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POL00374558
Branch Support Programme
Programme Board - “to-be” processes
7% November 2013
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POL00374558
Our commitment to branches — What should we sign up to? @
— Trusted partnership working together to deliver
for our customers. Together, we are the Post Office
- Visible, accessible
nch/network/product
- Seeks to pocerstane with (1) Easy to do business with awareness
an open min
P i (2) Treat people as individuals - Wider business awareness
- Genuine, authentic, fair 2 .
Sea eainioce (3) Wellllisten, act and keep fam
ou informed : ears
- Situational/relevant al ae ieteeen tat - Tone of voice, clear and
son firs concise
- Coll Il level
ss ceaniiccnasotagetaeaideaas (5) Role model POL and
- Committed to deliver — Sapa ten
not turning a blind eye
~ Problem management
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Training approach
BAU Transaction
Procesures
‘All projects to
ince raining
Capabiity inctuaing
Sales and business a
grown
All projects to
‘deploy “right first
time” approach
Securty
Compliance
perational procedures I J
“ie. equipmentiT
(Ops Board (with Sparrow)
Inaivieusl
‘support
:
RELEASE AUTHORITY
Group events
BRANCH
of
taining to be KP!
Clantsicommericial! laa
‘managed services
Comms Team bia
ale
modules
Compliance 2407 calls
{ ovos
ranch User Forum
Workbooks
Mobile Apps
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Communication Vision
Giemsa
co-
Tale poopie -oniy ee wards Kgree whe RELEVANT accurate mmevy
= Treat them as youn needs to know + tnew your Make sure the - Give people:
one Gatton fecophoyi vd ‘uclence ‘contents ight lime to aigest
= Use to bul concise “Dont overioed Taltor Sette att beter change
messages peopl t input share wl
rmatonatins “ast moo =
proteccioral i recor ‘edrance
profess - al recorded
— All communications to be approved by release authority, mace up of an agreed stakeholder group which
Is linked to Training Forum and business change process. This inchides review of standard letters etc used by branch and
‘customer facing teams. General rule of no clients to communicate to branches directly,
‘Measurement — All communications to have a success measure,
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IT Vision
ee
To provide effective support and meaningful MI to colleagues, POL customers and clients, enabling sales and
improving support.
Branch Requirements: Wotwork Requirements: Business Requirements
= Customers know what products Transaction processes ara easy Full view of ranch history and Abily to see, manage branch
‘re available in-branch and on- record (restricted where Inoracton
Tine appropriate) + Ability to understand branch,
- Flexibility to add, delete. change. notwork, product. cnt and
categories to align to other toa supplier performance
~ Abily to view and store history Accurate, one version of the
of contact requests, truth with one central system for
Including Horizon On-ine help. = Generate forms, templates, ‘up-dating supporting
More user friendly, improved letters and aviomatically up-<ate + simple, integrated transaction
‘multechannel ways of doing search engine anc abit o spit ‘central data systems ‘and cient processes (eg,
business with us screens = Run reports as required and ‘Managing cash and stock using
produce uM systoms)
IContact contres with call recording, answored at source and the
Iacitty to warm transfer between POL teams and suppliers.
IMore fexbie tools in branch, Tablet, Mobile Phone, Emall enabled
Keg va Horizon),
intemal people directory upto date with ine management details
land team roles and responsibilities. Search engine to enter koy
jwords to identy who can Nalp or resolve issues,
[A single sofware procuct capable of proving the above
Jroqurements, used consistently throughout POL providing one view
lof coleague jouray andor inked to supplirs.
(Benefits.
lUp to date and consistent master dataflow to feed internal coleague and client Ml requirements
‘extoral websites
leranch contact requests answered straight away and
nsferred without hang up and redial
Jabiity to contact branch through more flexible methods and at a ime to sult branch,
JAccurate record of contact request and resolution.
lLess ume wasted in branch through repeated contacts and duplicated cals
lmproved coliaague and customer journay/experionce,
IQuatty w1 providing the ability to view performance, Identity trends, support branches more
letlectively and prevent loss
ec
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Pre-appointment approach
I
We want applicants and incoming agents to feel
INFORMED ‘SUPPORTED KNOWLEDGEABLE
- They know what their = One point of contact «Trained how to operate
tesponalbilties wll be throughout the process the branch
“They have an They know where to go ~ Trained how to balance
‘awareness of what it wil 10 for help nesses the branch
be lke to operate a ~ Consistent quality Trained how to manage
ranch regardless of the mode! orI ‘the branch
= They are kept up to dateI ‘person delivering support Trained how to go the
throughout the process. = Individual induction, ‘business
They are aware what {raining and development ~ Knowledgeable of the
Iitey can expect from Post} plan to sut their needs wider business and
Office to suppor them to ‘expectations
CONFIDENT
= Able to deploy the
‘raining
PART OF POST OFFICE
We want our outgoing agents to feel..............
