1

“Step Into the Light”

A Story of SDI Certification

Maxine Hubbard & Stuart Beale11th April 2016

2

First Steps•Difficult environment economically•Uncertainty for staff•General absence of good news•Excellent IT Services•Needed positive goals•Needed positive focus 

3

Chose SDI certification•Recognised world-wide•Understandable standard•Positive when selling services•Previous experiences of other accreditations•We wanted to include all of ICT in the process

4

5

1st Audit2011

6

   

7

The challenges•Hard work / commitment•We are a council

• Rewards and recognition• Performance• Customer SLAs • Integration• Social responsibility• Continuing budgetary constraints

•Organisational priorities

8

How has it changed our working day?

For the Service Desk•ICT Service Desk a major voice in all changes•Its authority recognised in Major Incidents•The Service Desk is recognised and accepted as the voice of the customer•Service Desk requirements are embedded in day to day operations

9

How has it changed our working day?

For our team spirit, ICT wide•Service Desk careers offered•Staff satisfaction monitored•Shared accolades – inclusive for all of IT Operations•Social responsibility focus – also brings people together•Central information store on SharePoint has built a sense of inclusion and community

10

How has it changed our working day?For performance•Understand performance collected and use it

• Demand management • Process improvement• Business cases for investment

•Customer experience understanding•Regular DR tests•BC used in real situations•Slick Change Process globally understood - only 6 failed changes in last year out of 861

11

How has it changed our working day?

For continual service improvement•Team service plans, objectives and activities all lead on to our annual audit•Continual service improvement has been embedded in everything we do including:

• incident process• problem management process• customer satisfaction analysis

12

How has it changed our working day?

For customers•We engage our customers by publishing the service improvements that they have contributed to – this is being used as a model throughout LCC•Our communications work with standard templates and user friendly language has brought appreciation•Standards being replicated across organisation•Working better with partners – customers and suppliers

13

The newsletters and Marval

14

Benefits & Achievements•Consistent quality•Attitude to change•Pre-populated annual service and improvement plan•Motivated, enthusiastic team•Focusing on core services•Commendations from senior officials•Recognised in corporate achievement awards •Vision targets exceeded and the team have set new challenging ones

15

Benefits & Achievements - continuedSince first certification•Raised £340K income from selling services• Made circa £230k savings• Raised £5587.90 for sponsored charities•IT Service Week (SDI) 2012• Voted by own customers• Service Desk of the Year - 2nd • IT Superhero of the Year Winner

 

16

17

Benefits & achievements - continued•Savings = reduced resources + full use of target tolerances•Many performance metrics have increased as a result•However:

• Staff satisfaction from 76% to 90%• First Contact Resolution from 60% to 85%• Customer satisfaction from 80% to 95%

 

18

Why we are continuing along this journey

Still need:•Quality service•Strong drivers for business change•Focused staff who take responsibility•Potential to sell services•To develop staff in difficult labour markets•Culture of continued service improvement•Satisfied customers

19

Any Questions?