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Peter Prior-Mills, Gayle Peacock,
Anne Allaker
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®
Item: Detail/output: Timing:
Welcome , introductions and Everyone understands purpose of the session and objectives for 11:00
background the day
IT requirements Group discussions on IT requirements for branch view tool. 11:45
Each group to look at specific areas and work through lower level
requirements
Lunch 12:30
Group feedback Each group to present back views on requirements 13:00
Full group discussion on Open room discussion to capture extra requirements 13:30
requirements
Extra requirement Open room discussion to capture extra requirements 14:00
Capture of:
eNon-functional requirements
eRisks/issues
eOther business activity that needs to be considered
eConsiderations for implementation
Meeting next steps and close 14:30
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Post Office®
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Branch Support Programme - CS
Background
To address the concerns of some subpostmasters over recent years about
Horizon, the Post Office commissioned forensic accountants, Second Sight in 2012
to undertake an independent review of the cases.
The interim report was published in July 2013 and whilst the report identified
that there were no systemic issues with the Horizon system, it suggested that
Post Office should examine the training and support offered to it subpostmasters.
As a result the Branch Support Programme was established to review
the lifecycle of the subpostmaster’s experience with Post Office; to “fix” the issues
identified in the Second Sight report and the subsequent mediation cases and
to ensure any lessons learnt are factored into future ways of working.
(
a
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Branch Support Programme - CS
Background
¢ One of the issues the report highlighted the following:
¢ Lack of timely, accurate and complete information provided to
subpostmasters to support them in resolving issues
¢ Lack of centralised data or files specific to each branch which hinders a
quality investigation from taking place.
The investigation undertaken by the Programme highlighted/confirmed the following
issues:
¢ Inconsistent record keeping by internal teams or contact made with branches
¢ Inconsistent quality of information retained by teams
e Lack of consistent processes or workflows between different teams within a
process
¢ Lack of timescales to resolve branch issue, coupled with lack of monitoring of
issues (>
_— Ke
fos R6nsistent sense of “ownership” of different issues
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Branch Issues - Business As Usuafa
Multiples
Mgmt.
FSC generate
TC’s
FSC calling to
prevent TC’s
(multi teams e.g.
ATM, lottery,
banking etc)
Field team to
resolve
Scheduling Client/Partner
~N
Branch I
Support
‘ FSC or
NSBC
Crown ASM
ae
Known
—— :
transactional
issues
Branch Standard /
NBSC outbound
Proactive conformance
-DVLA
-ATM balancing
-Compliance Test
(Managed Services)
and Managed
Service Directly
Client driven issues
Zn
_
Sustotrier Process is
«Workload drive
Managed Client Contract driven
Services «Transaction Process
«Customer behaviour
*Data protection
Contact
Manager
Suppliers
For financial
issues All Network Field
al teams
<———_________ Customer Care
Security checks
(Scratch cards)
Suppliers direct calls
Branch Support
Calls
— individual customer
complaints
Wincor, Romec,
Ingenico, Cogent etc
-Client driven
Post Office®
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Slide 5 Notes
ALSO
GENERALL FOR ALL SLIDES - WHY DO WE MANAGE CROWN AND AGENCY SEPARATELY (BOTH MUST HAVE SIMILAR ISSUES,
COULD WE BE LEARNING BETTER, MAKING IT LESS OF AN US AND THEM)
SUPPORT FOR SPMRS — NEED TO FORMALISE THIS AND MANAGE BETTER
SUPPLIERS — EXAMPLES WHERE WE ARE NOT MANAGING HOW OUR SUPPLIERS MANAGE/WORK WITH SPMRS
NO MI ON HOW OFTEN OR HOW GOOD INTERACTIONS WITH BRANCHES ARE (AND WHETHER WE DEAL WITH THERE ISSUES)
ALSO NEED TO THINK ABOUT HOW WE CHANGE SPMR BEHAVIOUR (GET THEM COMFORTABLE USING THE PROCESSES)
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Branch Issues - Business As Usuda
Field team to Customer
7 resolve
Scheduling Client/Partner
~N
Branch I Managed
Support Services
‘ FSC or
NSBC
Crown ASM Contract
i Manager
Multiples Mg 9
Mgmnt. oN a
Unknown
NFSP
< ee :
transactional
issues
Social Media
(official and
unofficial)
Senior MP’s JFSA
Stakeholders
Process is
-Workload drive
*Client Contract driven
«Transaction Process
«Customer behaviour
*Data protection
Post Office®
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Branch Issues — Equipment and T&S
Mobile vans
Cash carrying case
Career =
Date stamps
Currency rent
oe
Scales
Roller cash
HSD —> Fujitsu
NBSC
Horizon
Branch
Locks \\eo Alarms
Lottery
Phone lines
Depends whether
split billing in place
outsourced
engineer
Bank of Ireland
<_<
Wincor
4 Post Office
ATM Lo
77 Wincor
Post & Go
—> Paystation Ingenico
AEI——> Cogent
Safes ——> Romec or insafe
Camelot
Post Office®
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Slide 7 Notes
The branch is required to go to the supplier direct. No visibility is given to the types of branches who are experiencing equipment issues.
Escalation points will also be Area Sales Managers, Post Office personnel, Senior Stakeholders, NBSC, Crown Management and Paula etc. Once
it gets escalated, the issue resolution usually ends up in Dave Hulbert's area.
Branches going through the Network Transformation Programme and Crown Transformation are project managed. The main people who get
involved here are the FCA, the NCA and RLB. If there are multiple partner branches going through the process then there is also an
implementation manager involved in the process.
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How can we resolve this? >
The role of the Programme will be to embed the guiding principles into all teams
supporting the network, which are:
eStand in the subpostmaster’s shoes
*Treated with dignity and respect
*Right first time
The Programme will be looking at a number of improvement activities across the
organisation. However, underpinning this is the need for a common IT platform to
be used across all teams supporting or having interactions with our branches, to
create one branch view.
Purpose of today is to capture the requirements or the relevant teams across the
business to ensure the business can make an informed decision about the options
available and a fit for purpose tool is implemented.
(8)
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Structure of the 1° session >
Each group to spend 45 minutes focusing on two of the following 6 “functional
requirement” categories which will then be fed back to the wider group
¢ Workflow — processing requests — how would we want the system to manage
processes, especially between different teams?
¢ Access rights- who would we want to use the system, and how?
¢ System/data integration — which other systems and data would it need to talk
to?
e Management Information — what types of things would we need to report on?
¢ Records/audit — what would the system need to do in terms of keeping records
and accessing information?
¢ Evolution/design — what would our requirements be if our internal processes
changed?
(9)
YQ
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Further requirements >
e What other “non-functional” requirements would we have for this tool? —i.e. look
and feel
e What training requirements or communications would be required to implement
this kind of tool?
e What are the risks, issues and dependencies?
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Post Office®
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Next steps >
e Requirements to be formerly documented in requirements catalogue
¢ Business case for the Programme to be discussed at POLIC on the 16" May
* Once agreed, requirements will be shared formerly with IT and formal scoping
of options and recommendations will start
e PID would be circulated internally within the business
e Project initiated to implement solution by end of Q3
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Post Office®