ARCHIVED - Brief Case Studies of Exemplary Practices

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Transport Canada Technology And Information Management Services Directorate (TIMSD)

Transport Canada Technology and Information Management Services Directorate (TIMSD) provides technical support for Transport Canada at headquarters and across the regions. They also supply support to some provincial government departments. TIMSD provides internal support services and is funded from the centre. TIMSD staffs a Technical Help Desk, manages implementation of new software/hardware, equips and connects new users to Transport Canada's local and wide area networks, and responds to any technical difficulties. TIMSD staff meets regularly with their client groups, working with them to develop plans of action for any required changes. These client consultations also afford the opportunity to regularly examine any client issues or concerns, to point out any improvements the client may need, and to suggest schedules for any training the clients may require.

TIMSD lends support over the phone, through email, in person and over the internet. They are currently in the process of increasing the use of the Internet to facilitate large-scale software installations, to increase user access to resources, and to provide clients with a continuous feedback outlet. In the future, they hope to implement an Internet based solution for logging system problems.

TIMSD works with three business lines at Headquarters and currently has 25 client groups. TIMSD liases with the regions to maintain continuity of services across the country. They maintain contact with Government Technology and Information Services (GTIS), which maintains Transport Canada's wide area network, to insure services are maintained at high levels and to deal with any issues that affect the needs of their client base.

Service Standards in Use

TIMSD provides an excellent example of the importance of infrastructure. Only a small percentage of work done by TIMSD is visible to the end user (the client). Most of the work is behind the scenes. They have developed service standards based on the needs of the end client, but for these service standards to be met, all of the supporting infrastructure must be well maintained. TIMSD maintains web servers, email servers, file storage and archiving, as well as database and overall system integrity. TIMSD must be up to date with current security issues, with developments in software and hardware, and with developments in network environments. TIMSD maintains close ties with GTIS to ensure their clients are receiving the best possible network infrastructure.

This section deals with service standards as detailed to the clients through TIMSD's Service Level Agreement (SLA). These standards reflect the needs of the client, but within the context of the technological capabilities of TIMSD. They have been developed through consultation with their client base but with consideration for the limitations of the working technological environment. In developing these service standards TIMSD is better equipped to determine what resource allocation will result in a working environment most in line with the client's needs. With this in mind, TIMSD integrates the needed infrastructure to accomplish the seamless interactions of Information Technology/ Information Management and client satisfaction.

TIMSD has developed a document called the Service Level Agreement (SLA). It is a standard contract detailing the responsibilities and expectations of both the client and TIMSD. This standard form is modified, through consultations with the client, to account for extenuating circumstances or special needs. The SLA includes a detailed list of the services TIMSD provides as well as the timeframes to complete each of these services. This document lists such services as user ID creation & Assignment, virus scans, loading data file, installing software, and LAN connections. The SLA details time-dependent service standards for each of these services. For example the timeframe for user ID creation and assignment is one working day.

TIMSD list of service standards also includes the time for call back if a problem is reported. From time of the phone page, TIMSD staff will contact the client within 25 minutes. They have also set a standard of resolving any reported problems within 3 hours, their service standard target is set at 80% of the time.

Exemplary Practices

TIMSD has worked extensively with their client base to create an environment palatable to the direct client and end users, as well as to TIMSD and its employees. The relationship is based on mutual respect and openness. TIMSD's day to day practice are founded on consultations with the clients, on surveys, and on best practices from other IM/IT services both in government and in the private sector. The following exemplary practices have evolved using a TIMSD/Client partnership approach to client service/satisfaction:

