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Business Service Management Service Reporting
Horizon Programme
Business Service Management
Management of the Live Environment
Report No 36 - September 2000
Richard $ Butler
12/10/2000 Tssued
‘Adele Kilcoyne
CONTENTS
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Business Service Management
1.0 Introduction
2.0 Problem Management 415
3.0 Outlet Systems Group 16-20
4.0 Transaction Processing 21-25
5.0 The Network on Horizon 26-33
6.0_Network Business Support Centre 4B
7.0 Horizon System Helpdesk 4448
8.0 Change Management 49-51
9.0 Business Impact 52.54
10.0 Appendix 55-56
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Business Service Management
1.0 Introduction
The purpose of this report is to provide information regarding management of the
live environment and the effects of Horizon on individual business units. The report
aims to provide comprehensive and detailed statistics of issues affecting the live
environment. This report is not targeted at any one particular audience but rather it
intended as a reference guide for people who work within the Live Environment.
Operational Performance produce a number of other reports which are targeted to a
more specific audience. The data incorporated in these reports often can be found in
more detail within this report. Headlines on each topic are set out at the beginning of
each section.
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Business Service Management Service Reporting,
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Business Service Management Service Reporting,
PROBLEM MANAGEMENT - Business Service Management
Problem Management enables us to keep up to date with any problems or concerns
regarding the Horizon System. A problem is formed by a regular occurrence of a
similar incident which is then transferred to Problem Management from the Incident
Management team. Not all problems are included in this summary however details
are available on request.
June Pa 21
Jal 24 29
August Pa 24
September 2 28
Volumes of PONU Problems opened/closed during September 2000
eck commenci
28/08/2000 1 0
04/09/2000 4 2
71/09/2000 70 0
18/09/2000 9 7
25/09/2000. 9 6
Volumes of ICL Pathway Problems opened/closed during September 2000
k ending
28/08/2000
04/09/2000
11/09/2000
18/09/2000
25/09/2000
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New Problems raised in September :-
Pathway Agent Harvester dropping, OBCS 29/09/2000
foreign transactions
(CSR+) CH & D will not accept Horizon 2771072000
produced advice notes
(CSR+) Simple Payment Module not yet 2970972000
available
Cleveleys - system problems 1871072000
(CSR+) APS txn files delivered late to POCL [20/10/2000
HAPS
Errors in LFS Workbook 2970972000
OBC Non Conformance 29/12/2000
(CGSR>) Rem pouches issued with incorrect 29/09/2000
barcodes
(CSR>) Offices cannot order new barcoded 2170972000
seals for coin bags
(CSR+) Outlets unable to follow InwardRem I 27/10/2000
Procedure
HSH refusing to accept incident calls that are _ I 29/09/2000
in ICL Pathway
GEC Water Smartcard not working inCSR+ I 29/09/2000
Offices.
Maximum quantity of AP tokens 3171072000
Confusion in CSR+ Outlets when declaring I 16/10/2000
MVL stock.
(CSR*) Procedure for Rem Shortages for CSR* I 30/10/2000
outlets.
Change of issue date for Amazon.com gift 3070972000
voucher sales
CSR+ Olfices cannot declare non value stock — I 14/11/2000
for SWALEC Tokens
Child Benefit Books will not be accepted 2170972000
manually on Horizon
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Business Service Management
Hori:
Offices
13/10/2000
Expert Domain needing, a Path Code to raise I 06/10/2000
incidents at HSH.
(CSR+) Welsh Water unable to process 2970972000
transactions
Inland Revenue Working Family Tax Credit I 13/10/2000
Books.
(CSR+) APS Reconciliation 13/10/2000
Conilicting data supply to ICL Pathwa 31/10/2000
Discount Wholesale Stamps- 1x10 Xmas Stamp I 28/09/2000
Books
First Western National Bus tickets (reopened) _ I 22/09/2000
Cwmaman - Screen problems 06/09/2000
Horizon outlets not sending FINAL version of I 08/11/2000
cash account
(CSR*) Differences between TPS harvested I 13/10/2000
AP txns & OPTIP
CSR+. The APS and TPS harvesters are 1371072000
frequently out of syne.
(CSR+) AP Delayed transactions 1371072000
(CSR*) APS Reconciliation errors 13/10/2000
(CSR +) Missing Transaction Data 13/10/2000
Incorrect postal order paid summary docket I 08/11/2000
used
(CSR+) CASHCO delivery men ignorance of I 13/10/2000
new procedures
Message store amendments - No process 2971272000
Horizon outlets producing manual cash 31/10/2000
accounts
Contingency for AP txns when outlet reverts to I 31/12/2000
manual
(CSR+) AP Recovery Screen message 0371172000
(CSR+) Critical NT error message 13/10/2000
(CSR*) Screen freezes in planned orders 03/11/2000
Some Moray Council Tax AP cards are not 06/10/2000
working, on the Horizon Kit
2870972000 _I (CSR+) Reversal of REMs 1671072000
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Business Service Management
Open Versus closed problems since Jan 2000
45
Total number of problems open/closed since Jan 2000
40
30
25
20
Open
Im Cosed
18
10
dune uly Aug
September shows a sharp increase in the number of newly opened problems. Some 48% (21
out of 43) of the new problems
‘ted above are concerned specifically with CSR+. This has
only been in operation since the 4! September 2000 , hence the sudden increase in new
problems opened (see page 14 for further detail)
Open Problems
Max No. of core days I Min No. of core days I Mean Average
Business open open
Post Office network 293 6 88
ICL Pathway 293 7 84
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Business Service Management
Service Reporting,
Problems Over 6 Months Old
10000004
Receipts &
Payments don’t
balance AFTER
migration
Theresa
Walsh
04/05/2000-
03/10/2000
Operating Process to advise on next course of action.
10000005
Receipts and
payments do not
match ON
Migration week
Theresa
Walsh
24/05/1999
30/10/2000
Operating Process to advise on next course of action.
10000012
Investigators
require
information from
the message store
Theresa
Walsh
03/12/1999
29/12/2000
ICLP solution rejected by PON, discussion continue
between PON & ICLP - quick resolution is NOT
expected by the legal team.
10000046
Information
downloaded to
the Network
Business Support
Centre
Theresa
Walsh
10/12/1999
06/10/2000
Ref data to supply data for installation on NBSC
training, server. This will then be monitored.
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Business Service Management
Service Reporting,
10000057 I OBC Non-conformance Nicola I 07/01/2000 Ie OBC process has been revised for CSR+,
Wood _I 29/12/2000 I _ process failures are now less a
10000065 __I Increase volume of Parcel traffic I Theresa I 19/01/2000 Ie ICLP CCN has been accepted, awaiti
Errors (table 12) Walsh I 30/11/2000 I _ implementation (not until after CSR+ tive)
10000105 —_I Balancing Guide. Theresa I 01/03/2000 I* Way forward agreed. Change to balancing,
(2 offices have rept that the guide I Walsh I 13/10/2000 I guide will be highlighted in Counter News
does not work as it should in
relation to P&A reports).
10000130 I Ref datafile quality PON/ICLP [Stephen I 27/03/2000 [* Meeting arranged with ICL Pathway to
interface. (High volume of Potter I 27/10/2000 I discuss “definitions”.
rejected ref data files to ICLP.
10000027 _I Issue Failure of One-Shot Stephen I 14/12/2000 [« Further meeting held with ICL Pathway.
Passwords Potter I 20/10/2000 I Both sides agree to ensure procedures were
adhered to.
