There were several overall objectives with the project. One objective was to review and standardise the department’s five main case processes and ensure that management could be based on joint cases rather than individual cases. The purpose was to ensure uniform quality, user focus and compliance with deadlines for cases. And standardisation would also help prepare the department for the future digitalisation. Another important aspect was that the project would help create a better work environment, among others through a clear allocation of roles and responsibilities and a clear overview of the number of incoming and outgoing cases. The specific solutions include both major and minor changes: • A new role allocation with a front office to ensure peace and quiet for the entire staff, supporting a three-fold channel strategy for the case processing – 1. Self-help (online), 2. help in the new front office and 3. case handling • New standards for the processes, which have been divided into simple and complex case processes to ensure that the complex cases do not block the simple cases • Management shelves to provide a clear, physical overview, which helps remove the cases from the individual desks and drawers • Clear management of phone hours for fewer interruptions of the employees. • Capacity management: A comprehensive overview has been achieved of the task volume and available resources. The new management shelf and model is used in the dialogue at all levels: in the committees’ prioritisation, in management’s follow-up and prioritisation and in the employees’ internal dialogues – e.g. when they need support and assistance • Execution of piles • Proactive enquiries to citizens in cases of no response THE RESULTS The effort has provided immediate results. In 2013, focus was on eliminating the pile of cases which has built up in preceding years; this is now done, and the case handling times have also decreased significantly. This is a result of a significant increase in productivity, 37%, and the increase in efficiency has been achieved with the same number of employees as the previous year. The improved efficiency has also resulted in a balanced case load: In 2013, there was an equal number of incoming and solved cases. This means that the department entered 2014 without any backlog, and there is still potential for improvements which will reveal itself when the work in the new framework can take place without the load of cases from previous years. With the new overview, they are prepared for the future digitalisation, and, equally important, the workplace atmosphere has been lifted. Negative stress has been reduced significantly, there is more manoeuvring space in the workday, and the employees are able to handle the case load in a constructive manner because everyone has an overview of the situation and can evaluate it realistically. SECTOR Public EXPERTISE • Operational excellence Case status from January to September 2012 and 2013 CSaasgeesrremcoedivteadg:et: 391 146 345 9 245 336 YTD2012 YTD2013 TPiellramdieslssieorns TFiol rbpuinleke
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