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1 1. SUMMARY Process Definition: Client Relationships 1.1. This document defines the processes provided by the Client Relationships Team in detail The relationship between this Business Unit process and the other Business Unit processes within the Facilities and Services Division (F&S, or the Division) management system is illustrated in the process flow map included in the Quality Manual. 2. REVISION AND APPROVAL Rev. Date Nature of Changes Approved By 0 07/12/2016 Original for Issue Sharyn Sinclair-Hannocks 0A 11/4/2017 QMS Review Darren Knights 3. PROCESS DEFINITION 3.1. The Division s Maintenance Portfolio is responsible for the management and delivery of best practice maintenance, minor capital works at the ANU, and managing the asset life cycle and asset management plans (AMPs) across the University The Client Relationship team works within the Maintenance Portfolio and is the first point of contact for College and School Facility Managers and other stakeholders across the University for Portfolio related services, including but not limited to: maintenance services (corrective, preventative, statutory), minor capital works, asset management planning and specialist engineering advice The Client Relationship team is responsible for the successful management of the client relationship function, with a focus on developing and maintaining key client relationships across the University for all Maintenance Portfolio related services The Client Relationship team reports to the Associate Director Maintenance and is a key Business Unit within the Maintenance Portfolio. The Client Relationship team use their technical expertise to diagnose, implement and deliver client focused solutions, services and strategies that supports the delivery of Maintenance Portfolio services, including corrective, preventative and statutory maintenance services, minor capital works, asset management planning and specialist engineering advice, consistent with the values and priorities of the Division and University. 4. BUSINESS UNIT PROCESS OBJECTIVES AND METRICS 4.1. The Client Relationships process objectives and metrics have been derived from, and align with, the Goals detailed in the F&S 2016 Strategic Business Plan The objectives for the Client Relationships process are defined in detail below and reviewed during the conduct of quarterly management reviews; see the documented procedure Management Review. Page 1 of 15

2 4.3. In addition, each process objective has at least one metric (or KPI) with which management can measure the effectiveness of the Business Unit process. These are also defined below and reviewed quarterly in records of management reviews. Goal 1 Develop and maintain key client relationships across the University for maintenance related services (Meets F&S Divisional Goals 1 & 5) Team Objective KPI Lead By By When Coordination and continuous performance monitoring Ensure agreed service standards are met Develop client focused solutions that support continuous improvement Follow up with clients to determine client satisfaction PDR process implemented CRM Ongoing Negotiation of standards with clients Key scheduling and client engagement processes mapped Continuous Improvement of Client Relationship and Scheduling processes Develop new Client Relationships webpage Design and develop survey methodologies comparative with previous surveys ADM with CRM CRM with CSOs / CROs CRM with CSOs / CROs CRM CRM with CRO s Ongoing 4 th QTR 2016 Ongoing Ongoing TBD Goal 2 Develop and maintain professional and effective working relationships (Meets F&S Divisional Goal 4) Team Objective KPI Lead By By When Be responsive to, and work closely with, other teams in the Maintenance Portfolio to obtain relevant technical advice and expertise Engage and work with stakeholders across campus, and other University staff to establish and maintain effective relationships and support the provision of client focused maintenance services Effective working relationships established Development and implementation of client engagement strategies CRM within Maintenance Management Team CRM with CROs Ongoing 2 nd QTR 2017 Page 2 of 15