10000059 I Release to the Live Environment I Stephen I 11/01/00 I Proposals drawn up for presentation to ICL
(non communicated software Potter I 15/10/00 Pathway.
releases by ICL Pathway cause
problems to the PON Horizon
estate)
10000073 I Volume of non polled Office Mick 24/01/00 I * ICL Pathway have withdrawn the original
Theobald I 15/10/00 proposal and are now looking at other
options - pathway do not anticipate a fix
until Jan 2001
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Business Service Management Service Reporting
Non Polling - (Problem No. 10000073)
Non Polling based on the first working day of the week
2000
& 1800 10(+)]
Bio
& 1600 "
z m9
8 1400 ne
E 1200 a7
$ 1000 imc
3 800 as
3 00 ims
2 sco es
2 a2
200 tt
a1
o4
Zun—10Uul—-Alol-<O7-Aug-—-21-Aug —O4-Sep—18-Sep —02-0ct
Non Polling based on the second working day of the week
= 200 I 10(+)
& 1000 mo
% 1600 ne
5 1400 a7
E 1200
3B 1000 m6
3 200 ee
3 600 ms
E400 jas
5 200 m2
2°75 —al [a1
ee ee ee
‘un ul dul, = Aug Aug Sep Sept,
Whilst these graphs show a far higher incidence of non-polling on Monday , it is pleasing to
note that the number of non-polled outlets has not grown in relation to rollout
Server problems : w/c 24" July & 21* August (See Graph above)
ICL believe the issues around correspondence servers will not recur now that the Data Centres
are running the new version of Riposte, but have provided nothing concrete to back this up.
Stephen Muchow (ICL) has been asked to provide a written statement. In the meantime, ICLP
have been made aware that we are not satisfied with the content of the report and that we will
therefore be sending them a formal response.
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Business Service Management Service Reporting
Non Polled Offices (Problem No. 10000073)
The final version of ICL's call script for contacting offices has been agreed and is being,
implemented 03/10/00.
The volume and duration of incidents is causing, major concerns within PON; this has been
communicated to ICL, who are escalating their weekly "war-room" with suppliers. The rate of
non-polling among CSR+ offices is alarming (7% as opposed to 1% in the rest of the live
estate).
Work is still ongoing in ICL to provide a way of harvesting marooned transactions from non-
polling offices; the original proposal to replace the gateway PC with a “replica” is deemed not
to be operationally practical.
ICL Pathway has decided that the temporary satellite connection is the most suitable option
for the recovery of “marooned” transactions , they are looking towards progressing this action
quickly. It is intended to use this option only in exceptional circumstances to recover
transactions that become marooned at outlets. Agreement still has to be reached with PON
regarding the activation of this process.
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Business Service Management Service Reporting
Family tax credit introduction to OBCS : (Problem 100000286)
Offices were unable to input Inland Revenue Working Families Tax Credit dockets into the
Horizon system. This caused a considerable increase in the number of calls to both helplines
during the week commencing 18' September. (NBSC received an extra 1,700 calls over a three
day period while HSH received an extra 2,700 dealing, with the same incident).
Root cause of the problem
. Offices had not read the Counter News article (Week 25, article 10).
Offices had read the Counter News article, but rang the Network Business Support Centre
rather than refer to the Horizon System User Guides as instructed.
Initial analysis of the problem had shown that the root cause was not the primary problem.
i.e. : Software download failure.
Failure to receive the software download by offices. 2 via the NBSC and 15 via the ICL
Pathway Non-polling report.
The Counter News article that communicated this change excluded the detailed procedures
on how to handle OBCS transactions as it was felt that offices were already performing
these transactions for the Benefits Agency and would be fully conversant with them.
An Interactive Voice Response Message was left on the NBSC phone line to refer offices to
the HSH for navigational advice. A number of calls were bounced back from HSH to the
NBSC.
N
»
5
ca
a
Effect of the problem
OBCS Stop list not being utilised
Increased workload for NBSC / Horizon System Helpdesk (resulting in possible
degradation of service to agents)
ICL Pathway offered no system solution to input the transactions where the software
download had failed, necessitating an ATP. The only suggested ATP from ICL Pathway
was to utilise the Suspense Account, which impacts on the client, reconciliation and
Transaction Processing. The ATP had to be implemented at 14 offices.
Next Steps
The issues around the communication of this change (1, 2 and 5 above) in Counter News.
will be addressed by the work done by Mark Burley in the Outlet Documentation Review.
Work surrounding the non-polling issue (number 4 above) is currently being progressed
with ICL Pathway. This is an existing problem and is receiving urgent attention.
The helpdesks issues (number 3 and 6 above) will be taken forward by the NBSC manager
to address with his opposite number at ICL Pathway.
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Business Service Management Service Reporting,
Impact caused by the Family Tax credit Problem (P200000286)
Calls per outlet to NBSC and HSH on 19 September compared to Tuesday Average
300.0%
250.0%
200.0%
150,00%
10.00%
50.00%
0.00%
(60.00%
(100.00)%
The graph above shows that the impact was more severe on the NBSC than the HSH when compared to the
average Tuesday. At 09:00am the NBSC helpline was over 250% busier than one would have expected.
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Business Service Management Service Reporting,
CSR + Related Issues
Traffic Light Summary
Network Business Support Centre (NBSC)
BSM Problem Management
BSM Change Management
BSM Business Continuity Management
There are concerns within 2 areas of BSM regarding the progress of the CSR+ Pilot. BSM
Problem and BSM Change Management have been on Amber for 3 weeks of the pilot
because they continue to be under pressure in terms of resource to manage it due to
increasing numbers of Problems and ATPs respectively. If the current trends continues
they would not be ready to leave pilot.
There are now 21 problems open in relation to CSR+.
© 6 of these are in relation to LFS
* 7 of these are AP related problems
Problems managed by ICL Pathway
Seven relate to APS ( P10000269, 287, 293, 294, 296, 297 & 298 ). These are either new
problems or the incidents have become more frequent since CSR+ was introduced. Pathway
had recognised the problems and started to investigate them before TP formally raised the
incidents as Problems.
The problems cover data integrity ( reconciliation errors ), corrupt validation files, delayed
transactions and missing files ( repaired files causing normal files to be rejected because of
duplication). They impact on our ability to reconcile payments to Clients, provide product
breakdowns and meet SLA timescales.
Problems opened since the end of the month may call into question the stability of the system
* some CSR¢ offices receiving AP recovery messages when logging on
* the number of critical NT error messages
reen freezes occurring when outlets attempt to print or preview planned orders
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Business Service Management Service Reporting
OSG Critical Success Factors for Horizon September 2000
Area : HAPS
Criteria Weighting High level description o' Status of previous Reports
prevent the criteria being Green. 4 2 3 4
1. I Timescales for file delivery ie. 25 ALOK
“exceptional circumstances by 03:00
on Day B (As detailed in OLA for AP
Service)
2. I ICL Pathway Management Support [s) 5 ‘All OK [) 0/0! @I
Unit reports received by OSG daily G G G G A
by 10am.
3, I ICL Pathway Management Support [ ) 15 There are a number of problems being [) [) ts) @ I
Unit reports to match the appropriate I experienced with the reports that are being GC CG C G
transfer file contents. managed under the following BSM Problem
numbers: P10000287, P10000293, P10000294,
P10000296 and P10000297.
4, I Transfer Files returned to ICL. [s) 20 AILOK ts) 0/0/0@)
Pathway with an "Error” status, G G G G G
should be returned to HAPS on Day
B (the txns. would be harvested by
ICL Pathway on Day A)
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Business Service Management Service Reporting
Area : HAPS
Criteria Weighting I High level description of issues which prevent I Status of previous Reports
the criteria being Green. A 2 3 4
5, I Targets for delivery of txns. tocients, I @ 20 ‘Average for month: [wn ) [ ) @ I
for txns performed at the counter on R Day B- 91.8% A re R R
Day A.: Day B-97%, Day C - 99%, Day C-99.5%
Day D- 100% Day D -99.7%
One file was missed on each daily delivery until
13/09 and no files were received on 05/09. ICL
Pathway put a support team in place to
manually send, the same night, any files that
failed to be transmitted, BSM Problem
10000269. ICL Pathway have now
implemented a fix and there have been no
missed files since 18/09/00.
