How To Improve The Quality Of A Region'S Work

Transcription

1 INTERNAL Programme for continuous improvement Project mandate for Determining Tax - phase 2 Document owner: Programme Written by: Øyvind Roseth and Elin Bekkelund Revised by: CI Determining Tax Project Date 4 October 2011 Approved by:

2 tekst die u Page: 2 of 21 Contents Programme for continuous improvement... 1 Project mandate for Determining Tax - phase Background Project information Goals and purpose Effects of the project Effect goals The project's content and main deliveries This is what happens in phase two Session plan and main topics Project limitations Delivery plan Organisation, responsibility and staffing Programme management Project management The regions' roles and responsibilities Brief description of roles Staffing plan for the project Project implementation Form of work Reporting Information... 20

3 tekst die u Page: 3 of 21 1 Background 1.1 Project information Programme association Programme owner/ Project Process developer Continuous Improvement Programme Region department/lucie Aunan Øyvind Roseth Elin Bekkelund Project start and finish dates October April 2012 The project's total budget ceiling The project's main goals Controlled at programme level The effective utilisation of total resources in determining tax is an objective and expectation from regional management. The project shall devise measures with a probable overall potential for at least 20% productivity improvement in the parts of the determining tax area that are covered by the project. The project is a continuation of phase one, ref. the figure shown below. CI shall contribute to the ability of the Norwegian Tax Administration to adapt to users' expectations and changes in external conditions. This requires that the programme shall, in collaboration with the line, incorporate smart and effective work processes that ensure high productivity, good quality and equal treatment in the day-to-day work of each region and right across the regions. The programme shall help the regions to create a culture in which s involve employees, get to grips with challenges and opportunities and implement the necessary measures so that the Tax Administration's processes and their results are continuously improved. Every project undergoes three phases. The first two phases are approximately five months each, while phase three "lasts for ever". The projects shall enable the line to take over its responsibilities in both the regions and the directorate.

4 tekst die u Page: 4 of 21 Process improvement Management of continuous improvement Culture of continuous improvement Streamline and standardise work processes Clarify quality requirements Collaboration between all regions Test measures in one region Initiate improvement measures in all regions Train s at levels 3 and 4 Sessions right across regions to improve equal treatment Continuous employee improvement locally Coordination of improvements Exchange of best practice right across regions The purpose and content of the three phases in brief. This is a general description for all CI projects. Details of the implementation of phase two of the CI Determining Tax project are given in the other sections of the mandate: Phase 1 - Streamlining work processes Phase one is largely project-driven and focuses on a consistent and total review of the work processes to establish clear quality requirements and eliminate waste, i.e. issues relating to result achievement, case processing times and service to the user. The common improvement measures that the project group arrives at shall be tested out in one or two groups in the regions (pilot) to evaluate and provide a reliable estimate of the effect of the measures. However representatives of all regions take part in devising the measures and discussing the evaluation of the test. Phase 2 Management of continuous improvement Phase two is about implementing the common improvement measures that have been found, described and tested in phase one and training s to pursue continuous improvement as part of day-to-day production. Management development with the focus on management of continuous improvement is implemented for first line s and their s in the relevant service area through project sessions. The sessions are used to share experiences across regions and ensure identical introduction of improvement measures. There will also be a strong focus on establishing tools and instruments to control production from day to day. The s are trained in how to look for potential for improvement every day, involving employees in problem solving and following up closely, so that small improvements are constantly implemented. Tasks are performed in the line in between sessions. Managers and regions are supported in this work by a process adviser who ha special competence in the necessary methods and tools. Phase 3 Culture for continuous improvement Phase three is about incorporating continuous improvement as a permanent form of management and work in the agency. The will require a culture that is marked by openness, curiosity and the will to learn from each other. Continuous improvement is based on many of the same principles as a learning organisation. Organisation that themselves drive continuous improvement are characterised by: identifying problems and opportunities, devising actions, implementing actions and measuring their effects. In phase three, the lines in the regions and the relevant roles in service management will take over responsibility for further work, but the process advisers will continue to follow up and advise where needed. The project withdraws completely during the course of phase three.

