Introduction
The NatureSpace Partnership (NSP) team embarked on a collaborative journey to visualise and streamline complex processes that span multiple teams. This case study looks into the human-centred approach adopted to create detailed process maps, transitioning from the current ‘As-Is’ state to a more efficient ‘Should Be’ or future state. The focus is on the team efforts, the intricacies of the processes, and the benefits realised through technical enhancements and innovations.
Human-Centred Collaboration
- Engaging Stakeholders The process mapping at NSP was a collaborative effort involving various stakeholders, including Leadership, Tech Team and Newt Officers. Regular communication and feedback loops were established to ensure that the perspectives and needs of all parties were considered. This approach fostered a sense of ownership and alignment among the teams.
- Dynamic Workshops Workshops were conducted to gather insights and map out the existing processes. These sessions were dynamic, allowing for real-time adjustments and brainstorming. The use of visual aids and interactive tools helped capture the complexities of the processes and facilitated a deeper understanding among the participants.
- Iterative Refinement The process maps were not static; they evolved through multiple iterations based on continuous feedback. This iterative approach ensured that the maps were comprehensive and accurately reflected the real-world scenarios faced by the teams.
VISUALISING COMPLEX PROCESSES
Current State (‘As-Is’) The ‘As-Is’ process maps (shown) detailed the complexity of existing workflows, highlighting pain points, redundancies, and areas for improvement. Key elements included:
- Licence Conditions and Compliance: Tracking licence conditions recorded in the Aftercare system when certificates are produced.
- Planning Permission Monitoring: Weekly reviews by the Newt Team to ensure planning permissions from the LPA are granted.
- Communication Channels: Detailed mapping of communication flows between Newt Officers, LPA, and developers, including custom emails and breach notifications.
- Data Management: Use of Excel spreadsheets and OneDrive for recording and sharing data.
Future State (‘Should Be’) The ‘Should Be’ maps (shown) incorporated technical enhancements and innovations aimed at streamlining processes and reducing manual intervention. Key improvements included:
- Automated Notifications: Implementing automated reminders for upcoming tasks and deadlines, reducing the reliance on manual tracking.
- Integrated Data Systems: Transitioning from Excel and OneDrive to a more integrated CRM system, ensuring better visibility and management of data.
- Standardised Templates: Developing standardised email templates and forms to ensure consistency and efficiency in communication.
- Enhanced Monitoring Tools: Introducing advanced monitoring tools for compliance checks and planning permission status updates.
BENEFITS OF THE TRANSITION
- Efficiency Gains The transition to the ‘Should Be’ state resulted in significant efficiency gains. Automated notifications and integrated data systems reduced the time spent on manual tracking and data entry, allowing teams to focus on higher-value tasks.
- Improved Communication Standardised templates and enhanced monitoring tools improved the clarity and consistency of communication between stakeholders. This led to quicker resolution of issues and better alignment across teams.
- Enhanced Compliance The new system provided better tools for monitoring compliance with licence conditions and planning permissions. This ensured that all regulatory requirements were met in a timely manner, reducing the risk of breaches and associated penalties.
- Increased Transparency The integrated CRM system offered a holistic view of the processes, making it easier for teams to track progress and identify bottlenecks. This increased transparency and accountability across the organisation.
SUMMARY OF KEY BENEFITS
- Enhanced Understanding: Gain a deeper and more nuanced understanding of business processes by considering multiple dimensions. At NSP, the process mapping workshops highlighted critical bottlenecks in the licence conditions tracking and planning permission monitoring, revealing inefficiencies and areas for improvement that were previously overlooked.
- Improved Efficiency: Identify and eliminate inefficiencies, leading to streamlined operations and cost savings. The transition from Excel spreadsheets to an integrated CRM system at NSP significantly reduced manual data entry and tracking efforts. Automated notifications for upcoming tasks and deadlines further streamlined operations, allowing the team to focus on higher-value tasks.
- Better Collaboration: Encourage teamwork and communication across departments, fostering a more cohesive work environment. The collaborative workshops at NSP brought together Leadership, Tech Team and Newt Officers facilitating open communication and feedback. This inclusive approach ensured all perspectives were considered, leading to more effective and cohesive teamwork.
- Strategic Alignment: Ensure that process improvements are aligned with organisational goals and strategies. The iterative refinement process at NSP ensured that every improvement was aligned with organisational objectives. For instance, the development of standardised templates and forms was directly aimed at enhancing consistency and efficiency in communication, which was a strategic goal for the organisation.
- Data-Driven Decisions: Utilise data and real-time insights to inform decision-making and drive effective changes. At NSP, the integration of advanced monitoring tools and a holistic CRM system provided real-time data visibility, allowing teams to make informed decisions quickly. This data-driven approach led to better compliance monitoring and planning permission status updates, ensuring timely and effective changes.
CONCLUSION
The human-centred approach to process mapping at NSP not only visualised complex workflows but also paved the way for significant improvements through technical enhancements. The collaborative efforts and iterative refinement ensured that the new processes were robust, efficient, and aligned with the needs of all stakeholders. The transition from the ‘As-Is’ to the ‘Should Be’ state has positioned NSP for greater operational excellence and regulatory compliance.
By adopting the evolve Creative Process Mapping service, organisations can similarly transform their operations, achieving these substantial benefits and positioning themselves for greater success.
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