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University of Wyoming Division of Information Technology

IT Client Support Services
Department Plan 2009-2014


The purpose of this document is to provide Client Support Services (CSS) a guiding list of objectives to accomplish and to track performance against baselines and benchmarks during the planning term 2009 – 2014. The action items and objectives from the previous planning term have been reviewed by CSS staff during a self study retreat that occurred in summer 2008. In the spirit of Creation of the Future 3’s motifs of access, excellence, and refinement and reinforcement, action items have been removed because they were accomplished or abandoned, updated for current conditions or to reflect new initiatives, or moved to different service areas.

Where we are today: Highlights of benchmarks and goals

The student computing experience at UW continues to be one of the highest rated for UW and against national averages. The Academic Support Unit’s involvement helped IT to far exceed the goal of remaining in the top ten Noel-Levitz satisfaction categories, staying at #1 locally and is ranked 3rd most ahead of national averages. While not included as a standing baseline, student satisfaction that is reflected in the ACT Student Opinion Survey 1994 -2008 shows an increase from 73% to a current satisfaction rate of 88%. Through funding from central and college computer fees, the steady rise of computer lab availability allowed IT to exceed its goal of 5% growth per year during the planning term. General satisfaction with the labs is strong; satisfaction with the lab assistants rose slightly, and is at IT’s goal of expected service.

Faculty support in the classroom is at the forefront of Client Support Services’ focus. An instructional technology manager was hired to administer the recently formed Classroom Technology Support unit. The fledgling unit is building its services, and is focused on offering technology support to instructors in the classrooms. Classroom instructional technologies and audio visual equipment standardization is on the horizon, which should enable more repeatable experiences in the classroom. The CTS manager is now becoming an integral part of renovations and building projects. The manager has also launched the Classroom Technology Advisory Council, and is in the process of developing a strong mission statement and formulating classroom standards recommendations that will drive future installations to achieve excellence in UW’s learning spaces. Further discussion of strengths, weaknesses, opportunities, and threats will appear later in this written plan.

The Help Desk enjoys a solid first call resolution of 80%, and an average call abandon rate of 5%, which is dramatically improved over the baseline of 18.63%. Various customer satisfaction surveys have been implemented for help desk and departmental consultants’ review, and the sentiment among faculty and staff is strong in regards to response (90%), problem resolution (85%), courteousness (93%), and overall experience (87%). However, other general IT surveys indicate there is still room for improvement. Departmental consultants ranked 7th out of 20 among services that were rated by employees; the help desk ranked 10th out of the 20 services. The news is not so discouraging, though, since all of the listed services were above average.

The IT training program is on track and has increased its course offerings, expanding beyond the typical Microsoft and Adobe workshops to include UW’s Web Content Management System, UW’s Survey Tool, Data Encryption, and Computer Security Initiative workshops. There is high satisfaction from student and employees regarding software availability, with students rating the WyoWare software program as the most satisfied service provision in 2007. Employees ranked software services as the third highest offering from Information Technology behind email and internet access. A new knowledge base system was developed and released allowing customers to look up helpful documentation to manage their computer resources and applications. Awareness of the knowledge base, AskIT, increased by 50% during the planning term.

A summary of the past action items and objectives to meet those goals are reflected in Appendix A.

The Updated Plan – Refined and reinforced

Described below are seven objectives for Client Support Services to review and accomplish during the Support Services Plan term. Each action item describes the anticipated effect on productivity, objectives to accomplish, implementation strategies, and benchmarks to ensure continual progress towards meeting these goals.

Student Computer Labs

UW’s student computer lab environment has been recognized nationally and locally by the UW student body as one of the highest-rated services provided by the University. The 2008 Noel-Levitz Student Satisfaction Survey asked students to rate, “Computer labs are adequate and accessible.” Of the top ten items with the highest average satisfaction, UW computer labs ranked first of ten. Of the ten items for which UW is most ahead of national averages, UW’s computer labs ranked third of ten. Through funding and vision of college and central student technology committees, the Academic Support Unit (ASU) achieved its goal of reaching a student to computer ratio of 8:1 and significantly increased the number of software titles that are available to students through the UW student computer lab system.