5 tekst die u Page: 5 of 21 2 Goals and purpose The purpose of the project is to streamline and improve the work processes so as to ensure simpler and smarter handling of tasks in determining tax. The measures the project arrives at shall as far as possible cover the entire value chain. This shall lead to unified and correct quality in the process for taxpayers, at the same time as providing higher productivity, reducing case processing times, reducing arrears, improving taxpayers' perceptions, improving the employees' job satisfaction and providing consistent, predictable and correct quality. The work processes shall be streamlined through improved productivity, reduced case processing time and reduced arrears. In order to achieve this, there must be a focus on: Right first time - less repeat work caused by lack of documentation early in the case process Transferring best practice for good working methods from the most productive groups and case processors Turning focus and effort onto the right matters Reducing the number of steps/operations (e.g. letter issue) in the case process - removing time thieves and whatever does not create value Reduce waiting time (the time spent waiting for others to get further in case processing) by better interaction with the interfaces and simplified processes Possible simplification/adaptation of the rule so as to simplify case processing With regard to quality, the focus will be: Equal treatment and results for comparable cases/issues within the same region and across the regions Identifying and documenting what is the right (sufficient/good enough) quality In phase two, the project will also focus on increasing the competence level of employees and s in the regions in process development, value chain ideas and continuous improvement of processes. As part of this, CI shall contribute to the implementation of the Tax Administration's new platform and requirements for s. In phase two, group and section s will be introduced to continuous improvement. This includes how in day-to-day operation they can get the employees committed to improving the work processes and create better workplaces with motivated employees. There will also be a focus on the management of production and resources so as to ensure that production goals are met and employees used optimally in production. There will also be an emphasis on competence building for the purpose of creating the necessary resource flexibility in each group and section. It will be a goal of phase two and beyond to incorporate continuous improvement into the whole service area, including with regard to service management (service dialogue), technical management (technical dialogue) and resource management (control dialogue). It is a further goal to get structures in place to ensure that continuous improvement occurs in a coordinated, controlled and targeted manner in each region. This will require that continuous improvement not only lives within the individual group, but also has a focus at section, department and regional management levels. Good measures from one group must be spread to other groups in the region and to other regions with the aid of service developers and the service forum. In the

6 tekst die u Page: 6 of 21 same way, problems that cannot be resolved within the individual group must be raised to the right level in the line or in the service forum. It is a goal that the project shall lead to a higher level of job satisfaction among employees as a result of closer involvement, the opportunity to influence, giving responsibility and a better total understanding of the determining tax area. In the same way, we expect taxpayers to be more satisfied as a result of correct assessment processing, equal treatment in equivalent cases and greater predictability. CI will be a tool for realising the objective of optimising the utilisation of resources in the regions. The project will help to create potential gains for determining tax through the measures that are introduced and by incorporating CI into day-to-day management and operational work.

7 tekst die u Page: 7 of 21 3 Effects of the project During phase 2, the improvement measures from phase 1 shall be introduced in all regions. It is expected that the measures will begin to five effects in phase two, but the effects will become more visible in phase three, i.e. six months after the measures have been introduced. Some of the measures that were tested in phase one cannot be introduced before phase three. This is because they are linked to tasks in which there is no activity during the phase two period, such as the basis period for assessment. It is also a central goal that departmental directors, section s and group s shall be enabled to operate continuous improvement in their own regions. This is vital if CI is to succeed in becoming a permanent form of work. 3.1 Effect goals During phase one, the project has worked on and designed many measures that were tested in phase one or will be tested in phases two and three. These measures support the programme and project effects goals, mainly aimed at the processes (table below). These and the gaols for management (phase two) are given in the table below. The regions themselves shall work on realising these goals through their work on the gains plan in phase two. This work is done in order to make clear what the effect goals mean for the regions, as well as to estimate what improvement effects are expected to be achieved. Preliminary work has been done in phase one on estimating anticipated gains from the measures that have been devised. This will be the starting point for the work on gains plans in phase two. The work processes shall be streamlined through improved productivity, reduced case processing time and reduced arrears. In order to achieve this, there must be a focus on: Effect goals Measured by Project goals Increased productivity Improvement o work processes is measured by increased productivity - accomplishing the same with fewer resources or producing more with the same resources. Number of cases per per employee (full time equivalent) on average Considerably reduced case processing time Case processing time also includes time spend waiting to get the right information. Case processing times for each service Equal treatment of identical cases Employees find that there are clear quality standards The agency's ability to fulfil quality standards increases Fewer faults and deviation from agreed quality There is no standardised way of measuring quality or faults and nonconformance right across the services. CI indicator study - score on: We have established clear quality requirements for our work processes In our unit we treat all cases in a standardised and identical way Spot checks/internal audit Quality indicators are decided by service. Should reflect number of faults number of cases that are redone after complaints variation/departure from routines

