1. 1 Centralized Support for Service Desk and Desktop across UCSF Campus and Medical Center – A Case Study Presented to UC-CSU By Julie Cox and Sian Shumway Directors, UCSF IT Service Desk and Field Services July 11, 2013 “ If the customer feels like it was poor service, then it was poor service. We are in the customer service perception business.”

2. 2 Objectives of Consolidated Service Desk and Field Services “To provide elevated and expanded services while driving efficiencies through standardization, systems, tools and processes” “One Team Approach” to allow for transparency and quicker problem resolution through better collaboration and communication

3. 3 Context for Collaboration Operations Excellence directive from Chancellor Consolidation was based on: o Service improvement o Reduced cost, improved efficiency Anticipated benefits o Single point of contact o Improved service o Transparency for our customers o Lower cost o 24 x 7 support o Student support

4. 4 Service Desk Design Relocation of all help desks to single location Staff would remain in their own departments/budgets but would report to one Director o Introduced a challenge that still exists Begin with 4 major help desks and add others as Field Services consolidated as a second phase Add Student Support

5. 5 Implementation Implementation began at the end of January 2011. Consolidation was dependent on conversion to single Service- now ITSM tool Met planned Go Live of December 31, 2011 Implementation resources used – Project Manager (ended up with only a 20% resource)

6. 6 Implementation Experienced Transition Consultant (75%) Documenter for Knowledge Base (25%) Trainer (utilized existing supervisor and manager) Service-now Team (internal team) Implementation Team o PM, Director, Managers of existing teams o Brought in other existing resources as needed to participate in and lead specific areas, i.e. Remote access, metrics, communications, desktop workflow, etc.

7. 7 Implementation Costs Service-now implementation$827,000 (Not just Service Desk) Consulting 344,000 Training ( Knowledge/Mac)15,000 Service Desk temps120,000 Co-location expenses68,000 Software (Bomgar/OpenScape)159,000 Hardware (Mac-minis)14,000 Total $1,547,000

8. 8 Challenges: Implementation Project Management (20%) Broke up project plan into 10 different key sections and identified an internal resource to manage each section Decentralized desktop support Developed individual workflows within KB Identified desktop support team by customer Continues to be a challenge

9. 9 Challenges: Implementation School of Medicine/ SF General Hospital Needed to maintain specific support levels (high touch) Skilled a smaller team to handle these calls Training took longer for this skill group Added Student Support during implementation Determined most similar to campus Trained campus agents to take these calls until consolidation complete Worked with Library to handle on site support Brought Library staff up on Service-now earlier

10. 10 Challenges: Implementation Commitment to reduce staff without support doc Took on SFGH support as well as student support with 2 fewer staff This had less of an overall impact and was mostly handled by skills-based routing Commitment to reduce additional 4 FTE’s at go live Unable to achieve due to volume increase and complexity of the environment Received agreement from CIOs to re-evaluate within 3 months

11. 11 Challenges: Implementation Service-now not implemented for campus until mid November This delayed the build of the KB and training of the staff Put all of the workflows in the KB and trained staff on how to find them KB search not very efficient Focused training during the last week which was a slow week (close to December holiday)

12. 12 Challenges: Service Delivery Different workflows/equipment/service expectations for desktop support Continues to be a challenge until desktop consolidation complete Affects our ability to be as efficient as possible Continue to develop our KB Brought in HDI to provide KCS training Purchased Mac-minis for all analysts Used outside firm to develop online Mac training Utilized staff/expertise from other departments to assist in training

13. 13 Challenges : Service Delivery Brought in a desktop resource at the SD during peak time Continue to have one smaller skill-based team Determined highest priority service delivery is to answer calls within 60 seconds or less Increased volume, inconsistency in environment, complexity in environment o Added 3 temporary staff for 6 months – still utilizing staff. Will re-evaluate when FS consolidation complete o Volume increased somewhere between 12%-26%

14. 14 TOTAL CALL VOLUME FOR CY 11/12

15. 15 WEEKLY TREND REPORT

16. 16 WEEKLY TREND REPORT

17. 17 WEEKLY TREND REPORT

18. 18 UCSF Service Desk

19. 19 Symon Board - Queues by Skill

20. 20 UCSF IT SERVICE DESK

21. 21 Desktop Support Consolidation Operational Excellence recommendations: Consolidate departmental desktop support staff into Information Technology Services (central IT) Departmental conversions over a period of 2 yrs Staff would report to Director of IT Field Services Planned consolidation for Medical Center IT Field Services near end of consolidation Provide two service levels for customers Charges would be allowable to contracts and grants