INFORMED ‘SUPPORTED
‘They are pro-actively ‘One point of contact
informed of the throughout the process
progression of the ~ They know where to 9°
‘application process to for help itneeded ines te ebtsinesy
= They can support the = Consistent quality of
applicant where Intervention
necessary
dea for pre
‘application include
“fine out more”
literature ete
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Operational support model
Expert Domain Teams.
‘This would include the likes of Finance Service Cerra, Network Teams, Agent Remuneration, ete
policies and
procedures
‘Contact
requests
Royal Mail
(Equipment I
Horizon
Telephones
Sates
Alarm
Post & Go
‘ATMS.
Paystation
‘Scales
Cattery
‘AEI
Date stamps.
Signage
Rollercash
Mobile vans
Career wear
[Secunty cases:
Property &
Facies
Principles would be
ability to warm transfer.
‘Option to have funn
Longer term vision
Branch
[ ‘Shared logging reporting system — all jeans whether point of contact or expert Gomain 1o use same logging system 10
recors
‘ranch contact ]
Consistent training and knowledge — ail teams to be trained in ine with the vision
iebiam laaun nd rssiation = wpporig business proceseas Wo view Oanch coriact to underiand repeat Branches, eave or wider]
‘business problems
Ss
wey
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Physical support model
4000 Mains Branches - supported by)
Fils Support Advisors — designed to
be specialists in branch operational
‘waining and support
Sales Development
Team
Field Change Advisors
6.7200 Locals and SPSO branches
‘supported by a Relationship
‘Manager who is responsible for
100 branches. More remote support
to bull and suslain engagement,
‘deal wit! operational issues and call
(on business experts to grow branch
‘business
Dependant on decision
Individual skit set
‘classroom taining ete
Regional Sales Team!
Crown Sales Team
Sales Capabitty
Managers
Network Change Advisors
Telephone Account
Management Team
Mails Development
Managers
Pan would be to merge the
‘two roles
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Performance Management (2)
Y
MAPPING.
i Network
OPERATIONAL TEAMS,
mipRoDUCTION II
PERFORMANCE AND II
ANALYSIS
BRANCH
(inthe form of branch
scorecard, with ability to
‘also view estate
performance)
Unk back to
internal change
team to fx wider
processictient
Issues
— review overal performance I
‘and inate problem management review
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Exit process — no performance issues
Follow existing
process
‘Overall business
death in service I I+ves.
Agent decides to leaves the
business
Is this a death in service ca:
Contact made with outgoing
agent. Individual contact point
given to agent
¥
Outgoing agent informed of case progress
at least every two weeks or when event
occurs or is missed by applicant
I
Case handler starts preparation to
lunderstand position of branch account
outstanding debt et
Issue Resolution Team
identify how long it will take
to review the case and
prioritise
Fe there any known outstanding
debt or case issues to be resolved?
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Exit process — no performance issues continued
Specific issues resolved
and identified before the
due date of transfer. Any
outstanding amounts
agreed with outgoing agent
regarding any repayment
due
Normal process applies for scheduling audit
and transfer date
Relationship Manager/FSA sent leavers
certificate to present to outgoing on day of
branch transfer
[Any “new” debt identified to be managed by’
Former Agent Debt team
debt and the tone of
the contact. Needs to
be an opportunity to
resolva/contact
QU
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Loss resolution
‘Team record contact
16 resolution
including person, problem «ves
Branch notifies POL of a
balancing issue
a& the person they Na
contacted been able to
resolve?
Branch contacted within a
‘month to ensure problem
hasn't re-occurred
Issue escalated to Branch
Support Team and contact
Is made with the branch
Issue closed but contact
record fed into branch view
database
aot y
y
gmerse nse
oa
\ ietara cun Teed tof
VM haowen atts stage
NX -
cpsrann
rent gaat aomrision ten
I
Establish with the branch
how and when they want to
be contacted about the
issue
7 pln attra
Ve they been abie
resolve the issue over
phone?
NO
“Support visit made to the
branch to gather more
information and establish
issue and resolve where
possible
fe — ——J
‘made 20 to wna we
Aoscision as to who thie’
{Seu eal ww I
FSA with expert
\eallncing tnowtedoe.
a ae
we
This process would look slightly different if a loss was identified at a random audit.
Loss resolution - continued
Action plan left with the Initial data gathering
branch. Further support! exercise running
if required picture”
Yes
Cthe visit been abl
establish the issue and the
root cause?
No
Branch case reviewed with initial
findings and proposed course of
action
Explain the cause of the
loss to the branch and
decide on appropriateness
of debt recovery
Undertake full physical audit of branch and
produce resource support plan for branch
!
Undertake final review of the branch and
agree course of action
remedial training arranged I* concurrently to get “branch [* — — — — ]
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Loss resolution - continued
Undertake final review of the branch and
agree course of action
Continues in service — re-pays
any losses (possibly suspended
termination)
Continues in service ~ re-pays
some or no debt
Doesn't continue in branch and
re-pays debt
I
‘On-going monitoring and support to
branch
—_—__]
Could result in 3 month's
notice, summary termination
and possibly prosecution