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1800 Workload Management

SWI Policy and Procedures July 2009

In order to optimize efficiency, workforce management software allows intake supervisors and management to predict overall staffing needs as well as monitor an individual intake specialist's adherence to his or her schedule. Continuous focus is on achieving a balance of quality and quantity.

1810 Call Flow

SWI Policy and Procedures July 2009

Scheduling Shifts

Shifts are created through the use of IEX software. IEX forecasts the number of staff needed to handle the call volume in 15-minute intervals, based on archived data from the telephone switch.

The forecaster assists in scheduling adequate phone coverage to meet changing demands, based on variations in call volume. Even when variations are small, they can affect SWI's ability to answer the phone promptly.

1820 Maintaining the Service Level

SWI Policy and Procedures July 2014

The number of reports SWI receives and the rate at which they are received fluctuates significantly, even during short spans of time. The time of year, day of the week, and time of day all affect the number of incoming reports. Holidays and the opening or closing of the school year also affect the report levels. Additional influences which are less predictable but still significant are:

  •  the weather;

  •  media reports;

  •  the political environment;

  •  technical issues with telephone or internet equipment or services; and

  •  public awareness campaigns.

SWI receives reports of abuse, neglect, or financial exploitation by phone, internet, and paper correspondence.

SWI has designated staff, referred to as workforce management, who monitor the volume of these queues and allocate resources to best maintain the service level. Supervisory staff assist in monitoring and maintaining the service level when needed.

Balancing the Work

Workforce management staff monitors the:

  •  phone queues (English, Spanish, Law Enforcement, Community and Administrative);

  •  internet report queue (also known as the e-report queue); and

  •  correspondence queue.

The Phone Application

When calls have been holding for extended periods of time, workforce management staff reassigns intake specialists to the phone queues in order to decrease hold times.  

Reports Not Made Through Phone Lines

In addition to managing the phone queues, workforce management also considers reports made through other means such as e-reports and faxed or mailed correspondence.

Factors to be considered include:

  •  how many staff are assigned to the e-report queue;

  •  how many e-reports have been submitted;

  •  how long the e-reports have been waiting to be processed; and

  •  how much paper correspondence needs to be processed.

See 3320 Correspondence Mailed or Faxed to SWI.

Stacking Calls

In response to extended hold times on the phone queues, workforce management staff may ask intake specialists to stack a call. Stacking involves an intake specialist taking another call from the queue before completing the work on his or her current report

Only intake specialists with one or more years of tenure may stack calls. Intake specialists do not stack calls if they are working on a call that requires immediate processing.

Reports that require immediate processing:

  •  reports involving APS Facility Investigations; and

  •  Priority one (P-1) intakes for any program.

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