The core business of a municipal social service is to support people who do not succeed on their own to a self-supporting life. Approximately one quarter of all employees is directly involved in this; another quarter is involved in timely and justly payment of benefits; one quarter is involved in additional services such as support in solving debts and integration of refugees, and one quarter is overhead. The 25% of employees involved in the core business of their organisation, on average spend 30% of their working time on direct client contact. Intensity and quality of client contact is one of the most important success factors. If we could double the 30% contact time to 60%, and double the number of people for whom client contact aimed at stimulating self-sufficiency is an essential element of their job, a massive increase in efficiency and effectiveness can be realised. From this perspective we then look at the organisation and the people, the strong points and the possibilities to expand these in the right direction, what people need for that, and what dead weight and inefficiency can be taken out. Normally a lot of dead weight consists of control that follows from insecurity and distrust – often also from the side of commissioners. Strengthening trust and responsibility increases efficiency and effectiveness considerably: +Confidence.

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