Deakin Universitys ITS Help Desk

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Deakin Universitys ITS Help Desk

• Co-operative Partnership As the Solution

Elke Dawson Deakin University
Tracie Lewis Fujitsu Services
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Deakin University

• Major Victorian University
• 6 campuses across the state
• 40,000 students
• 40 studying in off-campus mode
• 5 Faculties
• 2,000 staff
• ITS Help Desk supports everyone

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In the beginning

• Turn-around times measured in weeks / months
• 2,000 3,000 outstanding calls/month
• Majority of calls going to voicemail
• Customer satisfaction plummeting
• Staff morale rock bottom

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Major issues

• 1/3rd client base changes every year
• Happens at the same time every year
• Unable to scale up to meet demand
• Never caught up ?
• No dedicated telephone support staff
• Not meeting demands of off-campus

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Outsourcing as the solution

• Core business was
• Telephone support
• Ability to ramp-up to meet demand
• 24 x 7 availability
• Fujitsu already a service partner

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Contract OneNov 1997 Jan 1999

• The aim of this contract was to just get the
  service under control

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Contractual targets

• Telephone calls answered
• 24 x 7 x 52
• 85 within 60 secs
• Service requests logged
• Budgeted for 24,000
• Resolve 65 at first level
• Minimum of outstanding calls _at_ end of month
• Measure customer satisfaction

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Enter Fujitsu Services

• Global network of over 500 companies in 100
  countries
• One of only two companies world wide to achieve a
  top 10 ranking in information technology,
  telecommunications and microelectronics.
• Employs more than 180,000 people world wide
• Winner of the Australian ISP Helpdesk Award for
  1999 and 2000

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Deakin as a new client

• Initial resistance to outsourcing
• Inherited discontent and lack of confidence
• Adapt to University culture
• Establish communication channels
• Diagnose write procedures for each problem
• Disseminate resolutions quickly

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Deakin as a new client contd

• 100 increase on estimated number of calls
• Staffing levels ranged from 6 - 12 to meet demand
  and maintain SLA.
• Inability to log calls for billing purposes
• Very few administration permissions

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Contract TwoJan 1999 Jan 2001

• Mutual responsibility and proactivity for
  improved service delivery became the primary
  focus of this contract.

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Contractual changes

• Fujitsu required
• 2nd level available 8.30 4.00 Mon-Fri
• Formal change management system
• 15 incoming calls 1 service request
• Prior notification of planned outages
• Cost per logged call increase by 15
• And Deakin was aiming at
• 25 reduction in calls logged -18,000
• 90 of calls answered within 1 minute

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Proactivity

• Fujitsu to be proactive in identifying areas
  that need specialist treatment (eg. Special
  training courses) and will assist Customers
  staff in identifying changes in work practices
  that may result in a reduction in the number of
  incidents being logged by staff and students

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Infrastructure changes

• Phone Message of the Day (PMOTD)
• Fujitsu took over updating this service
• Front-end redesigned. Callers had to listen to
  the outage messages
• Network Operations Centre created
• Replacement of aging modem service
• Creation of a Lab Kiosk web site
• Moved staff network printing from CAPS to
  peer-to-peer
• Opt-out it-info email list created

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Contract Three Feb 2001 Jan 2003

• Further consolidation and enhanced service
  delivery are the focus of this contract

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Contractual changes

• 6.5 reduction in calls logged to 15,000
• 80 resolution at level 1 up 15
• Formalized annual site visits
• Face-to-face contact
• View each others working environments
• Break-down barriers, misconceptions and even
  animosities
• Cost per call logged up 5
• Monetary penalties for non-performance

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Current status

• 26 reduction in calls from this time last year
• Redesign of our username and password interface
• IT information on 2nd level of Deakin web site
• Expanded it-info section in DLT
• Easier software installations from DLT
• Creation of staff DLT

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What About the Money You Ask?

• 2000
• 275,000 allocated
• 18,000 SRs
• Budget increased by 36
• Still overspent by 24
• Able to recoup some costs from University project
  budgets e.g. Y2K, TopClass

• 1998
• 400,000 allocated
• 24,000 SRs
• 5 over budget
• 1999
• 200,000 allocated
• 18,000 SRs
• 71 over budget ?
• Cost-recovery model not implemented

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What About the Money You Ask? contd

• 2001 and beyond
• 275,000 allocated
• Expecting 10 shortfall
• Working on TCO model
• ALL IT projects to factor in support costs
• Implementation
• On-going
• Charge back non-ITS funded support calls
• Revisit toll-free 1800 infrastructure

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Where to From Here Fujitsu Services

• Enhanced ability to resolve more complex queries
  at level 1
• Value-for-money
• Reduced resolution times
• Investigate new support technologies and
  strategies
• IVR, Support.com
• Customer Relationship Management (CRM)
• Integration of Deakins call logging system with
  those of Fujitsu (Clarify, e-ordering)

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Where to From HereDeakin University

• Further develop in-house call logging system
• Self-help interface via knowledge database
• Integration with other Deakin systems
• Detailed reporting
• Reduce staff calls to the Help Desk (50 of calls
  while only 10 of University community)
• Deployment of Phoenix desktop
• Enhance IT information on staff portal
• Feasibility of bring staff support in-house

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Co-operative partnership as the solution

• Highs and lows, but without the on-going
  commitment of each partner to make this a winning
  combination for both, and more importantly, the
  University community as a whole, none of this
  would have been possible.