Audit of service departments in SRA

1
Audit of service departments in SRA

• Part of Audit plan 2007
• Client
• Receiver of the audit report Christer Hårrskog,
  Head office
• Responsible for action programme Therese
  Svensson, Head office
• Auditors
• Timo Agåker
• Andreas Hällbrant
• Maria Nichani, technical expert

2
Timetable

• Client information 2007-01-22
• Opening meeting 2007-03-20
• Field audit 070319 - 070330
• Analyse summing up, completions 070402 - 070413
• Draft report 2007-04-11
• Closing meeting 2007-04-12
• Audit questionnaire in return to IR 2007-04-26
• Final audit report 2007-05-14
• Action plan approved by IR 2007-05-31

3
Audit of service departments

• General comments
• The coherent service departments in SRA was
  established 2004. The customers view on the
  activities are generally positive.
• We want to specially praise our colleagues in
  Western Region for their deep knowledge in how
  technical systems and other support can be
  improved. We recommend these colleagues for
  improvement works in this area in SRA .
• Observations and recommendations are presented in
  general terms. The audit has not penetrated
  questions and topics in depth so we will not
  present specific recommendations for individual
  improvements.

4
Audit of service departments

• Interviews in part of SRA
• Driving standard division Stockholm (issues
  driving licences)
• Traffic Registry (car registration)
• Mälardalen region (national road management)
• Western region (national road management)
• Head office (governance representative)
• Society and Traffic (support division)
• We audit the summarised service activity in SRA
  not the individual unit

5
Audit of service departments

• 41 interviews
• - service personnel, team leaders, office
  managers, departmental managers, controllers,
  managers and personnel that service department
  support, head office and Society and Traffic
  personnel.
• - very good interviews and dialogs open and
  constructive
• - Almost 500 summarised comments on improvements
  and weak- nesses concerning service activities.
  These form the foundation for observations and
  recommendations.

6
Audit of service departments

• Operational audit scoop
• Strategy
• Organisation and governance
• Efficiency in process and technical support
• Client perspective
• Budget and follow up

7
Strategy

• Observation
• A clear mutual strategy is lacking. The common
  guidelines that exists do not define the
  activities clear enough.
• Recommendation
• Prepare a strategy and make a high management
  decision that defines activity areas,
  organisation, services, service level, and that
  specifies strategic goal/s.

8
Organisation and governance

• Observations
• Service activities are localised to 42 places in
  the country.
• Overall management and coordination of service
  activities is carried out through two networks
• Recommendations
• Formalise the organisation for service activities
  and seek coordination possibilities to improve
  the effectiveness.
• Document and clarify how overall management and
  coordination of service activities shall be
  carried out.

9
Efficiency in process and technical support

• Observations
• Customers satisfaction are only measured for
  telephone contacts
• Technical support is not coordinated so that
  different systems are integrated.
• Central standards or guidelines concerning
  competence for service department personnel is
  lacking.
• Recommendations
• Develop new ways to measure customers
  satisfaction for all customer channels.
• Renew and coordinate the technical support from a
  customer/service personnel perspective to
  increase effectiveness and quality.
• Implement central standards or guidelines for all
  service personnel to enhance the picture of one
  SRA.

10
Customer perspective

• Observations
• Customer orientation is today based on a SRA
  perspective.
• Officials and technical specialists have a lower
  customer orientation than service department
  personnel.
• Recommendations
• Systematize the work to catch customer demands.
• Increase the customer orientation by officials
  and technical specialists

11
Budget and follow up

• Observation
• At the moment no overall summary and analysis of
  budget and outcome is made for service
  departments. The effectiveness is not possible to
  evaluate for SRA as a hole.
• Recommendation
• Develop overall follow up of the different
  service departments.

12
Audit of service departments

• Our overall grading is, with consideration to the
  areas and routines we have examined, that the
  internal control is
• satisfactory for the areas - Strategy, Customer
  perspective, Budget and follow up, and
• - not satisfactory for the areas - Organisation
  and governance, Efficiency in process and
  technical support.