Governance Terms of Reference

Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Terms of Reference – Customer Services Town Hall

Objective To inform Timing Quarterly; 2 hours Audience Customer Services Organization

Purpose Attendees
• Informs employees of Customer Services organization strategy and Target Operating Model (TOM) Board Chair
objectives, plus Performance Improvement progress and activities across
the Customer Services organization Performance Improvement Leadership Team
• Communicate overall impact and benefits realized for Performance
Improvement efforts Customer Services Organization

• Enables open dialogue and feedback to gather input from across the
organization for identification of potential initiatives

Agenda Timing Input Output

Introductions and overview 15 minutes • Overall Customer Services strategy and • Meeting minutes to be distributed to
objectives Performance Improvement Leadership
Review organizational performance and progress 45 minutes Team for assessment and communication to
• Performance Improvement program Performance Improvement teams
progress and updates
Communicate organization-wide impacts 15 minutes • Ideas/ feedback collected to be synthesized
• Summary of realized benefits from by the Performance Improvement
Open forum for discussion/ Q&A 30 minutes Performance Improvement work Execution Team

Dependencies In Scope Out of Scope

• Culture encourages open communication • Customer Services Performance • Prioritization or execution of Performance
• Performance Improvement initiative metrics and updates are available to Improvement progress Improvement initiatives
communicate • Open discussion on performance • Detailed discussion on specific initiatives
improvement opportunities

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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Terms of Reference – Target Operating Model (TOM) Board Meeting

Objective To decide Timing Monthly; 1 hour Audience Target Operating Model Board

Purpose Attendees
• Act as a stage gate process for the execution of initiatives Target Operating Model (TOM) Board Chair
• Review overall performance and health of the Customer Services
Performance Improvement Leadership Team
Performance Improvement program
• Adapt and make changes to Customer Services strategy and objectives while Target Operating Model (TOM) Board
considering impacts from market and organizational changes Members

Agenda Timing Input Output

Assess external impacts to Customer Services
Review performance and health of Customer Services
Discuss alignment of initiatives to CS objectives
Approve stage gate progress for initiatives as required
15 minutes • Summarized progress across Customer • Go/No-Go decisions for performance
Services Performance Improvement improvement initiatives
15 minutes program • Updated strategic objective for Customer
• Proposed prioritized Performance Services as required
15 minutes Improvement initiatives and alignment to • Decisions and guidance to address issues
Customer Services strategy and objectives and prioritized initiatives at each gate
15 minutes

Dependencies In Scope Out of Scope

• Transparency of risks and issues for Performance Improvement work • Overall Performance Improvement initiative • Execution of tactical activities for
• Timely decisions made for Performance Improvement initiatives program objectives and goals Performance Improvement initiatives

• Alignment on Customer Services objectives and strategy • Discussion of potential PI opportunities • Initial prioritization of PI initiatives

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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Terms of Reference – Target Operating Model (TOM) Working Group

Meeting
Objective To organize Timing Weekly; 1 hour Audience PI Leadership and Execution Teams

Purpose Attendees
• Manage Performance Improvement program plan and monitor program Performance Improvement Leadership Team
performance
• Consolidate status and performance metrics for initiatives to communicate Performance Improvement Execution Team
to TOM Board
• Provide day-to-day leadership and manage alignment to Customer Services
strategy and objectives for the Performance Improvement program

Agenda Timing Input Output

Discuss and align on PI initiative prioritization criteria 10 minutes • Collected feedback and ideas from idea • Summarized long-term benefits from
gathering sources to assess for Performance Performance Improvement work
Review overall progress against PI program plan 15 minutes Improvement opportunities • Updated Performance Improvement
• Performance metrics and reporting from program plan and issues log
Assess metrics and summarize benefits from initiatives 15 minutes Performance Improvement Initiative • List of prioritized Performance
Leaders Improvement initiatives for review
Review input gathered for PI opportunities 20 minutes

Dependencies In Scope Out of Scope

• Necessary data and information is available for assessment of performance • Prioritization and identification of • Execution of tactical initiative level activities
and identification of initiatives Performance Improvement initiatives • Decisions or changes to Customer Services
• Performance Improvement program plan has been adhered to or updated • Review and changes to PI program plan strategy or objectives
when required

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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Terms of Reference – Customer Services Managers Operations

Meeting
Objective To track Timing Weekly; 1 hour Audience PI Execution and Initiatives Teams

Purpose Attendees
• Manage day-to-day operations of Performance Improvement initiative Performance Improvement Execution Team
execution, including allocation of resources and identification/ resolution of
risks and issues Performance Improvement Initiative Leaders
• Track progress of Performance Improvement initiative within the
Performance Improvement process and identify which stage gate each
initiative belongs
• Guides and reviews execution of individual initiatives

Agenda Timing Input Output

Review overall Performance Improvement progress
Review status of ongoing PI initiatives
Discuss requirements and roadmaps for new PI initiatives
Discuss escalated risks and issues for initiatives
15 minutes • New Performance Improvement initiatives
with roadmaps and resource requirements
20 minutes
• Updated Performance Improvement
program plan and initiative roadmaps
15 minutes
• Initiative level status, issues, and risks
10 minutes
• Feedback to Performance Improvement
Leadership Team regarding initiative-
specific status and progress
• Mitigation of initiative-level risks and issues
or escalation where required

Dependencies In Scope Out of Scope

• Resources required for PI initiative execution are available • Decisions regarding specific initiative risks • Updates to Performance Improvement
• Transparency with Performance Improvement initiative status, risks, and and issues program plan
dependencies • Identification of resources and timing for • Performance Improvement program level
execution decisions

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