8 tekst die u Page: 8 of 21 Increased involvement of employees Leads to commitment and more responsibility for the total result Increased job satisfaction among employees Increased job satisfaction among employees is achieved through increased involvement in the improvement of their own workplace and of results Increased implementation of improvement measures Organisation that learns from each other right across units and regions Cross-region learning can be measured through the exchange of best practice and the number of meetings to exchange experience CI indicator study - score on questions: I feel that I am involved in improvement work I feel that we take a joint and total responsibility for delivering what is expected of us Employee surveys/ Indicator study. Question: "I am happy in my work" Average number of improvement measures carried out per employee per service area Number of improvement measures conveyed to other groups and regions

9 tekst die u Page: 9 of 21 4 The project's content and main deliveries 4.1 This is what happens in phase two Training, support and guidance of group s, section s and departmental directors in continuous improvement. Introduction of whiteboard meetings at group level and extension of management meetings to ensure daily problem solving, follow up of daily production/goal parameters, resource utilisation and improvement measures. Preparing gains plan for follow up and realisation of the effect of measures and continuous improvement Focus on the 's role, management training, employee involvement and competence building Exchange of experience between regions and planning activities that shall occur in the region between sessions Follow up of local implementation plans that are prepared between sessions Involvement of process advisers in each region to support the lines 4.2 Session plan and main topics Phase two will allow for three parallel implementation cycles (waves) because of the large number of s in the determining tax area. Four two-day sessions are planned for each cycle. Management meetings and other resource-demanding activities should be kept to an absolute minimum in the phase two period to avoid unnecessary stress on the organisation and ensure focus on the CI Determining Tax project. Other improvement measures must be channelled through the project for implementation so that we avoid having several parallel and uncoordinated implementations. This is a prerequisite for ensuring success. Session 1: Introduction to phase two and CI/LEAN, CI management part one, Process and measures from phase one, Process development part one, Familiarisation, Introduction to local planning Session 2: Goals management parts one and two, Gains plan part one, Communication and coaching management style, Arenas for continuous improvement, Process development part two, Initiating measures, Local planning Session 3: Whiteboard training, Gains plan part two, Handling resistance, Problem solving part one, Visualisation, Initiating measures, Local planning Session 4: Systematic exchange of experience, Gains plan part three, CI management part two, Problem solving part two, Personal development, Evaluation of phase two, The next steps and planning phase three There will be three two-day sessions in which day one is from and day to from Session two is extended to three days, with the extra day being used to review all the measures from phase one. This is at the request of the determining directors so as to avoid local sessions in a busy period before each wave.

10 tekst die u Page: 10 of 21 Session plan for phase two: Oct Nov Dec Jan Feb Mar Wave * Wave * Wave * Wave * * Session 2 is extended to three days Wave 1: Personal Wave 2: Personal Wave 3: Personal Wave 4: Company/Foreign 4.3 Project limitations Most of the measures that have been or will be tested will also be relevant for Foreign and Special Areas (Central Office Foreign Tax Affairs, central tax offices for large companies, Svalbard taxation, tax deducted at source for pensioners, tax register group 30 etc.). The project has not however handled specific issues for these areas. The project has not handled the Committee Processing of Complaints process. It is proposed that foreign tax affairs, special areas and committee work are handled in their own CI projects. Even so the s of these areas shall participate together with other s in phase two of the CI Determining Tax project. Since we shall have one session less, we have had to prioritise and decide on topics and tasks that can come out of phase two and instead be performed locally in the regions in phase three.

