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Facilities and Services Division Process Definition: Client Relationships

QMS-FS-PRO-63-001 Rev 0A

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UNCONTROLLED WHEN PRINTED

Process Definition:

Client Relationships

1. SUMMARY

1.1. This document defines the processes provided by the Client Relationships Team in detail.

1.2. 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.

3.2. 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.

3.3. 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.

3.4. 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.

4.2. 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.



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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

PDR process implemented CRM Ongoing

Ensure agreed service standards

are met

Negotiation of standards with

clients

ADM with

CRM

Ongoing

Develop client focused solutions

that support continuous

improvement

Key scheduling and client

engagement processes mapped

CRM with

CSOs / CROs

4th QTR 2016

Continuous Improvement of

Client Relationship and

Scheduling processes

CRM with

CSOs / CROs

Ongoing

Develop new Client

Relationships webpage

CRM Ongoing

Follow up with clients to

determine client satisfaction

Design and develop survey

methodologies comparative

with previous surveys

CRM with

CRO’s

TBD

Goal 2 – Develop and maintain professional and effective working relationships (Meets F&S

Divisional Goal 4)


Be responsive to, and work

closely with, other teams in the

Maintenance Portfolio to obtain

relevant technical advice and

expertise

Effective working relationships

established

CRM within Maintenance Management Team

Ongoing

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

Development and

implementation of client

engagement strategies

CRM with CROs

2nd QTR 2017



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Goal 3 – Management and timely processing of corrective maintenance service requests and

resulting Work Orders (Meets F&S Divisional Goals 2 & 3)


Process Service requests in

MAXIMO into appropriate Work

Orders for the Service Delivery

Team to action.

Average number of days to

process Service Requests

(current year vs previous year)

CRM with Corrective Schedulers

Updated

daily

Rank Priority 1 to 4 Service

Requests to enable the Service

Delivery Team to respond

according to Priority assigned

- Priority 1 to 3 assigned SDT

for response action.

- Priority 4 assessed prior to

assignment to SDT for

response/action


Ongoing

daily

Treat all maintenance

emergencies as Priority 5

Priority 5 assigned to all

emergencies for SDT immediate

response/action


Ongoing

daily

Goal 4 – Identify and develop reporting metrics for the Client Relationship Team (Meets F&S

Divisional Goals 3 & 5)


Develop Dashboard utilizing

MAXIMO datasets with CR

metrics

Number of Service requests per

Year

CRM Complete -

ongoing

review

Number of Service requests per

Month

CRM Complete -

ongoing

review



(current year)

CRM Complete -

ongoing

review



(previous year)

CRM Complete -

ongoing

review



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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.

5.2. 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.

5.3. Under the broad direction of the Associate Director – Maintenance, the Client Relationship

Manager is responsible for:

5.3.1. Managing and leading the client relationship function for the Maintenance Portfolio

5.3.2. 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.

5.3.3. 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.

5.3.4. 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.

5.3.5. 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.

5.3.6. 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.

5.3.7. Managing and coordinating the development, completion and follow up of client engagement plans and surveys for key University stakeholders.



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6. TYPICAL PROCESS INPUTS

6.1. The typical required inputs for the Client Relationships processes are:

6.1.1. 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

6.1.2. Resources needed:

MAXIMO Maintenance Management System

Desktop PCs

Microsoft Office Suite of programs, including:

MSExcel

MSOutlook

MSWord

MS One Note

iPad tablets

Mobile Phones

6.1.3. Personnel needed:

The Client Relationships Team comprises 5 full-time positions, as detailed below:

Position Level Position Title

ANU08 Client Relationship Manager

ANU06 Client Relationship Officer

ANU06 Client Relationship Officer

ANU05 Corrective Scheduling Officer

ANU05 Corrective Scheduling Officer

6.1.4. Special training needed:

MAXIMO Maintenance Management System

Microsoft Office suite of Programs (Excel, Word, Outlook, etc)



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Incident Reporting

Email 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

ANU Indigenous Cultural Awareness

ANU Career and Performance Development

7. TYPICAL PROCESS STEPS

7.1. The following process flow charts are typical of those activities undertaken by members of the

Client Relationship team:

QMS-FS-PRF-61-008 - Maintenance Enquiry

QMS-FS-PRF-63-002 – Service Request

QMS-FS-PRF-63-003 - Priority 5 Work Order Creation

QMS-FS-PRF-63-004 - Priority 1-4 Work Order Creation

QMS-FS-PRF-63-005 – Corrective Maintenance or Technical Advice Request

QMS-FS-PRF-63-006 – Client Management

QMS-FS-PRF-64-002 - Preventative and/or Statutory Maintenance



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Service Delivery Team - Maintenance EnquiriesC

lien

tC

lien

t R

elat

ion

ship

Team

Wo

rker

s (L

/H,

Svc

Off

icer

s &

C

on

trac

tors

)

Serv

ice

Del

iver

y Te

amQMS-FS-PRF-61-008_Revision 0_20161207

Start EndMAXIMO Self HelpCheck W/O log for

relevant update

Relevantupdatefound?

Yes

Client enquires thru F&S CRT or SDT

No

MAXIMO Self HelpCheck W/O log for

relevant update

Relevantupdatefound?

CRT

Update Client with relevant

information

Update W/O log regarding enquiry and information

gained

Yes

Make enquiry via assigned Services

Supervisor

No

Requested information at

hand?

1. If Client enquiry via Email then attach original enquiry to Services Supervisor enquiry2. In the absence of Service Supervisor (including non-HDA periods) enquiry is to be escalated to SDM

Enquiry via Client or

CRT?Yes

CRT

Update Client with relevant

information

Update W/O log regarding enquiry and information

gained

Client

Provide relevant information on

enquiry to assigned Services Supervisor

No

Services Supervisor or

CRT?

ServicesSupervisor



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Client Relationship Team: Service RequestC

lien

tSc

hed

ule

rsC

lien

t R

elat

ion

ship

Off

icer

sQMS-FS-PRF-63-002_Revision 1_20170216

Start

Raise SR via Maximo / Phone / Email

Assess Service Request

Further info from Client?

Yes

Contact client

NoInput info

above to SR

Further clarification discussions

between client and service

response team

No

YesWO

Required?

Input required:- Nature and type of work- Priority- Point of Contact details- Location & Bldg No- Asset number

Input required: - Confirm Priority- Asset No. - Budget Code

Considerations include:- SR lacks information- Not maintenance related- Heating or cooling (HVAC)

END

Select:: - Job Plan- Work type- Safety Plan- Team / trade group- Asset No.- Confirm Priority

Work Order P5(QMS-FS-PRF-63-003)Work Order P1 to P4(QMS-FS-PRF-63-004)

No



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Maintenance: Priority 5 Work Order Creation – Client Relationship TeamSe

rvic

e D

eliv

ery

Team

Sch

edu

lers

Serv

ice

Co

ntr

acto

rO

ther

F&

S B

usi

nes

s U

nit

QMS-FS-PRF-63-003_Revision 1_20170216

Internal / External /

Other?

External

Nature of work may indicate external

provider from MUL

Multi User List (MUL)

InternalOther Issue Work Order to Service Supervisor

END

Issue Work Order to Service Contractor

Issue Work Order to Other F&S Team (eg

Security, CWR, G&G, etc)

Input from Service Request

QMS-FS-PRF-63-002

Notification of P5 call to Service

Supervisor

Undertake WorkIssue Invoice on

Completion of work

Work OrderQMS-FS-PRF-61-002

Completed by Other F&S Business Unit ie.

E&TS Technical Assistance



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Maintenance: Priority 1-4 Work Order CreationSc

hed

ule

rsSe

rvic

e Su

per

viso

rSe

rvic

e C

on

trac

tor

Oth

er F

&S

Team


Input Additional information

RaiseWork Order

CRO s to gather further information from Clients: - Confirm Priority - Asset No. - Nature and Type of Work - Budget Code - Safety Plan - SDT select Trade

Internal / External /

Other?

External

Nature of work may indicate external

provider from MUL

Multi User List (MUL)

Internal

Other

START

Allocate Work Order to Team Member

END

Issue Work Order to Other F&S Team (eg BMS, Security, CWR)

Undertake workIssue Invoice on

completion of work

Service Delivery?

