ARCHIVED - Brief Case Studies of Exemplary Practices
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Transport Canada Technology and Information Management Services Directorate (TIMSD)
provides technical support for Transport Canada at headquarters and across the
regions. They also supply support to some provincial government departments.
TIMSD provides internal support services and is funded from the centre. TIMSD
staffs a Technical Help Desk, manages implementation of new software/hardware,
equips and connects new users to Transport Canada's local and wide area
networks, and responds to any technical difficulties. TIMSD staff meets
regularly with their client groups, working with them to develop plans of action
for any required changes. These client consultations also afford the opportunity
to regularly examine any client issues or concerns, to point out any
improvements the client may need, and to suggest schedules for any training the
clients may require.
TIMSD lends support over the phone, through email, in person and over the
internet. They are currently in the process of increasing the use of the
Internet to facilitate large-scale software installations, to increase user
access to resources, and to provide clients with a continuous feedback outlet.
In the future, they hope to implement an Internet based solution for logging
system problems.
TIMSD works with three business lines at Headquarters and currently has 25
client groups. TIMSD liases with the regions to maintain continuity of services
across the country. They maintain contact with Government Technology and
Information Services (GTIS), which maintains Transport Canada's wide area
network, to insure services are maintained at high levels and to deal with any
issues that affect the needs of their client base.
Service Standards in Use
TIMSD provides an excellent example of the importance of infrastructure. Only
a small percentage of work done by TIMSD is visible to the end user (the
client). Most of the work is behind the scenes. They have developed service
standards based on the needs of the end client, but for these service standards
to be met, all of the supporting infrastructure must be well maintained. TIMSD
maintains web servers, email servers, file storage and archiving, as well as
database and overall system integrity. TIMSD must be up to date with current
security issues, with developments in software and hardware, and with
developments in network environments. TIMSD maintains close ties with GTIS to
ensure their clients are receiving the best possible network infrastructure.
This section deals with service standards as detailed to the clients through
TIMSD's Service Level Agreement (SLA). These standards reflect the needs of
the client, but within the context of the technological capabilities of TIMSD.
They have been developed through consultation with their client base but with
consideration for the limitations of the working technological environment. In
developing these service standards TIMSD is better equipped to determine what
resource allocation will result in a working environment most in line with the
client's needs. With this in mind, TIMSD integrates the needed infrastructure
to accomplish the seamless interactions of Information Technology/ Information
Management and client satisfaction.
TIMSD has developed a document called the Service Level Agreement (SLA). It
is a standard contract detailing the responsibilities and expectations of both
the client and TIMSD. This standard form is modified, through consultations with
the client, to account for extenuating circumstances or special needs. The SLA
includes a detailed list of the services TIMSD provides as well as the
timeframes to complete each of these services. This document lists such services
as user ID creation & Assignment, virus scans, loading data file, installing
software, and LAN connections. The SLA details time-dependent service standards
for each of these services. For example the timeframe for user ID creation and
assignment is one working day.
TIMSD list of service standards also includes the time for call back if a
problem is reported. From time of the phone page, TIMSD staff will contact the
client within 25 minutes. They have also set a standard of resolving any
reported problems within 3 hours, their service standard target is set at 80% of
the time.
Exemplary Practices
TIMSD has worked extensively with their client base to create an environment
palatable to the direct client and end users, as well as to TIMSD and its
employees. The relationship is based on mutual respect and openness. TIMSD's
day to day practice are founded on consultations with the clients, on surveys,
and on best practices from other IM/IT services both in government and in the
private sector. The following exemplary practices have evolved using a TIMSD/Client
partnership approach to client service/satisfaction:
- Electronic surveys are in place should a client's employee have any
problems related to Service Standards. The surveys are examined and changed
as need be to ensure proper representation of the client base. Based on the
information sent to TIMSD, the client receives a follow-up call to ensure the
problem as been resolved to their employee's satisfaction. The surveys are
also included in a monthly assessment document outlining any problems and how
those problems are being or have been dealt with.
