile apps
£46,500
Subtotal
£296,200
Deployment costs
Programme Manager
Core Resource
Project management
£17,500
Change management
Intercept & refine existing housing project
Create& communicate mobile governance
policy and procedures
Core Resource
Core Resource
Core Resource
Technical delivery days
£16,000
subtotal
£33,500
Annual support @ 20% of apps cost
Total
£9,300
£339,000
Note: Laptops for all reduces mobility but
overall costs by: Approx. £14,400
Strengths (Including opportunities)
Weaknesses (Including threats)
•
Focussed on immediate service
requirements for mobile working
• Does not address all services simultaneously, requires
prioritisation
•
Frees the Council from the need to
make a multi-year significant
investment decision
• Does not resolve other ICT related business issues – for
example work scheduling
•
‘Plan-Do-Learn’ approach reduces risk
and benefits further tranches
•
Minimal software development
• Theoretically some overall losses on economies of
scale
•
Avoids investment in solutions which
are never deployed
• Does not integrate mobile solutions with the redesign
of business processes and ICT architecture
•
Enables mobile solutions, business
• Per user costs similar to other options (as still need to
enable users)
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process improvement and the ICT
strategy to be developed in
manageable chunks
Risk
1.
2.
3.
4.
5.
6.
7.
Mitigation Strategy
Staff are reluctant to use the
provided mobile solutions
Insufficient security is embedded into
the mobile access Council systems
Council network unable to support
200 new mobile users initially plus
subsequent tranches
Tablet technology is relatively newthere is risk that the tablets will be
unable to access or interact
effectively with Council system
Mobile Working will not be seen as
credible due to difficulties with
current initiatives
OBC is not progressed due to inability
to agree Tranche 1 Services
Perception that solution doesn’t work
cause reputational damage
1. Address this as part of the change management
activities which will include identifying staff
requirements, assessing business impact of technology
and new ways of working, undertaking training needs
analysis and training, and providing two-way
communications. Includes use of the Council’s Change
Toolkit
2. The recommended solution will be secured using an
SSL VPN security tool
3. A network upgrade is included within the
recommendations. Ensure network is scaleable to meet
the needs of future tranches
4. Mouchel to complete Proof of Concept and leverage
on-going similar initiatives at Mouchel’s Lincoln &
Middlesbrough Partnerships
5. Include within scope effort to review and resolve
issues with current Housing ‘Electronic Business
Systems Project’
6. Recommend early review and refinement of services as
recommended above plus communications that future
needs will be met by future Tranches of work
7. Strong focus on testing solutions, integrating user
requirements, and using change management
techniques to reduce risk
Timeline
Indicative Funding Source
3-6 months
Not known at this stage
The Service Led approach is entirely focused on providing staff with mobile access to the
information they need to fulfil their duties in an effective and efficient manner. It is
recommended that the Service Led approach is implemented quickly in order to build on the
momentum and immediate appetite of services, align with CSTs and contribute to saving
targets.
Within the detailed analysis of business requirements at the service level, there will need to be
consideration of the types of decisions that can be made in real time, and which require
further consideration by the social worker.
5.1
Flexible Working Roadmap & Strategy
The Service Led solution provides a solid foundation for enabling mobility across the Council by
delivering core infrastructure components and proving the benefits of a mobilised, flexible
workforce. To exploit this investment and expand the benefits of mobility across the Council,
it is strongly recommended that a Mobility Readiness Assessment be undertaken which will then
support a Flexible Working Roadmap & Strategy. Furthermore a Flexible Working Centre of
Excellence should be considered to manage this key activity and demonstrate benefits to The
Council, its members and citizens.
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Building on output of the Mobility Readiness Assessment a corresponding strategy for flexible
working can be developed and a Roadmap created to meet the strategic objectives. Also
considering wider ICT Strategy and business objectives a Flexible Working roadmap can be
developed that schedules when services are enabled for flexible working, the benefits which
will be enjoyed and associated costs. The roadmap can then be developed into a project plan
or synchronised with existing projects and programs.
