Worked with organizations and/or departments to design workflows and business processes in order to dramatically improve customer service, improve operational efficiency, cut operational costs and/or to support reorganization of staff.
Performed business process reviews on client areas to identify inefficient and redundant processes.
Interviewed staff to identify and articulate current processes.
Prepared questionnaires, surveys, or other tools to help identify current state, including no value activities.
Prepared rationales to support the “qualification” of no value activities (e.g. not required for legal reasons, financial reasons, legislative requirements, internal policies, etc.)
Documented business processes, problems and impacts, prepared reports for senior management.
Documented potential savings related to eliminating no value activities.
Designed and presented process models to depict current and future state recommendations.
Prepared risk analysis documentation to support recommendations.
Estimated costs and benefits related to fixing redundancies, problems or no value activities.
Articulated program design elements to IT developers (database and website) to support new program implementation which includes financial control, legislative, legal, customer service and/or program partner requirements.
Application & In-Take Project: Full review and revision of the application and in-take process with over 100 staff members at 4 different Income Assistance Offices in the Lower Mainland. Initially this work was the foundation piece to support the shift to a new service delivery model which included the creation of a centralized call centre. I later became the project manager responsible for the implementation of the centralized call centre.
Regional Headquarters Review Project: Full review and revision of the Administrative procedures in a provincial government Regional Headquarters Office. Facilitated 8 staff members through the process to identify redundant tasks, possible efficiencies and areas for improvement resulting resulting from the downsizing and reorganization of staff.
Development of all new business processes where none existed. Worked with a team of 3 other consultants. Lead the operational team (an existing Program Director, the Operations Manager and 5 other staff) through the process of creating all operational systems (including development of a database) required to operate a $15M+ operation.
Complete organizational review (6 staff at the time), which included a environmental scan, termination of multiple existing employees, recruitment of replacement staff, development of a new, highly-functioning organizational structure.
Redesign of the traditional BC SCRAP-IT Program with the addition of the new Electric Vehicle Program, which included significantly increased incentives and increased reporting requirements to a private funder.
Design and implementation of the Dealer Allocation Program (and DAP 2.0), including all business processes, IT requirements including database and website integration. Ensuring all financial controls, legal and customer/program partner requirements are met. Managed all communications with senior management, external partners. Oversaw all implementation activities including administrative processes and staff training.
Design and implementation of the ZAPBC program (and ZAPBC 2.0), including all business processes, IT requirements including database and website integration. Ensuring all financial controls, legal and customer/program partner requirements are met. Managed all communications with senior management, external partners. Oversaw all implementation activities including administrative processes and staff training.
