Every case names the rule and the number that raised it. When that number is wrong for your organisation, you change it in an admin screen and the queue re-evaluates — not on our next release, and not for a fee.
Rent is what pays for the service your team is judged on. But an income officer does not collect a percentage — they work a list.
If the list is ordered wrong, full of cases that resolved themselves last week, or raised by a threshold somebody set for a different organisation in a different decade, the percentage follows it down. The queue is the KPI, one day at a time.
The queue
Nothing arrives on an officer’s list with a score and no reason. Every case carries the rule that raised it, the threshold it crossed, and what the account actually did.
An officer opening a case sees which rule fired, what the threshold was set to, and the account behaviour that crossed it. So the first question in a one-to-one — why is this on your list — has an answer on the screen rather than in a supervisor’s head.
It is also the answer to the harder version of that question, asked by a board member or an Ombudsman investigator: nothing prioritises a tenant by a weighting you cannot see.
Nobody types in whether a tenant pays weekly or monthly. It is derived from how they actually pay, and you choose which rhythm raises the alert — the cycle you bill on, or the cycle they pay on.
A monthly payer billed weekly looks three weeks in arrears for most of every month. Those are cases that should never have been raised, and each one costs an officer the same time as a real one.
The tenant paid, the claim landed, the arrangement started. The case comes off the list on its own, with the reason recorded, instead of sitting there until somebody opens it to find out nothing needs doing.
The recorded reason matters as much as the closure: a self-resolved case is evidence the account recovered, not a gap in the audit trail.
Two different problems. One is capacity and allocation; the other is approach, or an account that needs something your team cannot offer. They are counted separately, with correctly-suppressed accounts netted off both — so the unworked number is a management number rather than a mix.
Configurability
The recurring cost in this category is usually not the licence. It is the change request — the quotation that arrives when you want a number moved from 14 days to 21.
Thresholds. The logic of a rule, built in a form rather than written in code. What an action is called. The questions an officer has to answer before they can complete one. Which rules run automatically and which wait for a person. Who can see which page.
Change a number and your cases re-evaluate immediately, on your data, not on our next release.
A threshold shared by several rules says which rules read it. Turning a rule over to automated email names the open cases it will pick up and asks you to confirm. Nothing about “configurable” should mean “you find out on Monday”.
Who moved which threshold, from what to what, when, and what it moved. That record is what lets you hand configuration to your own team rather than keeping it with one person — and it is the same record that answers an auditor asking who decided.
A statutory hold, the six-year limitation clock and an unread access need are not thresholds you can set to zero. They sit under your rules rather than beside them, so a configuration mistake cannot switch off a legal duty.
What that looks like in practice →The switching question
Where this stops
Stated here rather than discovered in month three.
Which also means a badly-set threshold is yours. The product tells you what a change will move and records who made it, but it will not tell you that 21 days is the right answer for your tenants. Nobody can.
We have no sector benchmark set to quote from, and a percentage uplift measured on somebody else’s book is not evidence about yours. The pilot exists to produce that number on your data.
The assistant drafts and briefs; a person presses send. There is no autonomous contact, which is deliberate — but it does mean the queue saves your team time rather than replacing the judgement in it.
The rest of the committee
Written separately because these are genuinely different questions, not the same pitch with the job title swapped.
One patch, one team, your own data loaded. Tell us your account volumes and which housing management system you run, and we will put a number to it.
Tell us about your organisation and what you are trying to fix. It goes straight to the team, and a person replies.