5.2
Flexible Working Centre of Excellence
The purpose is of this small unit is to provide leadership, innovation and governance for mobile
working in the Council and to provide a model for mobility in Local Government. It will
combine a model office for mobile devices with best practice for the use of applications with a
flexible workforce. It will demonstrate the benefits of flexible working for specific directorates
and services such as Housing and Children’s Services.
The Centre will be jointly supported by Mouchel and the Council and will integrate with other
innovation initiatives such as model offices and ‘Blue Room’
6
Service Led Option Next Steps
The following steps are required to deliver the first tranche of the Service Led option.
(1) Capture detailed service requirements regarding the individual applications required on
each mobile device and finalise specific user needs;
(2) Assess fit with CSTs and the degree of cashable cost savings;
(3) Complete an on-going proof of concept project within Mouchel to finalise the optimal
choice of tablet 2;
(4) Assess and design the detailed change management supporting activities;
(5) Complete detail planning for technical infrastructure upgrades;
(6) Update the costs and benefits based on the findings of the above;
(7) Implement tranche 1;
(8) Capture lessons from Tranche 1 and plan for tranche 2.
2
Mouchel is undertaking a proof of concept exercise to test Windows 8 in a corporate environment.
Windows-based devices, including tablets, will be included to demonstrate functionality.
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Appendix A: Service Led Approach - Cost Benefit Model
Factor
Increase in available
productive staff time
Benefits
Travel
Logic
Assume 190 staff mobile
enabled in Tranche 1
Average salary + benefits at
£35K
10% time savings at 50%
year 1, 100% year 2
Total travel costs Children's
Service, Adult & Community
Care & Housing year ending
Nov 2011 at £575K less 36%
reductions due to Grey fleet
= £432K.. Assume 10%
reduction.
Ramp up as above
Total Benefits
Logic
Year1
Year2
Year3
Year4
Year5
£332,500
£665,000
£665,000
£665,000
£665,000
£43,200
£375,700
Year1
£86,400
£751,400
Year2
£86,400
£751,400
Year3
£86,400
£751,400
Year4
£86,400
£751,400
Year5
Technology costs:
Mobile devices - Laptops
Mobile devices - Tablets
Costs
Device Support
Microsoft Office licenses
Purchase tokens & VPN
licenses
Upgrade Citrix network
Monthly rental of dongles
Northgate mobile apps
Refresh costs
subtotal
Deployment costs
Overall Programme Mgt
Project Management
Change Management
Intercept & refine existing
housing project
Create & communicate
mobile IT policy and
procedures
Technical Delivery days
subtotal
Assumed 70% of 140 users
need device
Windows 8 Mobile Slate
(acts as desktop and tablet
for mobile working)
Increase in support assumes
of 45 tablets @ addn £400
and 41 users move from PC
to laptop and 70 from thin
client to laptop.
190 users @ £230
200 users
Mouchel estimate
At 200 @£18 per month
31 users covered
190 mobile devices
15 days at £800 per day
£52,500
£0
£0
£0
£0
£39,200
0
£0
£0
£0
£49,875
£10,925
£49,875
£49,875
£49,875
£49,875
£41,000
£13,000
£43,200
£46,500
£0
£296,200
£0
£0
£43,200
£0
£0
£93,075
£0
£0
£43,200
£0
£0
£93,075
£0
£0
£43,200
£0
£0
£93,075
£0
£0
£43,200
£0
£91,700
£184,775
£0
£0
£0
£0
£0
£0
£0
£0
Core Resource
£0
£0
£0
£0
Core Resource
£16,000
£33,500
£0
£0
£0
£0
£0
£0
£0
£0
£9,300
£339,000
£36,700
£9,300
£102,375
£685,725
£9,300
£102,375
£1,334,750
£9,300
£102,375
£1,983,775
£9,300
£194,075
£2,541,100
Core Resource
At 35 days (including UAT
support) @ £500 per day
£17,500
At 25 days for job reprofile,
business process change
and comms @ £500 per day Core Resource
15 days @ £450 per day
10 days @ £500 per day
32 days @ £500
Annual support @ 20% of application cost (Northgate)
Total
Net savings
Bournemouth Borough Council Resource Commitment
Change Management - job reprofile, business process change, comms
Create & communicate mobile IT policy and procedures
Adults Social Care Subject Matter Expert
Childrens Social Care Subject Matter Expert
Housing Related (costs included in above which could be funded by HRA)
mobile devices
31 users @ £800
£24,800
Purchase tokens & Licenses 31 users @ £400
£7,750
Dongle rental
31 users @ £18 per month
£6,696
Northgate applications
£46,500
15% deployment
£5,025
total
£90,771
Mobile Working Business Case, v2.1
25 days
10 days
25 days
25 days
£24,800
£6,696
£9,300
£6,696
£9,300
£6,696
£9,300
£6,696
£9,300
£15,996
£15,996
£15,996
£40,796
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Notes and Assumptions – Service Led Approach
1.
