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  • Transforming the way we work in government to help government departments improve their efficiency and streamline performance to save the taxpayer money
  • Improving identity and access management and streamlining network security requirements to be less burdensome for staff
  • Outlining progress in workspace mobility via digital transformation across central government departments
  • Developing and implementing the Learning and Development strategy for the Smarter Working programme to drive the adoption and embedding of smart, flexi and agile working
  • Collaborating with departmental Smarter Working Teams to develop a Learning and Development toolkit and supporting the upskilling of teams to enable successful adoption of smart working

  • Smart working using digital tools to operate more effectively while out of the office
  • Using digital tools and technologies to deliver better target services as well as enable greater self-service
  • Using data and predictive analytics to target support where it is needed
  • Joining up with partners better to serve the same residents and businesses
  • Supporting the workforce using infrastructure more efficiently – buildings and networks
  • Procuring digital and technology solutions to maximise VFM for councils

 

  • Ensuring better use of mobile technology to remotely manage animal inspection teams
  • Deploying an online resourcing tool that manages tasks for operations, reduces paperwork and allocates jobs to field staff
  • Adopting a hands free, voice activated system to record details quickly in the field without having to duplicate work back in the office and increase productivity gains
  • Achieving a more efficient resource planning and task allocation to help manage staff better

  • Adopting a shared and agreed approach to balance employee’s freedom to choose with the responsibility to meet business needs
  • Building the technology infrastructure to enable 100% of staff working from a laptop, 60% using mobile devices/phones, all wi-fi enabled
  • Procuring a training programme to train 24 people who will operate as changemakers and guide teams with the adoption of smart working tools and business practices
  • Examining how smarter and mobile working practices could impact recruitment and retention rates at DCMS
  • Managing an increase in DCMS numbers and estate but in line with Smart Working Principles
  • Managing performance focuses on results and outcomes rather than presence

 

  • Ensuring compliance with the GDPR when implementing mobile working in your organisation
  • Assessing and mitigating the data protection risks posed by mobile working
  • Personal data breaches and the role of the ICO

 

  • Utilising the buying power of the public sector to leverage the best deals from suppliers, ensuring that public bodies can deliver efficient public services
  • Driving saving efficiencies for purchase for mobile and data services by an average of 60% for local authorities and NHS trusts, compared to their previous bills
  • Placing a mobile voice and data services contract which offers a high level of flexibility through the National Further Competition project
  • Establishing zero line rental models for connexions and avoiding the costs of unused lines

  • Transforming and delivering a highly secure and high availability multi-channel Digital Workplace to enable colleagues to deliver DWP business
  • Bringing together the user insight, the design, the physical surroundings, the technology and the ways of working to deliver business needs in an agile way
  • Building the infrastructure for network, desktops/laptops, smart phones, social media, telephony, WiFi, networking, video conferencing, printing, blogging and micro-blogging, messaging, social media, document collaboration, web conferencing, records management

 

 

  • Granting 500 staff the ability to update medical records and access patient data in real time
  • Using data from the mobile device to boost service efficiency and monitor key performance indicators
  • Saving hours of administration and travelling time since the integration of mobile technology

  • Building a mobile platform where operational officers can operate across a number of IT systems
  • Collaborating with the Home Office £175m Police Transformation Fund to install apps on mobile devices of 5,500 front-line officers at West Yorkshire Police and 180 CSIs across Yorkshire and Humber
  • Using a scanning device to allow officers to compare a person’s fingerprints with records stored on two national biometric databases in real time
  • Development of an app for CSI to transmit fingerprints direct from crime scenes to back office systems for rapid suspect identification