3 Goal 3 Management and timely processing of corrective maintenance service requests and resulting Work Orders (Meets F&S Divisional Goals 2 & 3) Team Objective KPI Lead By By When Process Service requests in MAXIMO into appropriate Work Orders for the Service Delivery Team to action. Rank Priority 1 to 4 Service Requests to enable the Service Delivery Team to respond according to Priority assigned Treat all maintenance emergencies as Priority 5 Average number of days to process Service Requests (current year vs previous year) - Priority 1 to 3 assigned SDT for response action. - Priority 4 assessed prior to assignment to SDT for response/action Priority 5 assigned to all emergencies for SDT immediate response/action CRM with Corrective Schedulers CRM with Corrective Schedulers CRM with Corrective Schedulers Updated daily Ongoing daily Ongoing daily Goal 4 Identify and develop reporting metrics for the Client Relationship Team (Meets F&S Divisional Goals 3 & 5) Team Objective KPI Lead By By When Develop Dashboard utilizing MAXIMO datasets with CR metrics Number of Service requests per Year Number of Service requests per Month Average number of days to process Service Requests (current year) Average number of days to process Service Requests (previous year) CRM Complete - ongoing review CRM Complete - ongoing review CRM Complete - ongoing review CRM Complete - ongoing review Page 3 of 15

4 5. PROCESS OWNERS AND RESPONSIBLE PARTIES 5.1. The owner of this process is the Client Relationships Manager. The Client Relationship Manager is responsible for management of the Client Relationship team which includes Client Relationship Officers and Corrective Schedulers, ensuring performance and service standards are met, and developing and maintaining professional and effective working relationships and being responsive and working closely with the other team leaders across the Maintenance Portfolio The Client Relationship Manager will engage and work with key stakeholders across campus (both internal and external to the Division), other University staff, external clients and contractors in order to establish and maintain effective relationships and support the provision of client focused maintenance services Under the broad direction of the Associate Director Maintenance, the Client Relationship Manager is responsible for: Managing and leading the client relationship function for the Maintenance Portfolio Developing client focused solutions for the delivery of maintenance services which are economically feasible and practical for the University including, but not limited to, providing expert and specialist advice to the Division s Senior Management Team and as required, other key University stakeholders Providing strong leadership, supervision and guidance to the staff within the Client Relationship team to foster a standard of exemplary and professional client service, effectively managing staff and team performance, developing team skills, and leading the team to ensure deadlines and objectives are met Coordinating client relationship activities for a Portfolio of clients to support delivery of maintenance services (corrective, preventative, statutory), minor capital works, asset management planning and specialist engineering advice in accordance with ANU processes and procedures and utilising own expertise plus work with technical and trade specialist staff to coordinate and determine the technical and non-technical aspects of requirements Managing the expectations of a Portfolio of clients against the University capabilities and constraints including but not limited to internal or external resource availability and budget allocations Developing, consulting and implementing strategies, policies, processes and KPI s for client services and stakeholder engagement that focus on best practice, supporting the provision of high quality service and continuous business improvement. Contribute to the overall improvement of the delivery of maintenance services and planning for the Portfolio Managing and coordinating the development, completion and follow up of client engagement plans and surveys for key University stakeholders. Page 4 of 15

5 6. TYPICAL PROCESS INPUTS 6.1. The typical required inputs for the Client Relationships processes are: Technical and other information needed: Service Requests Work Orders Technical Advice Requests Programmed Maintenance (Statutory and Legislative) Trade based corporate knowledge of the ANU Estate (ie. ANU Security) E&TS input and advice ie. BMS, Fire, Engineering and Technical Mapping, asset/building and custodian info from Archibus Contracts, Quotations, Budgeting and Finance ANU Executive and College/Division input Resources needed: MAXIMO Maintenance Management System Desktop PCs Microsoft Office Suite of programs, including: MSExcel MSOutlook MSWord MS One te ipad tablets Mobile Phones Personnel needed: The Client Relationships Team comprises 5 full-time positions, as detailed below: Position Level ANU08 ANU06 ANU06 ANU05 ANU05 Position Title Client Relationship Manager Client Relationship Officer Client Relationship Officer Corrective Scheduling Officer Corrective Scheduling Officer Special training needed: MAXIMO Maintenance Management System Microsoft Office suite of Programs (Excel, Word, Outlook, etc) Page 5 of 15