2.
3.
The Benefits relating to increase in available staff time are unlikely to be cashable.
The allocation of core partnership resources at no cost assumes the availability of
those resources when needed.
User base is an approximation based on Mouchel early work on business case, along
with an informal review with Graham Lever on levels of mobility by department.
4.
25% of in scope users already have a laptop - based on the Council’s average spread.
5.
Tablet cost is for enterprise appropriate tablets, which cost this much.
6.
Device support assumes increase of 45 tablets @ addn £400 and 41 users move from PC
to laptop and 70 from Thin client to laptop.
7.
75% of users already have a transferable MS Office License.
8.
50% of users in scope already have Citrix access (as either Thin Client users or PC with
Citrix).
9.
Training is covered in the change programme, it isn’t really training but “this is how
you work” type advice. Applications are the same and unchanged. Only involvement is
therefore change management activities.
10. Device support costs are currently being agreed with the Authority and MTG. For this
model we have assumed £350 per device per year additional. This does not affect any
current discussions going on within the authority and is purely a estimate for this
outline business case.
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Appendix B: Options Appraisal: The Economic Case
This business case reflects input gathered from a number of sources over the past year:
• Work undertaken throughout 2012 to understand the costs and benefits associated with an
‘enterprise’ level transformation to the Council infrastructure in order to enable the
deployment of mobile solutions across all departments.
• Reviews of existing Council mobile initiatives. Various departments have already initiated
mobile technology with limited success. These are summarised in Appendix C. It therefore
appears critical to include within the scope of work the set up and deployment of
appropriate IT Governance to help one such project in Housing achieve success.
• Mouchel’s experience in deploying mobile technology solutions with its Lincolnshire and
Middlesbrough Partnerships. In Lincolnshire Mouchel has successfully implemented a ‘New
Way of Working’ programme based around core ‘work-styles’. This has now become business
as usual process when new users are created they are given appropriate ICT equipment
based on their role and the workstyle equipment definition. In Middlesbrough Mouchel are in
the process of delivering tablet devices to 200 adult social workers. Mouchel has learned
that a ‘one size fits all’ approach will not deliver best value for money. The solution
provided will vary from one type of officer to another. The needs and consequently solutions
for an officer continuously mobile will be different from those who need to interface with
customers and later produce detail reports. More detail on the work-styles approach is
outlined in Appendix D.
• An assessment of on-going trends towards increased use of mobile solutions among multiple
Councils across the UK as each Council grapples with the challenges posed by increased
demands on service with decreased sources of income. The use of mobile solutions is picking
up pace across UK (and overseas) in local government as connectivity improves.
• A review of Council CST programmes and on-going technology initiatives at the Council
including EDRM, MDS Secure to Print, VoIP and Unified Comms. It is clear that mobile
technology supports and enables this work to benefit the Council. It is also clear that the
need to convert initiatives into actual delivered change and associated benefits is
paramount.