• Electronic surveys are in place should a client's employee have any problems related to Service Standards. The surveys are examined and changed as need be to ensure proper representation of the client base. Based on the information sent to TIMSD, the client receives a follow-up call to ensure the problem as been resolved to their employee's satisfaction. The surveys are also included in a monthly assessment document outlining any problems and how those problems are being or have been dealt with.
• The Service Level Agreement is not designed to limit the services TIMSD provides but is maintained as a framework from which further client interaction evolves. Although the SLA outlines service standards a client can expect, it is not a limiting document. If the client should need support outside the normal function of TIMSD, these requests are examined on a case by case basis. The SLA serves as TIMSD's commitment to provide high quality services and demonstrates TIMSD's openness and confidence in its procedures. TIMSD also has a tacit agreement in place with their client groups that should any situations arise, not covered in the SLA, TIMSD will assess and propose solutions. Standard services are provided by TIMSD on a no cost recovery basis. Should the client require assistance outside of the defined services, TIMSD will provide such services on a cost recovery basis.
• TIMSD constantly receives and reports client feedback. This information is gathered though individual surveys, completed by end users who have had problems that have not been dealt with in accordance to SLA service standards, as well as through larger, more detailed surveys performed every two to three years. The smaller surveys are reported on a monthly basis, the larger surveys are reported in the corresponding annual report. These reports include problems and problem resolution times. Since GTIS supplies the networking systems, these reports are supplemented by reports from GTIS outlining the performance of the WAN. There is often a correlation between client complaints and GTIS system shutdowns.
• Information gathered from reports, surveys and consultation is used as a basis for any changes in service that the client or TIMSD may feel are necessary. TIMSD staff meets monthly with the key people from each of the 25 client groups (unless otherwise specified by the client), in an open and transparent manner to evaluate any situations that may require their attention and to evaluate their clients' perceptions of service.
• TIMSD, through consultation, demonstrates sensitivity to the different operating environments in different regions. Though much of their work is standardized throughout the regions TIMSD staff still appreciates the differences among the groups and regions. TIMSD's staff tailors systems to the needs of the individual client. Monthly client meetings give each party a chance to express any adaptations needed or any issues not otherwise covered. This continuous client contact keeps both parties apprised of any new information, technological developments, or changes to environments. TIMSD uses this free exchange of information and concerns to insure that they are able to evolve and adapt to the needs of their clients. These meetings help to ensure that any emerging issues are dealt with as they arise. TIMSD has always held this personal contact as integral to promoting and improving client satisfaction.
• TIMSD has developed a system of documenting any interaction with clients and detailing how TIMSD staff is to proceed within the client's working environment. TIMSD has developed an internal document, 'Problem and Change Management Procedures'. This document presents a cogent set of steps explaining the many aspects of TIMSD's employee procedures. The document outlines how to proceed with changes, how to deal with problems, what steps to take should the problem need to be upgraded, and how to document any work completed. The document evolves as working environments change and experience is gained. Evaluation of the information logged as a result of this document gives TIMSD the ability to maintain a flexible approach to client satisfaction and to adjust its efforts and resources based on client needs. Other departments have used this example as a basis for developing their own procedural documentation. This document also helps maintain continuity within the group (from a local to a national level), increasing overall efficiency and continuity of service.
• TIMSD is developing a national administrative infrastructure to ensure efficiency and continuity of service in all regions. Concerned with nation-wide continuity of service, TIMSD organized a series of consultations, formal and informal, with various stakeholders in the regions. Though service quality in the regions was comparable to National Capital Region ratings, there were areas where national continuity could be improved. The regions tended to an ad hoc approach, which was, at times, inefficient. This has led to a shift in the approach of the administrative infrastructure. A managerial stratum is now being established to create better liaison between the regions and the NCR. This will increase continuity and efficiency of the TIMSD group nationally and provide an extensive network through which to gauge client needs. Managers will be appointed to each of the three business lines at headquarters. A manager will also be appointed to each region. The regional managers will liase with headquarters on a continual basis. This new infrastructure is expected increase efficiency and continuity of the group, and therefore client satisfaction, nation-wide.
• TIMSD works with other groups, outside their department or client base, to keep up to date with current best practices. The group has adopted an approach of learning as much as possible form others. They consult, formally and informally, with other departments. They also belong to a number of committees and cluster groups. They are constantly looking for other approaches that may be integrated to improve client services. The Director of TIMSD sits on a number of boards and belongs to a cluster group which includes many government and public entities (e.g. Oracle Canada). TIMSD's communications with these groups, the TBS Service Improvement Initiative, and discussions with other departments, has presented a plethora of opportunity to learn, share, and discuss new approaches to client satisfaction. TIMSD views this contact as integral to their client-centred initiative.
• As a parallel to the Government On-line Initiative, TIMSD has been expanding its use of the Internet to keep their clients informed and up to date. It is hoped that, in the future, much of the change resources will be available over the network. Focus on network capabilities has led to increases in resource access and to increases in the efficiency of support staff.
• TIMSD shares its lessons learned with other departments and agencies. The group has given a number of presentations at the behest of various departments. These presentations share the initiatives TIMSD's staff has taken to improve efficiency and increase client satisfaction.
• TIMSD outlines contact information up to and including the Director General should Service Standards not be met. In the event, a situation calls for client escalation, the Service Level Agreement (SLA) gives contact information of those responsible within TIMSD. The contact list is divided into 4 levels of escalation, level 1 is the Problem Control Hotline, level 2 is the Data Centre Manager, level 3 is the Director of Computer Operation and Network Services, and level 4 is the Director General of TIMSD. They hope this helps to underscore the commitment and importance of their client-centred approach.
• TIMSD publishes a schedule for priority one problem resolution. This schedule includes an update schedule for keeping the client informed as to where things stand. The SLA outlines, within the context of Service Standards, the escalation process used by TIMSD for priority network problem. This list outlines the internal process from the time the call is received to involvement of Senior Management. The time frames start at zero minutes (help desk is notified) to, if necessary 120 minutes when Senior Management contacts GTIS. This list also includes a schedule for continually informing the client of the progress being made.

