Managing Business Performance and Information: Leeds City Council - Essay Example

? Managing Business Performance and Information: Leeds Council This paper analyzes the use of Information and Communication Technology (ICT) in improving process and performance efficiency in Leeds City Council. This organization is in the right direction of improving and delivering quality services, enabling the use of ICT to support operational efficiency, and to deliver more transparent performance management standards. These changes within the organization are primarily focused on integrating products, processes and people. Currently, the council has replaced its outdated Information and Technology (IT) desk with a modern Information and Technology service management solution from BMC Software. This new ICT system enables the council to resolve 78 percent inquiries within a short period, compared to 20 percent previously. It also supports about 5,000 inquiries every month. In this paper, the writer identifies Leeds’ organizational issues which are supported by ICT, and analyzes them from the perspective of tactical, strategic and operational level within the organization. The importance of ICT in addressing these issues and improving process and performance efficiency is also discussed. The paper is concluded by providing the eventual impacts of ICT in supporting performance efficiency in Leeds Organization. Key words: Leeds City Council, Information and Communication Technology, Performance and process efficiency. Introduction Leeds City Council is a United Kingdom based local government authority. This city is England’s second largest metropolitan district, covering an area of more than 550 square kilometers, and a population of over 715,000 (Fraser, 2000 p113). It offers a wide array of services to residents, and it is committed to bringing the benefits of vibrant, attractive and prosperous city to Leeds’ residents. It provides its residents with comprehensive and efficient services that range from social services and housing to street maintenance and planning. Despite of the city’s success in providing comprehensive services to Leeds’ citizen, IT support was one area that was totally neglected within the organization. In the modern world, any successful and large organization cannot sufficiently operate without ICT support. A reliable and highly effective ICT infrastructure and services are necessities to enable Leeds City Council deliver high quality and comprehensive services to its residents (Fraser, 2000 p115). Within this organization, ICT services are handled and delivered by the Corporate Services Department. This is because this department highly requires ICT to deliver corporate priorities (Fraser, 2000 p116). Information is an essential tool for the corporate since it enables execution of transformations, and in the decision making process. It becomes important relevant to note that information is a key council asset. ICT delivers products, infrastructures and services that contribute to the management, storage, provision, sharing, security and use of the Council’s information through modern, effective and efficient business, communication networks, facilities and applications (Williams, 1997 p189). The Council’s main aim of using ICT to support service delivery is to simplify and improve access to adequate quality services, enable improved operational efficiency and use of IT, create more transparent performance management standards and provide greater value for money (Punter, 2009 p83). The other objective is to motivate its staff members to contribute positively towards delivery of quality services to residents, and the Council’s priorities so as to exploit their potentials fully. In addition, the Council is also determined to make full exploitation of technological advancements, and the new ways of corporate governance so as to reduce operational costs and provide highly innovative services to Leeds’ residents (Williams, 1997 p192). Organizational Changes The main aim of adopting and integrating ICT system in this organization is to introduce corporate, organizational transformation, which in turn will deliver efficient and quality benefits. The marking point of integrating this change, is the manner in which information will be managed through technology, and introduce new culture, processes and organizations (Gangopadhyay, 2002 p100). This is designed to cover a wide range of demands that are relevant to efficiency, to modernization and beyond. Leeds City Council’s existing IT system is outdated, and it is not effective enough to support the intended changes to be integrated into the organization. While commenting on the existing IT system, Phil Bevan, senior project manager, said, “The existing service desk system was little more than a “call and forward” system” (Royal Town Planning Institute, 2008 p76). This Council has always lacked a Web-based self-service system, something that has placed a considerable pressure on the organization’s managers to respond in time to e-mail and telephone queries. It often takes longer time responding to customers’ calls, and some calls are even abandoned during peak hours: almost 20 percent of the calls daily and this is approximated to 1,000 inquiries per month (Gangopadhyay, 2002 p100). Online Tracking and Web-based Support The first step in adopting and integrating ICT system into the organizational processes and performances is establishing the type of replacement needed. When adopting this system, the Council’s IT team visited other organizations already using the service, so as to establish how they structured their online tracking, Web-based support, service desks and self-service (Cunha & Ed, 2007 p282). What they found out motivated them to “must Have” this system. The Council then responded immediately by sending a public invitation tender (ITT), to which thirteen suppliers responded. However, only three suppliers were listed, and they include Oracle, Axios, and BMC Software (Cunha & Ed, 2007 p282). Oracle was quickly discounted because it did not meet the standards required, and