• A further set of interviews with Council staff (see Appendix F for list of officers interviewed)
to ensure the identification of those business functions where the impact of mobile
technology could have a significant level of positive impact within a short timeframe. This
has revealed that pressing needs exist particularly within Children’s Social Care and Housing
Landlord Services which appear in need of attention and are included within the
recommended early deployment plans.
• Horizon scanning for new technology developments, importantly including Windows 8 and
professional standard tablets such as MS Surface which provide new corporate mobility
solutions.
• Assessment of approved and in-flight CST business cases to understand the degree to which
mobile working has been incorporated.
This input has been used to consolidate our thinking and identify three potential mobile
working options at the Council: An Enterprise Wide Option, a Service Based Option, and Do
Nothing.
The financial benefits for each option are based on the ‘value’ of released time as a result of
productivity improvements through mobile access to information plus a reduction in travel
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costs. It is recommended that as part of the FBC, further analysis takes place at a detailed
level to: first, identify the degree of ‘enablement’ or ‘additionality’ between mobile working
and the CSTs (see Section 2.1 for further details); and second, review whether the value of
productivity improvements can be cashable. Typically such productivity benefits can only be
cashable if there are a number of staff undertaking almost identical roles or through a wider
restructuring and redefinition of roles. The costs in this analysis exclude any potential
restructuring and redeployment/redundancy costs to achieve the time based productivity
benefits. In summary, the travel costs should be ‘cost savings’ (cashable), productivity benefits
may be ‘cost savings’ but may be an ‘efficiency gain’.
Accommodation savings have not been included as financial benefits as reductions in office
space requirements require a threshold to be reached before savings can be realised, either
through disposal of buildings or ending leases. IN addition, there is already an overarching
corporate accommodation project underway which will claim benefits from space savings.
However, mobile working can play a significant role in enabling the Council’s property costs to
be significantly reduced and this should be linked to the Council’s property strategy. The
mobile project may result in the need to reconfigure office space to allow for more drop-in
areas / work hub s(e.g. in libraries) to maximise the mobile capability.
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Appendix C: Analysis of Current Mobile Initiatives by Service Area
Currently, there are a number of mobile working initiatives across the Council including:
Housing Landlord Services:
Mobile working within the Council has been pioneered within Housing Landlord Services. It
manages the job schedules for field based housing repair officers and relays the information
directly to a handheld device. The benefits are:
•
•
•
•
•
Increasing productivity – reducing double entry;
Reducing travel and carbon footprint – not required to return to the office for job/work
assignment;
Savings on the accommodation / desk allocation to the officer – office being field based,
with the work details being exchanged while on customer site;
Improved customer experience – always made aware of the progress of their work;
Improved real-time performance management information.
The solution works as follows:
•
•
•
•
The technology called AccuServ runs on a PDA and interfaces with the Northgate Housing
SX3 Line of Business application;
Jobs are created in SX3 and scheduled using an automated workforce scheduling system
called Opti-Time;
Details of the job are then sent to AccuServ on the PDA of the officer who is best placed
to carry out the work;
AccuServ is updated by the officer on completion so there is no wait for paperwork to be
returned or for valuable admin resources to be expended in completing a job.
Housing Landlord Services went live with a Council-specific version which is being used by eight
operatives for electronic job costing. In addition, there are other mobile solutions deployed
within Housing Landlord Services including the ezytreev tree management software used by the
Parks department and the Keystone Asset Management software.
Community Care:
A pilot on a ‘lone officer’ mobile working solution delivered job/work schedules to Care
Officers on a handheld device. As part of the pilot a tracking system was provided to indicate
when an officer enters and leaves a service user residence. Care officers were able to use
their devices to ‘swipe’ labels that were placed in clients’ houses. A swipe on entry to the
property automatically notifies the centre of their whereabouts (thus supporting their
protection as a lone officer) whilst a swipe on exit updates the schedule for the next visit and
send the details to the officer’s phone.
