ICT Customer Support Vision Statement 2014 18 Challenge

ICT & Customer Support Vision Statement 2014 -18 Challenge Business Relationships Staff Application Hosting & Delivery Core Productivity Toolset Start point Version: Final v 4_0 () File Name: Vision statement. pptx Date: Apr 2015 Destination • Hard to get to right operational partners. • Not yet working together to improve. • Time to deliver change perceived as lengthy. • Customers are at the centre of everything we do • Time to Change is faster • Virtuous relationship • Develop new positive relationship/partnerships (e. g BOC, all units, Adult learning, SVPP, NDDC, DCC) • Reluctance to take ownership and use empowerment. • Underdeveloped succession planning. • Some single points of failure • Leadership and employee & coaching behaviours embedded in day to day activity. • Use of skills and resource available, irrespective of Job Description. • Pool/share available resources • Celebrate good behaviours • On-premise, Located in one Datacentre • Virtualised Desktop & Servers • Microsoft centric • Cloud considered • Desktop infrastructure support intensive. • On-premises infrastructures • Unmanaged data-store • Unintegrated telephony • Sustained Capital investment required • Limited collaboration opportunities • Mainly at fixed desk, some remote access. Work-styles - • Public Wi. Fi at key sites. Accommodation • Desktop PC , Laptops & Desk phones prevalent & Devices • Communication predominantly Voice & Email • Patchwork WAN services • Dorset Application hosting HUB • Hybrid Cloud Datacentre • Centrically deployed, delivered and managed • Common Infrastructures • Rich Cloud Productivity and collaboration Toolset • Unified Communication • Managed Cloud File Data • Mobile accessible • Revenue cost model sustainable • Work-style device strategy • Distinct Desktop, Remote & Mobile experiences • Mobile enabled workforce (COPE / BOYD) • Multimedia enabled. • S/W installs at point of contact • Shared/Common WAN (DPSN)

ICT & Customer Support Vision Statement Challenge Business Applications Commercial Readiness Contact Channels Processes Start Point Destination • Business Specific – Bespoke • Diverse and disparate • Inconsistent view of road maps • Inconsistent supplier management. • Multiple versions of name and address information. • Rationalised / Consolidated / Aggregated /Packaged • Effective supplier management • Defined product roadmaps • Mobile enabled / Web enabled (client less) • Integrated (including with NHS) • Opportunity based proposals. • Partnership based development. • Good reputation • Realistic about appetite and capability (saying ‘No’) • Outstanding reputation as Dorset ICT Service Hub • Set of generic service offerings. • Proactive in identifying new opportunities • Robust and efficient Service Management arrangements • Multiple access channels. • Social media not widely used or generic. • Generic email addresses in use. • No active planning to influence customer behaviour. • Complex processes with lots of steps • Manual and time consuming • Team rather than outcome/Service focused • Team processes have evolved over time • Digital by design is understood and valued. • Generic email addresses turned off. • Agreed Access strategy and channel stick working. • Increase in self & assisted service • Appropriate use of F 2 F • Standardised and simplified processes, forms and reports • Optimisation of Service Management tool • Greater automation to make data entry easier • Authorisation at lowest appropriate level • Regular process reviews so they remain fit for purpose