In 2005 the Immigration Service received serious criticism for being an inflexible administration characterised by faulty work. In addition, there was a general desire to change the Immigration Service to suit the new realities surrounding migration in Denmark, which meant that there were fewer foreigners applying for asylum or family reunification, and more applying for residency in order to work or study.
In this context, the project ‘From bureaucracy to service provider’ was initiated in 2006 by the Ministry of Refugee, Immigration and Integration Affairs. The project aimed to facilitate the Immigration Service’s transformation into a modern public service provider with value-based management style and a focus on public service, effectiveness and flexibility.
During this transformation, senior management has focused on improving communication using strategic, value-based management. The goals and values of the Immigration Service have been re-evaluated, and changes have been instigated to boost internal and external coherence, communication and conformity.
This has been a true turnaround. Not only has the project affected the organisation’s stated goals, its whole structure has shifted its focus from administering rules to delivering a public service, with emphasis on the public. The Immigration Service no longer focuses on what it cannot change but rather, on what it is in control of; there has been a marked change from the illusion of a no-error culture to a culture marked by a willingness and ability to involve its customers and transform their feedback into concrete improvements. An important source of inspiration for senior Immigration Service managers has been the ‘Public Governance - Code for Chief Executive Excellence in Denmark‘, developed by the Forum for Top Executive Management as a joint management project for senior managers from across the Danish public sector.
The immediate results are: a marked increase in customer satisfaction; greater trust amongst key stakeholders; shorter application processing times and better service; better image and greater employee satisfaction. Fundamental changes have taken place in the organisation’s culture, characterised on the one hand by pride in the results achieved and on the other hand by an open acknowledgement that the organisation can and will be better at performing its work, to the benefit of the public. The negative cycle has been broken and replaced by a cycle of increasing public recognition of results, which motivates employees to focus even more on customer-friendliness.
|Award category:||leadership and change|
|Sector:||Justice, police, human rights and security|
|Type of activity:||community and stakeholder participation|
|Keywords:||Customer friendliness, LEAN, value based management, immigration, organisational change|
|Short English description:||The project aimed to facilitate the Immigration Service’s transformation into a modern public service provider with value-based management style and a focus on public service, effectiveness and flexibility|
|Organisation:||Danish Immigration Service|
|Level of government:||national level|
|Size of organisation:||>100|
|Number of people involved:|
|EU membership:||EU member|