inl’s cellular data stipend jonathan homer nlit 2009
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INL’s Cellular Data StipendINL’s Cellular Data Stipend
Jonathan Homer
NLIT 2009
DOE IG-0669
“Contractor organizations to consider eliminating all use of
Government-owned or managed cellular phones, where
not critical to emergency response and continuity of
operations, and adopting a flat rate reimbursement
program for employees using personal cellular phones for
official business.”- Recommendations, Section 2
User Experience
Except:Except:-Changes in Travel PlansChanges in Travel Plans-Unexpected Child Care ChangesUnexpected Child Care Changes
Manager Experience
Cellular Department
User Experience
Manager Experience
Cellular Department
What Is A Stipend?
• Prepaid Compensation
• Covers business-use costs associated with cellular phone and/or data
• Pre-Tax Dollars
Result Of Stipend Implementation – Users
• Nearly eliminated “audit fear factor” (3% reportable vs. 60% previous program)
• Increased exposure to new technology through new devices and networks
• Reduced environmental impact by elimination of redundant equipment and services
Result Of Stipend Implementation - Management
• Reduced Labor Costs
• Reduced Audits and Assessments
• Eliminated Equipment
– No INL hardware life cycle costs
• Prevents Legacy Accounts
– Integrated into termination process
History
• 2005 INL Internal Audit led to a Business Council initiative to examine cell phone functionality and efficiency, reduce audit/compliance exposure, and avoid potential unallowable costs
• Office of Inspector General (OIG) Report DOE/IG-0669, Use and Management of Mobile Communications Services – recommended that the Department reimburse federal and contractor employees for the use of personal cell phones for official business
• INL implemented Cellular Stipend Program for voice service in 2006
• Piloted data service in 2008
2005 INL Internal Audit said about Cell Phones & Voice/Data Devices
► Wireless Tracking Database is not accurate
– Vendor billing data and database do not agree
– Database does not include T-Mobile Information
► Management oversight is inadequate but difficult to improve
– High personal use carries audit and unallowable cost risks
– Many cell phones have inappropriate service plans
– Policies need improvement/updating (incidental use, emerging technologies, etc.)
– INL continued to pay monthly service charges for lost, damaged and/or unassigned (e.g. terminated employee) cell phones
► Employees vulnerable to equipment abuse issues
What To Fix / What Not To
• Reduce Costs
• Reduce Audit Exposure
• Maintain Security
• Reduce Customer Exposure to Audits (misuse)
• Improve Customer Relations
• Decrease per-line costs
• Expand Data Connections (iPhone, etc)
• Increase Customers Paycheck
3 Step Process
• Setup the System
• Run The Pilot
• Get Customer Buy-in
Setting Up The System
• Have a Plan
– Establish what you are trying to accomplish
– Integrate management goals with operations path forward
• Build a System– Stipends don’t work unless fully
automated (Significant ROI)
– K.I.S.S.
Stipend Program Screenshot
Stipend Risks and Mitigation• Personal Email & 3rd Party Software – bleed-over
– No difference between government owned and personal
– MSC is applied to both devices equally
• Employee termination – device may not be able to be physically destroyed– No current government requirement
– Device is wiped upon termination
– No greater risk than a lost/stolen device
Stipend Risks And Mitigation (cont)
• Security investigations – potentially more difficult– Judge’s order may be needed
– Not expected to be a common issue
• Sensitive foreign travel – security risks
– Best practice calls for employee to use a pooled phone, regardless of government owned vs. personal
Setting Up The Pilot
• Define the scope
– At the INL:• 2006: Voice Pilot
• 2008: Data Pilot
• Define The Timeframe:– INL: Learned all our lessons in the first 90 days
• Define the Audience:– Cross cut organizations
– Audience can be relatively small (50 individuals)
Leveraging Pilot For Continual Success
• When setting up pilot, select individuals from across the organization
• Involve pilot participants in regular discussions, get them talking and spreading the word for you
• Actively resolve pilot participant concerns – you want all the good rumors you can get
• Publish your pilot’s success as part of your full deployment
Getting The Lab Onboard
• Again - K.I.S.S.
• Focus on the customer benefits
• Have a defined communications program
– all team members should share the same story
• Spend 10 minutes explaining the system
• One-On-One experience works best
Key Selling Points
• One device
• Choice of device
• Choice of providers
• No audits for misuse
• No additional cost
Stipend Population
Conclusion
• No significant security risks introduced by the data stipend
• No breach of financial rules
• An automated tracking process was essential
• Keys to success: Effective organizational responsibilities, policy/procedures, and defined processes
Questions Or Comments?
Contact Information
Jonathan Homer
(208) 526-9660
Jonathan.Homer@inl.gov
Customer Surveys
300 Employees Using Stipend
50 Managers Over Stipend’d Employees
300 Employees Not Using Stipend
Business Needs
Costs
Costs (cont)
Security
Abuse
Other Statistics
• 91% of managers feel that the stipend program reduces the lab’s exposure to risk (audits, abuse, etc).
• 87% of all survey participants who were not a part of the stipend program had already heard of the program by word of mouth.
• 66% of non-program participants wanted more information about the stipend
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