Colleague Reporting & Analysis Components
Examples of the types of operational insights that Member Services colleagues could access to better understand and improve outcomes.
Illustrative Data - Not Real ValuesThese worked examples take tasks from the Data Model Specification and show what a colleague's operational view would look like.
Each view answers three questions:
- What happened to the work I started?
- Where are the problems?
- How can I help improve this?
Value Demand vs Failure Demand
Every task a colleague handles falls into one of two categories. Understanding the split is critical to knowing where improvement effort should focus.
What we exist to do
Legitimate member needs arriving for the first time. The member wants something and we deliver it.
Examples: Cancellation request, address change, cover increase, new claim
Demand caused by our failure
Chasing, repeating, correcting. The member contacts us because we didn't get it right the first time.
Examples: "Where's my cancellation?", re-submitted forms, complaints, chasing letters
A task can start as value demand but generate failure demand when it gets stuck. The colleague views below show both: the original demand type and the failure demand the process creates.
Cancellation
Highway cancellations pass through phone agent, admin team, and Finance with a 5-day SLA. The colleague who takes the original call currently has no visibility of what happens next.
| Case | Member | Status | Current Step | Days Open |
|---|---|---|---|---|
| #CX-4471 | J. Harrison | Delayed | Manual Letters | 3 |
| #CX-4455 | R. Chambers | Delayed | Admin Queue | 4 |
| #CX-4502 | S. Patel | In Progress | Cancel DD | 1 |
| #CX-4489 | M. Thompson | Pending | Awaiting Finance | 2 |
- Manual letter production is the bottleneck, avg. 2.8 days in queue this month.
- 0% first-contact resolution on Highway cancellations. SSG cancellations resolve same day.
- Complaint category CS-5 (Delay: Processing a request) linked to 3 of your cases this quarter.
Change of Address
Address changes on Highway require system updates and admin-checked letters. A task that should be simple but involves multiple handoffs and manual letter checks.
- Highway generates letters automatically but each one requires manual admin review before sending.
- SSG address changes can be done by anyone, no admin handoff required.
- 1 case this month returned because the letter contained a typo in the new address (complaint category CS-6).
All Tasks Overview
A single view of everything a colleague has touched in the last 30 days, across all task types. The starting point before drilling into any individual task.
| Task | Initiated | Completed | Outstanding | Avg Time | FTR | Failure Rate | RAG |
|---|---|---|---|---|---|---|---|
| Change of Address | 32 | 29 | 3 | 2.1d | 0% | 3% | |
| Cancellation | 18 | 14 | 4 | 4.2d | 0% | 11% | |
| Increase in Cover | 9 | 6 | 3 | 6.4d | 0% | 22% | |
| Complaint | 7 | 5 | 2 | 3.8d | 71% | 100% | |
| Reinstatement | 5 | 4 | 1 | 3.5d | 40% | 0% |
- 82% of your outstanding backlog (10 of 13) sits in just two tasks: Cancellation and Increase in Cover.
- Aggregate FTR of 28% means nearly 3 in 4 tasks require at least one handoff before completion.
- Failure demand overhead: for every 5 value tasks, your process generates roughly 1 chase or rework contact.
Ambition Targets
Measures current performance compares to the ambition targets defined in the reporting framework. Gaps highlight where the system needs to change.
| Task | Worst Metric | Current | Target | Gap | RAG |
|---|---|---|---|---|---|
| Increase in Cover | First Touch Res. | 0% | 80% | -80pp | |
| Cancellation | First Touch Res. | 0% | 80% | -80pp | |
| Complaint | Complaint Yield | 42.3 | ≤25 | +17.3 | |
| Change of Address | First Touch Res. | 0% | 80% | -80pp | |
| Reinstatement | First Touch Res. | 40% | 80% | -40pp |
- Increase in Cover 92 Highest failure rate (22%), longest avg. time (6.4d), biggest SLA gap
- Cancellation 84 0% FTR, sentiment dropping, admin queue bottleneck worsening
- Complaint 71 100% failure demand, CS-5 category trending up, systemic root causes
- Reinstatement 45 Manager auth delay, but improving trend and 0% failure rate
- Change of Address 28 Low failure rate (3%), relatively fast, minor admin check overhead
- First Touch Resolution is your biggest gap, 28% actual vs 80% ambition across all tasks. This is a system design issue, not a performance one.
- Increase in Cover is the highest priority for improvement, longest time, highest failure rate, and the worst SLA gap.
- Failure Demand at 12% is within the ≤20% ambition target. Your process generates less rework than average.
Pipeline Board
A Kanban-style view of every outstanding case across all task types, distributed by pipeline stage. Makes it immediately obvious where work is stuck.
- Increase in Cover stalls at Underwriting, 2 cases stuck 3–5 days waiting for sign-off. Every other step in that process is empty.
- Cancellation bottlenecks at Admin Queue, 2 cases stuck 3–4 days against a 5-day SLA. The manual finance check is the blocker.
- Change of Address, Complaint and Reinstatement are all flowing, cases moving through steps within 1–2 days with no stuck work.
With this level of operational visibility, colleagues are no longer passive participants in a process. They become active contributors to improving it. When the people closest to the work can see where tasks stall, where demand fails and where ambition targets are missed, they are uniquely positioned to provide feedback and insight into how to resolve the issues. Improvement becomes colleague-led, continuous and grounded in real scenarios.