TRENDS THAT WILL IMPACT FIELD SERVICE IN 2015

Features: February 6th, 2015

Field service providers across the private and public sectors will see substantial change in 2015.

With so many advanced tools now available to fine-tune operations, field service organisations have reached an unprecedented transformative stage. By leveraging technology trends such as the Internet of Things, advanced analytics and smartphone and tablet integration, leading field service organisations are reinventing themselves as predictive, rather than reactive, operations. This may mean better-equipping technicians with intelligent apps that deliver real-time data and deploy analytics capabilities to make strategic decisions, or enhancing security and IT infrastructure.

Here are eight trends that may impact how you make those changes:

1. Robust and Flexible Platforms

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PROVIDING CARE THROUGH THE FRANCHISE ROUTE

Features: January 30th, 2015

This feature describes how a care business was set up as a franchise.

As a former police officer, Joe was passionate about helping people in need, and for many happy years he put the full weight of his considerable personality into making the streets of Cardiff a safer place. As the years went by Joe’s passion for helping others never waned, but he couldn’t ignore the niggling doubt that perhaps he wasn’t helping himself to achieve his own goals.

Joe started doing what most of us have done at one stage or another, and imagined himself in different jobs trying to work out what would make him happy. Eventually it became clear that what he really wanted, was to work for himself and build a business that would test his abilities, reward his hard work and have a positive effect on those around him.

The day Joe visited his family to tell them he was resigning from the police service, he read an article in the paper that would literally change his life. It was an interview with a Right at Home franchisee.

Throughout his time in the Police Joe saw some pretty bad examples of vulnerable people failing to get the care they needed and deserved either at home or in care. The Right at Home article seemed to show there really were companies out there that provided a compassionate and professional service to people in their own homes. This was the opportunity Joe had been looking for.

“I contacted Right at Home and after a couple of lengthy phone calls I was invited along to one of the Discovery Days. That was when I met Ken (Ken Deary managing director) and I honestly knew there and then that this was what I wanted to do. I didn’t know if I could afford it or even if they’d want me of course, but I knew I would be good at it”.

Right at Home discovery days are friendly and informal, but they are designed to give the company and the attendees a chance to really show their cards.

“Straight away I could tell how passionate Ken was about the business. He is so enthusiastic and really draws you in; I found the whole thing so exciting and the more he talked, then more I wanted to be a part of what they were doing. Saying that though, the more he talked, the more I also realised that they were only looking for the very best franchisees, and with no home care experience and the fact that it is a serious financial investment, I did start to feel like it might not happen for me”.

Without giving away too much of the Discovery Day process, Joe had a lot to prove to Ken and the team and would have to make several trips back to see them, produce a fantastic business plan and prepare himself to sit down with the banks to discuss how to raise the finance.

“Right at Home really helped me with all of that, but only to a point as they want to see that you are capable of running this kind of business on your own two feet. Like I say, they helped me, but it was my business plan and I was the one who had to sell it to the bank. I had to be sure that I really believed I could do it too, because obviously the bank don’t lend you all the money, I had to put every penny I had into starting the business which is not something I would have done if I had any doubts I could make it work”.

In the end, the bank must have believed in Joe as much as Ken did, as Joe raised the money and became the very proud owner of the Right at Home franchise for Cardiff.

“The training was full on, but it just made it so clear that trying to set up a business like this on your own would be a nightmare. Again, one of the biggest surprises was Ken; I couldn’t believe how involved he was. He was at almost every session and he has so much experience in franchising as well as the care industry. It just reinforced that I had made the right decision – I wanted my own business, I wanted something that I would have to work really hard at, have the potential to make good money, be able to really help people and build something I could be proud of, but, and I really mean this, I knew I would need really great support and guidance to make it happen. Right at Home have more than lived up to their side of the bargain and I hope they feel I have too”.

Two years into the business how does Joe feel about his decision?

“Best decision I ever made; no question. I’m in my thirties and I can see a really bright future where I own maybe 3 or even 4 Right at Home territories. I have put an amazing team together and the support I get from Head Office is just as good as it was at the beginning. Don’t get me wrong, it can be stressful at times, people really rely on the services my care staff provide and we can’t ever let them down.

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THE CHILDREN’S CENTRE: A LIFELINE AT THE HEART OF THE COMMUNITY

Features: January 23rd, 2015

Phil Neal talks about some of the essential steps children’s centres can take to help ensure they are meeting the needs of children and families in their community.

Recent figures suggest that the demand for services provided by children’s centres is on the increase. The 2014 Sure Start Children’s Centres Census produced by national charity, 4Children, revealed that over one million families are receiving regular support from the centres.

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LAND REGISTRY MOVES TO ELECTRONIC REGISTRATION

Features: January 16th, 2015

This feature describes how Land Registry benefited from replacing a forms-based registration process with an electronic document service.

Land Registry is a government department which was created in 1862 to register the ownership of land and property in England and Wales. They keep and maintain the Land Register, where more than 24 million titles – the evidence of ownership – are documented. Once land or property is entered in the register they record any ownership changes, mortgages or leases that affect it. Land Registry’s vision is to be recognised as a world leader in the digital delivery of land registration services and in the management and reuse of land and property data.

Challenge

Land Registry’s electronic Document Registration Service (e-DRS) project was established to allow customers to send in applications to change or create property registers electronically, rather than through the post. With e-DRS, customers can send in certain applications and receive the results securely, over the internet and through Land Registry’s business to business channel. The Project was a significant 3-year programme of work that was designed to deliver significant benefits to both Land Registry and their customers. One aim was to save customers time and money and help protect them against property fraud.