11 tekst die u Page: 11 of Delivery plan The ID column states which technical area the mandate applies to, e.g. FS1 stands for Determining tax delivery 1. The delivery date column also includes B1, B2, B3 and B4, which indicates which wave it applies to: B1= Wave 1, B2 = Wave 2 etc. ID Delivery name Description Deliv. Date Responsi bility Assistance (B) and quality assurance (Q) Approval FS1 First management session completed Training in tools for continuous improvement and arena for the exchange of experience between regions. Central session plan for phase two followed, regional status reported from the regions in local implementation plans. 26/10-11 (after session 1, B4) Project Programme resources Process advisers Programme FS2 Second management session completed 7/12-11 (after session 2, B4) Project Programme resources Process advisers Programme FS3 Improvement measures from phase one initiated Commenced implementation of mandatory and priority voluntary measures in accordance with regional action plans. (Some measures cannot be initiated before phase three.) B1 = 16/11-11 B2 = 22/11-11 B3 = 28/11-11 B4 = 5/12-11 (to second session) Group / section in each region Service developer and/or the region's representative in phase one Dept. dir. FS4 Measurement parameters established and regional zero point measurements performed Select measurement parameters for measuring improvements and gains estimates. Measurement categories: productivity, case processing time, quality, arrears, employee job satisfaction and customer satisfaction. Measure zero point. B1 = 4/1-12 B2 = 9/1-12 B3 = 17/1-12 B4 = 24/1-12 (to third session) Project The programme and dept. dir. Region dept. Decided together with gains plan FS5 Measurement parameters established for whiteboards and routines for updates Initial parameters for operational followup of production at group level and routine for regularly obtaining figures B1 = 4/1-12 B2 = 9/1-12 B3 = 17/1-12 B4 = 24/1-12 (to third session) Group The project Section /depart mental director FS6 Third management session completed 25/1-12 (after session 3, B4) Project Programme resources Process advisers Programme FS7 Arenas established for continuous improvement and roles connected with them clarified Whiteboard meetings, extended management meetings, problem solving meetings (Whiteboard meetings and extended management meeting should be in place before session three and problem solving meetings for session four.) B1 = 14/2-12 B2 = 28/2-12 B3 = 6/3-12 B4 = 13/3-12 (to last session) Group / section in each region Process adviser Dept. dir. FS8 Fourth management session completed 14/3-12 (after last B4 session) Project Programme resources Process advisers Programme

12 tekst die u Page: 12 of 21 ID Delivery name Description Deliv. Date Responsi bility Assistance (B) and quality assurance (Q) Approval FS9 Continuous improvement introduced as a form of management and work Project management is responsible for assisting delivery through: - support and guidance to the regions from the regional process advisers as needed and on request - providing competence and exchange of experience at the sessions - follow-up and exchange of experience between the sessions, primarily through video conferencing 14/3-12 (after last B4 session) Group / section in each region Process advisers Project management Programme resources Departmental director FS10 Gains plans Plan for achievement of gains Establish routines for further measurement and follow-up. Comment: believe we shall probably need one plan per section. B1 = 29/2-12 B2 = 14/3-12 B3 = 21/3-12 B4 = 28/3-12 (two weeks after last session) Group / section in each region The project and dept. dir. Steering group management meeting FS11 Regional plan for phase three On the basis of regional status and a self-evaluation against overall CI objectives at the end of the phase, a regional plan is devised for the first six months of phase three B1 = 29/2-12 B2 = 14/3-12 B3 = 21/3-12 B4 = 28/3-12 (two weeks after last session) Group / section Departmental director FS12 Final report, inc. plan for handover to the line and further work in phase three In accordance with template 7/4-12 (three weeks after last B4 session) Project Group /Sectio n s and programme Steering group

13 tekst die u Page: 13 of 21 5 Organisation, responsibility and staffing 5.1 Programme management Through the programme organisation, the project has anchorage and decision making authority right up to the management of the Tax Administration. The steering group consists of Jan Christian Sandberg (chair), Øivind Strømme, Karl Husabø, Svein Rune Greni, Lucie Aunan and Per Morten Ek 5.2 Project management The project is responsible for ensuring good training and exchange of information between the regions at the sessions, as well as facilitating the execution of the regions' tasks between sessions. The project shall support and guide the regions in continuous improvement, so that they will be enabled to further a culture that is characterised by daily improvements even after the project phase is over. Project The project has overall responsibility for the progress of the project, deliveries and the methodical approach. Planning the project Devising session plans and preparing for the sessions Facilitating the session work in collaboration with the service owner Ensuring progress according to plan Support and guidance in the introduction of continuous improvement Reporting project status and results to the programme Responsible for methodology in the project and for ensuring that the programme's concept and method is used in project implementation Process developer The process developer shall support the project in planning and executing the project. 5.3 The regions' roles and responsibilities The success of the project depends on the line setting aside time, accepting ownership of goals and implementation and actively contributing to realising the project's anticipated effects. Mandatory participation Participation at sessions. The sessions must be a priority. In the case of illness, a substitute attends. Perform tasks in advance of sessions in accordance with local implementation plans. Introduce continuous improvement and associated measures in accordance with local implementation plans, including Start-up and information meetings with employees Whiteboard meetings Initiating measures Problem solving meetings