Lessons Learned

In its shift to a more client-centred day to day operation, TIMSD has found some overall themes integral to creating a workable technological environment. These themes have developed through trends in client satisfaction, employee input, client survey results, and client consultations.

1. Cohesiveness within a group leads to increases in efficiency and therefore increased Client Satisfaction. Before the original survey 2 ½ years ago, there were many areas in need of change. Many clients were doing much of there own support ad hoc. It took time to convince clients of the benefits of continuity across support systems. Customer satisfaction was high but there was room for improvement. The survey spawned several of the initiative we have seen in exemplary practices. Surveys and consultations were initiated as an integral part of business lines. SLA's were developed, constant feedback was encouraged and a priority was placed on personal client contact. Each of these practices was designed to increase cohesiveness, and therefore efficiency of the group and the group's ability to respond to changing client needs. Every level of the group from the help desk to the Director General has adopted this client-centred change in policy.
2. When initiating Service Standards and supporting infrastructure, it is important to adopt the client's perspective. Before the integration of systems support, clients did not have confidence in the abilities of TIMSD. One of TIMSD' first tasks after developing their integrated service system was to convince clients of the benefits of relying on this system. TIMSD was forced to adopt the client's perspective to convince them, not only of the benefits to maintain a central system, but also of TIMSD' capability to fulfil that role. This process began in the NCR, but a recent survey has brought to light that the regions are having some of the same problems experienced years ago in the NCR (i.e. lack of confidence and fixing their own technical problems ad hoc. This led to the restructuring the group's infrastructure on a national scale. The strengthened communication between headquarters and the regions should help to instil the same confidence in TIMSD nationally as they currently enjoy in the NCR. This new initiative will also help in the sharing of problems and solutions on a national level. The liaison will help the entire group to be more responsive to the needs of the client locally, regionally and nationally.
3. The surveys are an invaluable source for determining resource allocation. Surveys have pointed to areas that clients felt were under-supported, as well as areas where TIMSD had been too focused. This feedback has helped the group to reallocate resources to appropriate areas. As the Website is expanded to include an area for client feedback, the group hopes that the added feedback will help to further define the needs of the client base. The monthly surveys have been sent to a small, random group, as the web site expansion progresses all users could potentially access the Website to contribute feedback, empowering the group to redefine their structures as their client's environment changes with the future of technology.

Contact

For more information on the services provided by the TIMSD, please contact:

Richard Ruta
Assistant Director, Infrastructure Implementation
Technology and Information Management Services Directorate
Transport Canada
613 993-7066

 

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