CASE STUDY: Municipal Property Assessment Corporation SECTOR: Provincial Government Rapid ITIL deployment, it can be done MPAC s ITIL journey

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1 CASE STUDY: Municipal Property Assessment Corporation SECTOR: Provincial Government Rapid ITIL deployment, it can be done MPAC s ITIL journey Cathy Imray, Manager, IT Infrastructure, MPAC MSM integrated IT Service Management software solutions have been adopted by organisations across many diverse sectors worldwide; from public services to publishing, from travel to telecoms and from entertainment to education. The Municipal Property Assessment Corporation (MPAC) was established by the Municipal Property Assessment Corporation Act for the province of Ontario, Canada, in MPAC s main responsibility is to classify and value all property within Ontario for taxation purposes according to the legislation and regulations set by Ontario s Minister of Finance. MPAC also provides information on all properties to Ontario s municipalities and taxing authorities on annual assessment rolls. These rolls are used by municipalities to calculate the property and education taxes to be paid by each property owner. In addition to administering Ontario s property assessment system, MPAC collects information that is used for preparing provincial jury lists, school support lists and municipal voters lists. MPAC has a province-wide presence, with most staff located in 33 field offices. It currently assesses and classifies over 4.7 million properties in the province. Since its incorporation it has undergone substantive changes in organisational structure, implementation of new products and services, and changes to valuation methodologies. A new tool and assertive approach MPAC s 2012 IT Corporate Balanced Scorecard required them to be more effective in four areas; Customer Service, Operational, Organisational and Financial. MPAC felt the implementation of a robust IT Service Management (ITSM) software tool was required to deliver, enhance and support the adoption of ITIL processes that would ensure their success in all of these areas. However, MPAC had ageing software that could not support the organisation s initiative to adopt ITIL best practice. MPAC s Information Technology (IT) Department supplies full technical support to all staff, and provides product support to MPAC s stakeholders (municipalities), which therefore required them to adopt a new ITSM tool to introduce more Page 1 of 6

2 An in ntegrated approach to se ervice manag gement that will w meet the ever changing ne eeds of your organisation n auto omation and optimisation, o to t provide an integrated so olution that su upports all IT related activities, the interactions of IT techn nical personne el with busines ss customers and users, and to o support an end-to-end servvice lifecycle. Se electing the t right tool and d vendorr In order o to facilita ate the adoptiion of ITIL best practice, M MPAC went to tender for a morre robust ITSM M software too ol to support te en ITIL processses that were e identified as key for the organiisation: Asset an nd Configuratio on Manageme ent Change Management Incident Management dge Management Knowled Problem m Managementt Release and Deploym ment Managem ment anagement Requestt Fulfilment Ma Service Catalogue Ma anagement ement Service Level Manage agement Service Portfolio Mana While some of these processes already exissted in-house,, there were many m that did on and then sstart the projec ct of planning not. The plan wass to select a software solutio and implementing g the selected ITIL processe es. With h a planned project start to o go-live of sixx months, the plan was to implement all sele ected ITIL processes in one e big bang approach. a Thiss timeline, eve en under the bestt circumstancces seemed overly o optimisttic; some stafff would have preferred to use a phased ap pproach, but the t project tea am at MPAC were confide ent and knew theyy were capable e of reaching all the goals in n their big ban ng approach. MPA AC selected Marval M North America and Marval MSM integrated IT TSM software as their supplier and a product off choice, and with w all ten ITIL processes implemented, theyy went live ass planned in February F ; the big ban ng approach turned t out to be a remarkable e success. Ma ark Sherry, Head H of Marvval North Ame erica s ITSM M ability y to initiate the e project and m make the requ uired process pracctice praised MPAC s decisions in such a short timefrrame. Page 2 of 6 Marval Software S Limited, Stone Lodg ge, Rothwell Gra ange, Rothwell Road, R Kettering g, Northamptonsshire, NN16 8XF F, England T: +44 (0) E: info@marval-g group.com W: marval-group.co m om marvalgroup F Facebook: Marv valsoftware