6. I An accurate Non-polled Office 15 AILOK o @ I
Report detailing offices that appear
more than once (as 1 day) ina seven
day period, to be delivered daily to
218
>@
>@
OSG by ICL Pathway.
Overall oO
Status : A
ICL Pathway have never achieved the target of 100% of all transactions delivered by day D
If they miss any targets by as little as 0.1% then the measure MUST be amber , as these targets are contractually agreed (Schedule E08)
When non-routine failures occur (perhaps ICL Pathway server failure) and targets are missed by a large amount then the measure is set as Red.
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Business Service Management Service Reporting,
OSG Critical Success Factors for Horizon September 2000
Area : OBC - EPOSS
Criteria Weighting I _ High level description of issues Status of previous Reports
which prevent the criteria being A 2 3 4
Green.
7, I OSG to manage the verification and authorisation 40 AIlOK [s) 0/0/90)
of OBC files in a timely manner, ic. for product rj C C 4
changes to be in place before their planned start
date,
2, I OSG to communicate changes to relevant groups
of the business to ensure that background
processes/ procedures supporting the change are
15 ALOK [)
G
8
8
°@
in place.
3. I Number of keying errors by POCL Reference Data I @ 30 Six outlets were incorrectly linked to a [s) @ [)
Team ry new item, this resulted in one calll to CG A x
the NBSC. Errors now rectified.
4, I Number of data preparation errors on OBC forms B AIOK
by OSG
»@ >@
°@
>@
>@
Overall ts)
Status : G
*Definition Of Status
Current status indicates that there are no known issues.
Current status indicates that there are some known
Current status indicates that there are major issues.
WHITE: Work has not begun on the criteria and the status is therefore unknown.
ues (but not significant issues and there are a‘
place to resolve these).
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Business Service Management Service Reporting
OSG Critical Success Factors for Horizon September 2000
Area : OBC - AP (October Client Take On)
Criteria Weighting I High level description of issues Status of previous Reports
which prevent the criteria being 4 2 3 4
Green.
4. I CTO packs to OSG by - 31/07/00 [) 7 ALOK ls) [) [") oO)
G G G G
2. I OBC9's to ICL Pathway by - 08/08/00 [) 7 ALOK ts) [) ts) oT
G G G G
3. I OBC473’s to RDS team by - 08/08/00 [s) 7 Al OK ls) [) [s) [a
G G G G
4, I Reference Data to be with ICL Pathway by - ts) 7 ALOK ts) [) ts) @ I
14/08/00 G G G G
5, I Test cards to be with ICL Pathway by - 21/08/00 [) 7 ALOK [s) [) ts) @ I
G G G
6, I ICL Pathway Test File & Verification Report to be 7 ALOK [¥)
delivered to OSG by - 07/09/00 @ ® e e G
7. I Number of errors found during initial verification [) 5 ALOK [s) [) [) @ I
— G G G G G
8. I File sent to Girobank by - 13/09/00 [s) 4 All OK [s) [) [s) @ I
G G G A
9, I Number of clients not authorised for release, or 29 AIOK [s)
authorised with a known ref. data fault for - ® ® ® e CG
21/09/00
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Business Service Management Service Reporting,
3. Extra Staff Required in TP
AprB0 [Way IO [Fon D0 [Jaro] Rug We sop i MLE Dec OT I Ian-Ot I Feb-0t I Ward? I Aprdt I Moyo! I Jun? I Ju01 I Aug Ot I Sop-tt
[Original Forecast a7 I 3 I 3 I % I 7 I s] %o)] 6] 6) ol} «wiIayIol»jIl7j)]«iI2
Latest Forecast 40 4 36, Ea 3 29 24 15. 40 6
{Actual 24 29 31 33 35 EJ 36
* Figures stated are for the beginning of each month
Comments,
1, First tranche of staff up to May 2000 appointed from an internal panel. These staff were allocated to individual teams for clearing the increased number of
errors from Horizon offices. Additional staff being picked in June 2000 onwards from the external recruitment exercise.
2. Although the length of the learning curve used has increased to week 30 after conversion, the latest forecast of extra staff required this year are stil in line
with the original forecast. This is due to applying the improved average error clearance rates achieved in TP.
3. The latest forecast is based on the error rate for Horizon offices returning to the manual baseline by 30 weeks after conversion. 2nd forecasts for extra
staff required if learning curve extended to 40 weeks before retuming to the baseline removed.
4, More staff will be required at the end of the roll out timetable for extra on-going work on Horizon offices ( e.g. completing table 12 parcel income figures,
clearing manual amendments and fomer subposmasters accounts).
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Business Service Management Operational Performance
Errors A Comparison of TP CLASS Error Learning Curves
2.0 per Office
18 Original Forecast
Latest Information
Manual Bas
00 ee ee
+ 2 3 4 5 6 7 8 9 0 1 12 123 V4 Iverson "8 19 20 21 22 23 24 25 26 27 28 29 90
féeks After conversion
‘Comments
= This is a revised learning curve based on errors produced in the last 15 weeks at Horizon offices. The height of this curve is not as severe during the early stages after
conversion as that originally used in Janary 2000. Errors produced per office in the 1st weeks after conversion, based on the last offices to go live, are shown in the table
below.
- The length of the current learning curve is 20 to 30 weeks. The mid period figures for weeks 7 to 15 remain well above the baseline. Figures for weeks 15 to 30 at the tail of
the learning curve, now increasingly based on the results of offices rolled out since Christmas, show an improvement on earlier offices.
- From the latest information available for converted offices, the learning curve is assumed to return to the manual baseline after 30 weeks.
Summary of Early Learning Curve Information
Week After
Conversion 1 2 3 4 5 6
CLASS Errore Latest
reer (ke 1a ze) I 128 I 1-29 I 190 I 190 I 128 I 1.25
‘Original
Per Office (whe St o4s) I 182 I 198 I 163 I 156 I 1.58 I 148
Notes
- Average number of errors produced for Horizon offices based on CBDB data for the last 15 weeks (weeks 12 - 26)
- Manual Baseline before Live Trial / NRO calculated at 0.63 CLASS errors per office
- The dotted line indicates where it is assumed that the learning curve returns to the manual baseline
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Business Service Management
Operational Performance
Extra Errore
‘4500, Per We
2. Forecast Increase in CLASS Errors at Horizon Offices
Latest Forecast
Original Forecast
# g § 2 €§ &€ £& EF g BQ eg s @ ¢ &€ € & € eB
3 8 ba = 3 & & 2 2 8 2 a bd cy 3 I &
a ¢ 5 € & & s 3 2 Ff &€ $ € F & & 2
cog es 8 8 8 8 F 8 8 8B gs @ € @ @ &€ @ & @ es
Extra Errors 2a. Comparison of jainst INotes:
1000
500
- Original Forecast uses Live Trial \ National Roll Out info as at start of January 2000
- Latest forecast based upon learning curve calculated from CBDB data for weeks 12 - 26, with the learning curve
extending for 30 weeks before Horizon offices return to / below the manual baseline.
Actual Errors for weeks 20 to 26
‘Week 20 I Week 21 I Week 22 I Week 23 I Week 24 I Week 25 I Week 26
07-Aug-00 I 14-Aug-00 I 21-Aug-00 I 26-Aug-00 I 04-Sep-00 I 11-Sep-00 I 18-Sep-00.
