Covid-19 Crisis Management Software

Brilliantly Managing Crisis and Change.

Real-time availability of staff with automatic reassignment of critical actions from one team member to another.

Decision Tracker | Automated Succession | Issue and Action Escalation | Virtual Command Centre | Risk Management and Mitigation

Keep operating throughout the Crisis

Ensuring you can better manage your organisation with mobile staff health check-in and reporting, crisis action, decision trackers and risk management. Especially designed for NHS, private health, social care, fire, ambulance and critical commercial businesses.

Critical COVID-19 customer software announcement

Everyone working in the same direction at the same time, from the same single real time version of the truth.

My Team

My Team

Know what percentage of each team are fully operational, partially operational or completely out of action. Quick Phone update by staff each morning or shift.
My Crisis Action Centre

My Crisis Action Centre

Streamline and safeguard your critical actions by orchestrating all crisis activities, by Command, by team and by individual.
My Changing Resources

My Changing Resources

Priority action failover succession. Automatically re-route priority actions from ‘out of action’ to fully or partially operational staff.
My Escalation

My Escalation

Manual and automated escalation of critical issues and actions to management and Command hierarchy.
My Decision

My Decision

Facilitates fast and accurate capture and tracking of all decisions that are being made including their short- and long-term impact.
My Command Room

My Command Room

Hierarchy of real-time virtual Command rooms for Gold – Silver – Bronze Commanders (strategic, tactical and operational) team leaders and individuals.
My Risk

My Risk

A centralised single version of the truth with clear indication of what needs most attention. Includes risk creation, assessment, alignment, mitigation, delivery and management.
My Training

My Training

Rapid identification of the training people need to fill gaps in delivery of business actions during times of crisis. Personalised tracking of training progress, and aggregated reporting of progress....

Learn More about crisis management

Cloud software for Crisis and post event action, governance, risk, compliance, project and outcome continuity and assurance.

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    Northamptonshire Partnership Homes Case Study

    We interviewed Kathy Brooks, Performance Team Leader from Northamptonshire Partnership Homes about facilitating the organisations’ change and driving performance improvements. Here’s how she explained the fundamental shift being implemented.

    Northamptonshire Partnership Homes came into existence in 2015. We are an ALMO, which is an arm’s length management organisation. We manage the homes on behalf of Northampton Borough Council.

    What were your key issues and challenges facing the organisation?

    The ALMO in Northampton was initially setup because services in the area were recognised as needing considerable improvement and reform. The Borough Council had to do a stock option appraisal which meant hard decisions needed to be taken with tenants on whether to sell off the housing stock, keep in-house or set up an ALMO.

    In some cases, void times (the time properties are left empty) were up in the 40+ days, a clear indicator that everyone needed to align collectively around performance. The decision was made to convert to an ALMO which could focus more on the critical priorities for the customer.

    As this was a completely new organisation it meant we had no performance management framework in place. The framework, we knew, would be the cornerstone of our goals, strategic priorities, projects and actions. It was needed to enable the business to focus in a single streamlined and unified direction. We worked closely with the Board to establish what they wanted for our tenants in a Corporate Plan outlining our strategic objectives and priorities.. Our job was then to implement the process by which this disseminated to front line services.

    Describe the process of you working with the team to implement InPhase?

    The end game we wanted to get to as a business was to enable everyone to make better business decisions more quickly. To do this we recognised that our managers need access to critical information, which, in the initial phases focused on enabling everyone to have an understanding of our performance metrics and how critical these are to the business. By doing so we enable mangers see what is important and they can self-analyse elements like performance over time, direction of travel, likely outcomes.

    We added the strategic Corporate Plan and all operational service plans and risk reporting into InPhase, this had the huge effect of bringing all key actions into one system and giving visibility of their alignment to the service goals and strategic priorities.

    At the same time, we recognised the importance of managing and keeping track of recommendations flowing from internal audits. We see these as critical to improving the quality of service delivery, yet in some cases recommendations would be made and would not be revisited until the audit turned up again! Managing audit actions has worked incredibly well in InPhase and the actions now done, and the performance impact can be clearly seen.

    Inevitably the metrics changed and evolved over time as new and more demanding issues, such as stringent cost cutting came into place. Having InPhase really helped us in this regard as it gave us an easy way to evolve the model over time and reposition priorities.

    However, during this evolution, service and delivery plans were handled in other systems outside of InPhase. It was difficult to manage with plans in lots of different places and we needed the organisation to have a better level of accountability.

    In 2017 we added all service plans, delivery plans and risk reporting into InPhase, this had the huge effect of bringing all key actions into one system and giving visibility of their alignment to the service goals and strategic priorities.

