Budgeting by Priorities: Budget Proposal Technology Customer Service Center. Support Services

Transcription

1 Budgeting by Priorities: Budget Proposal Technology Customer Service Center Strategic Plan Goal: Support Services Problem Statement: Technology has become an increasingly integral part of our core mission, educating kids. The majority of the district employees now have a dependency on technology as it relates to their job function. This scope spans from using technology to teach children, recording grades, taking attendance, using educational software, performing building and department administrative functions, running heat systems, and numerous others With all this technology in place, who ensures it functions and where do the employees go for help? Vision: To provide technical assistance for all District employees, solving their issues immediately. Utilize technology to simplify support, leverage best practices and minimize costs. Ensure our technology is secure. Ensure the Technology Customer Service Center employees have the appropriate resources, tools and training, so they can best server their customer. Approach: Align with the District Technology Plan. Research and apply best practices. In most cases we use the Great City Schools benchmark data as a minimum baseline for establishing best practices. We also utilize ITIL (Information Technology Infrastructure Library) best practices. Make data driven decisions. Watch our problem trends and work to reduce or eliminate issues from our technology. Case Statement: Background: Prior to the Technology Customer Service Center, employees waited on hold for an average of 20 minutes. Once they did receive help, the Help Desk employee lacked the tools and empowerment to solve their issue. In most cases work had to be assigned to another team to solve the problem. A typical end to end time to report, assign, and solve an employees issue on average took 1 to 2 weeks to solve. Trends: Technology is becoming increasingly integrated with educational and non-educational roles all across the district. Benefits:

2 Changing the support model to one that utilizes best practices of remote support, remote software distribution, configuration management, software testing, knowledge bases, and problem elimination, has a great return in terms of improved productivity by minimizing down time and improving reliability. Adding Value: This model either directly or indirectly aids in Academic Excellence, Early Learning, Partnership and Safety. Stakeholders: Our Stakeholders are all district employees who use technology. The Help Desk solves upwards of 70% of all requests immediately. While we receive calls from all district employees, 80% of the requests are from teachers needing assistance with their class room technology. We plan on expanding our service to students in the school year. Scope of Work: What does the immediate work entail? Help Desk: The Help Desk fields over 45,000 calls per year, most calls are from teachers 80% assisting with classroom technology. The help desk leverages tools for remote support. Problems are tracked in the ticketing system. Trending is reviewed to reduce or eliminate issues with technology or training. Service Levels: Hold Times Less than 1 minute Dropped Calls (Hang Up) Less than 10% Problem/Request Resolution Rate - 50% solved, first call. Skill Set on Phones: Technician II, PT6 Field Services - Administrative Sites: Resolves issues that cannot be solved remotely by the Help Desk. Performs moves, hardware installations/upgrades, and for computers that cannot be remotely accesses. Service Levels: Priority 1 - Employee cannot perform job, major outage. Same day response resolution Priority 2 - Employee can still work, move requests, peripheral additions. Three day response. Project Activity - As scheduled Software Imaging/Distribution: Software images are created and maintained for all district computers. Improvements based on Help Desk data are incorporated into the images and distributed electronically to district computers.

3 New hardware or software is evaluated by this team to determine if it will integrate with the District network and all other systems and software. Application or hardware issues that occur in the field are researched, identified and resolved by this team. As software updates occur, this team tests updates to ensure compatibility and integration with existing district technology prior to distribution. Software distribution packages are developed and deployed by this team. Skill Set: Technician II, PT6 Service Levels: Software distribution - 95% distribution within 5 work days Innovative Technician: These technicians work with the Innovative Project Managers and assist with all technical aspects of each innovative project. They tie in with the project plans as a resource, utilizing project management methodologies. They setup and evaluate software and hardware, determining the proper configuration, documenting configuration and setup procedures, relay and train technicians when moving a successful project to production. Skill Set: Technician II, PT6 Senior Network Administrator: Our Network Administrator manages the System Center Configuration Manager system ensuring district wide functionality. PC Group Policies: These are computer behavior settings that are applied district wide. A high skill set is required to manage this. ITIL change management procedures are required. system setup and settings. This person handles first level requests allowing much faster response time for our customer set. Items are typically addressed the same day. Copier System Software - Equitrac: Works with Xerox to ensure the Equitrac system functions. Acts as a district technical contact to administer updates, changes and fixes for the copier system. Manages direct to copier printing. Lync: Provides system administration for Lync video conferencing and instant messaging. Skill Set: Senior Network Administrator, PT10 Customer Service Center Tools: - We administer and support. Microsoft System Center Configuration Manger (SCCM) - This system is manages the software images, distribution of software and remote client (PC) support. This service is the primary tool allowing the Help Desk to remotely manage and assist users. We also use this tool to capture district technology inventories, tying in with the fixed asset reporting. Essentially we electronically look for missing fixed assets. Lastly we use this tool to ensure we are compliant with software