6 Incident Reporting Communication ANU Privacy Training Workplace Communications Maintaining a Positive Workplace Environment Preventing Workplace Bullying ANU Code of Conduct COMCARE Work Health and Safety (WHS) WHS for Managers 7. TYPICAL PROCESS STEPS ANU Indigenous Cultural Awareness ANU Career and Performance Development 7.1. The following process flow charts are typical of those activities undertaken by members of the Client Relationship team: QMS-FS-PRF Maintenance Enquiry QMS-FS-PRF Service Request QMS-FS-PRF Priority 5 Work Order Creation QMS-FS-PRF Priority 1-4 Work Order Creation QMS-FS-PRF Corrective Maintenance or Technical Advice Request QMS-FS-PRF Client Management QMS-FS-PRF Preventative and/or Statutory Maintenance Page 6 of 15

7 Service Delivery Team - Maintenance Enquiries QMS-FS-PRF _Revision 0_ Start MAXIMO Self Help Check W/O log for relevant update Relevant update found? End Client Services Supervisor Services Supervisor or CRT? Client enquires thru F&S CRT or SDT CRT Client Relationship Team MAXIMO Self Help Check W/O log for relevant update Make enquiry via assigned Services Supervisor Relevant update found? 1. If Client enquiry via then attach original enquiry to Services Supervisor enquiry 2. In the absence of Service Supervisor (including non-hda periods) enquiry is to be escalated to SDM Update Client with relevant information CRT Update W/O log regarding enquiry and information gained Service Delivery Team Requested information at hand? Enquiry via Client or CRT? Client Update Client with relevant information Update W/O log regarding enquiry and information gained Workers (L/H, Svc Officers & Contractors) Provide relevant information on enquiry to assigned Services Supervisor Page 7 of 15

8 Client Relationship Team: Service Request QMS-FS-PRF _Revision 1_ Start Client Raise SR via Maximo / Phone / Input required: - Nature and type of work - Priority - Point of Contact details - Location & Bldg - Asset number Further clarification discussions between client and service response team Schedulers Assess Service Request Considerations include: - SR lacks information - t maintenance related - Heating or cooling (HVAC) Further info from Client? Input required: - Confirm Priority - Asset. - Budget Code Input info above to SR Select:: - Job Plan - Work type - Safety Plan - Team / trade group - Asset. - Confirm Priority Work Order P5 (QMS-FS-PRF ) Work Order P1 to P4 (QMS-FS-PRF ) END Client Relationship Officers Contact client WO Required? Page 8 of 15

9 Maintenance: Priority 5 Work Order Creation Client Relationship Team QMS-FS-PRF _Revision 1_ Input from Service Request QMS-FS-PRF tification of P5 call to Service Supervisor Nature of work may indicate external provider from MUL Multi User List (MUL) Schedulers Issue Work Order to Other F&S Team (eg Security, CWR, G&G, etc) Other Internal / External / Other? Internal Issue Work Order to Service Supervisor External Issue Work Order to Service Contractor Service Delivery Team Work Order QMS-FS-PRF END Service Contractor Undertake Work Issue Invoice on Completion of work Other F&S Business Unit Completed by Other F&S Business Unit ie. E&TS Technical Assistance Page 9 of 15

10 Maintenance: Priority 1-4 Work Order Creation QMS-FS-PRF _Revision 1_ START Input Additional information Upgrade to Priority 5? Raise Work Order Nature of work may indicate external provider from MUL Multi User List (MUL) Schedulers CRO s to gather further information from Clients: - Confirm Priority - Asset. - Nature and Type of Work - Budget Code - Safety Plan - SDT select Trade Priority 5 Work Order Creation Issue Work Order to Other F&S Team (eg BMS, Security, CWR) Service Delivery? Issue Work Order to Service Supervisor Other Service Supervisor External Internal / External / Other? Internal Allocate Work Order to Team Member Work Order QMS-FS-PRF END Service Contractor Undertake work Issue Invoice on completion of work Other F&S Team Completed by Other F&S Business Unit ie. E&TS Technical Assistance Page 10 of 15

