FOR IMMEDIATE RELEASE
Contact: Erin Flynn Jay
UBT vital in saving the town of Leesburg money by improving IT processes
Customer service dramatically improves as a result of UBT’s implementation
Sterling, VA, October 8, 2012 – The town of Leesburg faced a technology challenge recently. Last year, the town’s budget was slashed; the IT department had already been downsized from 7 to 4 people when their IT Director switched jobs. The town has about 300 computers and needed IT operations to run smoothly. John Wells, the town manager, asked UBT to come in, evaluate their IT department and recommend an action plan.
Leesburg had a very positive experience with the UBT. “Brian (Chavis) was able to come in when we didn’t have a replacement for our outgoing IT Director. The town was in a unique situation of having a lot of technical links to the county government as well as their own infrastructure in the town,” said Wells. “Brian was able to immediately fill the void in terms of technical knowledge of the town and county’s automation systems in an ongoing manner with no interruption in service.”
Brian Chavis, CEO of UBT, interviewed the entire leadership team–approximately 15 people in various departments. “Brian was able to interact with all our department directors and get up to speed quickly on their unique automation needs. He provided strategic direction to me–how to address current issues and long term needs we had in the organization,” said Wells. “He did a quick assessment of our vulnerabilities and our stability in light of our staffing turnover as part of our budget process.”
UBT can be credited with changing the whole attitude at Leesburg. “A lot of times in IT we get focused on the metal rather than the people; at some point you have to step back and realign the IT with the needs of the workers,” said Chavis, who sat down with the team and rebooted the relationship between IT and the different departments. “Sitting down is the only way to remove the friction that has developed over time,” he said.
When UBT does a technology audit, the #1 complaint they hear is communication. “Most workers have no idea what IT does or why it does what it does. Without these regular face-to-face discussions, the IT department becomes isolated and takes on the role of the company cop,” said Chavis. In fact, Leesburg had a door lock to get into their IT department area (this is quite common with IT).
Chavis got them organized and over time, the department completed the projects that had been lingering on hold.
Leesburg had a Help ticket process but it wasn’t universally accepted by the organization. “It led to concern and confusion about whether work was getting done or was even being put in the process correctly as far as people being sure their needs were met. Instead of having a centralized help station, people would just call who they thought could help them,” said Wells. “It didn’t allow for good management or allocation of resources. One of the first things that Brian obtained was immediate buy-in from the management team that all requests for automation help would come through the Help desk.”
The organization was able to monitor and track the number of open help desk tickets, and they dropped off significantly in a very short period of time. They were able to improve customer service in the organization, through tangible and quantifiable results.
Chavis is proud he steered this cultural shift. “UBT recommended all issues reported to the Help desk had to be done with an official Help desk ticket. This way, there is 100 percent tracking–you can’t manage what you can’t measure,” he said. “When we started, the number of open tickets was over 100; over time we whittled that down to 30 on average.”
Wells hired an IT Manager to replace the director position, and UBT now serves in an advisory role. Since Chavis has knowledge of how the county system works, Wells plans to tap into that as needed.
“Before they could hire an IT executive, “it was important for someone else to walk in immediately and be able to shore things up–and Chavis was able to do that,” concluded Wells. “He relayed the results (of his assessment), and we were able to implement those as part of this upcoming budget process.”
UBT celebrated its 26th year in 2012 as a technology advisory firm. Over that time, they have served as consultants to hundreds of businesses across a broad spectrum of industries. The long-term partnerships they have forged with clients have been due to the extraordinary individuals who make up UBT. We have grown our firm selectively and deliberately over the years, in order to attract the smartest, nicest, and most driven individuals to join our team.
UBT broke industry standards by pioneering the practice of fees determined solely on the outcome of their work. In the 1990’s, they began charging flat fees for a guaranteed service—a far cry from the hourly model of their competitors.
Today, UBT premium clients demand functional, high performing business networks, and they expect the firm to be the very best in their field, which UBT delivers. For more information, visit www.ubticloud.com.