FROM: Christina Cintron, Chief of Member Services
SUBJECT: Informational: Member Services Performance Metrics - 2025
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Member Services performance metrics for 2025.
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BACKGROUND:
This informational item provides an overview of Member Services performance metrics for 2025. The data presented reflects activity for the one-year period from December 1, 2024 through November 30, 2025. December-over-December metrics for Member Services have historically remained very stable, typically reflecting only slight year-over-year increases. As a result, the data included in this report is expected to closely align with final 2025 calendar year totals.
The sections below summarize key areas of service delivery, operational activity, and member impact supported by the Member Services team during this period.
Contact Center
Throughout 2025, the Member Services team supported members across multiple service channels, balancing accessibility, efficiency, and consistency while responding to fluctuating demand. Contact activity remained high throughout the year, with a total of 23,018 incoming calls handled by the Member Services team. On average, the team received approximately 107 inbound calls per day, or 1,918 calls per month. Call volume was not evenly distributed throughout the year, with higher demand during the peak retirement season from January through April, when the team averaged approximately 2,511 calls per month, compared to an average of 1,621 calls per month during the remaining months of the year.
Call volume peaked early in the year, with March identified as the busiest month (2,727 calls) and March 3 as the single busiest day (212 calls). This pattern aligns with January through April historically being the highest-demand period for service retirement activity. Phone calls represent one of several ways members interact with SBCERA, alongside digital and in-person service channels.
The average handle time for calls during the year was 7 minutes and 42 seconds. This metric reflects the team’s focus on resolving member needs efficiently while maintaining service quality. Average handle time includes both the time spent speaking with the member and a three-minute wrap-up period, which is used to document the interaction in the member’s account and initiate any necessary workflows for follow-up action.
The three most common reasons members contacted SBCERA were appointment scheduling (7,277 calls), service retirement inquiries (6,213 calls), and member account questions (3,521 calls). Understanding the primary drivers of member contact helps inform planning efforts and identify opportunities to improve the overall member experience while balancing daily workload demands for the Member Services team. Given that appointment scheduling represents the highest contact driver, this area has been identified as a primary focus for future service enhancements.
Member Consultations
In addition to phone support, the Member Services team completed a total of 1,160 member consultations during 2025. Consultations are scheduled, one-hour appointments conducted by the Retirement Specialist team and are designed to provide individualized guidance to members. Prior to each consultation, the assigned Retirement Specialist thoroughly reviews and researches the member’s account in advance of the appointment.
These consultations support members who are approaching service retirement after long and dedicated careers, as well as members seeking a general check-in to better understand what retirement may look like for them in the future. During each consultation, Retirement Specialists review all elements of the service retirement application, provide benefit estimates, and share information to help members make informed decisions regarding their retirement benefits. This approach allows each consultation to be tailored to the individual member’s circumstances and questions.
The majority of consultations were conducted in person, with 837 appointments (72.8%) completed onsite. This total includes 121 walk-in appointments, reflecting the team’s ability to respond to members who require same-day assistance. Phone consultations accounted for 234 appointments (20.3%), while virtual consultations represented 79 appointments (6.9%).
This service delivery mix allowed the team to balance accessibility and capacity while maintaining consistent access to individualized counseling and guidance. By offering in-person, phone, and virtual consultation options, the Member Services team was able to meet members where they were while supporting a wide range of member needs throughout the year.
Not every member consultation results in a service retirement application. Some members choose to participate in group consultations rather than individual appointments, while others meet with the team to better understand their options before deciding on next steps. These consultations support informed decision-making and help members determine the timing and approach that best aligns with their individual circumstances.
Member Education
Member Services participated in a wide range of member education activities throughout 2025, supporting 44 education sessions in collaboration with the Communications team. These sessions included 8 pre-retirement seminars and webinars, 26 new employee orientations, 8 retirement overview seminars, and 2 mid-career seminars.
While the Communications team schedules and facilitates member education sessions, Member Services’ participation ensures that members receive accurate information and direct access to subject matter expertise. Team members support these sessions by answering questions, providing clarifications, and helping members understand retirement benefits across multiple stages of their careers.
Collectively, these education efforts support members from onboarding through retirement planning and help build foundational knowledge. By providing consistent information in group settings, member education helps prepare members for future interactions, supports more productive consultations, and contributes to efficient service delivery while balancing overall workload demands. These sessions complement individual consultations and other service channels by providing timely, consistent information in a group setting.
