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?
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