Business case Customer Experience Service Desk

Transcription

1 Business case Customer Experience Service Desk TfL Customer Experience- Service Delivery October 2013 Business Case- Service Desk 1

2

3 Business Case Narrative- Customer Experience Service Desk Recommendation/Summary The Future Ticketing Programme and the Handback from the Future Ticketing Agreement with Cubic together change TfL s ticketing and revenue collection system from a system largely managed by one contractor to one of multiple contractors, suppliers and some systems developed and managed in-house. This requires an increased level of technical knowledge. It is proposed to create a Customer Experience Service Desk in accordance with ITIL principles. This will be a mix of technical support analysts and support operators, and will replace the Oyster Control Centre. This builds on the recent introduction of a Support Model for which the OCC provides Level 1 support to Web Services and applications used by TTL CE business teams and third party services. It is also anticipated that the Service Desk could support growth in CE Service support should consideration be given to incorporating Congestion Charging, Cycle Hire or another additional business opportunities. The staffing model recognises the scale of overnight processes and allows for the extra requirements should weekend 24 hour rail or Underground operation be introduced The staff requirement for the Service Desk will be a Team Leader, five Analysts and seven support operators, a total of 13 FTE, who would replace a current 13 FTE positions. The cost impact (2013 prices) is an implementation cost of 108,878 (including an estimate for any possible redundancy costs), with annual savings estimated at 29,215 per year. Business Case- Service Desk 3

4 Business Case Narrative- Customer Experience Service Desk It is proposed to create a Customer Experience Service Desk. This proposed Service Desk will be a mix of technical support analysts and support operators, and will replace the Oyster Control Centre. The day to day (level 1 support) for the revenue collection system will require a higher level of skills and technical knowledge of the system than is presently provided via the Oyster Control Centre. 1. Background The Future Ticketing Programme and the Handback from the Future Ticketing Agreement with Cubic both make fundamental changes to the monitoring, management and technological architectural landscape of TfL s ticketing and revenue collection system. For day to day monitoring and control, level 1 support, the change is from a system largely managed by one contractor to one of multiple contractors, suppliers and some systems developed and managed in-house. The increased technical knowledge that will be required has led to a re-evaluation of the skills and resourcing that is needed to provide the level 1 support for the revenue collection system. There are seventeen applications that have been identified as requiring support. Considered along side this has been the greater automation of alerts and processing that has been developed over the last two years and which will be a key part of the move to contactless payment card acceptance across all public transport modes. The benefits of this can realise efficiency savings. The possibility of supporting 24 hour service operation at weekends on either rail or Underground services has been allowed for. 2. Project Scope The scope of the Project is the establishment of the Customer Experience Service Desk, which will include: Recruitment of the Service Desk Team Leader and the 12 positions within the Service Desk. Writing new processes where required in accordance with ITIL principles. Training for the setting up and operation of the Service Desk Transition from the Oyster Control Centre to the Service Desk, including - communication with stakeholders - shadow running of new processes, and - systems support for monitoring tools (largely setting up user accounts). Business Case- Service Desk 4