22. 22 Desktop Support Consolidation Early deliverables: Two largest providers of desktop support consolidated first: School of Medicine and Information Technology Service Organizational design proposal Staffing strategy developed and implementation Recharge rate approval Negotiations for inclusion of support costs to contracts and grants Advisory Board formation

23. 23 Timeline 3/2012OE Recommendations finalized 6/2012Director hired 8/2012Implementation design team formed Organizational design proposed 9/2012Service Catalog defined 10/2012Implementation team formed Job descriptions finalized and classified 11/2012–1/2013Complete Manager and Phase 1 Field Technician Hiring 2/2013Staff training: ITFS Field Techs and Service Desk 2/25/2013Service Go-Live 3/2013-12/2014Convert departments

24. 24 Implementation Design Using the OE recommendations as a guide a team of campus stake holders were brought together for six weeks to develop: Services descriptions Service catalog Draft Service level agreement At the end of the sprint, a smaller core team was formed to carry out implementation.

25. 25 Implementation Planning The devil is always in the details: Escalation planning for hand-offs Training for staff Knowledge base expansion Conversion process Communication strategy Staffing transitions Operational procedures Storage and backup solution scaling And everything else that came up!

26. 26 Implementation Costs Software/Supplies: ServiceNow enhancements15,000 Mac end point management30,000 BigFix server upgrade, test licenses20,000 S&E for Staff (computers, phones etc)90,000 Backup250,000 Staffing Senior Project Manager232,000 Project Mgr & Business analyst160,000 Desktop Engineering team820,000 Increased staffing during transition600,000 TOTAL (est)2.22M

27. 27 Staffing strategy All positions undergo open recruitment Variety of communications to campus Hire first year (2012)of positions with staggered start dates Hire second year of staff the following year (2014) with staggered start dates Recruitment limited to UCSF career employees to give them first priority o Unfilled positions will be recruited externally Tiered recruiting (supervisory, senior positions first)

28. 28 Staffing principles Hire and retain the best UCSF staff Leverage/preserve support relationships where possible Recognize the importance of UCSF experience and expertise Staggered onboarding to minimize customer support impact

29. 29 Organizational chart

30. 30 Go-Live preparations Extensive training all done internally Sessions taught by SMEs and recorded Communications: service introductions and forming new relationships with departments Shared management in partnership with Service Desk for vacant Field Manager position Go-live consisted of the existing customer bases of ITS, School of Medicine, and a few early adopters.

31. 31 Conversion challenges Based on early adopter conversions, developed a detailed, robust process utilizing all levels of the organization Complexity of environment Varying degrees of support needs Departmental cost constraints Software and hardware supportability Rate of conversion to sustain financial model Service desk workflow Service level differentiation Operating procedures

32. 32 Current State Administrative departments not already supported converting first Required participation is expected across the organization with limited opt-out pending proof of service levels Staff rotation and collaboration for employee development and training Demonstrated service delivery improvement with IT partners

33. 33 What the Future Holds Planned CIO consolidation for Campus and Medical Center Further IT consolidation planned to eliminate redundancy, reduce complexity in the organization to improve the customer experience Focus on employee engagement and cultural change Focus on delivering exceptional customer service Reduce overall costs while improving service

34. 34 Lessons Learned Hire a full time project manager Do not commit to reduce staff until optimization is complete Agree on Service Level targets early on Don’t underestimate the resource requirements for training and documentation Ensure all tools are consolidated early enough before training begins Evaluate the complexities in the environment and set expectations early on; revisit during implementation and optimization Begin desktop consolidation earlier so a majority of the planning occurs in parallel Think “Outside the Box”

35. 35 Critical Success Factors Leadership support Financial resources Communications Governance: Oversight Committee and Advisory Board Oversight Committee Rapid recruitment/hiring process – minimize disruption

36. 36 Questions and Answers Julie Cox, Director IT Service Desk Julie.Cox@ucsfmedctr.orgJulie.Cox@ucsfmedctr.org Sian Shumway, Director IT Field Services Sian.Shumway@ucsf.eduSian.Shumway@ucsf.edu