Willoughby Council gains quick BPM wins.

Council’s goal of process excellence requires BPM that exceeds Visio’s capabilities, to create processes that teams actually use.

Business benefits.

  • 300 processes mapped within 11 months

  • 50 staff fully trained on Nintex Promapp in under a year 

  • Increased focus on process excellence

  • Customer experience levels rising

  • Improved visibility within the council

  • Better collaboration between teams

Willoughby Council had a number of challenges requiring attention. Council was particularly eager to be more effective and efficient, and provide a positive customer experience for people who interact with the council.

This goal was made difficult to achieve with existing process mapping tools, too time consuming and inconsistent to be useful, resulting in processes being ignored by teams.

Ready for change.

The impetus for change came from two directions. Firstly, the council faced a potential merger with two neighboring councils which meant possible role changes, a completely new structure, and the sharing of all new processes for the merged council.

Although the merger ultimately didn’t happen, the final decision was only made after 18 months, during which time Willoughby’s management team focused on process improvement to prepare for the change.

Secondly, the other push came from within: a newly appointed general manager who came from a role at a progressive council and wanted to improve processes overall. She introduced the role of business improvement and then customer experience manager, and provided essential top-down support for the eventual implementation of Nintex Promapp.

Process mapping for improvement.

Appointed to the new role of business improvement and customer experience manager, Mustafa Ghulam and his team trialled several ad hoc process improvement methods, including Visio, to improve teams’ engagement with Willoughby’s process improvement efforts.

After a couple of years, Mustafa and the council made the decision to implement Nintex Promapp instead. He had experience using Nintex Promapp in a past role, and knew it would provide the consistency and ease of use that council staff needed.

Implementation – an organic approach.

For Willoughby Council, implementing Nintex Promapp was a fairly straightforward process. Mustafa explains that they took a slow and steady approach to rolling out the platform, rather than simply sending out an email and letting staff struggle with the new software.

‘We had a good implementation. I intentionally took the approach to do a slower implementation, to let Nintex Promapp grow organically,’ says Mustafa.

Mustafa and another staff member became certified Nintex Promapp trainers, and trained 12 staff from different parts of the council with the help of the Nintex Promapp team.

 

These staff members were designated as Nintex Promapp champions and took the lead on process-mapping and improvements in their business units.

This organic approach to implementation meant that staff could learn to use the software when they needed it, with the help and support of members of their own team. They didn’t feel pressured to immediately map every process, but soon saw the benefits in their day-to-day work.

Visibility and collaboration.

Councils can be complex environments, with widely different business units operating under one organizational umbrella. For example, Willoughby Council has business units that manage parks, libraries, and leisure centers.

They also have business units that deal with back office functions like rates payments and compliance, along with teams that are customer-facing and others who only deal with internal processes. This can make it difficult to get departments on the same page, communicating and understanding each other.

Mustafa explains that using Nintex Promapp led to a couple of key improvements: ‘We have better visibility and collaboration across the council, because Nintex Promapp gives all staff access to the same processes and tools.’

 

Rather than simply handing work off to the next unit, staff can now see how a process works as it moves through the council. They’re more likely to approach other business units for help to solve a problem, as they know who is responsible for each step of every process.

Visibility and collaboration.

Councils can be complex environments, with widely different business units operating under one organizational umbrella. For example, Willoughby Council has business units that manage parks, libraries, and leisure centers. They also have business units that deal with back office functions like rates payments and compliance, along with teams that are customer-facing and others who only deal with internal processes. This can make it difficult to get departments on the same page, communicating and understanding each other.

Mustafa explains that using Nintex Promapp led to a couple of key improvements: ‘We have better visibility and collaboration across the council, because Nintex Promapp gives all staff access to the same processes and tools.’

Rather than simply handing work off to the next unit, staff can now see how a process works as it moves through the council. They’re more likely to approach other business units for help to solve a problem, as they know who is responsible for each step of every process.

‘Using Nintex Promapp led to a couple of key improvements. We have better visibility and collaboration across the council, because Nintex Promapp gives all staff access to the same processes and tools.’

Quick wins.

After using Nintex Promapp for less than a year, Willoughby Council mapped 300 core business processes. With 50 staff fully trained in Nintex Promapp, they could focus on improving even more processes and on training others.

Feedback from staff and management has been uniformly positive, with staff finding Nintex Promapp logical and easy to use. Another positive is that once staff members are trained to use the system, they’re free to experiment and learn.

‘We want to give staff knowledge and really empower them. With Nintex Promapp, once you train someone, they can really take ownership of their processes. You can’t break anything – it allows experimentation and creativity,’ says Mustafa.

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