Impact

The Boots homeshoring pilot proved the technology works and that people working from home in disadvantaged communities can meet the service quality standards that are required by major private sector employers.

There has been a broad interest across the public sector in homeshoring as a tool for engagement and employment, although lead-in times are long and processes complex.

Effective partnerships have developed through the Homeshoring project for future interventions in the field, such as Boots using BEST as a training provider on an ongoing basis and in close partnership with Bristol.

Feasibility studies and research into Rural Homeshoring have resulted in funding bids to move the work forward. Moreover, six seasonal homeshorers were directly employed by Boots, four taken on full time. Four homeshorers were  employed at Nottingham City Homes. A Rural Feasibility Study on the subject was also completed. Thirty new jobs will be created as a result of the Bassetlaw bid. Additionally, two new Community facilities will be equipped for Homeshoring. Lastly, the Best Practice Toolkit has been completed.

Track record of sharing

Information shared through UK DC10plus digital inclusion network.

Lessons learnt

There are five main criteria that must be aligned to successfully implement homeshoring in the public sector:

• Senior Management Team approval;
• Relevant Business cases;
• Suitable job vacancies or a desire to re-design jobs;
• Broadband availability;
• Community engagement and pre-employment provision.

Homeshoring work can, by definition, be carried out anywhere in the country where suitable broadband functionality is available (minimum 8mb download speed). However, homeshorers are normally recruited in one or more teams of about 15 advisors from within the same geographic area so that their Team Leaders can easily visit them frequently in their homes. That geographic area also must have a Training Hub available.

If the advisors are being recruited from an 'economically disadvantaged' area, or possibly from the communities with disabilities, then the Hub will need to be in close proximity unless the Local Authority (or similar) provides the necessary transportation to and from the Hub. For non - economically disadvantaged advisors, the Training Hub could be a little further afield as transportation to/from the training facility is likely to be less problematic.