The ASU will stay involved in on-going discussions and planning for the Information Commons expansion in the future ILLC; including how best to foster flexible, technology rich, well supported computer enabled learning and collaboration spaces. The ASU will prepare itself for the support of Macintosh labs and computer clusters that may be required for the computational sciences programs that are addressed in Creation of the Future 3.

The ASU will participate in planning for an envisioned technology service center. Initial uses will focus on college student laptop initiatives, receipt and distribution of hardware destined for repair by the IT Computer Maintenance shop, and initial triage of university owned equipment for resolution, escalation or referral to the appropriate party. Long term goals include relieving any walk-in traffic from the Help Desk area, which will allow the Help Desk to concentrate on true help desk functions of phone, email, chat, and remote support. An evaluation of the service will be conducted to determine if an expansion can or should be made to offer service to employee and student owned personal computers that currently aren’t eligible under warranty coverage agreements.

Discussions with academic units and technology driven areas are ongoing, including the Central Student Technology Committee, the Ellbogen Center for Teaching and Learning, and College Student Computer Fee committees. Recommendations, consulting services, and facilitation of bringing projects and student technology goals to fruition will continue to be offered as needed.
Ratings summary: The ASU is meeting or exceeding original benchmarks for satisfaction with the labs, and satisfaction with general lab access from both a student and faculty perspective remains high. There is a slight and steady increase in satisfaction with the lab assistants, and improvements can still be made. Comments range widely from extreme compliments to severe displeasure.

Action Item 1: Student computing and lab environment
The Academic Support Unit will perform continued analyses of current student computing environments and support models to evaluate efficiencies, and identify potential areas of expansion of student computing services.

Anticipated Effect on Productivity:

The services of this unit support the academic mission of the University, which enhances the academic success of its students by providing access to and support of mature technology infrastructures for general and specialized disciplines.

Objective(s) to Accomplish:

  • Maintain and enhance the high level of security, accessibility, and usability of the student computer labs that are administered by Information Technology
  • Students and faculty should have quick access to knowledgeable resources regarding academic computing lab usage, software, and central computing resources
  • Expand student support on personally-owned computers
  • Assist University departments with laptop, computer labs, and academic initiatives

The following initiatives will be pursued in an effort to accomplish the stated objectives:

  • Evaluate expansion of lab services to include the Macintosh platform.

    The Central Student Technology Committee and Information Technology funded an additional staff resource to expand student services that is especially dedicated to the support of student laptops and managing computer labs, including the possibility of supporting well-defined Macintosh computer labs. The unit will prepare itself for the eventual support of the computational sciences lab and cluster needs. Continued discussions with the academic program sponsors should help identify additional resources to commit to the success of those programs.
  • Create and staff the IT service center in the new space of the Information Technology Center.
  • Consider possible alternatives for providing student technology training similar to the training currently provided to faculty and staff through collaboration with IT Training services. Create training sessions to be delivered via webcast technologies at no cost to students. Encourage participation in free Microsoft e-learning resources.
  • Market student services including software, labs, and training using digital signage, and semester-basis emails.

The following measurements and goals will be assessed at appropriate intervals to track sustained service goals, improvements, and achievements towards the above stated initiatives:

  • Goal - maintain Noel-Levitz ranking in Top Ten Items with the Highest Average Satisfaction and Top Ten Items for which UW is most ahead of National Averages
  • Goal –Maintain rating at or above 4.0 out of 5 satisfaction points on Information Technology division-wide survey of students – general access computing labs
  • Goal –Maintain rating at or above 3.75 out of 5 satisfaction points on Information Technology division-wide survey of students - UW computing lab assistants
  • In conjunction with the Help Desk agent training program, develop workshops for customer service skills for joint attendance by lab assistants and Help Desk agents.
  • Student technology skills training enrollment via online, e-learning, one-on-one, and traditional registrations will be measured for evaluation of students’ awareness of the opportunities and usage.

