It began with an out-of-date mail and archiving system that desperately needed replacing. The municipality of Den Helder got in touch with BCT Guiding Documents for this. As time passed, the assignment became more elaborate, with a document management system, work-flow management and other solutions. In a rapid tempo, Den Helder went 'digital'. And now, Den Helder leads the way in digital working.

The municipality of Den Helder approached BCT with the plan of action. Jan van der Veen of the municipality: “We said: if you can guarantee that we can manage everything, then you are our choice. And they could. Three separate document flows with the municipality’s processes would have to be digitalised: the letters in circulation, invoices and payment orders and reports or customer contacts in circulation. A basis database was also required where a link was made for each physical object within the municipality, such as houses, plots and the like, to land registry information, zoning plans, soil information and building permits. In addition, a single, uniform municipality address book was required.  The systems should connect to task-directed application systems for both front and back-office and the information should be accessible for everybody.

The DMS system including work-flow management was incorporated into the assignment. Next to it, fifteen employees of the department of Documentation Information Provision (DIP) all underwent training in the change-over to the new system.

The invoices the municipality receives are automatically linked to the financial system of JDEdwards. In this way, these documents can be processed for a large part automatically. The invoices can also be viewed from the financial system as images in CORSA, which makes it easier to consult them again.

“The automatic registration of documents has many advantages,” says Van der Veen. “You can no longer lose forms, which means you do not have to make unnecessary requests to the citizen. Because CORSA works very quickly, you no longer have any delay in paying out the benefits. In addition, it also saves man-hours and we can deploy these employees elsewhere. This is real quality improvement.” Schippers: “Employees also have time for other work which would otherwise have remained untouched.”

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