Early potential benefits identified were:
•
•
•
•
Safety for lone officers – tracking entry and exit of residents;
Reduced travel – as jobs are dispatched to officers’ devices;
Improved customer experience – always made aware of the progress of their work;
Improved real-time performance management information.
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The technology deployed was an initiative of the Assisted Living Innovation Platform (ALIP) is
the umbrella for a number of activities which aim to significantly advance the use of
technology to meet the demand for independent living from people suffering from chronic
long-term conditions. Participants included technology companies such as Microsoft and Cisco
and local authorities including Bournemouth and Darlington.
Technical Services:
There are also other mobile working initiatives in Technical Services. Highways currently use a
PDA for recording defects then uploading to the main system Mayrise. Gritting Lorries are
equipped with GPS tracking devices with a web interface to update progress and completed
jobs. The value to the Council is:
•
•
•
Increased productivity - removing double data entry;
Enhanced customer experience achieved from tracking system;
Improved real-time performance management information.
Planning and Transport:
‘Managing Civil Enforcement and Parking Services in Bournemouth’ project is implementing a
programme of transformation of the Council’s Enforcement & Parking Service to improve the
Parking experience for residents and visitors to Bournemouth. The programme aims to:
encourage greater footfall in the town centre; realise cashable efficiency savings; protect and
enhance parking assets; and ensure certainty of existing and new revenues.
This includes operational measures and new technology to support back office and on-street
services therefore enabling Parking Enforcement Officers to be mobile equipped officers. The
technology elements would include a device capable of accessing back office systems to
enforce parking restrictions and also deliver value-add information to these officers.
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Appendix D: Work-style based technology
It is recommended that Bournemouth move towards a true work-style based mobile working
strategy that defines the basic ‘tool’ set for mobile officers and how they will access ICT in
Bournemouth. The major work-styles are forming and will be clarified through the analysis and
overarching strategy work in Tranche 1 of the overall programme.
A suggested high-level definition for Council work styles could be:•
•
•
•
Mobile – a user who does their work where ever they are, e.g. a social workers;
Fixed – receptionist or CAD enabled planner needs specific location or kit on desk;
Engineer/Warden – a scheduled work/task based employee who can be directed to next
job and doesn’t need too much data entry at each location, e.g. Tree Warden;
Home Officer – a member of the Council staff who spends most of their time at their desk
but could actually have that desk relocated to their home (with the benefit of modern
telecommunications, would be invisible to the customer) e.g. a Contact centre operative.
From a basic ICT perspective some work has already been undertaken in Bournemouth to
investigate and then prepare to implement the associated ICT for users. It is the plan to reuse
this where possible but re-engage the concept and govern the rollout through an approved
Mobile Working Strategy. The ‘tool kit’ is then agreed and can be used appropriately across
the authority. The initial phase will touch on both the key mobile work-styles ‘Warden’ for
Highways and ‘Mobile’ for Social Officers.
Lessons learned from here will feed into the iterative process to define the true Council workstyles and the overall mobile working strategy that will be forming throughout the first phase
of work.
Associated with the need of the Council, it is also necessary to make sure that the overall
governance of the Mobile Working works hand-in-hand with the other delivery streams in the
TEC Programme as there are more benefits to be gained by combining the delivery plans of
these related projects. For example – MFD & secure print, VoIP and Unified Comms, single
number reach, EDRMS access, and other such projects as they come on line. This way the sum
of the parts is greater than the individual benefits of each project on its own.
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Appendix E: Enterprise Level Mobile Technology
Mobile technology and associated mobile working could be introduced to the Council at an
‘enterprise’ level. This would involve initially installing a Council-wide technology
infrastructure before mobile working solutions are rolled out to service teams. This approach
requires substantial upfront investment in infrastructure and technology to make the solutions
usable to all services. This approach offers the promise of creating a ‘total view of the Council
/ customer’, that is to say, all information about Council services and customers can be
accessed electronically by mobile officers. The enterprise solution allows the Council to
introduce mobile technology to all departments as and when required. The solution would need
to be supported by a highly controlled and centralised governance structure. This Enterprise
Option requires an estimated £3.2m year one investment with payback achieved in year six
(with bias).