it was also expensive. IT team then visited private sector ICT sites provided by Axios and BMC. Leeds then chose on BMC Remedy IT Service Management because it was more flexible than Axios, and this means that it will allow Leeds to adapt new changes easily. Once BMC Remedy IT Service Management was accepted, implementation of this system quickly followed. Deployment of BMC Remedy Service Deck was the first to be implemented. Leeds’ service center utilizes both first and second support, while technical development team is responsible for problem solving management (Ray, 2003 p172). Leeds employees were provided with their payroll numbers as their log-on identity. BMC was also provided with the IT applications and systems already in use together with an overview of employees’ profile details. Getting the right product for the ICT system was essential for the Council to introduce change in this organization’s IT system. The Council also wanted the new ICT system to be relevant for all its staff members so as to retain them. Pauline Tweeddale, Reporting team leader, while reporting on this issue said, “There has been a massive turnaround in the service and response received from the service desk team. Calls are answered straight away; the response time was much better than I was expecting; and the fear of not being able to access my work has been removed” (Royal Town Planning Institute, 2008 p78). Since the integration of the new ICT system in the organization’s processes and performance, several changes have also taken place within this organization and quality of service delivery. For example, reporting in the past derailed staff members since it was perceived as lack of competence to complete a task, but currently, it is one of the ways that are used for developing quality service improvement plans (Cunha & Ed, 2007 p282). The Network Infrastructure Programme (NIP) The SCC is currently encouraging the Council’s aim to overhaul its old IT system, to ensure that it is replaced with new ICT system, which is intended to enhance process and procedure efficiency. SCC main aim is to ensure that they upgrade the whole 10,000 desktop environment, from old Operating Systems (OS) such as Window 98 to Windows XP. The wide area of Network was also to be upgraded. Some of SCC’s main roles are to provide strategic technical consultancy, and supply advice (Ray, 2003 p185). Purchase of new and latest programs and certain hardware will enable the Council to benefit from economies of scale that a powerful logistics engine can supply (Ray, 2003 p185). About Network Infrastructure Programme (NIP) Operational Services A new data center has been established to act as a backup for the new network infrastructure (Ray, 2003 p187). SCC formed an association with BMC Remedy to develop a one-stop-shop facility at the Council’s premises in order to install the relevant hardware which will include power supplies, networks and storage area (Ray, 2003 p187). Over 2000 devises including servers, support accessories and other hardware in the data centre will be upgraded and serviced frequently. Maintenance of these devices will be done on a contract basis. Desktop Services Together with the old desktops, the Council is currently managing a new set of 4,500 new HP desktops, of which each is given its unique tag number. Since the introduction of these devices, the Council is currently capable of delivering quality services to the Leeds’ residents (Williams, 1997 p197). This has reduced the problem of ignoring several calls during peak hours, and removing the risk of component and product shortages and changes to specifications. The Council has also worked closely with SCC to implement the new PCS and bios upgrade. In addition, the on-site managers have also helped in the physical swapping of the old machines fro the old work station (Anupindi, 1999 p226). With the new upgraded system and roll-outs, the Council has benefited from SCC”s vendor network, its strong partnership and uniquely power supply. In addition, the council is capable of guiding its costs effectively, and this is attributed to SCC’s impartial advice and objective market intelligence (Williams, 1997 p197). SCC also advised the Council to adopt and implement disposal and refurbishment programme. Technology Solutions A part from upgraded datacenter project and desktop roll-out, the other available technical solutions, include enterprise security centre, server applications, and provision of hardware, which enables the council to standardize its collaboration systems and its emails (Gangopadhyay, 2002 p121). Process and performance Efficiency Leads Council utilizes the BMC Service Level Management to ensure that the right IT service level is delivered to the users. Additionally, it also involves infrastructure metrics and service support (Anupindi, 1999 p221). This system enables the Council to point out weak areas, and come up with valid solutions to these problems, while understanding the consequences of failing to incorporate intended changes and strategies. Jones is proud of this system, and she says, “Real-time, proactive SLA management also ensures the IT team does not simply cherry-pick the problems to fix-everything is fixed under a predetermined order” (Royal Town Planning Institute, 2008 p82). Andrew Byron, service centre manager, also commented that, “Moving from a 20 percent first-line fix rate to 78 percent is a remarkable achievement” (Royal Town Planning Institute, 2008 p82). He said this achievement is attributed to BMC Remedy IT Service Management among other factors. Since the introduction of this system, change management processes have been simplified and streamlined, and the rate at which the employees respond to the change processes has also significantly improved. Developing a Technical Blueprint Collaboration between Gartner, industry research and analysis Company, Leeds City Council and SCC has enabled successful implementation of technical, blue print that has significantly enhanced its strategic approach. This has enabled the Council to outline clearly its Information and