Classroom Technology Support

The Classroom Technology Support group – serving 150 classrooms and learning spaces spread across 89 acres – fills a critical role by providing instructional technology and audio visual troubleshooting, support, training and consulting advice for any central classroom pool (S-25), pre-assigned plus, pre-assigned-only classrooms, and auditoria during normal business. The Classroom Technology Support (CTS) unit provides weekday evening hour staffing in the Classroom Building, offering technical support and assistance to instructors using the equipment in that building. The CTS is fiscally responsible for equipment purchase, maintenance, repair, replacement, and inventory for the 55 classrooms that belong to the central pool. The manager, who has created a central point of contact service with goals of 10-minute response for classroom outages, has a strong background in IT/AV and brings a high level of expertise that is used for planning, supporting, and maintaining these technologies. In addition to supporting technologies, the Instructional Technology Manager is now an integral part of new building and renovation planning for instructional technologies in learning and presentation spaces.

The recently formalized service unit was appointed and funded based on recommendations from Academic Plan II: 2004-2009, committee findings, and through support of Academic Affairs, Administration, and Information Technology. The formation and assignment of the service unit is one step towards achieving excellence in UW’s classrooms. The institution should rely on this unit to help set the vision and standards for classroom technologies. The CTS shall be steered by recommendations from the Classroom Technology Advisory Council (CTAC) whose mission is to “provide institutional guidance for effective instructional technology and support informed consensus for learning technology standards.”

Renovations and new buildings enhance the learning environment. Unfortunately, there aren’t ongoing funds that are earmarked for support, staffing, maintenance, and lifecycle replacement, let alone sufficient operating expenses to keep normal systems functioning. Minimal funding is available to accomplish the myriad expectations of this fledgling service unit. The current ratio of support staff to classrooms is anemic: there is one full time employee – the manager – providing hands-on support to all classrooms, with the assistance of a few part time students. Project management, committee participation to set the vision for UW classrooms and excellence, management, and budgeting remain in the same hands – one person. Unfortunately, some special and innovative academic projects requests have been turned away due to lack of resources. To ensure its success, the success of faculty, and success of technology enriched learning environments, IT will seek institutional and legislative monies that can fully support the instructional technology aspirations of the university.

Action Item 2: Instructional Technology and Classroom Support
Develop realistic expectations, standards, vision, support models and budgets to meet the expectations of institutional goals to create minimum classroom technology standards for all publicly scheduled classrooms; and to ensure high performing technology-rich classrooms continue to function without distractions to the faculty who rely on these technologies to deliver effective and engaging courses.

Anticipated Effect on Productivity:

Faculty, instructors, students and guests will have stable, functioning instructional technologies that integrate seamlessly into the class environment. Ubiquitous technologies will be less daunting for customers to use the technology – learn it once and use it everywhere. Public classrooms will be included in a lifecycle replacement plan ensuring all technologies are up-to-date, easily serviceable, and easy to operate. Advanced technologies will be available for traditional, online, distance, web conferencing, and webcasting class delivery and collaboration. Students’ interaction through the technologies and absorption of content and theory should supplement, if not enhance, student learning.

Objective(s) to Accomplish:

  • Ensure the development and functionality of technology-enabled classrooms
  • Standardize instructional and audio visual technologies in public classrooms and auditoria
  • Build a support model and staffing model that meets the needs of the institution, the colleges, and the faculty
  • Ensure CTAC recommendations are upheld in all classroom planning and design phases
  • Plan and manage new integrations in the best interest of the university

The following initiatives will be pursued in an effort to accomplish the stated objective:

  • Seek creative, alternate funding resources for current and expanded support, staffing, operations, lifecycle replacement, instructional technologies and course management systems. Complete budget analysis, forecast, and recommendation for university review.
  • Effectively execute CTAC goals and recommendations, building a vision for management and standardization of institutional learning spaces. Develop standards and gain approval from critical university departments. Through CTAC and Central Scheduling, analyze the best approach to centralized management, funding, and support of learning spaces.
  • Work with colleges who have technology-rich buildings to develop shared support models. Collaborate with Human Resources (HR) to define positions for college support and IT management. Discuss opportunities for central review and management of instructional technologist positions, and provide input to HR for career ladder development.
  • Develop service level goals for service unit stating services, expectations of service provision, and prioritization of classrooms and response systems.
  • Provide services to support capital facilities planning projects. Assist in management of any contracted integrators to ensure industry best practices and standards are followed, and ensure functionality and integrity of installations. Participate, consult, plan, and design renovated and new building learning spaces in collaboration with Facilities Planning.