- The Service Level Agreement is not designed to limit the services TIMSD
provides but is maintained as a framework from which further client interaction
evolves. Although the SLA outlines service standards a client can expect, it
is not a limiting document. If the client should need support outside the normal
function of TIMSD, these requests are examined on a case by case basis. The SLA
serves as TIMSD's commitment to provide high quality services and demonstrates
TIMSD's openness and confidence in its procedures. TIMSD also has a tacit
agreement in place with their client groups that should any situations arise,
not covered in the SLA, TIMSD will assess and propose solutions. Standard
services are provided by TIMSD on a no cost recovery basis. Should the client
require assistance outside of the defined services, TIMSD will provide such
services on a cost recovery basis.
- TIMSD constantly receives and reports client feedback. This
information is gathered though individual surveys, completed by end users who
have had problems that have not been dealt with in accordance to SLA service
standards, as well as through larger, more detailed surveys performed every two
to three years. The smaller surveys are reported on a monthly basis, the larger
surveys are reported in the corresponding annual report. These reports include
problems and problem resolution times. Since GTIS supplies the networking
systems, these reports are supplemented by reports from GTIS outlining the
performance of the WAN. There is often a correlation between client complaints
and GTIS system shutdowns.
- Information gathered from reports, surveys and consultation is used as a
basis for any changes in service that the client or TIMSD may feel are necessary.
TIMSD staff meets monthly with the key people from each of the 25 client groups
(unless otherwise specified by the client), in an open and transparent manner to
evaluate any situations that may require their attention and to evaluate their
clients' perceptions of service.
- TIMSD, through consultation, demonstrates sensitivity to the different
operating environments in different regions. Though much of their work is
standardized throughout the regions TIMSD staff still appreciates the
differences among the groups and regions. TIMSD's staff tailors systems to the
needs of the individual client. Monthly client meetings give each party a chance
to express any adaptations needed or any issues not otherwise covered. This
continuous client contact keeps both parties apprised of any new information,
technological developments, or changes to environments. TIMSD uses this free
exchange of information and concerns to insure that they are able to evolve and
adapt to the needs of their clients. These meetings help to ensure that any
emerging issues are dealt with as they arise. TIMSD has always held this
personal contact as integral to promoting and improving client satisfaction.
- TIMSD has developed a system of documenting any interaction with clients
and detailing how TIMSD staff is to proceed within the client's working
environment. TIMSD has developed an internal document, 'Problem and Change
Management Procedures'. This document presents a cogent set of steps
explaining the many aspects of TIMSD's employee procedures. The document
outlines how to proceed with changes, how to deal with problems, what steps to
take should the problem need to be upgraded, and how to document any work
completed. The document evolves as working environments change and experience is
gained. Evaluation of the information logged as a result of this document gives
TIMSD the ability to maintain a flexible approach to client satisfaction and to
adjust its efforts and resources based on client needs. Other departments have
used this example as a basis for developing their own procedural documentation.
This document also helps maintain continuity within the group (from a local to a
national level), increasing overall efficiency and continuity of service.
- TIMSD is developing a national administrative infrastructure to ensure
efficiency and continuity of service in all regions. Concerned with
nation-wide continuity of service, TIMSD organized a series of consultations,
formal and informal, with various stakeholders in the regions. Though service
quality in the regions was comparable to National Capital Region ratings, there
were areas where national continuity could be improved. The regions tended to an
ad hoc approach, which was, at times, inefficient. This has led to a shift in
the approach of the administrative infrastructure. A managerial stratum is now
being established to create better liaison between the regions and the NCR. This
will increase continuity and efficiency of the TIMSD group nationally and
provide an extensive network through which to gauge client needs. Managers will
be appointed to each of the three business lines at headquarters. A manager will
also be appointed to each region. The regional managers will liase with
headquarters on a continual basis. This new infrastructure is expected increase
efficiency and continuity of the group, and therefore client satisfaction,
nation-wide.
- TIMSD works with other groups, outside their department or client base, to
keep up to date with current best practices. The group has adopted an
approach of learning as much as possible form others. They consult, formally and
informally, with other departments. They also belong to a number of committees
and cluster groups. They are constantly looking for other approaches that may be
integrated to improve client services. The Director of TIMSD sits on a number of
boards and belongs to a cluster group which includes many government and public
entities (e.g. Oracle Canada). TIMSD's communications with these groups, the
TBS Service Improvement Initiative, and discussions with other departments, has
presented a plethora of opportunity to learn, share, and discuss new approaches
to client satisfaction. TIMSD views this contact as integral to their client-centred
initiative.