No. of Horizon Errors 9688 I 9.262 I 9.734 I 11,091 I 10.786 I 11,286 I 11,065
INo. of Horizon Offices 70,023 I 70,329 _I 10,635 _I 10.879 I 11,185 I 11,491 _I 11,797
Errors Per Horizon Office I 0.97 0.90, 0.92, 7.07 0.96 0.98 0.94
‘Actual ‘Comments
Thi
reco
re-ob
reas
reve
ree
‘my-20
Sny-p
Smy-4z
Sny-8z
05-40
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= Actual number of errors for Horizon offices lower than forecast in recent weeks.
is in line with the pattern for the remaining manual offices overall
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Business Service Management
Operational Performance
Level Of Manual Amendments on Paper Copy of Electronic Cash Account
SEPT I OCT-] NOV I DEC- I JAN-] FEB- ] MAR I APR- I MAY I JUN- I JUL- I AUG I SEPT
9 I 99 I -99 I 9 I oo I o I -o0 I o I oo I 00 I 00 I -00 I 00
Number of 423 1056 I 1515 740 377 572 775 1148 710 986 1097 I 1036 768
‘Amendments
% Automated 12.4% I 11.0% I 6.6% 4.2% 2.7% 2.6% 24% 1.9% 1.2% 1.2% 0.8% 0.9% 0.6%
Outlets Making
Amendments
Comments
The main cause of the problem is that many tables on the Cash Account are not mandatory for completion and some postmasters are
realising this once the account has been printed, thus the information has not been captured.
Impact
™ Extra resource needed to input data into the system.
™ Client Information distorted if not completed.
= Postmasters pay impacted - knock on effect could be more challenges on remuneration to TP
Research is being done to identify why theses figures are still increasing,
[FILENAME \* Lower\p \* MERGEFORMAT I
25
POL00393917
POL00393917
POL-BSFF-0220587_0024
POL00393917
POL00393917
Business Service Management Operational Performance
oo
Of offices requ Balance Support recei
Of offices requesting Third Balance Support received it
~ [Of offices requ Balance Support received it
[FILENAME \* Lower\p \* MERGEFORMAT J 26
POL-BSFF-0220587_0025
Business Service Management
Operational Performance
Focus on NBSC
Danny Corry : Performance Analyst BM
The focus for particular call categories in this months report is discrepancies.
The graph below shows the volume and average number of discrepancy calls made to the
NBSC over the last quarter.
Total calls per
month
Discrepancy calls over the last Quarter
1600
une ay August September
Average calls per
month
[EEE No. of discrepancy calls
em Averages
The number of calls to the helpline relating to discrepancies have been fairly consistent
over the last four months, ranging from a low of 1205 in August and a high of 1510 calls
made in July.
The average number of calls made per office on a monthly
over the past four months as shown below:
* 0.16 -June
© 0.15 -July
* 0.10 - August
* 0.097 - September
[FILENAME \* Lower\p \* MERGEFORMAT I
has continued to decrease
27
POL00393917
POL00393917
POL-BSFF-0220587_0026
Business Service Management Operational Performance
Outlet Coping Curve
Jackie Stubbs : Counters Business Consultancy
The chart below shows an update of the coping curves for Horizon offices and
includes:
number of calls to HSH;
number of calls to NBSC;
number of cash account errors from the QPA database;
time to produce a cash account.
Outlet Coping Curve - September 2000
100%
80%
60%
40%
20%
Index (0%=coping)
0%
—Live Trial = = NRO — ‘'NRO1 "= NROZ
The chart above shows the following curves:
© live trial
¢ NRO- national rollout before Christmas 1999
© NRO1 - national rollout in January and February
* NRO2- national rollout in March and April
The coping curve only has 5 weeks of data due to the delay in getting reliable
data on errors.
The curve for NRO2 is higher than for NRO1. This is mainly due to the
number of calls made to HSH and the time to balance.
The time to balance is a small sample size due to the expense of calling offices
and the inconvenience caused by calling in when they've first migrated.
The charts overleaf show the individual attributes which make up the outlet
coping, curve.
(FILENAME \"Lower\p \" MERGEFORMAT ]
28
POL00393917
POL00393917
POL-BSFF-0220587_0027
Business Service Management
Operational Performance
100%
80%
60%
40%
20%
0%
= Coping)
Index (0%
Calls to NBSC
orn
coping)
ot © On © era
Weeks live
—— Live trial = = =NRO — -NRO1 —*— NRO2
Calls to HSH
PS
LJ
3
2
fad ¢- NO FO oR DOTA
-20% ~ oT
Weeks live
——— Live trial = = =NRO — =NRO1 —*— NRO2
29
POL00393917
POL00393917
POL-BSFF-0220587_0028
Business Service Management Operational Performance
Time to balance
100%
80%
60%
40%
20%
0%
-20%
40%
60% Weeks live
Coping)
Index (0%
———Live trial = = NRO — ‘NRO1 —*— NRO2
Cash account errors
= coping)
Index (0%
Weeks live
Live trial == =NRO = =NRO1 —=#—=NROZ
All the graphs above which make up the individual coping curve show that
performance has been much better during, the NRO 2 phase than during the
initial live trial phase. The time taken to balance and the number of errors
made since go live have both fallen significantly since the previous migration
releases. The only graph which has remained consistent throughout concerns
the number of calls to HSH over a 13 week period. The differences in this
graph are much less noticeable.
(FILENAME \"Lower\p \" MERGEFORMAT ]
30
POL00393917
POL00393917
POL-BSFF-0220587_0029
Business Service Management Operational Performance
September Phone Survey
200 postmasters were contacted in September , of these 144 agreed to be asked
a series of questions, the results of which are shown in the table below.
+ Not including printing how long did you spend completing the balance
after closing on Wednesday ?
Be
Mean. 2 hours 5 Minutes
Median 1 hour 30 minutes
Mode 1 hour 30 minutes
* How easy do you find the Horizon System to Use ?
Very Easy 3
Fairly Eas’ 94 65.3%
Fairly Difficult 15 10.4%
Very Difficult 1 0.7%
a) Consult the relevant office 58.3% 58.0%
documents.
b) Call the HSH 28.5% 23.4%
©) Call the NBSC 0% 42%
d) Do something else 2.8% 4.2%
(this was either phone another sub postmaster or
call their RNM)
© (ay/(b) 8.3% 8.4%
) @/© 0% 0%
2) (ay/(d) 07% 0%
h) (bY(©) 1.4% 14%
No of responses: 144 143
The results show that the majority of people who require help on the system
would consult the relevant documentation first. 95.1% of respondents would
cither consult the documentation first or call the HSH , showing most people
know the correct helpline to call with system failures. The figures regarding,
help on Post Office business however show that 31.8% of people either
consult their documentation and phone HSH or just phone HSH first rather
than the NBSC, Alarmingly only 4.2% of people actually said they would
phone the NBSC first with PO business , compared to 23.4% who would
phone HSH.
(FILENAME \"Lowar\p \° MERGEFORMAT I
31
POL00393917
POL00393917
POL-BSFF-0220587_0030
POL00393917
POL00393917
Business Service Management Operational Performance
* Balance Support Statistics over last quarter
2d Balance Support
Second Balance Support
140
'm 2nd balance requested
1D 2nd Balance Supt
No. of offices
Third Balance Support
60
¢ 50
g
= 40 ar bance requested
Bes 3rd Batace Sunt
220
10
i“ = 7
2222272273 8 8 3
4% Balance
Fourth Balance Support
math balance requested
[4th Balance Supt
ba al bed 2 & 2 i
Over the last Quarte1
9628 I Of offices requesting Second Balance Support received it
92.24 I Of offices requesting Third Balance Support received it
93.83 _I Of offices requesting Fourth Balance Support received it
[FILENAME \"Lower\p \* MERGEFORMAT I
32
POL-BSFF-0220587_0031
Business Service Management
Resignations
Operational Performance
Levels of SPMR resignations over the last year
POPPI
Month
Jone.
sy
aug
The graph above shows that the level of Sub Postmaster resignations has
remained relatively stable despite the continuing rollout of Horizon. At the
beginning of September 1999 there were only 323 offices on Horizon by
September 2000 this figure had risen to 12,000 offices yet there does not
appear to be any sharp increases in the levels of Sub Postmaster resignations.