Technology (ICT) architecture and objectives, and set its strategic road map for obtaining it (Anupindi, 1999 p229). Importance of Leeds’ Procurement Best Practices Using delivery technology Procurement best practices have enabled Leeds City Council to successfully obtain its required electronic public services, and achieve its ICT’s team underlying goals. SCC has, therefore, supported the Council’s optimum procurement process. This has reduced production costs, and it has enhanced delivery of quality services to Leeds’ residence (D’Atri et. al, 2011 p170). Unnecessary purchasing has been discouraged, and this has created a centralized system, which is more cost efficient and manageable. All these together have helped the Council to meet its best practice targets and economies of scale (D’Atri et. al, 2011 p170). Best Practice in Action Leeds’ Enterprise agreements and other Licensing procurements have been consolidated to Microsoft and Novell, as part of embracing best practice programme (Royal Town Planning Institute, 2008 p92). Procurement best practice programme has enabled the Council to save up to ?600,000. Upgrade project, migration project and desktop roll-out project as part of HIP, have successfully achieved overall desktop management costs and operational movements (Royal Town Planning Institute, 2008 p93). The Eventual Impact of the Performance Several change programs in the Council will significantly increase performance and process efficiency, and improve users’ satisfaction. However, this alone is not enough for effective service delivery. The council still needs to integrate cost controls, and inventory control of the Council’s IT assets, and BMC Remedy Asset Management to improve operational approach to lifecycle. BMC Remedy Flash board is still being developed, and when completed, it will make key data handling easier than before. It will also enable the Council to manage and monitor processes and applications (D’Atri et. al, 2011 p170). Importance of ICT in addressing these Issues BMC Remedy Service Desk has significantly made a contribution to the improvement of service users received from ICT (Sturm & Ed, 2000 p93). Pat Jones, ITSM team leader, said “We are resolving 78 percent of inquiries as a first-line fix now, compared with only 20 percent previously. Calls abandoned have also dropped from 18 percent to 2 percent” (Royal Town Planning Institute, 2008 p83). With a dynamic system that is compatible with the changing technology, it is now easier for the Council to keep pace with any change to the infrastructure. The BMC Remedy Change Management system now enables the Council to monitor and discover new ideas in the IT environment, implement changes more quickly, and track, deploy and enforce transformation processes. All these transformations are focused to enhance process and performance efficiency, and stabilize the environment. With the BMC Remedy Change Management system, it is possible to process about 1000 changes within one month (Cunha & Ed, 2007 p282). The BMC Remedy Change Management has also replaced a raft of paper-based Change Management Process (D’Atri et. al, 2011 p170). Jones also commented that, “BMC Remedy Change Management was the ideal solution for the Council, as we could use it almost straight out-of-the-box, with minimal customization” (Royal Town Planning Institute, 2008 p79). Currently, most of the changes that are integrated within the Council are completed successfully, and unscheduled changes rarely occur. Unlike the new system, the old IT system only allowed the agent to send ordinary email messages to the staff members notifying them that a change was being introduced in the organization. This process was, however, cumbersome since it required audit trail if the change process turned out to be wrong (D’Atri et. al, 2011 p170). Conclusion The integration of ICT system into Leeds City Council’s processes and performance has significantly improved delivery of quality services to Leeds residents. Since the implementation of BMC Remedy Service Desk, the Council is capable of resolving 78 percent of inquiries within a short period as opposed to earlier 20 percent. Calls that are abandoned during peak hour have also dropped from 18 percent to two percent. The new ICT system is also so dynamic that it enables the organization to understand technology environment effectively, and keep pace with any change to the infrastructure. The BMC Remedy Change Management has also replaced the cumbersome raft of paper-based Change Management Processes, which often required auditing to track if the changing process cost the Council any extra cost. A large scale changing program will enable the Council to increase performance and process efficiency, and improve users’ satisfaction. Other than BMC Remedy Change Management, the Council still needs to adopt and implement BMC Remedy Asset Management and BMC Remedy Flash board in order to enhance performance and process efficiency further. References Anupindi R. Managing business process flows. New York: Prentice Hall, 1999. Cunha M. M, Cortes B. C, Putnik G,. Adaptive technologies and business integration: social, managerial, and organizational dimensions. Pensilvania: Idea Group Inc (IGI), 2007. D'Atri A et. al. Information Technology and Innovation Trends in Organizations: ItAIS: the Italian Association for Information Systems. London: Springer, 2011. Fraser D. A History of modern Leeds. Manchester : Manchester University Press ND, 2000. Gangopadhyay A. Managing business with electronic commerce: issues and trends. Pennsylvania: Idea Group Inc (IGI), 2002. Institute, Royal Town Planning. The Planner, Volume 65. Michigan: The University of Michigan, 2008. Punter J. Urban Design and the British Urban Renaissance. New York: Taylor & Francis, 2009. Ray P. Integrated management from e-business perspective: concepts, architectures, and methodologies. London: Springer, 2003. Sturm R, Morris W, Jander M,. Foundations of service level management. New York: SAMS, 2000. Williams C. C. Consumer services and economic development. London: Routledge, 1997. Read More