Innovation Exchange

Mobile Working - Home Support Workers


Key activities

Benefits and impacts


The project transformed the way we advised our 1,200 home support workers of the 3,000,000 visits a year to the 5,200 service users.


This was done by automating the way we communicate with service users and home support workers. For service users we used Whistl (formerly TNT) hybrid mail and for home support workers we used a smart phone App.

Theme: Service Transformation

north lanarkshire council

Home Support Workers

  • Work closely with the home support workers to gather their requirements and understand the pressures they work under.
  • Give home support workers smart phones voice & text only (Apr 14 – May 14)
  • Identify and procure the relevant technology tools meet these requirements. These included:
  • Our in-house developed social work system’s (mySWIS) home support scheduling.
  • Kirona JobManager smart phone App development software, services and hosting.
  • MobileIron mobile device management software
  • T-Mobile services  & devices


  • Connect mySWIS to the Kirona cloud
  • Develop JobManager App based on home support worker requirements.
  • Develop detailed business continuity plant to deal with failure of any/all components used.
  • Fully test solution, both technical and user.
  • Fully penetration test the solution.
  • Pilot with 200 home support workers  (Nov 2014)
  • Roll out to remaining 1000 home support workers (Jan 15 – Mar 15)
  • Solution is now in daily use.


Service Users

  • Connect mySWIS to Whistl (formerly TNT) Hybrid Mail solution.

Cash Release (annual)

  • No longer send 75,000 first class letters to home support workers.
  • No longer make 400,000 phone calls to home support workers advising them of changes to posted schedules
  • Reduction in cost of 50p a letter on the 200,000 letters we send to service users.


Time Release / Service Improvement

  • Home support workers no longer having visits disrupted by phone calls.
  • Able to provide home support workers more detailed information and up to date information on service users.
  • Time taken in posting letters and making phone calls being used for staff development and working with service users
  • Increase risk appetite balanced by robust project management.
  • Work closely with all stake holders (especially end users) throughout the project.
  • Look at internal IT function as an external supplier
  • Work closely with suppliers sharing risks and rewards

Contact details:

To find out more about this case study, please contact:


Robert Forman

Service Manager

North Lanarkshire Council

01698 403811

Case study added to site: June 2016

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