Improving on site

visibility

Tailored services

Improving customer

relationships

Case Management

Resource Management

Workflow

IntegrationProof of Concept Technology

Self Service

Its more than Mobile Working

Workflow

We work for our manager!I work in the service division/ operational division…

Does this look familiar?

I am just a poor

customer!

Our starting point – understanding how we deliver services now, and where we want to get to – including the new technology to support us.

Workplace Support

To Be Process MapsAcceptance Testing

New Businesses Processes and/or improved systems

Customer Services Operator

Balance / CreditInformation Required

[TS2 - IACT / IAPS / WAGN][ProphIT - Summary Screen]Obtain balance / creditinformation

[TS2 - IACT / IAPS / WAGN][ProphIT - Summary Screen]Provide balance / creditinformation to cardholder

Balance / CreditInformationProvided

Assess if letter isrequired

[TSYS - RCAC]Send Letter

Letterrequired

Assess if anotherservice required

N o letterrequired

N o additionalservice required

Go to Process...Additional servicerequired

Integrated Design

Design Principles

Current issues

Options for improvement

Critical Success FactorsProcedure Manuals (paper

and on-line)

We can consider any currently in-scope processes ….

What are we developing/testing?

Improving customer

relationships

Demo

Panconnect a mobile CRM

Improving on site

visibility

Locality Task ManagementCase Management

and Work Flow

Self Service Tailored

services

Customer Self-Service Portal

Resource Planning Life Cycle

8

Forecasting

PlanningImplementation

Review

Forecasts Based on Historical TrendsVolumes ADJ Volumes ADJ Volumes ADJ Volumes ADJ

Task Jan +/- Feb +/- Mar +/- Apr +/- May +/-P1 25 -75% 600 200% 300 200 -50% 1000 100%P2 100 200 100 100 100P3 100 200 100 100 100P4 100 200 100 300 100P5 100 200 100 300 100P6 100 600 200% 300 300 400 300%P7 100 200 300 300 150P8 100 200 300 300 200P9 100 200 300 300 200P10 100 200 300 300 300

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecContact Centre Resource Variance +/- 0.45 -0.30 0.38 0.00 -2.34 -0.19 -0.14 -2.51 0.19 0.76 0.75 0.55Buisness Support Resource Variance +/- 0.03 -0.19 0.04 -0.01 0.01 0.04 0.04 -0.06 0.04 0.04 0.03 -0.04Voids and Lettings Resource Variance +/- 0.11 -0.11 0.11 -0.35 -0.83 0.07 0.08 -0.01 0.07 0.06 0.07 0.01ASB Resource Variance +/- 1.67 1.42 0.56 1.22 1.04 1.57 1.52 0.83 1.32 -0.95 1.57 1.52Complaints Resource Variance +/- 0.24 -0.16 -1.87 -0.55 -0.48 0.15 0.16 -0.75 -0.36 0.15 0.14 0.05

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecOverall Resource Variance +/- 2.49 0.67 -0.78 0.31 -2.60 1.64 1.66 -2.50 1.27 0.05 2.55 2.10

Volumes 475 1400 2275 1400 2950 1000 1050 2150 1200 2510 500 550FTE Requirement 0.91 2.83 4.28 3.19 6.10 1.86 1.84 6.00 2.23 3.45 0.95 1.40Headcount Position 3.40 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50

-3

-2

-1

0

1

2

3

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Overall

May need to recruit new staff

Potentially cross train staff to support August’s deficit

Time SlotCalls

ForecastedCalls

OfferedVariance to

ForecastCalls

AbandonedCalls Handled

in SVLForecasted

StaffNet Staff +/-

15 Min SVL

Running SVL Notes

08:30 15 16 7% 2 14 8 7 -1 87.5% 87.5% 1 Staff called in sick08:45 17 21 24% 0 20 8 7 -1 95.2% 91.9%09:00 20 20 0% 1 17 9 9 0 85.0% 89.5%09:15 18 20 11% 5 15 8 8 0 75.0% 85.7%09:30 25 22 -12% 0 22 7 7 0 100.0% 88.9%09:45 30 28 -7% 2 26 7 7 0 92.9% 89.8%10:00 28 28 0% 0 28 8 6 -2 100.0% 91.6% 2 Staff Allowed to have 121's10:15 27 25 -7% 5 20 8 6 -2 80.0% 90.0% 2 Staff Allowed to have 121's10:30 15 18 20% 0 17 8 6 -2 94.4% 90.4% 2 Staff Allowed to have 121's10:45 15 16 7% 0 14 8 6 -2 87.5% 90.2% 2 Staff Allowed to have 121's11:00 19 19 0% 0 18 10 6 -4 94.7% 90.6% 4 Staff Realsed to support project11:15 20 25 25% 0 22 10 6 -4 88.0% 90.3% 4 Staff Realsed to support project11:30 24 29 21% 5 18 10 6 -4 62.1% 87.5% 4 Staff Realsed to support project11:45 22 28 27% 3 18 10 6 -4 64.3% 85.4% 4 Staff Realsed to support project12:00 20 24 20% 3 19 10 6 -4 79.2% 85.0% Calls have been running 20+% over forecast - Pulling Project12:15 32 39 22% 3 36 10 10 0 92.3% 85.7% 4 staff back on the phones12:30 30 35 17% 0 34 10 10 0 97.1% 86.7%12:45 35 41 17% 2 38 10 10 0 92.7% 87.2%13:00 37 43 16% 0 43 10 10 0 100.0% 88.3%13:15 35 42 20% 0 42 10 10 0 100.0% 89.2%13:30 41 48 17% 0 48 10 10 0 100.0% 90.1%13:45 3814:00 3414:15 3214:30 2214:45 2515:00 2215:15 2115:30 1815:45 1616:00 12

Workloads are forecast based on historical trends and feed into the resource planning model

Daily performance is captured and constantly incorporated into the review data

Once high level planning been agreed this then informs the daily plan, which is used to manage workloads through the day and report when things do not go to plan

Based on analysis of the review data forecasts may need to be adjusted and the cycle begins again

Live Time Capacity Planning

Real Time Performance (Managers & Staff)

First Time Resolution

Increased Customer Focus and Satisfaction

Bespoke Dashboards

Increased Efficiency and Productivity

Highly Visible, Well Informed Staff

Outcomes

Engagement using different channels

Video Conferencing, Social Media, Self service

Supporting vulnerable customers

Tailored services based on customer insight and the right toolsRisk Based Management and Support

Better customer focus : Management By Fact

Customer and property data - statement

Leaned processes: Design Against Demand.

Systems for integration & Performance information

Utilisation of Housing management

system is changing

moving towards a data warehouse and canopy products that allow us to get the most out of our databases

Future Direction