The following measurements and goals will be assessed at appropriate intervals to track sustained service goals, improvements, and achievements towards the above stated initiatives:

  • Goal – develop and maintain 10-minute response system for class outages; measure and track responsiveness in call tracking system
  • Goal – by providing assistance and planning to Facilities Planning, classroom project timelines will be reasonable and achievable without interruption to class schedules
  • Goal – all college and department classroom, learning space, and presentation room projects are vetted through the Classroom Technology Support consulting services
  • Goal – create an assessment tool to measure faculty and instructor satisfaction of services and training

Desktop Support

Desktop support specialists have many opportunities to assist and train users for best utilization of office computers and related equipment. Besides the Help Desk, the Computer Support Specialists are the frontline of support and therefore have to remain well trained, knowledgeable, and up-to-date in all aspects of PC technology. Support Specialists are in continual contact with users and the specialists often are the sole source of information regarding potential problems, so communication among peers and other departments is of utmost importance. Currently there are 7 full time consultants who provide one-on-one support to nearly 3000 faculty and staff, not including part time employees who use departmental computer equipment in their jobs. CSS will continue to monitor the total call volume – 37,738 for the help desk and consultants in 2007 - to interpret the workload that needs to be balanced across limited resources.

Communications have improved between IT departments and non-IT departments through increased awareness of how service changes impact students, faculty, and staff. Information Technology’s implementation of a new incident tracking system – adopted by all of IT – facilitated communications regarding processes, affect, and outcomes of each units’ role. Through these efforts; and through increased meetings between the Departmental Consulting Unit, the IT Help Desk, the Academic Support Unit, Networking, Telecommunications, System Administrators, Outreach, Financial Aid, the Graduate School, Office of the Registrar, and others; a more cohesive support infrastructure has emerged.

Client Support Services will continue to research and evaluate effective technologies to improve desktop support. Accomplishments to this end include the deployment of desktop imaging and remote support, saving employees’ valuable time by quickly providing customers’ with a system that allows immediate productivity and resolution.

In addition, while CSS specializes in the Windows Operating System, good progress has been made towards Macintosh support. The department has invested funds in equipment and training that provides steady increases in knowledge of the platform, resulting in more questions being resolved at these touch-points rather than relying solely on the Macintosh certified expert in Apple Maintenance. An evaluation of services determined that the best utilization of resources for some Unix support – which from surveys constitutes less than 2% of the workstations on campus - will reside with a consultant who has basic knowledge for connectivity, email, and sharing documents.

Information Technology piloted the Windows Desktop Replacement Initiative that offers departments the opportunity to replace aging computers with newer systems at a reduced cost that is supplemented by IT funding. The benefits to the departments and those who support them are evident in the increased productivity of the customers and the reduced efforts that is required to support the systems. The success of the program resulted in IT’s decision to administer this program on an annual basis.
Ratings summary: Customer satisfaction fell slightly below the 4.0 goal (3.99) in the 2007 survey, however automated system and per-contact generated surveys reflect strong satisfaction rates. Most of the survey comments are respectable, but it is obvious that communication of expectations, ensuring consultants make and keep appointments, and face-to-face help are key and critical elements of excellent service delivery.

Action Item 3: Centralized desktop support.
Perform continual analysis of the centralized desktop support model and customer service to evaluate areas for improvement of service delivery.

Anticipated Effect on Productivity:

Information Technology customers should have a better customer service experience by an improved response time through integrated technologies (self-help, remote help, and desk-side assistance); more consistent processes, policies, and configurations; and have reduced downtime so as to return to job productivity sooner.