While some Sub Postmasters have stated the introduction of Horizon as
reason for their resignation ; it appears that overall levels of resignations are
not out of the ordinary. In fact when a line of best fit is drawn through the
points the levels of SPMR resignations actually seem to be reducing, over time.
August
== Vountary resignations
80s only
Linear (Voluntary
resignatons BO's only)
Leto chatay revgntona ty Becta year
60 Ps
ol NY x Tay
»
= /
.
ic
° ra
po gate
The graph above shows that the level of Branch Office resignations have risen
over time. However, National rollout only began in September 1999 and this
was followed by 3 consecutive falls in resignation figures indicating it is not a
major factor behind the number of BO resignations.
(FILENAME \"Lower\p \" MERGEFORMAT ]
33
POL00393917
POL00393917
POL-BSFF-0220587_0032
POL00393917
POL00393917
Business Service Management Operational Performance
only 3 of the 6 main SI ach _
'¢ Three out of the six main SLA’s were achieved during,
September. The failures were the abandoned call rate and the
percentage of calls answered in 15/60 seconds. The resolution
rate has continued to increase and September saw the biggest
month on month increase in calls offered , from 67,192 in.
August to 81,487 - an increase of 21%.
verage calls per 0 0 increased as a re
I both “fuel crisis” au and Revenue” enquiries.
:
.
.
:
(RLENAME \"Lower\p \" MERGEFORMAT I
POL-BSFF-0220587_0033
POL00393917
POL00393917
Business Service Management Operational Performance
Post Office Customer Management Tier 1
NBSC CSF’s
Measure Target June July August I September
End Users Quantitative) % % % % %
Calls answered within 15 seconds 85% 85% 84% 86.8% 77.6%
%Calls answered < 1 minute, 95% 94% 94% 94.8% 90.3%
Overall % Abandoned 55% 3% 3% 27% 5.2 Commented [RLIE }
% Incidents resolved at Tier 1 75% 70% 75% 77.3%
Customer Satisfaction Index 81% 89.5% 86.6% 86.6% 87.4%
Average wait to answer 10 secs 10 secs 1 secs 8 secs 10secs
Total Number of Calls Answered _I_N/A 48,076 56,776 66,183 77,286
Average Monthly calls per outlet N/A 5.96 6.27 6.05 681
received at NBSC
NBSC - Incident Resolution - Month of September
Time I 0-15 1-30 [05-1 I1-15 ]15-2 [2-3 [3-4 I4hre-1]Iday- I1
takento I Minutes I Minutes IHour I Hours I Hours I Hours I Hours I Day I 1week I Week+
Tier I 85.5 17 19 [13 I 11 I 16 [12 I 40 I 14 I 02
Tier2{ 188 I 197 I 235 I 136 I 78 I 50 I 13 I 72 I 26 I 05
Summary
Three out of the six main SLA’s were achieved during September. The failures
were the abandoned call rate and the percentage of calls answered in 15/60
seconds. The resolution rate has continued to increase and September saw the
biggest month on month increase in calls offered , from 67,192 in August to
81,487 - an increase of 21%.
Average calls per office per week also increased as a result of both “fuel
crisis” and “Inland Revenue” enquiries.
(FILENAME \"Lower\p \" MERGEFORMAT ]
35
POL-BSFF-0220587_0034
Business Service Management Operational Performance
Complaints received at NBSC over the last 6 months
uly
5
12
4 a 7
2 31 33
38 31 24
By 25 27
7 7 7
84 103 94
40 56 53
Gy 7 738
49 a1 53
0 5 70
In September 2000 there was an increase in complaints logged at the Network
Business Support Centre (NBSC), about the service provided at the NBSC,
local cash distribution centres and Swindon Parcelforce Worldwide Logistics.
The fuel crisis and CSR+ upgrade remittance pouch problems have generated
an increase in local cash distribution centre and stores complaints
There has also been a growth in complaints regarding incorrect advice being
given at the NBSC. 58 complaints were logged by NBSC customers stating
they were given incorrect advice and 60% of these were investigated by the
Customer Relations Team. Changes to the knowledge base (system used by
advisors to find solutions to customer queries) have been implemented where
nect
It is interesting to note the number of ICL Pathway and Horizon System
Helpdesk (HSH) complaints have decreased slightly. A total of 94 HSH
complaints and 53 ICL Pathway complaints were logged in September.
ary and reminders are issued to all staff about the importance of using
the knowledge base and not relying on their own knowledge.
The HSH have recently introduced a Service Control Team, who are
dedicated to identifying areas where their level of service is falling below the
standards they expect to provide.
(FILENAME \"Lowar\p \° MERGEFORMAT I
36
POL00393917
POL00393917
POL-BSFF-0220587_0035
POL00393917
POL00393917
Operational Performance
Business Service Management
Tier 1 Incidents resolved in June
(‘see Appendix A for definition of Tier 1/Tier 1 Admin)
37
[FILENAME \* Lower\p \* MERGEFORMAT ]
POL-BSFF-0220587_0036
Business Service Management Operational Performance
Calls answered within resolution rate over the month
POCM performance against service levels during September
195% answered <60 secs
185% answered <15 secs
15 secs
@<60secs
1% abandoned:
% Abandoned
Should be <5%
i
!
H
H
is
i
The graph above shows the performance of POCM for the month of September. In this graph the effect of the Family Tax
problem (P10000286) can clearly be seen. The problem originated on the 18" September , resulting in SLA failures for 3 days.
From the 18 - 20% September an ACD voice message was added to the NBSC telephone number in an attempt to advise
customers of the situation and actions to take, As a result customers heard the message and rang off thereby increasing the
abandoned rate. Accordingly due to the length of the message , the number of calls answered in 15/60 seconds reduced
significantly. (see graph above).
[FILENAME \* Loveor\p \* MERGEFORMAT]
38
POL00393917
POL00393917
POL-BSFF-0220587_0037
Business Service Management
Network Business Support Centre
Operational Performance
Weekly Analysis of Key Performance Indicators
[Target <5% 85 95 <10% 60secs I 75% 81
cal ICalls [Calls % Calls I% Calls Ans I% Calls Ans [Average wait IAv call length secs ILongest waitIResolutionICustsatITier 1_ [Tier 2
lwic Offered IAnsweredIAbandoned IAband jin 15 secsIin 60 secsIto answer IT1 \T2 b4 calls IRate index [advisors Jadvisors
lans
O3Jul I 12,521 I 12,186 335 3 85 95 8 186 123 224 74 6 9
10-Jul I 12,834 I 12,487 347 27 87.4 94.7 8 193 137 291 747 76 49
17Jul_ I 13,678 I 13,290 388 28 86.1 94.5 9 189 I 110 398 758 76 49
24-Jul I 14,307 I 13,764 543 38 79.6 15 12 182 I 125 278 758 I 866 I 76 49
31Jul I 14,930 I 14,464 466 31 823 93.1 12 201 103 530 7 84 49
07-Aug, 14,455 14,062 393 27 86.3 94.2 8 190 114 248 76.4 84 57
14-Aug I 15,155 I 14,748 407 27 88.2 958 ' 195 132 208 7 84 37
21-Aug I 15,076 I 14,698 378 25 875 94.8 7 366 109 282 76.7 84 57
28-Aug I 14,147 I 13,804 3 24 88.5 96.2 6 180 190 309 76.7 I 874 I 92 37
04-Sep 16,727 16,277 450 27 84.3, 94.9 8 203 129 196 76.5 92 63
11-Sep I 17,839 I 17,150 689 3.9 79 84.4 8 238 134 238 77.2 101 63
18-Sep I 24,363 I 21,930 I 2433 10 66.2 75.6 17 179 I 143 432 79 101 66
BSep I 18442 I 17,942 500 27 85 95.2 8 193 130 217 763 101 66
Operational Performance
The three main ACD type SLA measures were not achieved in September (calls abandoned & percentage abandoned in
15/60 seconds). This was mainly due to the increased calls received for Inland Revenue changes and enquiries relating, to
the fuel crisis. The first quarterly Customer Satisfaction results were presented during September and the overall
satisfaction rate was above 85%. Whilst this is a tremendous achievement work is continuing on an improvement plan to
further improve the level of service.
