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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
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
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.
How aModernized Lobby
Turns Chaos Into Calm
By Greg Tipping
August 2016
Policy&Practice
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