No Yes

Work OrderQMS-FS-PRF-62-002

Issue Work Order to Service Supervisor

Upgradeto Priority

5?No

Priority 5Work Order Creation

Yes

Completed by Other F&S Business Unit ie. E&TS Technical Assistance



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Child SR or TAR Required?

Service Delivery – Corrective Maintenance and/or Technical Advice Request

ETS

Team

Pro

gram

Off

ice

Serv

ice

Del

iver

yC

on

trac

tor

Clie

nt

Rel

atio

nsh

ip

Team


Client Service Request Received

Monitor all WO’s and TARs

Raised

Provide advice as required

WO or TAR?WO

Allocate to Relevant Team Member

TAR

Investigate and Analyse

Complete TAR in Maximo

Client Satisfaction Review

Supervisor Assesses Job Requirements

Staff or Contractor?

Complete Works

Review WO Complete Works

Supervisor Review

Contractor

Staff

Complete WO in Maximo

Accept Invoice

Yes

No

Close WOor TAR

Issue Invoice

Verify Invoice with WO

Complete Job Paperwork

Service RequestQMS-FS-PRF-63-006



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Client Management – Client Relationship Team

Clie

nt

Rel

atio

nsh

ip O

ffic

erC

lien

tC

lien

t R

elat

ion

ship

Man

ager

A/D

M

ain

ten

ance


Schedule Client Engagements through clientrelationships.fs

calendar

Develop Client Engagement Strategy

(CES)

END

Confirm client acceptance in

clientrelationships.fs

Facilitate meetingswith Clients

Participate in meetings with CRO’s

Draft minutes of meetings / Client

Reports in OneNote

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

Standardised Agenda Items for Client Meetings1. Hot Topics a. Backlog Maintenance b. Incomplete/Outstanding Work Orders c. Performance Feedback d. Issues of concern2. F&S Report (Upcoming Activities) a. Programmed works b. Projects c. Service outages/disruptions3. Planned future works (client perspective)4. Other business

Draft Quarterly Client Engagement Report for

A/D Maintenance

Review Quarterly Client Engagement Report



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Program Office – Preventative and/or Statutory Maintenance

ETS

Team

Pro

gram

Off

ice

Serv

ice

Del

iver

yC

on

trac

tor

Clie

nt

Rel

atio

nsh

ipQMS-FS-PRF-64-002_Revision 0_20161124

Works triggered via Maintenance

Regime

Review WO or TAR?

WO

TAR

Supervisor Assesses Job Requirements

Staff or Contractor?

Allocate Resources and

Complete Works

Review WO

Conduct Physical Audit of Percentage of completed WO’s

Review Invoice and attach Service

Reportto WO

Contractor

Staff

Mark WO as Completed in

Maximo (including Fault Codes)

Determine - Preventative or

Statutory?

End

Generate Service Report & Labour / Materials Invoice

Issue Invoice

Raise Service Request

Allocate Resources and

Complete Works

Generate Service Report

Client Satisfaction Review

Arethere gaps in the

process?Yes

No

E&TS TAR Process

WorkComplete?

No

Raise Child SR from Original WO

Yes

Service Request -

Service Delivery Team

Raise Corrective

Action Request (CAR)



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8. TYPICAL PROCESS OUTPUTS

8.1. The typical results (outputs) of the process are as follows:

8.1.1. Product produced:

Service Requests

Work Orders

8.1.2. Documents or technical information produced:

Dashboard reporting

Minutes of CRO/CRM Client Meetings

Client Engagement Strategies

Client Engagement Plans

Master Client Engagement Spreadsheet

8.1.3. Records produced:

Client Relationship Activity/Issues logs or reports

Performance reports

8.1.4. Services produced:

Service Request to Work Order processing

Client relationships support services

9. RELATED RISKS

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.

9.2. The following risks and associated mitigation strategies (control measures) are identified

related to this process:



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Risk

Like

liho

od

Co

nse

qu

ence

Ass

essm

en

t

Sco

re

Mitigation

Corrective scheduling resourcing

Po

ssib

le

Maj

or

Mo

der

ate

(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

Po

ssib

le

Maj

or

Mo

der

ate

(6)

- Awareness campaign targeting

Internal and External F&S

stakeholders

Building Custodians not aware of

their obligations

Like

ly

Maj

or

Hig

h

(9)

- Review and publish revised Building

Custodian guidelines