Progress is being made on “efficiency measures” and the key elements of these measures are already being tracked with
improvements to be made by December. Running parallel! to efficiency measures is the drive to ensure the quality of
responses is tracked and measured across the NBSC. A workshop is to be held in October to determine the way forward
in thi
[FILENAME \* Lower\p\* MERGEFORMAT ]
39
POL00393917
POL00393917
POL-BSFF-0220587_0038
POL00393917
POL00393917
Business Service Management Operational Performance
NETWORK BUSINESS SUPPORT CENTRE.
Source : Richard Butler : Business Service Management.
Total v's Average since January 2000
25000
18
16
s
i "4 Totals
i. ong per ute
<
os
o4
on"; z +s 5 2 : : £ z » » ri * rn
22232 32 BPE FF FFF ESS
88 ph bss eR RES EEE GES
Ba" 3 8 3 2 3 2° 8 3 Ppa pe y
= 8 Fa ES Pa H
Date
The graph above highlights effect of the Family Tax Credit problem on the NBSC during the w/c 18'* September.
This problem caused average calls to rise above their linear average for the first time since May. The graph also
shows how call levels returned to normal during the following week. (The troughs in the graph 17-23 April & 29
May - 4 June are caused by Bank Holidays when a lower number of calls were received).
[FILENAME \* Lower\p\* MERGEFORMAT ]
40
POL-BSFF-0220587_0039
Business Service Management
Calls to Regional Helpdesks.
(cource : Leon Sayers)
Operational Performance
Average and total calls received at the Regional Helplines
30000 2.00
1.80
25000 peed
2
3 20000 bad
5 120
2 15000 4.00
2 0.80
3 1000 ae
2
5000 oe
0.20
° 0.00
28/02/2000
19/03/2000
27/03/2000
10/04/2000
24/04/2000
(08/05/2000
22/05/2000
05/06/2000
19/06/2000
03/07/2000
47/07/2000
31/07/2000
14/08/2000
28/08/2000
11/09/2000
25/09/2000
Average number of calls
EE Calls Received
Om AVERAGE CALLS / OUTLETI
The level of calls to Regional helplines has continued to fall as offices become automated and therefore phone the
NBSC instead of their regional helplines. Average calls rose steeply during, the w/c 18t* September , this can be put
down to the familiy tax credit problem and people phoning their regional helplines due to problems getting
through to the NBSC. Average calls fell back in line with expectations the following week 25/09/00.
With effect from week ending 30‘ September the regional helpdesk at Tunbridge Wells has now closed.
[FILENAME \* Lower\p\* MERGEFORMAT ]
41
POL00393917
POL00393917
POL-BSFF-0220587_0040
Business Service Management
Number of calls NBSC and breakdown of calls for September period.
walls per walls per walls per walls walls per
office ofice office per office
wie wjet wets office fers
4 Sept Sept Sept whe 25 ‘Oct
‘Sept
Horizon ET AC
Horizon Balancing 3a0s_ I 03s_I 536 [030] —saor_I oso] 371] 030] 395s ost
Client counter e146 [054 I 6716 I 057] 10205 I oss] 7555 I owt I s055 I oer
procedure
Local Schemes a
fice process 3656 I 02s I 2745 [023 I asi nga] 2512 [020] 002 I os
‘Switchhoard® 3956 I 026 I s216 [027 I 3585 I o.s0_I 3365] 027 I 3996 I ost
‘Non-con ae a TE o ooo I I 000 32 I 000 13 I 0.00
Complaints a A CT
lites isi_I oor I 235 I 002 I 226 I ana I 278 [oma] 274 I 00a
CSR upgrade 302I aos I 381003 I 278 [oo I 317 I o0s_I 259 I 00
Other [oor I 8 [oor 02 [ots I omi_I 93 I _a0
TOTAL CATS Toso I 147 [aso] 149 I masz I 186 I teams _I 149 I 20207 I 159
MIGRATED NA I was I NA I a7 I NA I 120m I NA I aa77 I N/A I 2076
OFFICES.
++ Non conformance calls relate to those offices which are phoned by the NBSC for not correctly conforming to OBCS
procedures
“The calls transferred to HSH includes : PMR rung wrong helpdesk ; Horizon Navigation Calls & problems stemming fom an NBSC query
where Incident Analyst has to transfer the call to HSH,
NBSC breakdown of calls during September
B-AugS Sop, 18:24 Sopt
1050p 1 Spt
sa3839299 99
25Sop-1 Oct
[eccal Scheme
‘2oter
‘mcsRUpzado
\aoizon
laotes Process
[2 Seitboare Cats
[aoe Cauror Aocociros
[a Hoizon Balancing
The graph above shows that the percentage breakdown of calls during September has
remained stable. This is despite the sudden surge in calls during the w/c 18 September.
[FILENAME \* Lower\p \* MERGEFORMAT ]
42
POL00393917
POL00393917
Service Reporting
POL-BSFF-0220587_0041
Business Service Management
Pie chart to show total breakdown of calls to NBSC since January 2000
Percentage breakdown of calls to NBSC since January 2000
Other
Office Process *
14%
Horizon
28%
Horizon Balancing
6%
Client Counter
Procedures ‘Switchboard Calls,
Local Schemes. 16%
34% a
Percentage breakdown of calls for September
CSRUpgrade Other Horizon
1% 8%
Office Process
18%
Horizon Balancing
20%
‘Switchboard Cals
18%
Local Scheres.
Procedures 1%
The piechart shows that there has been an 6% increase in calls relating to “client counter
procedures” since the start of the year. Horizon calls have recently been split to include
Horizon Balancing as a separate call category. This helps to explain the fall in Horizon calls
and the rise in Horizon Balancing calls.
Note : That in September 1% of calls concerned CSR+ Outlets which did not migrate onto
the CSR+ system until 4 September 2000. This will be monitored again October to see if the
percentage of calls has remained constant in relation to CSR+ rollout.
[FILENAME \* Lower\p \* MERGEFORMAT ]
POL00393917
POL00393917
Service Reporting
POL-BSFF-0220587_0042
POL00393917
POL00393917
Business Service Management Service Reporting,
[FILENAME \* Lower\p \* MERGEFORMAT ]
POL-BSFF-0220587_0043
POL00393917
POL00393917
Business Service Management Service Reporting,
HORIZON SYSTEM HELPDESK:
Source : Richard Butler : Business Service Management
Total V's Average calls to HSH since January 2000.
20000
+8000
16000
14000 FI
Fs
® 12000 o oe Total
FI &
FA &
$ Hy
z"0 3 I average
5 z cals HSH
© 2000 u
Fa = = =Linear
000 & (Average
= calls HSH)
4000
2000
°
Ssgeesets Reese = BBR Ss
sett § § 222 8 Pts Fr22 Rs 2
2228 eR 8838 pe se Perey
Ss S58 8 Fs eRe Qe SG ee
gts: 832 = ¢ Fo
= ee 8 57 8
DATE
The graph shows that during the w/c 18/09/00 the average number of calls rose above the linear average to date for the first time
since June 2000. This can be explained by the Family Tax problem (P0000286) which caused a surge in calls during the week
The drops in call volumes at the beginning/end of May and last week of August are caused by Bank Holidays.
