Customer satisfaction enhancement plan

							Customer satisfaction enhancement plan

                        N. Jerry Simonoff
                        Director, IT Investment & Enterprise Solutions

                        CIO-CAO Communications Exchange Meeting
                        December 9, 2008




www.vita.virginia.gov
www.vita.virginia.gov                           expect the best
                                               expect the best     1 1
        Four Phases in Program
1.   Customer Insight Survey
     To collect and understand customer views regarding VITA’s
     services (April 2008)

2.   Customer Root Cause Sessions
     To understand root causes of customer sentiment (August 2008)

3.   Customer Action Plan Workshop
     To develop a portfolio of ideas that will enhance customer
     satisfaction (September 2008)

4.   Customer Satisfaction Enhancement Report
     To deliver an actionable plan that will guide VITA’s customer
     satisfaction efforts in the near, mid and long-term (October 2008)

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                         Customer Action Area One
        Increase Transparency and Communication across Partnership
          Near Term                          Mid-Term                         Long Term

1. Provide Customer Account        1. Develop and implement a        1. Develop a customer
   Team with priority decision        communication program that        relationship management
   rights within the partnership      outlines the value proposition    (CRM) system that
   and access to all necessary        of VITA post-transformation       integrates help desk, request
   information for customers                                            for service, procurement and
                                                                        project management into one
2. Develop and publish metrics                                          interface
   on timelines for service
   provision                                                         2. Via the CRM system,
                                                                        establish a unique ID that
3. Provide documentation on                                             enables customers to access
   how key customer-facing                                              the status of services in real
   processes work and general                                           time
   timelines for customers

4. Bring all customer councils
   together for a meeting to
   share ideas and best
   practices

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                        Customer Action Area Two
                     Enhance Customer-Facing Support
         Near Term                         Mid-Term                          Long Term

1. Reorganize Customer           1. Provide a deeper level of       1. Increase size and/or number
   Account Teams from               customer service training for      of Customer Account Teams
   Secretariat segmentation to      customer support teams and         to meet a new ratio of
   agency size segmentation         within partnership                 support to agency
   and realign support roles
                                 2. Map skill sets and recruit      2. Integrate customer support
2. Integrate information via        right staff for customer           processes with
   manual processes between         account assignments                comprehensive CRM system
   Northrop Grumman and
   Customer Account Team                                            3. Develop CRM system and
                                                                       plan to link VITA and
                                                                       Northrop Grumman needs
                                                                       with longer-term
                                                                       Commonwealth needs




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                    Customer Action Area Three
           Improve Process-Oriented Service Performance
          Near Term                          Mid-Term                       Long-Term


1. Develop and implement           1. Publish process and        1. Offer streamlined project
   metrics and report on              performance via the Web       requirements, approval and
   performance measures for           and publications such as      oversight for projects that are
   process-intensive services         Leadership Communique         smaller, less complex, and/or
                                      and Network News              less innovative
2. Identify easiest to improve
   problems/processes for
   earliest action (those
   generating most customer
   frustration) and develop plan
   to reform them

3. Publish/communicate help
   desk services, standards,
   timelines and escalation
   process and post to Web
   and elsewhere for
   customers

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                         Customer Action Area Four
                       Reform Procurement and Pricing
          Near Term                           Mid-Term                        Long Term
1. Analyze and communicate         1. Create ability for customers   1. Tie procurement process into
   process standards and              to order from online catalog      CRM system in order to
   expectations – especially          of pre-approved products          track procurements,
   time and cost for                                                    requests for service and
   procurements                    2. Enable agency flexibility in      major/non-major project
                                      procurement for low-cost          approvals in real time
2. Allow individual customers to      and non-critical/non-             (similar to FedEx online
   identify where their requests      enterprise technology             capabilities)
   are in the process via             products
   manual or electronic                                               2. Seek general fund resources
   methods                         3. Expand and document                to cover major/non-major
                                      service catalog to include all     project approvals/oversight
3. Clarify procurement rules          items, time to installation and    costs as “overhead” (as
   and standards for in-scope         price                              before) rather than as user
   and out-of-scope                                                      fees
   technologies                    4. Provide customers direct
                                      access to status of request
4. Pre-order standard products        for services, procurement
   and have them in stock for         and project management
   quick delivery and
   implementation                                                                             6
Next Steps as VITA Moves to Activate the Plan                      Delivery Date

Deliver Customer Satisfaction Enhancement Plan and action items    Oct. 16, 2008
  to the Information Technology Investment Board
Establish an oversight committee composed of a subset of         October 2008
  executive staff who attended the Customer Action Plan workshop

Task Oversight Committee with assigning owners accountable to    November 2008
  each action item in the Customer Satisfaction Enhancement Plan
Action item Owners create work plan, underlying deliverables and   November 2008
  measures for each action item according to near-term, mid-term
  and long-term goals

Deliver Customer Satisfaction Enhancement Plan and action items    November 2008
  to Customer Councils

Implement a dashboard to monitor activities and results of the     Dec. 1, 2008
  action items
Deliver Customer Satisfaction Enhancement Plan and action items    Dec. 9, 2008
  to the Agency IT Resources (AITR) Communication meeting
Report progress to the Executive Evaluation and Governance         Jan., 2008     7
 Committee