Service Retirement and Refund Applications
Application processing remained a significant area of focus for the Member Services team throughout 2025. During the year, the team received and processed 734 service retirement applications and 795 refund applications. Applications for both service retirements and refunds are available to members through their mySBCERA accounts, and the team also continues to receive applications submitted in paper form, depending on member preference and circumstances.
Member Services meets with members, reviews applications for accuracy, and ensures all required documentation is collected and complete. While the Fiscal Services team is responsible for setting up and processing benefit payments, Member Services serves as the primary point of contact for members during the application and review phase, helping to ensure applications are accurate, complete, and ready for downstream processing.
Member Contact Highlights
Throughout 2025, the Member Services team supported members across multiple service channels, including phone, email, the SBCERA Message Center, and in-person interactions. These channels allow the team to respond to a wide range of member needs while providing flexible and accessible service options.
During the year, the team assisted members through 2,284 in-person lobby visits. Lobby visits occur for a variety of reasons, including checking in for scheduled appointments with Member Services or other departments, dropping off paperwork or supporting documentation, requesting assistance with account updates, or seeking help with general inquiries.
Member Services recorded 36,900 member contact log entries throughout the year. Contact log entries reflect every interaction with a member, regardless of the service channel used, including phone calls, emails, Message Center communications, and in-person visits. Tracking the reason for each interaction allows the team to identify trends in member needs and use that information to inform future service improvements based on what members are most interested in.
Collectively, these contact metrics highlight the volume and breadth of member interactions supported by the Member Services team. Each documented contact represents an opportunity to assist members and provide timely, accurate information as they navigate important career and retirement-related matters.
Scanning and Imaging Productivity
Member Services played a central role in document imaging and record management throughout 2025. During the year, a total of 71,798 documents were imaged systemwide. Member Services was responsible for the majority of member-related imaging activity, accounting for approximately 62% of all member imaging volume.
In 2025, the organization implemented a front-end scanning approach, in which every member document received by SBCERA is first imaged to the member’s account. Internal workflows are primarily initiated based on the documents, applications, and forms submitted by members, including supporting documentation and correspondence. This approach ensures member documents are immediately available for review and action, reducing delays and supporting timely processing across departments.
Member Services serves as the primary document imager for the organization. This includes imaging documents received from members visiting the lobby to drop off paperwork, monitoring and processing submissions through the SBCERA Message Center, receiving and distributing incoming mail, and supporting other departments by fielding documents and messages on their behalf.
This work included 33,303 scanned and indexed documents and 11,182 indexed Message Center documents. Additional imaging volume was supported by other departments, including Fiscal Services (12,842 documents), the Disability Retirement Unit (5,542 documents), Legal Services (2,686 documents), the Survivor Benefits Unit (299 documents), and Information Services (25 documents).
Collectively, this imaging activity supports timely processing, record accuracy, and efficient access to member information across the organization. The volume of documents processed reflects the behind-the-scenes work required to support member transactions, application processing, and ongoing service delivery.
Conclusion
Overall, the performance metrics for 2025 reflect consistent, high-impact service delivery across all areas of Member Services. Throughout the year, the team sustained high volumes of member contact, provided individualized counseling through consultations and education, supported members through the service retirement and refund application process, and managed significant operational workload related to documentation, workflows, and record management.
By balancing phone, digital, and in-person service channels, the Member Services team remained responsive to member needs while maintaining steady and reliable operations. Behind-the-scenes work, including detailed documentation, application review, front-end scanning, and workflow coordination, supported timely processing and continuity of service across departments.
In addition to overall service activity, Member Services had a direct impact on member records and accounts throughout the year. In 2025, the team supported completed transactions affecting approximately 5,811 members, reflecting finalized service retirements, refunds, and account changes such as address updates, name changes, and beneficiary designation updates. This figure represents members whose records were formally updated and does not include phone calls, lobby visits, or general inquiries handled throughout the year.
These outcomes were supported by a dedicated Member Services team of 18 employees, including front-line staff, one supervisor, one manager, and the Chief of Member Services, all working collaboratively to deliver consistent and reliable service throughout the year.
Collectively, these efforts demonstrate a continued commitment to providing reliable, professional, and member-focused service. The metrics presented offer insight into both the visible and behind-the-scenes work performed by Member Services in 2025 and reflect ongoing support of the organization’s operational priorities and commitment to consistent, high-quality member service.
BUDGET IMPACT:
None.
STRATEGIC PLANNING GOAL/OBJECTIVE:
Operational Excellence & Efficiency
STAFF CONTACT:
Christina Cintron
ATTACHMENTS:
Exhibit A: Member Services Performance Metrics - 2025