14 tekst die u Page: 14 of 21 Identifying and implementing new improvement measures Reporting progress to departmental director and the project Devising gains plan Follow-up in the line The improvement work shall be followed up throughout the line in accordance with local implementation plans in phase two and gains plans in phase three. Continuous improvement is followed up as a regular item at section meetings (department meetings where there is no section ), with service developer and process adviser present. CI should be a weekly topic so as to keep up the pressure on the work. Continuous improvement is a regular item at departmental director meetings (monthly) Work on continuous improvement is followed up by the regional director at least quarterly Continuous improvement is linked to ordinary results follow-up in accordance with gains plan and ambitions 5.4 Brief description of roles (the information about responsibilities of the various roles described in point 6.3 must be seen in context with the role descriptions described here.) Departmental director The departmental director is responsible for setting goals and ambitions for the improvement work within the function area, based on the potential revealed in phase one. The departmental director should also ensure that the work of introducing measures goes as planned. The departmental director must help to clarify what can have reduced priority while the introduction of CI is going on. Section The section is responsible for ensuring that continuous improvement is introduced in his or her section in a way that makes it a permanent form of work. The section is responsible for planning how process advisers can help to get group s properly under way. The section shall establish roles and arenas in relation to continuous improvement, hold extended section meetings, devise a gains plan, implement measures from phase one and prepare a local implementation plan, as well as ensuring that new improvement measures are exchanged between groups. In those regions where there is no section, the departmental director takes this role. Group The group shall implement continuous improvement in practice in his or her group. The group must ensure the involvement of the employees in this work. As a minimum there shall be weekly whiteboard meetings, in addition to information meetings during start-up, implementing relevant measures from phase one, identifying and implementing new improvement measures, participation in extended management meetings and initiating problem solving meetings. Process advisers Process advisers shall support management in achieving the goals for phase two.

15 tekst die u Page: 15 of 21 Tasks: Be a driving force for introducing continuous improvement (method and tools) in the relevant service area Guide s in the execution of the region's tasks between project sessions in phase two. Participate in whiteboard meetings with each to help to satisfy implementation and be a discussion partner for the after the meeting Assist with local training and guidance for employees Participate in extended management meetings throughout phase two The service owner's role The service owner, together with the project, is responsible for content and implementation so that CI becomes well incorporated in the regions Tasks: CI is introduced as a tool in the service forum Establishing a service forum that handles proposals for change to processes as well as the system Conveying the measures from phase one to the s during the phase two sessions Ensuring the technical quality of the measures Making consistent priorities in line with the gains plans that have been prepared Being a driving force for implementation of project activities, along with the project The service developer's role The service developer, together with the service owner, is responsible for ensuring that CI is well incorporated in the regions Tasks: Help in the introduction of CI as a tool in the service forum Help to establishing a service forum that handles proposals for change to processes as well as the system Conveying the measures from phase one to the s during the phase two sessions, together with the service owner Ensuring the technical quality of the measures Technical council In phase two the role of the technical council is not as central as it was in phase one. The technical council is however available to give advice in important issues the project may encounter during phase two. Extended management meeting/improvement team The extended management meeting is created before the first session in phase two and consists of the group s, section (departmental director where there is no section ), service developer and process adviser. Key tasks for the extended management meeting: Create a culture for continuous improvement in its own region

16 tekst die u Page: 16 of 21 Ensure understanding of and involvement in improvement work in its own region Ensure that measures are implemented and gains are realised Assist in problem solving and channelling improvement measures to line, technical or service dialogues Facilitate the exchange of improvement measures across groups Give feedback on status in the region to the project Assess the need for involvement of employee representatives in connection with measures in its own region

17 tekst die u Page: 17 of Staffing plan for the project The staffing plan includes resources that are part of the project in phase two. Agreed participation in the project is about the percentage of time set aside for project work. The regions themselves must decide on resource usage. The programme Øyvind Roseth Elin Bekkelund Organisation Participation in the waves Role Project Process developer Gunn Bente Flatebø Process developer (50%) Persons from concept and method in the CI programme will also support the programme through phase two. Service developers Organisation Participation in the waves Role Marit Henriksen SKDIU All Service owner Svein Farså Tax North 3 Service developer Oddvar Morgan Aune Tax Central 1, 2, 4 Service developer Georg Hadland Tax West 1, 2, 4 Service developer Borgar Kaasa Tax South 3 Service developer May-Britt Prestøy Tax East 1, 2 Service developer Lars Vasskog Tax East 4 Service developer (company) Process advisers Organisation Participation in the waves Role Kristin Larsen Paulgaard Tax North 3 Process adviser Roar Venås Tax North 4 Process coordinator Siw Inger Monsen Tax North 1 Process adviser Bjørnar Mogstad Tax Central 2, 4 Process adviser Gunn Helen Stieng Tax Central 1, 2 Process adviser Hilde V. Markussen Tax Central 4 Process coordinator Roger Kirkefjell Tax Central 2 Process adviser Toril K. Teveldal Tax Central 1 Process adviser Aud Tønnessen Tax West 3 Process adviser Knut Nilsen Tax West 4 Process adviser Mildrid Fenstad Tax West 2 Process adviser Brita Rostrup Tax East 4 Process adviser

