DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT: ‘MAP’ WORK PROCESSES ACROSS THE AGENCY
Interviews have revealed that agency employees have little understanding of the primary work processes in the agency outside of their own jobs or divisions. This leads to redundancy and wasted cost (in which another division duplicates work already performed), delays in processing requests (when a division does not understand the urgency), and repetition/rework (when work needs to be redone because it does not meet the requirements of the next step in the process).
Achieve greater inter-divisional coordination and efficiency by “mapping” work processes and disseminating the information to managers/staff. Look for and eliminate redundant steps. Use these maps as communication tools for inter-divisional coordination.
Organizational, Service Improvement
All Departmental Operations
Estimated Annual Impact:
Improved customer satisfaction through eliminating redundancy and repetition. Improvements in innovation through better communication.
Estimated Implementation Costs:
$30,000 is estimated for consulting assistance in mapping work processes and training staff on how to use them.
Barriers to Implementation:
A primary barrier to implementation will be the reluctance of managers and staff to share information about their jobs and intra-divisional processes and the potential desire to protect the work within each division.
The executive management team and senior-level managers should identify primary work processes for the agency(ies). Form cross-functional teams to develop work processes and redesign them where possible. Document primary work processes with flow charts and detailed output and inputs to each work process step. Conduct interdivisional meetings to communicate and discuss work processes. Track implementation. Train staff on work re-design and information mapping/flow charting.
During interviews most supervisors and managers indicated that they did not communicate well either within their functions or outside their divisions. The interviews also uncovered that some of the problems in repetition of work and rework were caused by communication issues and lack of understanding of other divisions’ work processes.