45
[ FILENAME \* Lower\p \* MERGEFORMAT I
POL-BSFF-0220587_0044
Business Service Management
Number of calls to HSH and breakdown of categories for September
Call Category Total] callaper I Total] callaper I calle per ] calle por “alls per
calls w/e I office I catlsw/e I office I office I office office
owns I wie I myp9/v0 we w/e
ovo 1909/0
Advice &Guriance I aia _I 042 I SO 62 bas,
Other 263 [002 I 288 Dot (0.08
Hlandware 312 [00s I 979 DOS 008,
Implementation wa I 0.06 320 DOs 002
Cash Account Od OS Od
‘Customer Complaint 0.00 00, 0.00
Network 02 Das 5,
Operational 0.00 000, 0.0
09 020, 018
oa 020) 047
od O15 01s
O01 O01 O01
123 730 12
TAs cozy R377
orric
Note: The w/c 18" September shows a dramatic increase in the number of calls HSH received. The increase in calls
is particularly noticeable with in Advice & Guidance , this is related to the family tax problem. (see problem
10000286).
100%
90%
30%
60%
4099 1897
50%
1684
a 2146
30%
20%
10%
979
2319
Percentage breakdown in September
1583
28 Aug-3Sept 4-10 Sept
11-17 Sept
18-24 Sept
2218
25 sep - 1 Oct
[@ Operational
1 customer complaints
a Security
1 Netw ork
1 Irplementation
Bother
1B Training
B.Cash Account
DHaraware
[D nappropriate
1 Softw are Error
Im Advice and Guidance
From the graph it can be seen that the percentage of calls received within each category has been stable over the past
month, There is however a large increase in the percentage of Advice and Guidance during the w/c 18 September ,
again this relates to problem number P10000286.
[FILENAME \* Lower\p \* MERGEFORMAT ]
POL00393917
POL00393917
Service Reporting
POL-BSFF-0220587_0045
Business Service Management
Pie chart to show percentage of calls per category for Year to date and for September 2000
Breakdown of calls received since January 2000
Securty Training inappropriate
Network 1% 4% 4%
Software ror 1%
18%
‘Advice and Guidance
other
cash Account Inplerentation Hardware
Operational
12% fey 2% 6%
Breakdown of cals in September
bepprors
11%
Trains
Avie ane Gince
a
Cash Account iglerariaion 6%
11% Es
The charts show that the categories have remained fairly stable this month when
compared to year to date figures. Exceptions occur in categories “other” and
“Operational” , this is because new categories such as “inappropriate” and “training”
have been set up since the start of the year . These are calls which used to be classed as
“other” .
[FILENAME \* Lower\p \* MERGEFORMAT ]
POL00393917
POL00393917
Service Reporting
POL-BSFF-0220587_0046
POL00393917
POL00393917
Business Service Management Service Reporting
Complaints received about HSH over last 6 months
Richard Butler
‘Business Service Management
Breakdown of complaints to HSH over last 6 months
Attitude comp
= iapproprate referral
D incorrect advice given
owiet requests compensation
fafusalto give ref. nurber
unable to get through
wating for callback
refusal fog cal
ori
May
June
July
‘August
‘September
The graph shows that the main area for concern is the rising number of people who had
increasing difficulty during April and May. The reason for the increase in people failing to
get through to HSH was due to the surge in calls at the end of April and beginning of May
regarding revaluation. This issue had been resolved by June hence the fall in complaints in
this category. The introduction of IVR (Interactive Voice Recognition) by HSH at the
beginning of June may also have helped to reduce complaints in this category.
Breakdown of HSH complaints over the last 6 months
i Atttuce complaint
1m happroprate referral
ID incorrect advice given
outlet requests compensation
i refusalto give ret. number
unable to get through
Ja wating for call back
IB refusal to og call
The pie chart above shows that the main area for HSH complaint over the last 6 months
has concerned failure to get through. As it mentioned above the introduction of IVR
during June should help to combat this problem.
[FILENAME \* Lower\p \* MERGEFORMAT ]
POL-BSFF-0220587_0047
POL00393917
POL00393917
Business Service Management Service Reporting
Change Implication Impact
Total new ATP's/Changes
[FILENAME \* Lower\p \* MERGEFORMAT ] Pr
POL-BSFF-0220587_0048
Business Service Management
Service Reporting
Changes Implemented
Parliamentary Cheque Encashment
Reduced cheque encashment fee of 30p as opposed to the
£5 charge, to be available at restricted Parliamentary Post
Offices
Letter
Inland Revenue Order Books
introduced to OBCS
Working Families Tax Credit and Disabled Tax Credit will
use the OBCS facility so that the system stoplist can be
utilised, except for offi in Northern Ireland (see below)
Counter News
Inland Revenue Products in N Ireland
‘Anew picklist is being introduced for these products
which will move to the N. Ireland screen.
Counter News
GM Buses Promotional Voucher Price Increase for Student tickets Letter
Prestige Stamp Book Treasury of Trees, new product on sale Counter News
Asylum Seekers Vouchers Reduction in the network offering this service Letter
No-entry signs To bar use of Redirection icons as the products N/A
introduction has been delayed
Travel Insurance Fix delivered to on screen prompt N/A
LFS Training Workbook
To notify users of amendments
Counter News
Withdrawal of PLU numbers for
OBCS
The link between OBCS and PLU functionality was
withdrawn as the PLU system bypassed the system
stoplist.
Counter News
Girobank new daily records
New client summary report form introduced with CSR+
Counter News and
CSR+ comms
9 Ticket and Travel schemes
New and altered schemes
Letter to offices
1 Meals on Wheels scheme
Withdrawn product
Letter to offices
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Authorised Temporary Procedures
Raa oT ey rae Tera ua
Inland Revenue Order Books, instructions produced for 12 offices which had not received the _ I Implemented
new software
No SWALEC Tokens on Non-Value Stock declaration screen in CSR+ Implemented
No bar-coded seals for coin bags, therefore unable to Rem Out to ADC in CSR+ Implemented
Rem Out procedure for claiming Rem shortages for CSR+ Implemented
Simple Payment Module not available on the upgraded software for CSR+ Implemented
Green Girocheques need to be sorted into the order as reported by the Counter Weekly Report _I Implemented
Incorrect logos on two icons in the Non Accounting, Data screen for CSR+ Implemented
MVL oifices declaring non value stock for CSR+ Implemented
Incorrect bar-codes on pouches for CSR+ Implemented
Unable to use LFS paperwork if supplied by an ADC for CSR+ Implemented
Unable to use LFS paperwork if supplied by a non ADC for CSR+ Implemented
Cash Handling and Distribution unable to operate two types of documentation for CSR+ Implemented
Stock remittance paperwork to be despatched to the NSSC for CSR+ Implemented
Offices not scanning bar coded books for all OBCS procedures Withdrawn
Cheque listing report Incorrect volume being reported Withdrawn
Transaction Mode Indicator Withdrawn
UKPA fees the transaction fee not being reported on the office daily report Withdrawn
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Business Impact
Sue Siowart and Adele Kileoyne: Business Service Management
Background
The business impact model is a tool which will enable the ICL Pathway Service
Level Agreements (SLA’s) to be assessed from a business wide perspective by
PON. The business impact scores will show how any SLA failures are affecting
the Network and where the most pain is felt.