- As a parallel to the Government On-line Initiative, TIMSD has been
expanding its use of the Internet to keep their clients informed and up to date.
It is hoped that, in the future, much of the change resources will be available
over the network. Focus on network capabilities has led to increases in resource
access and to increases in the efficiency of support staff.
- TIMSD shares its lessons learned with other departments and agencies.
The group has given a number of presentations at the behest of various
departments. These presentations share the initiatives TIMSD's staff has taken
to improve efficiency and increase client satisfaction.
- TIMSD outlines contact information up to and including the Director
General should Service Standards not be met. In the event, a situation calls
for client escalation, the Service Level Agreement (SLA) gives contact
information of those responsible within TIMSD. The contact list is divided into
4 levels of escalation, level 1 is the Problem Control Hotline, level 2 is the
Data Centre Manager, level 3 is the Director of Computer Operation and Network
Services, and level 4 is the Director General of TIMSD. They hope this helps to
underscore the commitment and importance of their client-centred approach.
- TIMSD publishes a schedule for priority one problem resolution. This
schedule includes an update schedule for keeping the client informed as to where
things stand. The SLA outlines, within the context of Service Standards, the
escalation process used by TIMSD for priority network problem. This list
outlines the internal process from the time the call is received to involvement
of Senior Management. The time frames start at zero minutes (help desk is
notified) to, if necessary 120 minutes when Senior Management contacts GTIS.
This list also includes a schedule for continually informing the client of the
progress being made.
Lessons Learned
In its shift to a more client-centred day to day operation, TIMSD has found
some overall themes integral to creating a workable technological environment.
These themes have developed through trends in client satisfaction, employee
input, client survey results, and client consultations.
- Cohesiveness within a group leads to increases in efficiency and therefore
increased Client Satisfaction. Before the original survey 2 ½ years ago,
there were many areas in need of change. Many clients were doing much of there
own support ad hoc. It took time to convince clients of the benefits of
continuity across support systems. Customer satisfaction was high but there was
room for improvement. The survey spawned several of the initiative we have seen
in exemplary practices. Surveys and consultations were initiated as an integral
part of business lines. SLA's were developed, constant feedback was encouraged
and a priority was placed on personal client contact. Each of these practices
was designed to increase cohesiveness, and therefore efficiency of the group and
the group's ability to respond to changing client needs. Every level of the
group from the help desk to the Director General has adopted this client-centred
change in policy.
- When initiating Service Standards and supporting infrastructure, it is
important to adopt the client's perspective. Before the integration of
systems support, clients did not have confidence in the abilities of TIMSD. One
of TIMSD' first tasks after developing their integrated service system was to
convince clients of the benefits of relying on this system. TIMSD was forced to
adopt the client's perspective to convince them, not only of the benefits to
maintain a central system, but also of TIMSD' capability to fulfil that role.
This process began in the NCR, but a recent survey has brought to light that the
regions are having some of the same problems experienced years ago in the NCR
(i.e. lack of confidence and fixing their own technical problems ad hoc. This
led to the restructuring the group's infrastructure on a national scale. The
strengthened communication between headquarters and the regions should help to
instil the same confidence in TIMSD nationally as they currently enjoy in the
NCR. This new initiative will also help in the sharing of problems and solutions
on a national level. The liaison will help the entire group to be more
responsive to the needs of the client locally, regionally and nationally.
- The surveys are an invaluable source for determining resource allocation.
Surveys have pointed to areas that clients felt were under-supported, as well as
areas where TIMSD had been too focused. This feedback has helped the group to
reallocate resources to appropriate areas. As the Website is expanded to include
an area for client feedback, the group hopes that the added feedback will help
to further define the needs of the client base. The monthly surveys have been
sent to a small, random group, as the web site expansion progresses all users
could potentially access the Website to contribute feedback, empowering the
group to redefine their structures as their client's environment changes with
the future of technology.
Contact
For more information on the services provided by the TIMSD, please contact:
Richard Ruta
Assistant Director, Infrastructure Implementation
Technology and Information Management Services Directorate
Transport Canada
613 993-7066