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Reports/Case studiesMATISSE Case Study - Havant Learning Disability Team - Case Study(30 Aug 2007) MATISSE TELEWORKING CASE STUDYOrganisation – Havant Learning Disability Team
Sally Gingell is a team manager for Adult Services in the busy Havant Learning Disability team where Sally oversees a team of care managers. As with most jobs nowadays, Sally’s time is precious:
“It’s so good to no longer feel fraught by the time I get to work (or home) after sitting in a long boring traffic jam only able to think about, rather than actually get on and do, all the things I have in my in-tray!”
Sally uses specially developed software that gives her encrypted and firewall protected access to the County’s central IT system applications. This access has enabled Sally to work more flexibly and better use her time.
“When I was office based and visiting clients or supporting team members on their visits, I still found myself driving back to the office during or at the end of a day for the sake of a few minutes there or to pick up vital files. Now I spend much more time actually working, which ultimately makes my manager happy as well as me”
“Overall mobile working has really worked for me and ultimately the Department but It does need the support of all those around you at work to be a success. Having the flexibility to respond to the unexpected is critical too and generally means that everyone is happier. My family life too is generally much easier to organise with the only drawback, the greater demand on the home pc I use to access the HCC systems!”
ICT Enabling Costs
This has involved provision of a mobile (VOIP) phone and PASSPORT which enables secure (encrypted) remote connection to host CITRIX based systems. The costs per user, including full IT HELP Desk support have been in the order of £500, per user per annum.
Managing the more virtual team
Sally noticed that mobile-working requires a cultural shift and those people Sally works with have also had to become more flexible and proactive in the planning of their work.
“It does require a manager to ensure that good support structures for the team are in place. I also have to ensure I have regular ‘catch-ups’ with team members to ensure they do not feel, as some did initially, less visibly supported by me”
Managers of Teleworking staff should always address the essential dimension of team building and social interaction for those not in the office. For managers, this may initially mean there may be extra demands on time and some may need to develop ‘remote’ team managing skills.
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