Enterprise Level Mobile Technology
This option proposes building and deploying an Enterprise Mobile Working Platform. This would
be an integrated corporate-wide set of information and communications systems which could
include:
• A scheduling tool;
• On-line access to corporate and service-specific information systems, particularly the
existing Customer Relationship Management (CRM) system used by Customer Services;
• A remote location tool (to identify where officers are);
• Connectivity and data security, including ‘virtual private network’ and data encryption on
user devices;
• Deployment of a new scheduling system with secure access and encrypted devices with
connectivity to the CRM system –to update service users and Council officers, and provide a
route to access case data and functionality in service-specific systems, as illustrated the
following diagram.
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Enterprise Solution Conceptual Diagram
The key risks and issues associated with the Enterprise Approach include:
•
•
•
•
•
High investment of project and Council time in developing and proving technology
Significant full business case and build time before service improvements are realised;
Need for substantial management and change support to handle comprehensive front and
back offices changes to staff ways-of-working ;
Moderate to high risk involved in integrating corporate and service-specific information
systems;
Development of enterprise capabilities may provide little benefit to staff at the service
level.
Enterprise Option Overview (for detailed cost benefit model see Appendix A)
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Total Expected Financial Benefit (£k,
non-biased)
Total Expected Financial Cost (£k, non-biased)
Year 1
£443k
Year 2
£1,107k
Year 3+ £2,214k
Year 1
£2,718k
Year 2
£1,147k
Year 3
£430k
Refresh year 5 at £515k to replace devices and
architecture
Pay Back expected in year 4 (year 6 if biased)
Note that these are likely to include a
mix of cost savings and efficiency
gains, and may overlap with CSTs
where CSTs have assumed that mobile
working will be available to support
their transformation
Expected non-Financial Benefit
High level Breakdown of Costs (non-biased)
• Better service delivery
Technology costs:
• Reduced transportation – CO2
savings
Mobile devices
• Improved information governance
Mobile licenses
£138,000
• Reduced ICO fine risk and
associated Council reputational risk
Work scheduler licenses
£880,000
Monthly contract yr1 @ £18 a month
£194,400
• Reduced office accommodation
requirements
Server & IT Infrastructure
• Reduced office consumables
(paper, toner etc.)
Deployment costs:
Develop application
Subtotal
Project and change management
£390,000
£1,500,000
£125,000
£3,227,400
£280,000
Training
£50,000
subtotal
£330,000
Annual support
Total (years 1 and 2)
£300,000
£3,857,400
Strengths (Including opportunities)
Weaknesses (Including threats)
• Potential economies of scale and
re-use capabilities with partners
etc.
•
One size doesn’t fit all in a local authority
•
• Improved information governance
(top down)
Complex solution requiring high risk integration
to multiple systems
•
• Opportunities to resolve back
office system issues
Service improvement delivered only after full
technology investment complete and deployed
•
Potentially becomes an ICT led project – not
service driven
•
Lack of flexibility in service areas
•
£2.7m investment in year 1
Risk
Mitigation Strategy
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1. Back office system integration is
more complex and costly than
estimated
2. The significant upfront time to
build the overall technical solution
results in lost service support
3. Staff are reluctant to use the
provided mobile solutions
4. Insufficient security is embedded
into the mobile access Council
systems
5. Council network unable to support
mobile users
6. Tablet technology is relatively
new- there is risk that the tablets
will be unable to access or interact
effectively with Council system
7. Mobile Working will not be seen as
credible due to difficulties with
current initiatives
8. Perception that solution doesn’t
work cause reputational damage
1.
2.
Timeline
Indicative Funding Source
12 -18 months to create tool and
deliver to the main business areas
Not known at this point
3.
4.
5.
6.
7.
8.
