Mackay Regional Council face the challenge of keeping 1,100 employees engaged across 32 programs, as well as maintaining a 7,622km squared area, 2,501km of roads, 1,655 water mains and 1,500 hectares of parkland in Northern Queensland. Process is key to running such a large scale operation. With increasing scale and complexity the council realised they needed to find better ways for their teams to work together. Processes were only mapped when needed and there was little planning involved. They were often saved as work instructions in various locations like Visio, Word documents and an existing software, without a centralized location available for everyone to access. They confronted these issues head on and quickly fostered an appetite for process mapping across the council

1. Australian council drives
process ownership &
engagement.
Sara Downes,
Process Governance Officer
Mackay Regional Council

2. Spend the time and
reap the results

3. ▪ North Queensland local
government
▪ Coastal and hinterland locations
▪ Estimated population – 117,703
▪ Direct access to coal deposits in
Bowen and Galilee Basins
3
Mackay Region

4. • Wide variation in how processes are documented e.g. Visio, Word – where
they are stored
• Valuable knowledge is often held in people’s heads
• Maintaining documentation is time-consuming with no Council wide
approach
• Often unclear who owns specific processes
• Impact of changes is poorly understood
4
Before BPM

5. 5
• Enable and drive process improvement
• Lower error and rework rates
Improved
Efficiency
•Improved customer experience
•Increase employee engagement
Improved
Effectiveness
•Faster regulatory compliance
•Support new business models
Increase
Agility
Long term business benefits

6. ▪ Centralised repository for business processes (Single point of truth)
▪ Consistent customer service
▪ Simplified creation of process maps
▪ Increase communication and understanding across programs
6
Why a BPM Tool

7. Continuous change within the first 6 months
• Identifying a message / focus e.g. what we are implementing
• How to use the system
• Process mapping standards
7
Challenges

8. 8
Implementation
1. Process
Governance
4. Training
material and
tools
2. Roll-out
5. Continuous
engagement
3. Set a
standard
approach…but
be flexible

9. Process Governance model
• Promapp Governance model
• Process Champions assigned from teams /
programs
9
BPM working group
• Executive Sponsor and Lead Process
Champions
• Key decisions made with working group
• Regular meetings
1. Process Governance
Executive
Sponsor
Lead Process
Champion
Process Champions
Process Owner and Process
Expert

10. • Roll-out in stages with programs / teams
• Pilot group - 3 x programs / teams within the organisation with a process
improvement drive
KEEP THE AFFECTED AREAS TO A MINIMUM
• Management engagement within the executive leadership team
• Functional structure
10
2. Roll-out

11. 11
3. Standard approach...but flexible
• Presentations and workshops the same for everyone
• A consistent delivery of training
• Building the functional folder structure
• Workaround existing workloads and projects

12. • Handbook / user guides
• Scoping templates
• Training presentations (end user, editor)
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4. Training materials and tools

13. • Regular Process Governance Forums
➢ Forums for Process Champions
➢ Includes team activities and learnings
• Email updates
➢ Updates on progress
➢ System changes
➢ Process mapping standards
• Process Champions involved in the
decision making
➢ Development of training material
➢ Feedback on how to use the system
13
5. Continuous engagement

14. • Recognition of achievements
➢ Awards to celebrate the successes
➢ Achievable goals
• Transparency
➢ Business case available to view
➢ Access to processes open to all users
• Information site
➢ Strategic objective
➢ Developed a vision / logo – ‘A Better Day at Work’
14
5. Continuous engagement

15. 15
Implementation Plan
Spend the
time and
reap the
results

16. ▪ Change in the mindset with a focus on processes and process
improvements
▪ Management drive
➢ Attendance to the forums
➢ Recommendation of the system - Promapp
➢ Interest within the organisation
▪ Positive feedback from the Process Champions on how it can improve
communication across teams
16
Business benefits

17. 17
• 49% Processes published
• 155 Users in Promapp
• 26 Process Champions
Statistics so far…

18. Completed pilot phase (3 Programs)
18
Started stage 1 (6 Programs)
Promapp certified trainer course successfully completed by 9
Process Champions
Developed process mapping tools e.g. user guides, scoping
document, presentations
Completed a roadmap for the deployment organisational wide
The journey so far…

19. • Rollout of future stages
• Build an improvement framework
• Develop an on-boarding and team specific induction process for BPM
• BPM promotional video specific to the organisation
• Include BPM leadership in future leader development programs
19
Where to from here

20. 1. Business Process Management
➢ Focus on a culture change and the system
2. Functional view
➢ End-to-end view of the product or service
➢ Avoid organisational structure as it can change
3. Focus on ‘as is’ process mapping
➢ Better understanding of what we do and why
➢ To identify improvements and measure the success
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Our Recommendations

21. Questions?
www.promapp.com