“Out of the
542 service request types in the system, we have 98
that are geared toward an internal audience,” Bellamy
said. For example, the 3-1-1 Center has a service request
to cover the job of bringing a new hire onboard, such
as adding that person to payroll and providing access
to the information technology (IT) system. The same
work occurs in reverse when an employee leaves
the department. Center staff also use CSR to hold
themselves accountable when other departments ask
them to reconfigure service requests, or to modify other
aspects of the 3-1-1 system.
“We can measure, by business units, how well we’re
performing those services on their behalf,” Bellamy said.
Data collected about their activities over the years helps
coordinators like Bellamy and Dreissigacker predict when
such requests will keep their hands full, and when they’ll
have time to tackle big new projects. “We try to align
new projects and resources, using the tool to identify the
actual workflow coming in,” Bellamy said.
Beyond the 3-1-1 Center, other business units use CSR to
manage internal work processes as well. One example
is the Development and Building Approvals (DBA) unit,
which has a service request type called Internal Issues
Management.
DBA uses this function to monitor service delivery
issues that might create political problems or other
complications if not handled impeccably. “By tracking
these in the system, they can ensure that appropriate
communication is provided to mitigate risk and keep
them in a proactive posture,” said Pearce.
These are just a few of the innumerable ways in which
CSR’s business intelligence capacity helps keep Calgary
ahead of the curve.