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Branch Support Programme Update
Network and Sales Lead Team Meeting
Angela Van Den Bogerd
Friday 2"? May 2014
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Branch Support Programme -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 LEAN approach is being used to map the critical business processes within the
scope of the 9 programme work streams to ensure that the most cost effective
process is delivered to reduce non-value add activity. High level mapping has
identified a
40% reduction opportunity in network support costs ie c.£3m pa. This methodology
also
helps to embed the principles of continuous improvement within the relevant work
areas. (2)
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Branch Support Programme - Purpose & Guiding &
Principles
Purpose
The purpose of the Branch Support Programme (BSP) is to improve the
effectiveness and efficiency of the support we provide to our subpostmasters
and operators in the running of their Post Offices from an operational and
engagement perspective.
Guiding Principles
There are three guiding principles that underpin our new ways of working approach
and how we interact with our Subpostmasters and others. These principles
should be embedded in all areas of the Post Office. The outputs of the
Programme will be tested against each of these principles:
* Treat with dignity & respect at all times
¢ Stand in Spmr’s shoes
* Right first time
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Branch Support Programme - Scope &
The focus of the Programme is predominately how the Post Office
supports the agency network and the policies and processes that
impact on the subpostmaster.
In Scope:
eCrown — where the touchpoints are
the same for the Crown network then
these are in scope
Out of Scope:
eCrown network as an entity
-Cash management eSupply Chain as an entity
*Finance Service Centre (FSC) “NTP as an entity a
*NBSC -Wider business organisational
‘Training — design & delivery design
eAudit — design & delivery
«Communications
*Structure design for the network
and admin support function touch
points
“lT
«Spmr/operator selection process
eSpmr contract breaches
3)
eoales Support — delivery methods
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Branch Support Programme — Quick Wins &
¢ Branch User Forum - fully established with representation from 6
subpostmasters, 1 Crown branch manager and 1 Crown colleague
¢ Spmr Contract Breach - revised approach to suspensions and additional type of
contractual action (suspended termination) implemented
e Branch Support - improved support process put in place with Branch Support to
assist branches with balancing/accounting issues and losses
¢ Balancing Support - aids and support tools launched for the training of new
subpostmasters
¢ HORIce — pilot of Horizon Information Centre tool designed to identify potential
fraudulent activity or non-conformance to enable earlier intervention
¢ On-line training - development of on-line platform for new entrants to complete
regulatory compliance training
e NBSC - plan in place to review call categorisation and undertake pro-active
support activity to reduce volumes caused by specific issues or individual
branches
e FSC - plan in place to introduce standard ways of working, align processes with
guiding principles of Branch Support Programme and improve how they
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Branch Support Programme — 14/15 &
Implementation
*Revised on-line subpostmaster appointment — to ensure that Post
Office attracts and recruits the right subpostmaster at a time when the
network is undergoing its biggest physical transformation in history.
*Replace the majority of new entrant classroom with on-line training -
80% reduction in classroom training course content for new colleagues and
subpostmasters with on-line learning modules.
*Re-writing Horizon processes - to reduce the rate of errors and losses
will deliver both a financial and a resource benefit in chasing those errors
*Introduce a Customer Management System - delivering a consistent IT
platform for those teams supporting branches will enable operating cost
reduction benefits to be realised.
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Branch Support Programme — Next Steps &
Branch Support Programme is one of the 7 strategic programmes on
Transformation Committee roadmap
Branch Support Programme business case to POLIC 16" May 2014
Branch Support Programme steering group established & meeting terms
of reference agreed
Branch Support Programme alignment with Business Transformation
Programme confirmed
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Scope of the work streams
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Objective Level of change required
Training Julie Thomas To provide co-ordinated,
flexible, effective training to
post office branches,
delivered by highly trained
individuals supported by a
multi-channel approach.
Communication Richard Weaver __To ensure all of our
s communications are personal,
simple, co-ordinated, relevant,
accurate and timely. They
must also be signed off by a
release authority, be
measurable and visible to all.
To provide effective support
and meaningful MI to
colleagues, customers and
clients, enabling sales and
improving support
IT Peter Prior Mills
Full review of who, where, when, what and how we train our
branches. Includes IT development and structure review.
Business change processes for delivery of training
People change required for delivery of training and the
accountability
Full review of how we interact with branches and
development of new channels or materials to support that
interaction.
Specific communications to support the visions of the other
work streams.
Cultural chanae to embed the principles across the business
Transaction processes to make things easier for customers
and branches
Tools for branches to access help and support, and to
improve the experience
Tools and systems for internal teams to support and record
contact
Systems and MI in place to reduce inefficiency among teams
Behaviour to support new ways of working
(8)
8)
Scope of the work streams
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@
deena ey Objective Level of change required
Pre-
appointment
process
(agents)
Operational
support
Physical
support model
Craig Tuthill
Kendra Dickinson
Pam Heap
To ensure our agents are
consistently informed,
supported, knowledgeable,
confident and feel part of Post
Office Ltd. To ensure that our
leavers in this process also
feel informed, supported and
valued.
To ensure consistent, quality,
efficient and co-ordinated
support is provided to
branches to ensure they can
serve customers effectively
and have their issues
resolved in a timely and
quality way.
To engage and support our
branches effectively to ensure
great customer service is
provided and business
growth.
The information that is provided to applicants and how we
share that
How we support people through the process, both from a
structure and behaviour process
The process of how we recruit agents
The process of how we support agents leaving
Structure of the operational support model and change in
business process
Development and deployment of tools and technology to
support the model
Way we deal with suppliers
Streamlining of transactions causing business inefficiency
Behaviour towards our branches
Structural review of support and necessary transition
including recruitment, assessment and transition
Roles and responsibilities, including behaviours
Development of different skill sets
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Scope of the work streams
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Objective Level of change required
Leavers
process
HORIce
(Horizon
Information
Centre)
Regulatory
Compliance
Training
Craig Tuthill
Gayle Peacock
Gayle
Peacock/Paul
Hawkins
To ensure that quality and
consistent support is provided
to branches, issues are
investigated before
contractual decisions are
made and agents supported
during the exit process and
To improve the quality and
timeliness of data available to
teams within Post Office, to
ensure issues and problems
are identified early and
rectified.
To migrate Regulatory
Compliance from Horizon to a
web-based solution with a
view to deliver a more
relevant, engaging method of
training
Review of the suspension process, policy and contractual
approach
Behavioural change in how we treat agents with issues
Structural change to support processes
Approach to how we support agents with issues with
The data and processes teams use to identify branch issues
and the root cause of the issue.
How we use the data to make interventions to either prevent
or stop non-conformance and/or fraud
Introduction of an on-line system for new entrants
Migration of training from Horizon to web-based solution
Development of risk-based training and processes, rather
than one-size fits all
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