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Requests go to one person currently depending on who the customer knows

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Customers may have had interactions with a certain member of the team previously so contacts them directly

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What are the trends/themes behind the requests

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Overview of what projects are and what is being offered.  Therefore easy to forget what is going on and links to other work.

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If one member of the team has a big workload, this may cause issues on being responsive in a timely manner

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With the changes in the team from OCSLD, there may be some confusion around the university of where they should direct bespoke requests

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Are we re creating work for different clients when could contexualise/adapt previously completed work

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Need to be more integrated into the team and understand how currently decide who does what tailored work

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Need to be more integrated into the team and understand how currently decide who does what tailored work

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Difficult to develop triage process without understanding how it currently works

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Difficult to develop triage process without understanding how it currently works

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Lack of records, regular updates - sometimes we don't have time to discuss fully.  Also who is the lead person as a project.

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We may be duplicating work especially regarding sharing resources etc.

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Can we follow our interests/personal development with current workload/allocation?

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not always aware of other colleagues involvement with the 'client'

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The team are working on various ways to improve but we are in a kind of holding position until these have been developed

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I think we need also to be mindful of 'too many chefs spoil the broth'. Clear lead on projects

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Do they know our roles? What do we all do ?!

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Sharing mechanism across the team including sharing previous interventions so we have oversight of what's coming in

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Sharing mechanism across the team including sharing previous interventions so we have oversight of what's coming in

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No consistent way of evaluating delivery and customer feedback

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No consistent way of evaluating delivery and customer feedback

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Quite often the scope of the initiative will change (change in schedule, change in numbers involved, change in what is subsequently required from the intervention). This causes knock-on workload issues.

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Smaller bespoke issues can be time-consuming in effort. This effort can be multiplied with scope changes. Usually at the expense of bigger more complex initiatives (because they are big and complex).

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Last-minute crisis (due to lack of  planning)   

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Last-minute crisis (due to lack of  planning)   

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There are certain behavioural types (individuals and departments) whose modus operandi is everything is last minute and urgent. E.G department schedules a team event 6 months in advance and leaves it until 2 weeks before to ask if we can support them.