Arapahoe Community College Information Technology. Assessment Plan Data

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1 Arapahoe Community College Information Technology Learning Outcome Assessment Plan Data Information Management - Utliize Information in New HelpDesk Ticketing System to Improve Customer Service Performance Assessment Author(s) Joseph McCormick Measure 1 Type: Direct Review of historical data Measure 1 Description: High priority tickets coming into the IT HelpDesk should be treated as critical to ongoing operations of the College. As such the benchmarks below have been developed in order to measure what we feel is an approprate level of support for our customers. This percentage is subject to change as we begin reviewing data this year. 1) Describe the benchmark for this measure. Questions to be answered by generated reports: - Are you responding to the customer within 2 hours of the ticket creation so they are aware we care and the ticket has ownership by you? [90%] - Have you resolved the issue within 1 business day? [90%]

2 - Are you properly recording the total time required to complete the ticket including transportation (walking, driving etc.) time required? - Are you creating documentation for the IT knowledgebase on issues that might come up again in the future? (for time required to document those a separate ticket would be established to account for the effort required) 2) What is the rationale for choosing this benchmark? High priority tickets coming into the IT HelpDesk should be treated as critical to ongoing operations of the College. As such the percentage of completed tickets and response times for communication need to fall within specific parameters as defined by the benchmarks. Measure 2 Type: Direct Review of historical data Measure 2 Description: Medium priority tickets coming into the IT HelpDesk should be treated as important but not critical for ongoing operations of the College. As such the benchmarks below have been developed in order to measure what we feel is an approprate level of support for our customers. This percentage is subject to change as we begin reviewing data this year. 1) Describe the benchmark for this measure. - Are you responding to the customer within 4 hours of the ticket creation so they are aware we care and the ticket has ownership by you? [90%] - Have you resolved the issue within 2 business days? [80%] - Are you properly recording the total time required to complete the ticket including transportation (walking, driving etc.) time required? - Are you creating documentation for the IT knowledgebase on issues that might come up again in the future? (for time required to document those a separate ticket would be established to account for the effort required) 2) What is the rationale for choosing this benchmark? Medium priority tickets coming into the IT HelpDesk should be treated as important but not critical for ongoing operations of the College. As such the percentage of completed tickets and response times for communication need to fall within specific parameters as defined by the benchmarks. This learning outcome was Met benchmark Measure 1 Results: Measure 1 description: High priority tickets coming into the IT HelpDesk should be treated as critical to ongoing operations of the College. As such the benchmarks below have been developed in order to measure what we feel is an approprate level of support for our customers. This percentage is subject to change as we begin reviewing data this year.

3 The IT department had a number of staff move into other positions or leave the College. As reported in the professional development measure this impacted all functional areas of IT. While we are actively hiring these positions, metrics may be affected until the tech support function is fully staffed. Excpectation for full staffing is September of Metrics were modified for high priority calls as we analyzed call volume and pickup patterns. 1st response was moved to 80% as a benchmark within the first 2 hours after receiving the call. Met 1st response 80% SLA for resolution well exceeded our 8 hour maximum which was excellent. Met SLA 33 94% Measure 2 Results: Measure 2 description: Medium priority tickets coming into the IT HelpDesk should be treated as important but not critical for ongoing operations of the College. As such the benchmarks below have been developed in order to measure what we feel is an approprate level of support for our customers. This percentage is subject to change as we begin reviewing data this year. The IT department had a number of staff move into other positions or leave the College. As reported in the professional development measure this impacted all functional areas of IT. While we are actively hiring these positions, metrics may be affected until the tech support function is fully staffed. Excpectation for full staffing is September of st response metrics exceeded our 80% benchmark for medium priority tickets. Met 1st response % SLA for resolution well exceeded our 16 hour maximum which was excellent. Met SLA % 1) How did unit/department performance compare to the benchmark? The IT function did quite well with all metrics. We modified one of the 4 metrics during the year to move the percentage to 80% (high priority ticket initial call response time). I would like to see this number closer to 90% but based on call patterns and volume we felt the modification was necessary. 2) How does the data compare to the previous year, if applicable? This is a new benchmark so no prior data is available. 3) If multiple measures were used, how do they compare to each other? The IT department did better on medium priorty metrics than on high priority tickets yet still met the benchmark in both. 1) Based on the findings, how does the unit/department rate performance in regards to this outcome (strong exceeds

4 benchmark, neutral meets benchmark, or weak misses benchmark)? Surpassed benchmark 2) How does this assessment affect plans for this coming year in terms of strategic planning, budget planning, administrative and educational support unit planning, and assessment planning? The metrics and associated information was and will continue to be used in annual performance and mid-year evaluations so employees know how they are performing. A goal for manager of tech support this new review cycle will be to increase to meeting with employees one on one once a month to keep communication moving and to ensure we still have benchmarks where they need to be. 3) How will your assessment results enable you to improve institutional processes or academic instruction in order to support, facilitate and/or stimulate student learning? The customer service we provide the College will continue to improve as we work through continual analysis of our ticket load, response time and completion time goals. Staffing levels in IT, which affected the professional development measure also impacted our metrics, despite exceeding our measures for the year. We hope to have the department fully staffed by September of 2016 and as a result will re-evaluate our metrics at that time to see if other changes are needed. Further Action: Further Action Planned Describe the action plan: Re-evaluate the performance of the technical support function once the department is fully staffed to ensure metrics are still appropriate and if they need to be modified. Person/ Group responsible for action Manager of Tech Support and IT Director Target Date for implementation of the action 10/31/2016 Priority Medium Learning Outcome