11 Service Delivery Corrective Maintenance and/or Technical Advice Request QMS-FS-PRF _Revision 1_ ETS Team Allocate to Relevant Team Member Investigate and Analyse Complete TAR in Maximo Client Relationship Team Client Service Request Received Service Request QMS-FS-PRF Close WO or TAR Client Satisfaction Review Program Office Monitor all WO s and TARs Raised Provide advice as required Child SR or TAR Required? Service Delivery Supervisor Assesses Job Requirements WO WO or TAR? Staff or Contractor? TAR Staff Supervisor Review Complete Works Accept Invoice Complete WO in Maximo Verify Invoice with WO Contractor Contractor Review WO Complete Works Complete Job Paperwork Issue Invoice Page 11 of 15

12 Client Management Client Relationship Team QMS-FS-PRF _Revision 0_ Client Client Relationship Officer Client Relationship Manager Develop Client Engagement Strategy (CES) Schedule Client Engagements through clientrelationships.fs calendar Confirm client acceptance in clientrelationships.fs Standardised Agenda Items for Client Meetings 1. Hot Topics a. Backlog Maintenance b. Incomplete/Outstanding Work Orders c. Performance Feedback d. Issues of concern 2. F&S Report (Upcoming Activities) a. Programmed works b. Projects c. Service outages/disruptions 3. Planned future works (client perspective) 4. Other business Draft minutes of meetings / Client Reports in Onete Facilitate meetings with Clients Participate in meetings with CRO s Save copy of minutes / Client Reports to clientrelationships.fs calendar entry Update calendar entry and notify meeting participants Clients review and comment on meeting minutes Draft Quarterly Client Engagement Report for A/D Maintenance A/D Maintenance Review Quarterly Client Engagement Report END Page 12 of 15

13 Program Office Preventative and/or Statutory Maintenance QMS-FS-PRF _Revision 0_ Client Relationship Raise Corrective Action Request (CAR) Are there gaps in the process? Client Satisfaction Review ETS Team End E&TS TAR Process Program Office Determine - Preventative or Statutory? Raise Service Request Works triggered via Maintenance Regime Review WO or TAR? TAR WO Service Delivery Supervisor Assesses Job Requirements Staff or Contractor? Contractor Staff Allocate Resources and Complete Works Generate Service Report Conduct Physical Audit of Percentage of completed WO s Review Invoice and attach Service Report to WO Work Complete? Raise Child SR from Original WO Mark WO as Completed in Maximo (including Fault Codes) Service Request - Service Delivery Team Contractor Review WO Allocate Resources and Complete Works Generate Service Report & Labour / Materials Invoice Issue Invoice Page 13 of 15

14 8. TYPICAL PROCESS OUTPUTS 8.1. The typical results (outputs) of the process are as follows: Product produced: Service Requests Work Orders Documents or technical information produced: Dashboard reporting Minutes of CRO/CRM Client Meetings Client Engagement Strategies Client Engagement Plans Master Client Engagement Spreadsheet Records produced: Client Relationship Activity/Issues logs or reports Performance reports Services produced: 9. RELATED RISKS Service Request to Work Order processing Client relationships support services 9.1. Management may elect to conduct a formal risk assessment for any of these risks; the preferred method of risk assessment is the ANU Risk Management Framework The following risks and associated mitigation strategies (control measures) are identified related to this process: Page 14 of 15

15 Risk Likelihood Consequence Assessment Score Mitigation Corrective scheduling resourcing Possible Major Moderate (6) - Backup arranged from CROs with in-house training - Liaise with HR for professional development / training solution Lack of response to CRO/CRM requests for information Possible Major Moderate (6) - Awareness campaign targeting Internal and External F&S stakeholders Building Custodians not aware of their obligations Likely Major High (9) - Review and publish revised Building Custodian guidelines Page 15 of 15