Comprehensive early requirements analysis
Create over-arching long term change
management workstream
Address this as part of the change management
activities which will include identifying staff
requirements, assessing business impact of
technology and new ways of working,
undertaking training needs analysis and training,
and providing two-way communications.
Includes use of the Council’s Change Toolkit
The solution would have secured embedded
within its overall design
A network upgrade is included within the option
Mouchel to complete Proof of Concept and
leverage on-going similar initiatives at
Mouchel’s Lincoln & Middlesbrough Partnerships
Include within scope effort to review and
resolve issues with current Housing ‘Electronic
Business Systems Project’
Strong focus on testing solutions, integrating
user requirements, and using change
management techniques to reduce risk
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Enterprise Approach - Cost Benefit Model
Factor
Increase in available
productive staff time
Benefits
Travel
Logic
Assume 30% of staff "mobile" (600 staff@ £35K=
£21m salary cost
10% increased available time
Assume benefit ramp up of 20% year 1, 50% year
2, 100% year 3
Total travel costs for year ending at Nov 2011 at
£768K less 36% Greyfleet savings = £568K at 20%
per reductions. Ramp up as above
Total Benefits
Logic
Technology costs:
Mobile devices
Develop application
mobile licenses
Costs
Year1
Year2
Year3
Year4
Year5
£420,000
£1,050,000
£2,100,000
£2,100,000
£2,100,000
£22,720
£56,800
£113,600
£113,600
£113,600
£442,720
£1,106,800
£2,213,600
£2,213,600
£2,213,600
Year1
Year2
Year3
Year4
Year5
£195,000
£195,000
£0
£0
£0
£1,500,000
£0
£0
£0
£0
£138,000
£0
£0
£0
£0
£440,000
£440,000
£0
£0
£0
£64,800
£129,600
£129,600
£129,600
£129,600
£125,000
£0
£0
£0
300 users year 1, 300 year 2 @ £650 each
(This assumes 50% users deploy laptops at £500
and 50% use tablets at £800 each)
Technical Project Manager = £160,000
Requirements Analysis = £125,000
Software Selection = £125,000
Customisations = £360,000
Configuration and testing = £360,000
User Acceptance materials and testing = £120,000
Training materials development & delivery =
£125,000
Travel and accomodation = £125,000
License costs assume BBC buys Corporate
solution
As quoted.
work scheduler
licenses
monthly contract yr1 & As quoted, 300 users year 1
£18 a month
Server & IT
Per Mouchel estimate
Infrastructure
Refresh costs
600 mbie devices
Server/ infrastructure
subtotal
subtotal Technology
costs
Deployment costs:
Project Management
Mouchel estimate 200 days @ £850 per day
Change Management Mouchel estimate 150 days @ £600 per day
blended Mouchel and BBCo BI team. Plus £25k
year 1, 50 days training yrs 1 and 2
Create & communicate 20 days at £650 per day.
mobile IT policy and
Assumes 3 x effort from Service Option due to 3 x
procedures
number of users
subtotal
Annual support based on hardware/software
Total
Net savings
Mobile Working Business Case, v2.1
£0
£390,000
£125,000
£515,000
£2,462,800
£764,600
£129,600
£129,600
£644,600
£127,500
£32,500
£0
£0
£0
£115,000
£50,000
£13,000
£0
£0
£0
£0
£255,500
£0
£2,718,300
-£2,275,580
£82,500
£300,000
£1,147,100
-£2,315,880
£0
£300,000
£429,600
-£531,880
£0
£300,000
£429,600
£1,252,120
£0
£300,000
£944,600
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Assumptions – Enterprise Option
1.
2.
3.
4.
5.
6.
User base is an approximation based on Mouchel early work on business case, informal
review with Graham Lever on levels of mobility by department.
2yr implementation for redevelopment of applications and changes to business processes.
See cost build up detail in cost model spreadsheet.
Solution assumes MS-Office licences are not required.
Training is covered in the change programme, it isn’t really training but “this is how you
work” type advice. Applications are the same and unchanged. Only involvement is
therefore change management activities.