5 3. Alignment with Strategic Outcomes The Future Ticketing Programme has as its principal aim the reduction in the cost of revenue collection, through the use of contactless payment cards to pay for travel on public transport in London. The establishment of the Service Desk will provide level 1 support in the event of system, device or other faults in the ticketing and revenue collection, and through initial analysis and referral/escalation, assist in the resolution of faults. The efficiency savings generated contribute to the overall TfL efficiency savings programme. 4. People Change Governance and Employee Involvement The project plan and this business case have been developed primarily by Paul Chaplin, Infrastructure Service Delivery Manager, and Mark Roberts, Service Delivery Manager. Assistance has been provided from other Service Delivery Managers and members of the Systems and Technology team in Customer Experience. Advice has been provided by the HR Business Partner, Adam Sunderland. The introduction of the Customer Experience Service Desk will require the Restructuring and Staff Reductions Policy to be followed, including a 90 day consultation period (proposed dates are February 1 st to May 3 rd 2014). There will be 13 positions in scope, the Oyster Control Centre Manager and 12 Oyster System Controllers. To mitigate any impact of restructuring, those in scope will be able to apply for the new positions. Protected earnings will apply for any staff currently on band 2 who move to one of the band 1 positions as suitable alternative employment. 5. Recommended Option 5.1 Service Desk There will be 13 positions, a Service Desk Team Leader, five Service Desk Analysts and seven Service Desk Support Operators. Broadly, Service Desk Analysts provide level 1 back office support for incident management, event settings and communications alerts, and Service Desk Support Operators the first point of contact for incident management. The Service Desk will provide 24/7 cover. Job Descriptions for all three roles have been attached to this Business Case. The Service Desk procedures will be a mixture of new processes under ITIL principles to cover the new technical requirements under the multi-supplier/contractor model that will apply, and some existing Oyster Control Centre processes which will be amended. Section 6 outlines the financial analysis of the proposal. Appendix 1 summarises the staff structure and the areas of responsibilities of the Analysts and Support Operators and Appendix 2 the proposed roster. It describes the set up of a Front and Back Office Service Desk where the Front Office will be the main point of contact for all incidents to be logged on Remedy and assigned to the relevant Resolver groups. The Back Office will provide Incident Business Case- Service Desk 5

6 and Event management with technical capabilities to assess impact of incidents and where appropriate seek Problem Management support. Appendix 3 contains Job Descriptions. 5.2 Alternative Option Evaluated The alternative option considered was to retain the existing Oyster Control Centre and to retrain existing staff. This was rejected as the present Oyster System Controllers are not required to have, or all felt necessarily to be able to have, the technical skills required for the Analyst role. Additionally, the efficiency savings that the establishment of a Service Desk brings would not be fully realised. The model of a Service Desk is also more in line with that of the key contractors and suppliers that support TfL s revenue collection system, and aligns with the requirements that will form part of the revenue collection contract under Project Electra, which takes effect in Transition Plan The transition from the existing Oyster Control Centre to the new Service Desk will take place between February and early May The critical path is the organisational change. The key steps are: Job descriptions and business case evaluated- October 16 th to November 15 th Consultation period- February 1 st to May 3 rd 2014 Advertising and applications for all positions- February 15 th to 28 th Stakeholder consultation- February 1 st to 28 th Training- March 15 th to April 12 th 2014 Shadow running of new processes- April 13 th to 26 th 2014 Service desk go-live- April 27 th Final transfer of the last Oyster Control Centre process- May 4 th Implementing the Plan The responsibility for the implementation of the introduction of the Service Desk will be led by the Service Delivery Integration Manager, supported within Customer Experience by the Infrastructure Service Delivery Manager, designated members of the Systems and Technology Team, and Service Delivery Managers. The HR business partner and health and safety advisor will be consulted in the detail of the implementation. 6 Financial Analysis 6.1 Overall Impact (2013 prices) The overall financial impact, measured to and including the year 2017/18, is shown in table 1 below, at 2013 prices/salary levels. Business Case- Service Desk 6

7

8

9

10

11 Appendices Appendix 1- Staff Structure Appendix 2- Proposed Staff Roster Appendix 3- Job Descriptions Business Case- Service Desk 11

12 Appendix 1- Staff Structure and Responsibilities The reporting lines are as follows: Infrastructure Service Delivery Manager Service Delivery Integration Manager Five Service Desk Analysts Service Desk Team Leader Seven Service Desk Support Operators Figure 1 summarises the responsibilities between the Analysts and the Support Operators. Figure 1: Staff Responsibilities Back Office (Analysts) Incident management monitoring and Service Delivery support for O2, WAN, OSS alerts FTA/Electra Primary and Secondary events Customer Charter Fares Exceptions Planned Event Management Service Hours 24x7 Front Office (Support Operators) First point of contact incident management for: On Line Services CCO Services CE Applications Unplanned Disruptions FTP Disruption manager Access Denied Revenue Protection Settings TSID/CSID and Hot Listing Service Hours- 24x7 Business Case- Service Desk 12

