P&P August 2016

How aModernized Lobby

Welcome

Turns Chaos Into Calm By Greg Tipping

wait times and frustration. Enforce SOPs so the process is consistent for every client at every visit. Improving Service Delivery The department re-engineered its business processes and redesigned the confusing and inefficient lobby flow to decrease wait times and reduce client frustration. When clients walked in before, they took a ticket and waited to be called to the window to drop off documents, change information, or check in for an appointment. Clients waiting to see a caseworker sat in the lobby, sometimes for up to two hours during busy times, without any indication where they were in line. Now when clients walk in, they immediately speak to a greeter, who electronically checks them into the upgraded appointment management software on a tablet. Monitors in the lobby show clients their place in line and ding and light up when their case- worker is ready. Client wait time has been dramatically reduced.

technology was not maintained to meet the business need. Caseworkers had created many workarounds that undermined system usage and the efficiency they could achieve, and were actually creating additional work. In response, CCDHS implemented these key recommendations to mod- ernize business practices and improve the delivery of services: � Mitigate regression: Upgrade and fully utilize software, and maintain a current version to avoid regression. � Modernize business processes: Eliminate manual processes that can be automated to free up caseworkers and clerical workers, and to improve efficiency. � Improve communication: Develop a cross-functional change man- agement team, update standard operating procedures (SOPs), and develop ongoing communication and training for workers to improve morale and reduce regression. � Improve customer service: Redesign the lobby by adding a greeter to improve client flow and reduce client

Northwoods evaluates how well software and business processes are working to meet business needs. The Health Check found these main challenges: � Regression: Not upgrading the software for six years led to inef- ficient workarounds and manual processes, because the available technology was either not trusted, not understood, or did not match current business needs. � Inefficient processes: Manual pro- cesses and workarounds caused caseworkers to pick up clerical tasks and decreased all workers’ efficiency. � Communication issues: Management and IT were not effectively edu- cating workers about technology or business process changes. � Poor customer service: The confusing and inefficient lobby flow led to long wait times and client frustration. The department had multiple problems and the technology was only a part of the issue. The business processes needed to change, but the

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August 2016   Policy&Practice