The Help Desk is Dead; Long Live the Service Desk A presentation and discussion of the ongoing Service Management approach to assisting students, faculty and staff at the Community College of Rhode Island Dawn Lewis, Director of User Services Steve Vieira, Chief Information Officer

CCRI

Academic Computer Labs

The Problem; Five Years Ago  A single Help Desk; one campus; only two staff members  Open limited hours  Password reset policies antiquated and difficult  Volume of calls greater than capacity to handle them  Ticketing system with inadequate licensing; limited reporting; poor usability

Help Desk burden of calls

Expanding the ACD  Academic Computer Labs open to 10 pm and some weekend hours  Setup the Automatic Call Distribution system to ring phones in the labs  Trained student employees on how to direct questions and enter tickets  Immediately had a positive effect on the number of dropped calls  Particularly important during the annual peak periods

Password Reset Policy adjustment  The policy; good intentions; bad customer service  Moved capability to each ACL  Providing service where the people were  Upgraded security of the system

Ticketing system issues  Not enough licenses for all staff  No means of monitoring status for individuals  Too difficult to close out tickets  Lacking in substantial reporting  New devices meant additional client licenses  Accountability in question

ITIL  Framework training for all staff  Common vocabulary  Services we provide  Service level agreements  Efficiency, effectiveness  Can we measure our effectiveness?

Our Constituents  Traditional and non-traditional students  Varied levels of technology experience  BYOD explosion  Just in time and service on demand  FAQ and Reading documentation  Multiple devices so various formats  Minimal learning curve technology  Adopted for all constituents

Service Desk – a model for service delivery  Help Desk – end-user focused  Service Desk – end-user and internally focused  Inward focus on the day-to-day business processes  Help Desk goal – fix user problems  SD goal – reduce costs and raise efficiency

Tactical versus Strategic  Help desks solve problems as they arise  Service desks overarching goal of improving IT  Monitoring and assessing current processes/trends  Opportunities for IT processing efficiency

Fixing versus Root Cause  Help Desk  Printer issues  Deadlines  Finding solutions  Service Desk  Why are things happening?  How can they be globally impacted?  Does the issue have a deeper reason for happening?

The Long Game  Keeping users happy now  While determining fundamental long-term changes  ITIL  Terminology  IT service management (ITSM)  Service catalog  Self-service portal

Formula for Calculating Value

Knowledge Base  “Smart content”  Constantly updating proactively  Based upon needs and issues  Reusable framework for channel value  Google phenomenon  Lower costs, satisfied users, time savings  Passive to Empowered Users

Imbedding the technology  Request leads to self-service option  Opportunity to view documentation, FAQs, videos  Information specific to request without searching  Provide multiple formats for varied population  Users open their own tickets  Users monitor the progress of their open tickets

Guaranteeing Great Self-Service  Know your end users  Review, Test and Analyze  Get Feedback  Use Social Media  The portal needs constant feeding and caring

KPIs  Cost per service desk contact  End-user satisfaction  Rate of first contact resolution  Rate of first level resolution  Overall service desk performance (“Do we and our end users believe we’re doing a good job?”)  Service desk agent satisfaction  Service desk agent utilization

Benchmarking  85% of responding organizations measured average speed to answer (in seconds), and the average range was 10 to 20 seconds.  83% of organizations measured call abandonment rate, with an average abandonment rate of under 5%.  Only 25% of organizations measured average cost per call. For these, the cost averaged around $6 to $8.  Only 16% measured cost per , and this figure averaged around $4.50 to $8.  87% of responding organizations measured first contact resolution rate, with the average running 61 to 70%  98% of organizations logged incidents on a monthly basis, and these ranged from 1000 to 2000 incidents per month, on average.  87% of organizations measured percentage of incidents fixed at first level, and the average was 71-80%  76% of responding organizations said they measured the percentage of incidents escalated beyond first level, with an average of under 10%

Video snippets  Short and to the point  Commercial and home grown  YouTube; Smartphone; Web Sites; Portal  More training materials online for repetition  Student orientation  Self-serve without a phone call  Gathering feedback

Conclusions and Questions  Dawn Lewis –  Steve Vieira -