18 tekst die u Page: 18 of 21 Process advisers Organisation Participation in the waves Role Marit Linnstad Grønnæss Tax East 2 Process adviser Ola Kristoffersen Tax East 1 Process adviser Tove H. Fredriksen Tax East 2 Process coordinator Elin Arntzen Tax South 3 Process adviser Lise Marie Fjeldli Tax South 3 Process adviser Mona Therese Fivelstad Tax South 3 Process adviser Morten Tveite Tax South 3 Process adviser Nina Bekkvik Tax South 3 Process adviser Sissel Eilefstjønn Tax South 4 Process adviser

19 tekst die u Page: 19 of 21 6 Project implementation 6.1 Form of work The project is implemented as an interaction of central sessions and operational work in the regions. The project shall follow the programme's methods and framework for implementation and any deviation from the central session plan shall be agreed with programme management. The programme for continuous improvement contributes training activities, an arena for the exchange of experience and support for planning local implementation. The project shall function as a support for operational work and be a natural part of the operations. Prioritising of new measures and when they shall be introduced shall mainly be done in the individual region, unless other wise decided by e.g. the department directors or service forum. Local meetings and workshops Local meetings take place between the central sessions. These are described in the local implementation plan, which is planned during each session. 6.2 Reporting Following up on progress Status reports shall be given of the work that occurs in the regions in between sessions. The purpose of the status reports is to ensure follow-up of the tasks that were discussed and agreed for local implementation during the central sessions. The programme's templates for local implementation status reports are used for this purpose. This is a simple and practical report template that focuses on activities and their implementation. Project reporting to the programme The project reports to the programme every month. The target group is the programme's steering group and the portfolio committee. The programme's template for status reports shall be used, so that the report can be used in several contexts without modification. There are also status meetings with programme management every two weeks with the focus on progress, deliveries and milestones. Necessary clarifications can be made in these meetings.

20 tekst die u Page: 20 of Information The satisfactory dissemination of information is a key tool of continuous improvement, in order to contribute to insight, knowledge and anchorage. The project's progress, decisions, results, success stories, tips, presentations from sessions, minutes of meetings, photographs of sessions, whiteboard meetings etc. could all be examples of things that can appropriately be shared with others. The project is responsible for conveying relevant project information to defined target groups. In order to do this in a structured way, it is appropriate for the projects to devise a simple overview of activities that captures what is relevant. Refer otherwise to the programme's communications plan, which gives further guidelines. The programme expects in particular: that the projects contribute in formation that can be used on Skattenett and in Skattebladet. that the regions ensure that the trade unions are satisfactorily informed that information about the project is given in relevant fora and meetings that both project management and project workers actively use Sharepoint (see below) that the projects ensure that information is given to process advisers o Process advisers are key to local implementation. The project is responsible for ensuring that process advisers are involved, for example in connection with consultation on relevant topics and drafts, using them actively between sessions and last, but not least, it is important to inform about central conditions in the project Sharepoint The programme will make use of Sharepoint and it is expected that the project area is actively used throughout the project period. All employees of the agency are given reading rights to the programme's Sharepoint pages, but project participants also have writing rights. It is expected that: All written information about the project is entered on Sharepoint Users will always be able to find the latest versions of applicable documents on Sharepoint At least one news item will be entered in each period between sessions Otherwise, refer to the programme's user guidelines for Sharepoint; in addition to tips for use, these also contain information about storage, netiquette etc. Archives in ELARK The project shall ensure that mandates, approved gains plans and final reports are archived in ELARK.

21 tekst die u Page: 21 of 21 Appendiks A: Amendment summary Version Date Description of amendment Performed by Took as a basis the template for the project Elin Bekkelund mandate for phase two and the mandate for VAT - mandate begun with updates and detailed information as well as tentative delivery dates Updated with project participants and the role of Elin Bekkelund service developer, as well as other minor adjustments Updated with input from the determining directors, as well as other minor adjustments. Elin Bekkelund