Developing and Advancing a Centralized Support Center in K-12 Districts

Transcript

1. Session 409: Developing and Advancing a Centralized Support Center in K-12 Districts Brian Grinstead, Coordinator, Support Services Mary Sawyers, Systems Engineering Supervisor Adam Smeets, Chief Technology Officer
2. Agenda • About Indian Prairie School District 204 • Help Desk and Advancement to Support Center • "Call to Action" • Evaluation of "Support" and Needs Assessment • Research and Development of a K-12 Support Center • Moving From ITIL-Light and ITIL-Focused Support • Support Center Launch and Next Steps • Lessons Learned • Key Takeaways
3. Indian Prairie is the fourth largest school, district in Illinois, encompassing 46 square, miles, including portions of Naperville, Aurora, Bolingbrook and Plainfield. 33 SCHOOLS Preschool ................................ 1 Elementary schools ........ 21 Middle schools..................... 7 High schools .......................... 3 Alternative high school ...... 1 O U R S C H O O L S O U R ST U D E N TS 28,000 STUDENTS 44% White 30% Asian 12% Hispanic 9% Black 4% Multi-Racial 0.2% Native American 0.1% Pacific Islander O U R B U D G E T $368 million Per-pupil expenditure .......... $11,848 STATE average ....................... $13,337 F O O D S E RV I C E 2.5 million MEALS SERVED ANNUALLY SAT AC H I E V E M E N T Average SAT score 1166 STATE average 1007 Total number of buses 275 Number of routes 1,205 Miles traveled annually 3.5 Million T R A N S P O R TAT I O N Total number of employees ......................... 3,100 Licensed staff ................................................... 2,060 Teachers with advanced degrees ................. 82% O U R E M P LOY E E S B U I L D I N G O P E R AT I O N S TOTAL SQUARE FEET OF BUILDING SPACE: 4 million TOTAL PROPERTY: 655 acres UPDATED 01.19 17% Low income 12% With disabilities 10% English learners 1% Homeless About Indian Prairie SD 204
4. Help Desk & Initial Development • 2009: Initial Help Desk Rollout • Replaced a home grown Technology Services ticketing system • Focus was on break/fix and tracking • 2012: Upgrade and New “Ticket” Types • Food and Transportation Services added as new departments • Ticket volume over the three year period: 10,000 • 2014: Outgrowing the platform and tools • Looking for increased functionality and performance • Ticket volume each year: 8,000 Digital Resource Tip Canned responses, automated messaging, facilitating and encouraging positive customer service interactions
5. Advancement of SaaS Solutions • 2016: System replacement and move to ServiceNow • Increased automation opportunities and performance improvements • Introduced a few service items to the base catalog, but limited use • Introduced a few knowledgebase articles, but limited use • Ticket volume each year: 15,000 • 2018: System replacement and move to Freshservice • Re-focused the Department and District on holistic support – beyond break/fix • Created a ”one-stop” location for support and information • Reduced the required training and system complexity – returning to what we do • As a result, 2014’s annual ticket volume in a month
6. Call to Action • Welcome letter with >15 accounts with different credentials • Numerous websites with information scattered • Limited knowledgebase with tech- focused responses • Department perceived as a break/fix shop • … and a delivery agent - not a Subject Matter Expert As a new employee in the District…
7. Needs Assessment • Information and knowledgebase materials across 10 sites • Out-of-date materials and limited information available for self-service • Multiple email addresses and individual staff points of contact for enterprise-wide issues • Pockets of staff with unequal distributions of cases • Verbal service level agreements with interpretations and assumptions • Limited understanding of services and resources available to students, staff, parents and community
8. Evaluation of Support • What is your definition of support for your district / school / business? • Who do you support? Not support? Why? Why not? • What does ”just-in-time” support look like? How does it vary from other industries? • What does “quality” support translate to? Critical Questions
9. Evaluation of Support Tier 1: • Staff or students with a broad technical understanding, with goals to identify a need and provide tips on how to manage a problem. Tier 2: • Staff with focus area technical knowledge with advanced troubleshooting capabilities; determine which interventions best match the need before helping. Tier 3: • Provided by managers involved with project/product deep-dive knowledge. They deal with complex multi-system or enterprise-wide issues. Support as Tiered Intervention
10. Developing a K-12 Support Center • Move from Break/Fix to Holistic Support • Re-visit all request types to determine if workflows and forms can be developed • Establish service level agreements with clear expectations • Students and the community are important for receiving support! • Re-investing in District holistic support and establishing a commitment • Business Office, including Food Services and Transportation • Curriculum and Instruction • Human Resources • Technology Services • It’s not a set it and forget it system…
11. Developing a K-12 Support Center Developing Our Service Catalog Start with a mind map of your structure…
12. Developing a K-12 Support Center Developing Our Service Catalog Providing the following categories of information is a massive effort…. • Description • Optional Features • Special Considerations • Pricing • Eligibility for the Service • Up-time / Service Availability Expectations • How to Receive Support • Service Level Agreement (SLA)
13. Developing a K-12 Support Center Developing Our Service Catalog Unless you use a client interview!
14. Launch and Next Steps Search across KB and tickets “Feature request for service catalog items”
15. Launch and Next Steps Knowledgebase Case Status Service Catalog System Status Updates & Alerts Download Requests
16. Launch and Next Steps
17. Launch and Next Steps Structure Mirrors Organization of Service Catalog Not Solely for Clients
18. Launch and Next Steps Related Articles, also integrated to email and case requests Opportunities to Improve
19. By the Numbers Since January 2019: 2,172 28 Day Active Users 6,930 Support Cases 60% Service Catalog Requests 15% Knowledgebase Articles 25% Direct to Case Status & Updates Actions and Engagements at the Support Center 14 hrs Case Resolution Average (includes device repairs) 91% SLA Success Rate 83% First Call Resolution 90% Service Catalog 4% Email 6% Phone Case Interactions and Metrics Case Source
20. 1 | Conduct a Needs Assessment & LISTEN! 2 | Evaluation for Product Fit, Value, Function & TCO 3 | Define Project Scope, Requirements and Timelines Lessons Learned
21. 4 | Invest in Your Knowledgebase & Roadmap 5 | Project Team Essential and Clear Communication 6 | Test (& Re-test) Workflows and Business Processes Lessons Learned
22. • Define a clear vision for “support” • Identify your driver and rationale for change • Identify your resource needs and be flexible • Communicate your and Expectations • Product Selection and Needs Take Priority Over Solely Recommendation • Identify Project Team (Outside of IT) 1 2 3 Key Takeaways
23. Share Your Thoughts & Shape the Future! Evals4Education: For every completed evaluation, HDI will donate $1 to the Tangelo Park Elementary School through AdoptaClassroom.org!