Objective(s) to Accomplish:

  • Increase customer satisfaction by providing a known set of service expectations
  • Collaborate with IT departments to develop self-service integration into the IT incident tracking system
  • Evaluate changes in staffing models for service delivery and departmental assignments
  • Maintain or improve current overall customer satisfaction ratings

The following initiatives will be pursued in an effort to accomplish the stated objectives:

  • Develop service level goals that explain the types of service and support that are available to campus and define when, how, and from whom those services are received.

    CSS will work to develop Departmental Support Unit service level goals internally with other IT departments and units as well as meet with external departments and colleges for their opinions. The goals and expectations will be published for internal and external use.
  • Pilot “consultant in residence” staffing model which will require solid guiding policies and assessment.
    CSS will analyze campus maps, consultants’ assignments, internal system reports, and department and building locations to determine a pilot sector on campus. Working with the identified departments, IT will attempt to secure a “home office” within the location of the assigned sector. A majority of the consultant’s time will be spent in the local residence to provide a more immediate response to customer needs. An assessment will be conducted before and after to determine the effectiveness of the pilot program. Recommendations will be made to administration on continuance, expansion, or elimination of the concept.

    Daily, weekly, and monthly reports from the call tracking system will be reviewed by managers for analyzing trends, peaks, workload, and staffing assignments.
  • Develop knowledge documents for Macintosh, basic Unix/Linux and Frontier use.

The following measurements and goals will be assessed at appropriate intervals to track sustained service goals, improvements, and achievements towards the above stated initiatives:

  • Goal – maintain rating above 4.0 out of 5 satisfaction points in IT-administered survey
  • Goal – Maintain CSS Departmental Support Survey rating of 75% or above
  • Goal – Auto-generated incident survey satisfaction rating of consultants based on prompt service, correct first time resolutions, courteous and professional treatment, and response time shall be 80% or higher

Help Desk

The Help Desk, which is in operation during normal University business hours and offers expanded hours of service, is the frontline support area via phone, remote support, in-queue chat, walk-in and email ( for all computer users on campus. The Help Desk has an opportunity to make the first impression of Information Technology. With proper and ongoing training, the level of assistance the Help Desk is able to provide reflects positively - or negatively - on the entire division.

One of the most notable improvements in the Help Desk was assigning a full time supervisor to oversee the service and staff, and the reallocation of full time professionals to the Help Desk. The Help Desk developed and published a set of service level goals which help set expectations and guide Help Desk representatives through service responses and delivery of solutions. The Help Desk has developed strong relationships with Outreach, the Graduate School, the Office of the Registrar, Human Resources, and various other groups on campus to ensure IT upholds computer service and provisioning policies on campus, and helps to communicate those policies to UW constituents. Technology support initiatives are vetted with the central Help Desk skills in mind, and where appropriate, tasks are assigned to the Help Desk as the first point of contact. Resnet, the Residence Life & Dining Services technical support staff, have been integrated into the IT call tracking system to improve the tracking and response to student residents of UW’s Housing facilities.

The Help Desk has taken on the responsibility of posting service outages and computer event reports since it is usually the first to be aware when customers have been impacted, enabling quick IT response to restore services. Remote support technologies have been extended to all Help Desk agents, enabling one-call service to provide more immediate resolutions for the customer. Other tools and technologies that have complemented this effort include the use of remote support for Windows and Macintosh systems, a Help Desk web form, an in-queue chat utility, and a remote computer lab farm that provides a stable, known environment that is repeatable for troubleshooting customer issues.

Ratings summary: First Call Resolution (FCR) has increased significantly from a low of 63% in 2004 to the current 80%; abandon rates have dropped to an average of 5%, which is below the industry standard of 7%. While remote support is a valuable tool that will be kept for support reasons, it is impractical to judge its effectiveness based on usage statistics alone. WyoWeb and Banner auto-account generation has increased the call volume significantly, and is not “resolvable” via remote support technologies.

Action Item 4: Information Technology Client Support Help Desk
Study further development of the IT Help Desk process to provide a single point of contact for campus users who seek help with technology. Elevate the value and credibility of the Help Desk to the institution. The Help Desk should resolve problems or relay problems to skills-based experts to be solved within or external to Information Technology.

