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Complex process for issuing CPR numbers

International House issues 20,000 CPR numbers annually to international citizens who come to Denmark to work, study or as accompanying spouses. International House cooperates with the State Administration, SIRI and SKAT in connection with the assessment of the basis for residence for entry, and they carry out the role of service provider for approximately 30 municipalities. CPR numbers are issued in connection with the international citizens bringing all documentation to a physical meeting with the case managers at International House.

At International House, the focus was on rethinking the physical meeting where the international citizen meets a caseworker. During the meeting, the citizen sat with a caseworker and waited for the caseworker to review the documentation, which typically took more than 25 minutes. It happened that the citizen's documentation was not sufficient, so the meeting was interrupted and a new physical meeting was needed. A heavy and time-consuming process that resulted in waiting times of up to 4 hours, and which created frustration for both citizens and caseworkers.

Improved citizen service and shorter wait times

Through a self-service solution and a well-described case process, International House has significantly improved citizen service to international citizens. Physical meetings are no longer interrupted due to lack of documentation, and citizens experience that caseworkers are well-prepared for the meetings. In practice, this means that the duration of the physical meeting between citizens and caseworkers has been reduced by at least 50%.

In 2019, the Municipality of Copenhagen nominated the project at International House for the national Digitization Award.

The number of simultaneous applications has been spread over a longer period thanks to the self-service solution. Citizens can complete the applications from home, and case managers can continuously review the application. The traditional peak periods, i.e. around January and September when approximately 1,000 new students need a CPR number, have become much flatter. This means that the long waiting times of up to 4 hours have been significantly reduced, which is a great benefit for both citizens and case managers.

By introducing a checklist approach to case processing, there is greater certainty that case processing is carried out in the same way and that citizens are treated with the same quality. The physical division into front-office and back-office has increased the quality of case processing, and the increased transparency has made it faster to find any errors. It has become easier to adapt the correct response to the specific citizen's situation, and case handlers have increasingly started to work together on the tasks. When several employees collaborate on a case, there is better quality assurance, and they can utilize each other's core competencies.