5 Personal Development - IT Staff Assessment Author(s) Joseph McCormick Measure 1 Type: Direct Data tracking Measure 1 Description: All IT staff will have a custom training plan created for them in order to continue professional development. Training will be monitored and tracked to ensure all employees are actively engaged. 1) Describe the benchmark for this measure. The benchmark for our professional development across the department is a full four hours of training per week for each IT staff member. Each supervisor will track as is appropriate in order to ensure that staff are using time wisely and moving forward with their training plan. All staff will hit the 4 hour training goal 80% of the time in order for us to feel we have achieved success in this area. 2) What is the rationale for choosing this benchmark? We have selected the 4 hour mark for training as it seems a reasonable amount of time for employees to dedicate to professional development. We also feel that hitting the mark at least 80% of the time ensures we have flexibility for issues that might come up from time to time that might disrupt normal training efforts. Measure 1 Results: Measure: All IT staff will have a custom training plan created for them in order to continue professional development. Training will be monitored and tracked to ensure all employees are actively engaged. Measure Results: IT managers met with and established training plans with each employee in the department. Training needs are budgeted annually. As an example, ACC's network administrator planned for and participated in a week long training session to become more knoweldgeable about our wireless infrastructure. As a second example, ACC's manager of tech support attended several leadership and management training classes to continue to build his skills. Training goals are typically included in each year's performance assessment of an employee as goals to ensure appropriate priority is placed on the training with regard to time and funding. Measure 2 Results: Measure: The benchmark for our professional development across the department is a full four hours of training per week for each IT staff member. Each supervisor will track as is appropriate in order to ensure that staff are using time wisely and moving forward with their training plan. All staff will hit the 4 hour training goal 80% of the time in order for us to feel we have achieved

6 success in this area. Measure Results: Employee training up until January of 2016 we estimate at 90% with regard to how often IT staff are taking the full amount of training time in their work schedule. IT experienced a number of staff losses in early 2016 as well as mid By January of 2016 roughly 30% of the department positions were vacant or in the process of being filled. This impacted the ability for employees to spend time training. We hope to be fully staffed once again by September of We will of course continue to emphasize the importance (as we have been) of training even when understaffed, but we were not able to hit the 80% mark from January forward in order to support departmental operations. 1) How did unit/department performance compare to the benchmark? Overall the first half of our year we did quite well. Our staffing became effected in late 2015 into early 2016 as some staff left the College and positions became vacant. Turnover to some degree is normal in higher education and IT and always has an impact on ongoing operations. Managers must prioritize day to day operations over training when staffing shortfalls are present. This is not by any stretch where we want to be long term but we do recognize this is why training percentages were impacted. 2) How does the data compare to the previous year, if applicable? In the prior year the IT function had less staff turnover and more time was able to be allocated to professional development. 1) Based on the findings, how does the unit/department rate performance in regards to this outcome (strong exceeds benchmark, neutral meets benchmark, or weak misses benchmark)? Missed benchmark 2) How does this assessment affect plans for this coming year in terms of strategic planning, budget planning, administrative and educational support unit planning, and assessment planning? While we missed our proposed benchmark we are dedicated to professional development for our staff. Many training opportunities were made available during the year to employees across the department. The impact to staffing however was felt in all functional areas and created additional workload. We are mindful of the need to return to normal staffing levels so we can continue meeting our 80% benchmark and while we felt we met it half of the year, the latter half was challenging for everyone. While we didn't meet our goal, we do feel we made some excellent progress in training despite the staffing challenges. e.g. (CTI certification for our A/V Analyst, Aruba training for our network admin, CBT Windows training for all our techs, Citrix/VMware training for our systems administrator, Leadership and Management training for our manager of tech support, IT leadership/security training for our director.) 3) How will your assessment results enable you to improve institutional processes or academic instruction in order to support, facilitate and/or stimulate student learning?

7 Employee professional development has been a core focus on management in IT since the new Director accepted the role. It can be difficult at times to get some employees to take the time allotted for them. They may have a variety of reasons but most often the reason cited to us was the lack of full staffing in the department. We have updated a number of job descriptions and are adding one new position to the department to help decrease the workload across all functional areas. Employee professional development in IT is quite important for ensuring we are providing the best possible support to our customers. Further Action: Further Action Planned Describe the action plan: We plan on establishing a tracking mechanism for all employees in the department such that all management can at any time see what employees are training on. This is a weak point with revisiting training only a few times a year. With more information readily available, the Director can meet with his management team during weekly staff meetings and keep training as a core goal and one that is often reviewed to ensure we are making good forward progress. Person/ Group responsible for action IT Management Target Date for implementation of the action 09/01/2016 Priority Medium