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Making the ICT Service Desk a visible and reliable business
support partner
People, Process, Technology, Partners
Paul Lahey Service Operations Manager, Service Operations Group
Information Services branch
Brisbane City Council profile
Organisation• Largest local government in Australia with 26 wards.• Serving over 1M residents in local government area.• Just over 8,200 employees working full-time and part-time in more than 200 different
occupations – professional and administrative office-based roles, field workers, bus drivers.
• 33 public libraries, 14 community halls, 20 swimming pools, hundreds of parks, sports facilities and fields, arts and culture facilities.
Transport• Bus patronage of 80 million per year• Operates 19 CityCats and 9 CityFerries along a network of 24 terminals.• TransApex inner city ringroad is the biggest urban road project proposed in Australia,
involving five key projects – Clem Jones Tunnel (CLEM7), Go Between Bridge, Airport Link tunnel (completed), Legacy Way (under construction), and East-West Link tunnel.
Sustainability• The Sustainable, Green and Clean City Program helping
Council achieve its long-term goal of becoming Australia's most sustainable city.
• 2 Million Trees planted to revegetate 78 sites across the city in just over four years.
• Australia’s largest purchaser of renewable energy, using 100% GreenPower since 2010.
Agenda
• WHERE TO START? – Identifying concerns and issues. What benefits are we looking
for? What is our focus?
• IMPLEMENTING AND EMBEDDING IMPROVEMENTS– Agreed plan and impacts (consequence = statement of intent)– Our People, Processes, Technology and capabilities, AND
Partners
• PROGRESS TO DATE and NEXT STEPS (Continuous Service Improvement Planning)
Where to start?
• What is changing?– more reliance on the supply chain – vendors to deliver business outcomes
• On reflection - process review is only part of the answer!
• Our focus now starts with people - “CSIP NOW” to drive:– process improvement– tools investment– partnering
Some initial customer feedback
Help desk works fairly
well
It’s a relief to have an ICT product that
actually works most of the time (phone) and a Help Desk staffed by
people who are genuinely willing to
help
Sample benefits we are looking for(to drive improvement and outcomes)
Our Goals ICT Customers and colleagues
Be Prepared (Pre-requirement)
Documented and tested procedures that are easily understood and useable.
Confident that I can go to the Intranet and get what I need easily.
Be effective and efficient (Actively encouraged when requesting and delivering consistent outcomes)
Better information and Improved channels for customer information and requests reduces calls to Service Desk, in turn lowering call wait times. (Grade Of Service)
Proactively able to use self help.No waiting in a queue / on hold.Reduced cost to Council of service provision.Able to help self and team mates.
Be Communicative Improved take up means better ability to maintain / increase service levels.Can provide better support for in depth items that require investigation.
Better / consistent information to support business as usual activities.Increase levels of ICT support and response capability for ICT incidents.
Be Better Additional continuous improvement capability and better capability to support day to day business.
Better able to provide feedback and track improvements to help improve service to customers of BCC.
Future Council We continuously improveI am capable and effective
We deliver value to Brisbane
We are One Council(Actively seeking and acting on any feedback from our customers. And identifying
and giving recognition for feedback given).
Implementing and embedding improvements
OUR PEOPLE
Build and promote an improvement culture with the tools you have (it’s all about our customers)
Performance Leadership knowledge / idea sharing Behaviour setting
Focus on our OrganisationBuilding an Improvement Culture with “Performance leadership” in line with the organisation
Executive view
Refocus on our Team CultureBuilding an Improvement Culture within the ICT Service Desk with “Performance leadership” in line with the organisation
Teamview
Team purpose
Team meetings
LearningQuality
Communications
Refocus on our Team Behaviours
Building an Improvement Culture with “behaviour setting”• Team Charter • Team Leader Behaviours (extract below)• Planning for Performance includes two way behaviour expectations
Refocus on GROUP Culture with“knowledge sharing” and new thinking
• ICT Service Desk Improvement Log and customer feedback
• Problem management• Forward Schedule of Change
ICT Service Desk
Desktop Services
Library Services
Network & Security
Ops.