Anticipated Effect on Productivity:

Information Technology customers should have a better customer service experience by an improved response time through integrated technologies (self-help, remote help, and Help Desk agents); more consistent process and policies; and have reduced downtime so as to return to job productivity sooner. Prompt and knowledgeable solutions offered through a central Help Desk reduce the need for stakeholders to seek help from different University offices that provide technology enabled services.

Objective(s) to Accomplish:

  • Make computer support services more accessible to stakeholders
  • Improve value and use of the IT Computer Help Desk for its customers
  • Provide single point of contact for customers of core technology-related issues

The following initiatives will be pursued in an effort to accomplish the stated objectives:

  • Improve internal process and communication to increase the customer service focus and improve notification and communication to customers on matters affecting their computer usage.

    Client Support Services, in collaboration with other units, should continue to evaluate technologies, policies, and processes that enable change management, communications, and notification of IT service enhancements and outages.

    Access to network utilities will assist the Help Desk in viewing service status and outages, confirming status for customers, and reporting to responsible IT support agencies.
  • Increase training opportunities and increase skill sets of help desk agents to provide quick, knowledgeable, and valued services. Annual Help Desk audits will be performed that will navigate the help desk’s various components such as staffing, structure, and training, from immature and emergent, to a mature model.
  • Develop a pandemic emergency plan and disseminate protocols to Help Desk agents, consultants, and other units. Utilize call distribution technologies to create virtual a Help Desk that can be staffed from any location with connection to a phone or the internet.

The following measurements and goals will be assessed at appropriate intervals to track sustained service goals, improvements, and achievements towards the above stated initiatives:

  • Benchmark - Daily, weekly, monthly reports from call tracking system on 1st call resolution of up to 87% - implemented 2003; original data is suspicious on how percentage was derived. Adjustments are being made to be more in line with industry standards and past four years of IT data.

    Goal – obtain and maintain an average first call resolution rate of 82%
  • Goal – obtain and maintain an average call abandon rate of no more than 7%
  • Goal – maintain rating at or above 4.0 out of 5 satisfaction points in IT-administered survey.
  • Goal – Annual Departmental Support Survey - overall positive rating of 80% or higher on Help Desk-related questions
  • Goal – positive rating of 80% or higher in provision of customer service (based on prompt service, correct 1st time resolution, courteous and professional treatment)
  • Create a report that splits out first call resolution and non-FCR call types to analyze where further training should be invested in the Help Desk agents
  • Gain access to and receive training on network monitoring devices (Nagios, Aruba)
  • Develop, update, and maintain internal Wiki for increased knowledge of technical solutions and IT services

Computer Training

The Training Program is administered by a professional trainer who brings in-depth, highly technical skills and training of general-use applications to the program. The training program is advanced when measured against comparator institutions; and it operates efficiently with the current level of staff, which is less than the number of instructors at other institutions. IT offers more instructional hours to faculty and staff than comparator institutions of 2004. Areas exist where more diverse and varied training courses may more fully define the role of the Training Program. Student instruction is not available through the IT Training Program. Suggestions will be researched and pursued from IT to extend access to computer and application training to students and Outreach faculty and staff.

Ratings summary: The IT Training program was dormant from December 2006 to April 2007, which is included in the last IT survey period. Current workshop evaluations indicate acceptable rates of satisfaction.

Action Item 5: IT Training Program
Explore options to expand delivery of varied training course titles to a wider audience – including students – that result in productive use of selected applications and a secure computing environment, while maintaining a high level of satisfaction among registrants.

Anticipated Effect on Productivity:

Faculty, staff, and students should experience gains in productivity in secure, safe computing environments and be efficient in the use of core productivity software.

Objective(s) to Accomplish:

  • Offer a variety of instructional workshops that are accessible to faculty, staff, and students in an environment that is ADA compliant
  • Increase access by extending traditional workshops to Outreach constituents and students through online mediums
  • Equip registrants with the tools, skills, knowledge, and abilities to be productive in their daily tasks, using appropriate software and contributing to the maintenance of a safe and secure computing environment
  • Provide state-of-the-art computer instruction environments
  • Maintain high rate of customer satisfaction ratings from workshop evaluations

The following initiatives will be pursued in an effort to accomplish the stated objectives:

  • Expand course offerings and availability

    Training staff will, given the expanded learning spaces in the Information Technology Center, increase course offerings and continue to seek new training opportunities. New classroom capture technologies will be utilized to capture traditional workshop sessions. Combined with workshop materials, these sessions will be posted online and made available to Outreach constituents for the same cost as on-site workshops. Formal training on the use and best practices for using UW’s classroom capture technologies will be added to the list of workshop titles.
  • Examine opportunities to provide student training courses and student access to expertise.