13 Appendix 2- Staff Rosters There are two rosters planned for the Service Desk (yellow is rest day). Holidays would be rostered so as to avoid overtime or lack of cover. Service Desk Analysts Line Sun Mon Tue Wed Thu Fri Sat 1 N N N A A 2 B N N N N 3 B B B B B 4 A A A A B A fifth person provides holiday cover, and would work shift A on Sundays should no holiday cover be required. Support Operators Shift length (less 1 hr breaks) Days applicable A Mon to Sat B Seven days N Seven days Line Sun Mon Tue Wed Thu Fri Sat 1 G G G F1 F1 2 F1 G G G G 3 F1 F1 F1 F2 F2 4 F2 E1 E1 E1 E1 5 F2 F2 F2 E2 E2 6 E2 E2 E2 E2 E1 7 E1 E1 E2 F1 F2 The Team Leader will provide cover where required, if the fifth Analyst is unavailable, to ensure that there is one support operator on duty at all times. Shift length (less 1 hr breaks) Days applicable E1 and E Seven days F1 and F Seven days G Seven days Business Case- Service Desk 13

14

15

16 Experience of both working in and contributing to a team based environment and being able to work on own initiative. Experience of dealing with fast moving, complex scenarios in a multi modal transport environment Experience of making day-to-day decisions around performance issues. Experience of leading a team delivering a front line support service is desirable. HEALTH & SAFETY STATEMENT All employees have a general duty in law to take reasonable care for the health and safety of themselves and of other persons who may be affected by their acts or omissions. All employees must understand and be committed to Transport for London s Health and Safety Policy statement and the Company s safety priorities and be aware of their contribution to such priorities. All employees must also be aware of and comply with all current health and safety legislation and other Company requirements that are relevant to their role. EQUALITY STATEMENT Transport for London values the diversity which exists in our city, and our aspiration is to reflect this diversity in our workforce. All employees must be aware of and committed to the Equality Policy Statement of Transport for London. All employees must also be aware of and comply with other Company requirements associated with Equality and Diversity issues relevant to their role. CRIME & DISORDER STATEMENT It is a statutory requirement for all departments tin TfL to follow Section 17 of the Crime and Disorder Act Section 17 requires authorities to consider the likely affect on crime and disorder and community safety in all that they do, and take action to prevent crime and disorder, substance misuse, anti-social behaviour and behaviour that adversely affects the environment. Tfl has voluntarily been committed to following Section 17 since 2006, but we must all make sure that it is considered in decision making, policies and procedures in the same way that equality and health and safety are Business Case- Service Desk 16

17

18

19

20

21

22 HEALTH & SAFETY STATEMENT All employees have a general duty in law to take reasonable care for the health and safety of themselves and of other persons who may be affected by their acts or omissions. All employees must understand and be committed to Transport for London s Health and Safety Policy statement and the Company s safety priorities and be aware of their contribution to such priorities. All employees must also be aware of and comply with all current health and safety legislation and other Company requirements that are relevant to their role EQUALITY STATEMENT Transport for London values the diversity which exists in our city, and our aspiration is to reflect this diversity in our workforce. All employees must be aware of and committed to the Equality Policy Statement of Transport for London. All employees must also be aware of and comply with other Company requirements associated with Equality and Diversity issues relevant to their role. CRIME & DISORDER STATEMENT It is a statutory requirement for all departments tin TfL to follow Section 17 of the Crime and Disorder Act Section 17 requires authorities to consider the likely affect on crime and disorder and community safety in all that they do, and take action to prevent crime and disorder, substance misuse, anti-social behaviour and behaviour that adversely affects the environment. Tfl has voluntarily been committed to following Section 17 since 2006, but we must all make sure that it is considered in decision making, policies and procedures in the same way that equality and health and safety are Business Case- Service Desk 22