3 Measuring performance MPAC had also outlined Key Performance Indicators (KPIs) for ITSM delivery in order to give a better understanding of the type of information they would be measuring. MPAC KPIs Status report Executive Summary Service Improvement Activity Report Pipeline report to present the number of active requests and what stage they are in Summary report to present the amount of effort spent in working on requests for reporting period and number of hours of productivity returned to MPAC Summary report showing the reduction in resolution time for using workarounds in the Knowledge Base (KB) versus Incidents resolved not using the KB Summary report to show in a user-defined reporting period: Number of Requests Opened Number of Requests Solved Active Requests by Status Active Requests by Priority Active Requests by Support Group Improvement in delivery and customer satisfaction In the beginning, MPAC observed a number of benefits from implementing and tracking processes that were not deployed or fully developed. They observed these based on analysis of reporting results of their KPIs. Some of the benefits recognised were: Enhanced and effective customer communication on requests through notifications and self-service. Service Level Agreements (SLAs) developed during the implementation of MSM enabled MPAC to actively manage and meet customer expectations through these service levels. Currently, MPAC are meeting customer response times by 92.82% and fix times are at 97.10% (MPAC did not have SLAs prior to using MSM). All Changes and Releases, including associated subtasks are tracked and scheduled. The Change process at MPAC has enabled them to Page 3 of 6

4 differentiate Changes into different types and build templates for ease-ofuse; ensuring relevant activities are recorded and effectively managed. Problems are now recorded and assigned to teams for review. Traditionally, MPAC was using an older Incident process to track problems, but it was not effective. To date, MSM has enabled MPAC to identify and manage 38 Problems and resolve 6 of them through Request for Change (RFC) procedures. All assets are now tracked in Marval MSM s Configuration Management Database (CMDB). Building configuration views has enabled MPAC to quickly see the impact to related Configuration Items (CIs). MPAC is now sharing Knowledge Items through MSM. The Knowledge Items are on a SharePoint site; items are indexed and made available to internal IT users, as well as to end users via the self-service web portal. Administrative security and customisation is done in-house, which allows MPAC s Infrastructure Group to quickly and effectively manage information needed for reporting (e.g. services), create and/or modify request types, and modify permissions. MSM is more effective and responsive to MPAC s daily needs compared to other ITSM tools they reviewed. MSM has also enabled MPAC to provide a clearer picture to senior management and stakeholders regarding activities and outcomes through dashboards and reporting. Overall satisfaction survey results show an 82.5% customer satisfaction rating since implementing MSM and the new processes was an eventful year for MPAC, particularly with the implementation of a new ITSM tool; Marval s MSM. Using ITIL processes (current and new) enables MPAC to improve and enhance the delivery of their IT services. With the realignment of their IT Department in 2013, MPAC s goal is to maximise the value in their technology investments; Re-use, Re-purpose, Re-position. With this goal in mind, MPAC have some significant activities planned and are well positioned for the opportunities ahead. MPAC also plans to re-group some of its existing services by publishing them in to a new Service Catalogue. The expected value is to provide their end users with a more transparent portal into IT and other service offerings. Opportunities for growth Although self-service was implemented in 2012, MPAC have identified other opportunities for further enhancements, particularly in areas such as hardware and software acquisitions, as well as employee on-boarding. MPAC s CIs have been recorded in the MSM CMDB, and it now wants a holistic view of its relationships to one another. Further developments to their CMDB will Page 4 of 6

5 enable them to see their full IT estate when planning and executing Changes and Releases. MPAC wants to ensure it minimises any potential disruptions to their end users and customers during planned events of Change and Release. Also within the CMDB, MPAC is looking at implementing Licence Management, which would replace their current manual processes. Currently, IT is the only department within MPAC using MSM. However, other departments are also interested in adopting the solution. There are plans to implement new processes, as well providing access to MSM for groups within the Human Resource Department and Facilities Services Team. Whilst this may seem like a lot to do in a year, MPAC successfully implemented 10 ITIL processes in just 6 months and are ready for the new challenges and opportunities that lay ahead. Page 5 of 6

6 About Marval Marval is committed to the ongoing development of integrated IT Service Management (ITSM) software, consultancy and education. It is a single-source supplier for all your ITSM needs, designed to improve service quality, productivity, customer satisfaction and reduce costs. MSM - an ITIL process compliant and ISO/IEC compatible, integrated software solution ensures a reliable IT and service infrastructure, increased productivity and adaptability in service provision. It has been implemented by organisations across many diverse sectors worldwide. MSM is used by internal and external support and by providers of outsourced and managed services. Marval is a major practitioner, innovator, thought leader and contributor to Best Practice and standards in ITSM and is co-author of ITIL and ISO/IEC It has been helping customers deliver service excellence since 1989 and understands what it takes to become a world-class service team. Marval is an ISO/IEC registered company supporting internal and external customers to international standards. Contact us now to discuss how you can improve your service Marval and MSM are Registered Trade Marks of Marval Software Limited. The Swirl logo is a trade mark of the Cabinet Office. ITIL is a registered trade mark of the Cabinet Office. Marval also recognises the trade mark rights of any 3rd party trade mark owners mentioned in this document. Page 6 of 6