4 licensing. We can scan the district and compare purchased licenses against actual installations. Our next improvemetn effort is to use this tool to capture software usage. This will help Instructional Technology to determine if a given software package is being utilized. Avaya Call Management System (CMS) - This tool provides us the reporting and visibility of our call volumes. We have visibility of who calls, when they call, how long the calls are, and how long they had to wait on hold. The system also provides this data in real time giving the Help Desk visibility as to how many people are waiting on the line. We use the data from this system to properly staff the phones to manage work load. It is also used to measure our Service Levels. Other Systems and Services Supported by the Technology Customer Service Center: Microsoft Lync - This is an internal district video conferencing tool and instant messaging tool. We provide the system administration for this system district wide. COBRA: Provides system support and maintenance. Power Plan: Provides software updates and distribution. Cross Match District Finger Print/Background Check System: We provide the system setup, support and maintenance. This system is used to finger print prospective employees, it ultimately interfaces with the Washington State Patrol, storing fingerprints in their system and performing background checks. Zonar Student Scanning for Busses: We provide the setup and installation of the badging system for students. Maintaining the system and training employees on creating badges for students. This is a cross functional effort where we work collaboratively with Student Services, Network Services and Transportation. K-20 Video Conferencing: We provide the district K-20 video conferencing, where video conference systems are managed and maintained at Central Administration (2 systems), Willard and the Professional Development Center. This system is used for multiple conferences and is coordinated with the Puget Sound Educational School District (PSESD). Student services utilizes this system for deaf and hard of hearing services and for specialists that cannot be accessed locally. Technology Life Cycle - Administrative Locations: We manage all hardware and software life cycle for the administrative locations. We partner with Instructional Technology where it makes sense to ensure consistency within the district for equipment standardization. Equipment life cycles are shorter in the administrative locations, where it is replaced every 4 years. Equipment replaced is either re-deployed to schools, or granted to low income students. Fixed Assets: We work with the purchasing department and the fixed asset teams to track all technology. We perform equipment searches, update the fixed asset system and ensure equipment is tracked per district and state requirements. Purchases/Procurement: We work with the Purchasing Department to ensure that all purchases follow state purchasing rules. We typically leverage pre-bid contracts such as WISCSA and others.

5 Employee Professional Development: Employees are encouraged to stay current with respect to their technical professional development. They attend yearly tech training sessions to stay current. Some of the classes they have recently attended are: Project Management Training, Windows 8, Windows 7, Office Certification, Group Policy, SQL, and Computer Forensics. Supporting technology is very broad in terms of required knowledge. It is mutually beneficial for individual interests to be accommodated providing knowledge, skills and abilities, within a given area. Typically system updates or new technology will mandate entire team training. This has occurred with SCCM, Group Policy, Windows Operating System, Office and other applications. SCALA Digital Signage System - Central Administration and Professional Development Center: Provides the system administration for the SCALA system. Updates meeting information for Central Administration location. Software Contract Management: Manages software licensing compliance for the District. Examples: Microsoft Agreement, Adobe, Cross Tech, School Vue, etc Tech Advisory Team: Participates/attends the District Tech Advisory Team providing inside and outside partners updates and visibility of the Technology Customer Service Center projects and progress. Gain feedback from this team. Budget: Funding is secured for 2 or more years for this group. Service Offering: We are open Monday through Friday, 6:00 am to 6:00 pm. We plan on expanding hours of service and adding weekend support for the school year in order to provide support for teachers and students. Success Criteria and Goal Statements: 1. All Service Levels are set by the Great City Schools - We meet or exceed these Service Levels 2. Review data for continuous improvement 3. Simplify our computing environment where possible 4. Maximize first call resolution 5. Keep our customers happy and satisfied with our services Performance Measures: 1. First Call Resolution - 50%, Monthly Metric, Data from ticket system, Benchmark Established from Great City Schools Best Practice 2. Dropped Calls (Hang Ups) - Less than 10%, Daily Metric, Data from CMS, Benchmark

6 Established from Great City Schools Best Practice 3. Answer Rate - Answer calls in 1 minute or less, Daily Metric, Data from CMS, Benchmark Established from Great City Schools Best Practice 4. Customer Satisfaction - 95%, Monthly Metric, Data from Customer Satisfaction Survey, Benchmark Established from Great City Schools Best Practice 5. Customer Satisfaction - 95%, Monthly Metric, Data from Customer Satisfaction Survey, Benchmark Established from Great City Schools Best Practice What specific Board adopted benchmarks will be influenced by this work? Our work is service based and unfortunately cannot be directly related to Academic Excellence, Partnerships, Early Learning or Safety. We do however support all District employees with their technology needs which in turn allows these employees to support the above mentioned goals. What do you predict your results will look like after: 9 Weeks of Implementation Deep Freeze elimination utilizing Group Policy - Pilot 64 Bit Image Test at CAB Discovery Phase of Virtual Application and Desktop HP Steam Pilot - Innovative Schools 18 Weeks of Implementation Maintenance Window Active - Computer security updates Administrative Location Technology Update - Complete remaining locations. 27 Weeks of Implementation Pilot Deployment of Virtual Application and Desktop 36 Weeks of Implementation Deep Freeze elimination - deployed district wide to student computers. $20,000 per year cost savings. Exponentially improved software distribution rates allowing 95% distribution to occur in 1-2 days.

7 64 Bit Image Deployed to all Middle School Carts Attach documents associated with this proposal here: TPS Tech Plan No Appendices.pdf Adobe Acrobat Document 593 KB Customer Sat Survey.pptx Microsoft PowerPoint Presentation 1.17 MB KPI.docx Microsoft Word Document 83.9 KB Lync Kick Meeting.pptx Microsoft PowerPoint Presentation 65.8 KB Admin Deployment Project.pdf Adobe Acrobat Document 326 KB Strategic Timeline.pdf Adobe Acrobat Document 642 KB File Attachment File Attachment File Attachment File Attachment File Attachment