The model is derived from matrices which contain scores based on the
percentage failure of the SLA against the number of offices affected. The model
will allow comparison between the SLA results on an even scale rather than
identifying which SLA’s have failed by the biggest margin. The matrices are
divided into four key areas of the business which are impacted by ICL
Pathway’s performance (customer, support, client and outlet) and from these an
overall score is produced for each SLA.
Scores
The scores are as follows:
100 shows that the SLA was achieved to the agreed minimum acceptance
threshold.
Scores above 100 shows that the SLA target has been exceeded by ICL
Pathway therefore having a positive impact on the business
Scores below 100 show the extent to which the SLA has failed based on the
impact on the business. The historical data will enable decisions to be taken
based on sustained failure rather than reacting to ‘blips’.
A score of 0% show that the failure of the SLA is totally unacceptable to PON
and should be the focus for immediate action to improve the SLA results.
N/A means that ICL Pathway are not currently reporting on these SLA’s.
.
Although the matrices scores have been agreed across the business it should be
noted that this is currently a learning model. As such the scores may be subject
to change if the impact is considered to have a greater or lesser impact than the
results suggest.
Results
© The table below shows the business impact for the past 6 months. The key
impacts on the business are the Service Level Agreement failures for file and
data deliveries by Day D and Business Incidents which have had a
consistently unacceptable score for the past 7 months.
This month the performance against a number of other SLA’s has worsened,
calls answered within 20 and 40 seconds have been impacted by the surge of
calls relating, to Family Tax Credit.
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¢ There has also been a reduction in the scores for 3 call to resolution SLA’s -
Priority A 4 hours local and Priority B 10 hours local.
Business Impact Scores Table
[Service Level Agreement Mar-00_[ Apr-00 I May-00 I Jun-00 [- Jul-00 I” Aug-00
IRDMS reference data file delivery - day D q a 0 0
[APS reference data file delivery - day D q Q a q
[APS data delivery -day D a a 0 0
TPS data delivery -day D q 0 9 9
[OBCS stop list delivery - day D q a 0 a
OBCS data file delivery - day D a a 9 a
[Business incidents q 0 a 0
Priority A- 4 hours (local) Bi Ba 135 6875
[Calls answered within 40 seconds 31.25) 68.75] 68.75) 81.35]
Priority A- 6 hours (local) Esai Eikal 43.75) 8.35
[Calls abandoned 625 3 100 +100
Priority B- 10 hours (local) 62.5 w135} W735 875
Priority B- 12 hours (remote) 62.5 Fo) 150) 200]
Priority B-8 hours (local) Bi 875 150 150]
[Level 1 calls - 5 minutes kal 50] 150) 150]
Calls engaged Bi 150) 150) 150]
Priority B - 24 hours (remote) 875 875 51.35 875
Level 2 calls -45 minutes 875 5 3 Bi 875
[Site installation - quality compliance 875 IAN ENZN FWA
[Calls answered within 20 seconds 109] 50] 31.35 3135
[Level 2 calls - 30 minutes 100] 09] 150) 150]
[APS reference data file delivery - day C 0) i) 100) 100]
Training, course timeliness live delivery 100) a7 #75 100]
evel I calls - 10 minutes 100) 100] 100 100]
[Cash account - 2nd line call back 100] 100] 100) 09]
Training venue quality 100] cc) 100) cc)
Training, course quality a) To0] 700) 109]
Training, courses NOT cancelled 100] 00] 100) cc)
Training, course competancy levels 100] 100) 100 Fo)
FTPS data delivery - day B 100] 100] 100) 34.38]
[OBCS stop list delivery - day C 109] 09] Ec) 100]
OBCS data file delivery - day C 100] 109] 100) 09]
[Site modification - quality compliance 100] INA aA #NA
Priority A - 12 hours (remote) 100] 09] 100 09]
IRDMS reference data file delivery - day B 150] 150] 00) To9I
[APS data delivery - day B 150] Cy) 100) 34.38]
[APS data delivery - day C 150/100] 150] 100) 150]
IRDMS reference data file delivery - day C 150] 100] 150 150) 150]
[APS reference data file delivery -day B 150,100] 150) 00) 150]
OBCS data file delivery - day B 150/100] 150] 100 150]
{TPS data delivery - day C 150) 150] 150) 150) 150
[OBCS stop list delivery - day B 150, 150] 150) 150) cc)
[Cash account - 2nd line availability 200, 200] 200] 200) 200]
[Site installation - repair timeliness 200/200] 200] 200) 200]
Priority A- 8 hours (remote) 200/200] 200] 200) 200]
[Cash account scripts FA ANA INA EZ INA
Priority A - 6 hours (intermediate) #N/A_I_#N/A 200I_#N/A #NA
Priority A - 9 hours (intermediate) #N/A_I#N/A 875 875 875
[Priority B- 10 hours (intermediate) #N/A_I_#N/A 200] 200) 200]
[Priority B- 15 hours (intermediate) #NA_[_#N/A 875 875 875
[Site modification - repair timeliness N/A I #N/A S44] ANA #NA
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Appendix A
Glossary of Terms
CBDB - Counters Business Database - All cash accounts are keyed into
this and it holds information on client settlement and errors
CLASS - Client Ledger and Settlement System
Day D - the 3 day after a transaction has been performed at an offices
PIVOT - Postmasters Information and Value of Transactions
Sub Files - Files received by ITIP
Traffic Light System
Each CSF has at least one measure attached to it. These are shown in
blocks and each block of measures are weighted at 100%. If all are
equally important in the block the 100% is divided across the block of
measures. This system works well in areas like OSG where there are
distinct differences in the importance of each measure. The traffic lights
are then used to show the total of the weighting. For example if a CSF
has a number of low graded measures on red but the higher ones are all
on green this suggests that there are no major issues affecting the CSF
and therefore the overall traffic light for that CSF would be green.
However in Transaction Processing, all the CSF’s are equally important
which means that if any of the measures are adversely affected the
impact is high on TP.
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HSH Call descriptions
‘The majority of calls logged under this category are calls aimed at such
areas as; Automated Payments Systems (APS) operational enquiry,
Electronic Point of Sales System (EPOSS)operational enquiry, General
Enquiries, Order Book Control System (OBCS) operational enquiry,
and System Access enquiries.
These are all aimed at; Equipment damage, central system faults and
peripheral failure to areas such as back office printers bar code reader,
keyboard and monitor touch element etc.
These calls are queries concerning; Implementation delay, planned
activity reschedule and site preparation issue.
The Network areas here are; the central system, Network failure and
Post Office Configuration, Link and Router failure.
This includes access and user administration failure, POSS operation
failure, Reference Data issue and System Environment failure.
Includes central system - environmental failure - PO - consumable
order request - office environment failure i.e. power - miscellaneous
Reconciliation calls are in particular aimed at APS, Benefit Encashment
System (BES) EPOSS, Reference Data.
‘One - shot password problems
ftware errors included are; expected change not worked, system
message displayed on - screen , system operation has changed
unexpectedly.
NB!
SC Call descriptions
This category includes Horizon issues such as Cash Accounting,
Migration issues and system changes.
This deals with issues within the Horizon Balancing Guide. (the guide
is on screen and the advisor talks through the relevant sections).
This involves transactional & counter procedures.
Records all calls relating to the CSR upgrade
Records all complaints received at the NBSC
‘Contains details of clients for local schemes and transactions types.
Records details of non conformance on OBCS procedures. This is the
number of offices the NBSC has phoned - this category is only used by
customer relations.
This includes burglaries , office Closures, power failures, industrial
action, name badge ordering, safe problems, health and safety issues
etc.
Calls that are misdirected or proper to other sections
Transactions regarding charge accounts for electricity ; water & gas
Includes calls on stock ordering , Transaction processing (used by
admin only)
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