The applications customers submit through e-DRS are form based, typically as PDF or an image, such as TIFF, JPEG and GIF. The content of those files is “locked” and not readable or searchable by machine. Land Registry wanted to increase operational efficiency by reducing the time required by employees to manually enter data from these documents. Land Registry determined they could increase efficiency by automatically digitising the valuable information held in the forms so they could prepopulate their existing casework systems.

Solution

One of Land Registry’s partners mentioned that they had previously used ABBYY’s products and suggested this might be a best-fit for their document processing needs. They obtained trial versions of several products and ran examples of Land Registry forms through them. They obtained trial versions of several products and ran examples of Land Registry forms through them. Ultimately, ABBYY FlexiCapture Server was chosen based on the accuracy of the output data, the scalability of the product and the friendly licensing scheme.

ABBYY FlexiCapture Server is designed for large organisations that wish to automate their document-based business processes. With this powerful enterprise capture platform companies can automatically digitise paper documents, extract key data and transfer the information to various back-end-systems for further processing. By implementing an intelligent capture solution organisations can streamline resource-intensive manual operations for business-critical documents, such as applications, purchase orders, invoices, remittances and contracts.

Once Land Registry had established a model that worked, the solution was deployed quickly. The development and deployment team were able to work through any issues with the ABBYY support team in less than two days. In the new process Land Registry receives scanned forms from their customers via both their online and business-to-business channels. Land Registry puts the documents through ABBYY FlexiCapture Server to extract some of the information contained in the forms. The digitised information is saved in data sets (in a DB2 database) and read by the casework systems. This allows them to pre-populate specific information, removing some manual keying in of data.

“We are expecting to process over 10 million pages this year and this is increasing steadily as take up of the service increases,” said Kim O’Flaherty, Technical Team Lead, Land Registry.

Results

“The decision to move to a digital system was not taken lightly,” added O’Flaherty. “The e-DRS initiative was a multi-year project but we knew we could reap significant benefits by undertaking it. A major part of this was putting in an automated system that gives us the potential to take data straight from forms and put it into our systems. The ABBYY FlexiCapture solution gives us this potential.”

O’Flaherty continued: “Overall, we are very pleased with the ABBYY solution. It is saving our caseworkers time by not having to key in data. The ABBYY team was friendly and supportive throughout, responding quickly to the emails and calls put in by our developer.”

About ABBYY

ABBYY is a leading provider of text recognition and document conversion technologies and services. Its versatile product portfolio for document processing and information retrieval is available on various platforms and devices. ABBYY offers a broad range of solutions designed for specific business and industry needs. Organisations all over the world rely on ABBYY offerings to optimise their paper-intensive business processes. More information at www.ABBYY.com

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THE POWER OF MOBILITY: CREATING A SMARTER WORKFORCE IN THE FIELD

Features: January 9th, 2015

Today, the ultimate goal of field service excellence is to respond quickly to customer needs. This feature demonstrates how it can be done.

Whether customers are in the private of public sectors, it takes four criteria of a timely and effective response. Be on time, allow enough time to do the job, have the right skills and bring the right equipment. For the mobile technician, an increased importance has been put on their role to the overall success of the organisation, as they are quite often the only interaction a customer will have with the business. This has led to the search for new ways to empower technicians and equip them with the right tools that allow them to excel at their jobs, through improved communication, collaboration, data sharing and integration.

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WHY LEWISHAM COUNCIL BELIEVES IN THE POWER OF THE CROWD WHEN IT COMES TO BRIGHT IDEAS

Features: December 19th, 2014

Lewisham Council’s Transformation and Development Officer, Joseph Badman, explains how they are aiming to save £95M over the next four years using idea crowdsourcing among staff and potentially residents.

No-one in the public sector can be in the dark about what a challenge the past four or five years have been, having to do more with much, much less. There are a number of ways in which local councils have approached making inroads on the enormous cost savings we are all required to make. One of the initiatives that we’ve been working on is turning to our employees for ideas – after all, who would really know how to go about streamlining the way they work and approach to service delivery, than the people that are actually doing it?

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COULD TEMPORARY POOLS BE THE SAVIOUR OF BRITAIN’S AGEING SWIMMING FACILITIES?

Features: December 12th, 2014

Over the past 12 months, 40 per cent of the UK’s local authority swimming pools have faced permanent and temporary closures*, and with 77 per cent of these built pre-millennium and 43 per cent pre-1980, the demands for renovations are looking likely to grow over the coming years.

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WHAT ARE THE GREATEST BARRIERS TO SUCCESSFUL EARLY HELP FOR CHILDREN AND FAMILIES?

Features: December 5th, 2014

Phil Neal examines the obstacles standing in the way of effective early intervention and talks to senior leaders in children’s services about how these can be overcome.

It is encouraging to see the steadily increasing number of media headlines highlighting the successful early intervention schemes being introduced across the country to help children and families in need.

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PREPARING FOR A PAPERLESS FUTURE

Features: November 14th, 2014

Kath Ryans explains how going paperless is benefiting finance and business managers across their schools and academies.

Paperless offices have been a talking point for many years. But more recently the trend has been gathering momentum with the government’s targets for the NHS to be paperless by 2018 and local authorities set to follow.

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TROUBLED FAMILIES: PREPARING FOR THE NEXT CHAPTER

Features: October 24th, 2014

Phil Neal examines how local authorities can overcome some of the challenges they face as they prepare for phase two of the Troubled Families scheme.

The work already underway to improve outcomes for troubled families is set to move up a gear, with the family focused approach remaining firmly at the heart of the government’s flagship programme.

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