Council and Ward Office
Problem & Event
Management
Application Services
Refocus on our stakeholdersand customers
Service Desk Shadowing
What Is Happening Here?
Help desk always resolve my issues
Staff on the ICT Service Desk have answered and responded to my reported issues immediately
Process reviews
• Needs to be in line with stakeholder / customer feedback
• Must be validated and tested with key stakeholders and customers and approved by the Organisation’s Executive
• Must be “simple”, “visible”, and “logical”
A Process View
Building an Improvement Culture with ongoing “process review”• New thinking! Consolidation of ICT work procedures and business
process into a single view.
Communicate
Communicate the process to educate
Communicate process effectiveness and build trust
Customer
BrandBusiness
Experiences
PromisesServices
Customer engagement
Customer Engagement Awareness
ServiceDelivery Excellence
SuccessCustomer Value-Add
SustainingCustomer Focus
Customer Focused
Interactions
Customer engagement - Our approach
Customer engagementAmbassadors/Ambassador Forum
• Group of customer engagement ambassadors meet monthly at a customer site
• Role of the ambassador is to motivate, collaborate, communicate
• Currently 13 ambassadors, 3 are from the ICT Service Desk
Celebrate Success
Building an Improvement Culture with ongoing “customer engagement and support”• New thinking! = potential for better outcomes!
Celebrate with all stakeholders(Building relationships)
Looking back torecognise more wins
• G20 preparation leveraged off of our MI process across organisational ICT
• Bringing Incident, Problem and Change together
• ITSM ownership in the Service Desk
• Better outage communications across other areas of the business
It’s a journey!(and it’s REAL and VISIBLE)
Help desk always try to assist in a prompt, friendly manner
Staff on the ICT service desk have answered and responded to my reported issues
Refocus on our Technology
• Starting with SLM and building from the ground up
• Key metrics as a new focus (e.g. service performance)
• Other process inputs and artefacts (e.g. problem and change management visibility)
Getting some visibilityof the ICT service
Building an Improvement Culture with ongoing “service visibility” and the reality of business value and customer experience.• Making ICT service delivery “real” for the people who
provide ICT support• Informed customer communications
ICT supportview
Making ICT Services Real
Building an Improvement Culture with ongoing “ICT service visibility” and VALUE for key stakeholders and customers.• Making ICT service delivery “real” for the people who use ICT (ICT
is no longer a black box)!
A customerview
We can’t stop now! Our customers are talking…!
Refocus on relationship ownership and improvement with our partners
• Our vendors and suppliers are the face of ICT
• Feedback from all customers is key
• Two way feedback with suppliers is more than a monthly review meeting
• Relationship management is the key to build the foundation for improvements and business value
Building an Improvement Culture with “Relationship Management” as a focus
• Not just a contract - it’s a business service that supports customer needs
• To build VALUE for key stakeholders and customers• E.g. ICT Service Desk develop and run customer focus training
across organisations and geographical limitations
Building an improvement culture witha focus on building VALUE for key stakeholders
and customers
• Moving from “Fix On First Contact” and “Grade of Service”, to “Fix By First / Fulfilled at First Team” i.e. ICT Service Desk (to show “real” value).
So what our customers said aboutICT service delivery (in 2014)?
Progress to date
• The “Wall of fame” within the ICT Service Desk is based on specific customer feedback and staff initiatives for improvement action
• Customer feedback goes into monthly ICT Service Desk Reports
• Awards program is in place based on customer feed back (e.g. job well done)
• ICT Service Desk Feedback Register maintained and includes customer feedback, complaints and IMPROVEMENT ACTIONS
• Customer surveys capture feedback
Next steps (CSIP)
Baseline
metrics
Measuring
our success
Working together
Questions?
More InformationPaul Lahey
Service Operations Manager
Email: [email protected]
Phone: 34034308
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