A weekly review should help managers decide what to do next. It should not become a tour of unrelated dashboards. Use the same definitions across locations while leaving space for local context, such as staff absence or a temporary capacity restriction.
Copy this agenda
Period: [start and end date]. Chair: [name]. Locations covered: [list]. Data cut-off: [time].
- Demand: new enquiries, source and service requested.
- Handling: first response time, unresolved enquiries and routing errors.
- Capacity: available appointments, staffing gaps and delayed work.
- Outcomes: bookings, attendance, completed work and cancellations.
- Exceptions: complaints, failed handoffs and overdue decisions.
- Actions: owner, due date and evidence of completion.
For each measure, record the definition, reporting period and missing data. Separate counts from rates: a busy branch may have more unresolved enquiries but a smaller unresolved share. Do not rank branches before checking comparable opening hours and service mix.
End with decisions
Choose no more than three actions requiring attention this week. “Improve follow-up” is not an action. “Reception manager to review the ten oldest unresolved enquiries by Wednesday” has an owner and a testable result.
Begin the next meeting with those actions. Record whether each was completed and whether it changed the problem. Remove measures that nobody uses to make a decision. A shared review becomes valuable when it creates consistent follow-through, not when it produces a longer report.