    At the same time, we recognised we had some serious issues when managing internal audits. We see these as critical to the quality of service delivery, yet in some cases recommendations would be made but just disappear into the ether and would not be found until the audit turned up again! Managing audit actions has worked incredibly well in InPhase and the actions now done, and the performance impact can be clearly seen.

    The outcome has been that InPhase is the one place to view and input information, to make decisions and to comprehensively manage our business in real-time. Interestingly it has also enabled us to make our service planning more robust each year. Bringing it all together and making the connections, giving us that golden thread.

    Sounds amazing but how does it all work?

    As well as automating the whole process online, InPhase creates all the necessary reporting output too. The reports are used live in management meetings. We have produced what people really want to see, therefore it fits the requirements of all our different audiences. The Board are very engaged with the reports and they receive them every quarter.

    We are now creating tailored reports for Heads of Service, so they can take those reports to the team meetings, attend Executive Management Team (EMT) sessions and scrutinize performance and with the ability to input commentary alongside the data before it goes to the higher level of the governance structure. They can just see it and update it, it’s just there, and this encourages managers to use it as a management tool.

    If you could summarise the benefits to you and your organisation what would they be?

    We have achieved several costs saving benefits which are important to our organisation. We have made reporting significantly more efficient and more fluid, a lot of my team’s time would have been taken up with unproductive “find and fetch” activities, going out and chasing people for the information. I’m realising significant and tangible saving in regular and ad- hoc report production.

    As we now spend less time chasing people and that people feel comfortable using the solution we are finding that they are proactively engaged giving updates where needed. That has released time in our team to be users of the data rather than just chasing for it. The benefit of this is huge, we can now focus our time addressing the critical issues, making decisions based on fact and process and not by second guessing.

    The days of using different spreadsheets are gone and it’s just all in InPhase. This has given us huge efficiencies not only in process but in better decision making, allowing us to become more effective as a team.

    An example of this is Voids. This is one of the biggest issues of any Housing organisation. The quicker we get a house back into use the better our performance is and the happier our customers are. This is because we: a) don’t lose rent on it and b) get another family homed. We’ve struggled with that process for a long time. To streamline this we’ve integrated InPhase with our core housing system, Open Housing, No, we haven’t done this connectivity. significantly speeding our problem finding processes thereby saving time.

    The days of using different spreadsheets are gone and it’s just all in InPhase. This has given us huge efficiencies not only in process but in better decision making, allowing us to become more effective as a team.

    Kathy Brooks - Northampson Partnership Homes

    What would you do, if you were told that InPhase was being taken away?

    Arghh! We would revert to spreadsheets! Back to siloed working. The good thing about having everything all in one place is the transparency InPhase gives you across the business. All our performance reports are scrutinised at senior meetings. If you take it away and we cannot co-ordinate effectively that visibility disappears, we would suffer death by spreadsheet and become very inefficient and less effective.

    The future of InPhase?

    We plan to leverage the data management and business intelligence capabilities of the tool more. We have a real opportunity to scrutinise the operational data, blending new and interesting data sets together to find other areas of the business we can improve.

    For example, we are looking at producing live reports on ‘repairs’ to improve performance by creating a live dashboard highlighting ‘what is going on’ and spotting key trends. This will enable us to understand what stage they have issues at, so they can be ironed out and fixed to enable us to achieve even greater cost savings.

    We have achieved the visibility aims on our journey, now we want to start combining data from multiple core systems and performing new types of analysis on what it is telling us.

    Download a copy of the case study

    Case Study for Northampton Partnership Homes

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    See what our customers have to say

    • Craig Newman

      Craig Newman

      Data Intelligence Team Manager @ Buckinghamshire Fire & Rescue
      "Simply put, our information and performance culture improved dramatically."

      On Capterra

    • InPhase Government User

      InPhase Government User

      Strategy and Performance Manager
      "Has facilitated much more meaningful, dynamic and focused conversations about performance at every level in the organisation."

      On Capterra

    • Alex Scrivens

      Alex Scrivens

      Performance & Improvement Manager @ Fylde Borough Council
      "InPhase has proved to be a superb value for money performance management solution."

      On Capterra

    • Tobin Stephenson

      Tobin Stephenson

      Head of Knowledge and Insight @ Central Bedfordshire Council
      "The external portal that we are about to launch is an excellent way for us to get key performance measures into the public domain. "

      On Capterra

    • Andy Tailor

      Andy Tailor

      Head of Sales @ Equation Associates
      "The product is incredibly flexible and manages the entire process of business performance and BI is a single integrated cycle."

      On Capterra

    • Emma Carvell

      Emma Carvell

      Clinical Programme manager SAFE
      "The tool has offered us more than we had initially hoped and the scope keeps growing. The benefits of the tool is that it is open and transparent for all staff to view compliance."

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