Housing project fix not included in this option as enterprise solution would bring into place
either a bespoke solution or a package housing solution customised to Council needs.
Mobile Working Business Case, v2.1
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Appendix F: The ‘Do Nothing’ Option
Do Nothing
This option assumes BCC delegates mobile technology to individual departments and service
teams without any overall mobile governance framework in place. Corporate ICT will be
engaged in response to issues raised by departments. The current situation would continue
with individual service teams introducing their own solutions independently of any central
direction. Due to the nature of this option it is not possible to estimate the costs. However
they are expected to be higher than the Service Led approach due to higher technology and
support costs as a result of lower economies of scale and less standardisation. This option is
also expected to have a higher risk value than the Service Led approach due to the anticipated
variety of technology solutions ultimately deployed across the Council.
Do Nothing Option Overview
Total Expected Financial Benefit (£k)
Total Expected Financial Cost (£k)
Not known although expected to be marginally
less than options 2
Not known although expected to be greater
than option 2
Expected non-Financial Benefit
High level Breakdown of Costs
•
Better service delivery
Not applicable
•
Reduced transportation – CO2 savings
•
Reduced ICO fine risk and associated
Council reputational risk
•
Reduced office accommodation
requirements
•
Reduced office consumables (paper,
toner etc.)
Strengths (Including opportunities)
Weaknesses (Including threats)
•
•
The roll-out of mobile across the Council
and its associated business benefits is
likely to be slow
•
Less likely to support CSTs due to lack
of ‘off the shelf’ mobile solutions
•
Higher technology support costs
•
Lack of economies of scale in
procurement, learning etc.
•
Higher risk than option 2 due to bespoke
solutions
•
Avoids addressing the issue of IT
governance
Ownership remains in service area
Risk
1.
2.
3.
Mitigation Strategy
Staff are reluctant to use the provided
mobile solutions
Insufficient security is embedded into the
mobile access Council systems
Council network unable to support new
mobile users
Mobile Working Business Case, v2.1
1.
2.
Services encouraged to use the
Council’s Change Toolkit
Services will need to engage ICT early to
ensure appropriate security is
incorporated within every mobile
solution for each service
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4.
Services demand new technology - there
is risk that this new technology will be
unable to access or interact effectively
with Council system
3.
4.
Services will need to engage ICT early to
ensure any impact on the network can
be assessed and appropriately planned
for
Services will need to engage ICT early to
ensure an assessment of the new
technology and fit with the existing
Council ICT architecture
Preferred Option
The recommendation to the TEC Board is that the Service Led Approach provides the Council
with the best value for money based on a combination of service improvement, cost reduction
and risk.
The Service Led approach will provide the Council with benefits in time to materially support
the on-going CST initiatives and requires substantially less up-front investment than the
Enterprise Option. The modular, tranche based approach provides The Council with maximum
flexibility and enables the delivery of existing applications direct to Council officers in the
field.
The alternative Enterprise Option is intellectually appealing. However, its high risk, lag before
the delivery of benefits, and large initial investment mean that this is not the recommended
option.
Discussions with Council staff indicate that the existing business support systems do support
the work that services need to do. The business problem facing departments is that of getting
access to these systems while away from the office and being able to make use of currently
unproductive time.
The Do Nothing option is sub-optimal to the Service Led approach on all criteria – cost, benefit
and risk. It is also inconsistent with the principles set-out in the Future Business Design of the
Council for a Council-wide approach to such solutions.
Mobile Working Business Case, v2.1
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Appendix G: Officers interviewed to inform update to business case
Service
Children’s Social Care
ICT
Community Care
Planning & Transport
Environmental Health
Technical Services
Officer Interviewed
Carol Trew
Robert Young
Alyson Stark
Bob Johnson
Jerry Kelsey
Nigel Billet
Louise Jones
Robert White
Steve Wright
Ray Tab
Andy Sherif
Steve Day
Nick Trolloppe
Neil Rawlings
Stuart Best
Mobile Working Business Case, v2.1
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