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: Paul.Lahey@brisbane.qld.gov.au

Phone: 34034308

OrBOOK A VISIT