CiviCase is a tool for tracking and managing sequences of interactions between people in your organisation and contacts in CiviCRM. It's similar to a case management system. In addition to tracking and managing your organisation's interactions with clients or constituents, CiviCase can also help you manage internal organisational interactions.
Cases are used to track complex interactions or communication processes. A case can be used to:
CiviCase relies on Activities. To learn about how they work, see the Activities chapter.
Organisations have employed CiviCase in a wide variety of situations. Here are a few examples of different types of organisations and how they might employ CiviCase.
A legislator's staff manages hundreds of interactions with constituents and communities daily. Legislative staff can manage and track these interactions while avoiding duplicating work (for example, if a constituent calls in about a topic that a staffer is already working on). CiviCase also automates the task of remembering and scheduling follow up activities by presenting staffers with a list of upcoming case activities that require their attention.
CiviCase came in handy to track a series of related tasks that legislative staff do as a result of interactions with constituents, including:
An organisation administering a health department grant programme to distribute several million dollars worth of grants used CiviCase to manage the grant applications process. When interested parties submitted their initial applications, a case was automatically created to manage each. The case created contained several activities which were automatically assigned to different staff managing the application process.
In this instance the users were actually from three separate organisations who each had to apply their assessment of the application in turn. First, a basic initial assessment was made to check that certain criteria were met. Then an external organisation made a more technical assessment. The activities were all offset from the start of the case by the number of days in which it was anticipated they should be completed and a coordinator from each organisation assigned the case activities to members of staff according to their capacity as they came in.
At various stages in the process the status of the case was changed for one reason or another. In this process the main options were:
Even though there were thousands of applications and tens of thousands of parts of the application review process, the coordinators from the first two organisations assigned activities to staff members so they each saw a case dashboard showing only the work assigned to them, helping them focus their energy on just their segment of the applications.
For the final assessment, the two organisations hired an external organisation to process the remaining applications. For this process, a review committee was able to view the key details of applications with different statuses, and finally, just the summary details of all applications with an accepted status to make a final determination.
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