    Consider possible alternatives for providing student technology training similar to the training currently provided to faculty and staff through collaboration with IT Training services and the Academic Support Unit. Student application and computer instruction can be accommodated in the new training spaces. Part time trainers may be necessary to meet demand. New technologies can capture traditional courses delivered to employees, and be made available to students at no cost.
  • An analysis of the fee structure will be completed to a) ensure the program is self sustaining as it exists today and b) examine the feasibility of supporting additional staff to increase the program offerings.
  • Investigate the feasibility and effectiveness of video teleconferencing participation for Outreach staff and faculty.

The following measurements and goals will be assessed at appropriate intervals to track sustained service goals, improvements, and achievements towards the above stated initiatives:

  • Goal - Maintain average of 100 individual classes, and deliver approximately 500 hours of combined instruction per year through various delivery methods (instructor-led, one-on-one, computer-based, self-paced, and special request)
  • Goal - Workshop Evaluation ratings should be at or above 3.25 average out of possible 4 for three subsections: Instructor, workshop materials, and environment
  • Goal – achieve and maintain rating at or above 3.75 out of 5 satisfaction points in IT administered survey

Software Distribution

The institution has improved on centrally-managed and -distributed software packages. Expansion of software titles that Information Technology distributes through centralized licensing, administration, and server availability serves the needs of more users than in the past and is reflected through customer satisfaction surveys. Information Technology will continue to closely evaluate changes in software license distribution, costs, and administration to ensure the university is receiving the full benefits of current software agreements. As noted in the introduction, general satisfaction with this IT service was rated the highest among students who take advantage of the WyoWare program, offering free and deeply discounted licenses and media. Ranking third highest by employees, the Microsoft Work at Home and Home Use Program has increased productivity for employees; Microsoft Campus Agreement and Adobe licensing has reduced departments’ budget requirements; and core statistical packages are provided at no cost to UW (sans a local installation of SPSS at a minimal annual service fee to cover UW’s costs).

Surveys indicate that only half of students are aware of the software benefits available to enrolled students.

Ratings summary: General satisfaction is very strong and ranked highest among UW services on the IT student survey. However, student awareness is weak.

Action Item 6: Software acquisition, distribution, and support
Maintain current software agreements and investigate the execution of a two more agreements that would pass on considerable discounts to students and employees for personal use of software.

Anticipated Effect on Productivity:

Increased software distribution to faculty, staff, and students places needed applications at the hands of the employees and students at significantly reduced costs as compared to commercial pricing. Additionally, specific agreements allow for student productivity outside of traditional lab environments. Most notably, an Adobe student agreement for the Fine Arts programs would save students potentially hundreds of dollars for program-required applications that are used for class projects.

Objective(s) to Accomplish:

  • Deliver needed software to University customers in a cost-effective manner

The following initiatives will be pursued in an effort to accomplish the stated objective:

  • Execute the Microsoft Employee and Student Select Agreement, allowing the purchase of software titles for personal use.
  • Execute the Adobe Employee and Student Agreement, allowing the purchase of software titles for personal use.

The following measurements and goals will be assessed at appropriate intervals to track sustained service goals, improvements, and achievements towards the above stated initiatives:

  • Goal – maintain rating at or above 4.0 out of 5 possible satisfaction points in IT-administered survey of students
  • Goal – maintain rating at or above 4.0 out of 5 possible satisfaction points in IT-administered survey of employees
  • Goal – distribution of “Welcome to UW” CDs to all users, reducing threat of malware, viruses, vulnerabilities through attacks, and increased network stability

Fraternity/Sorority Support

Client Support Services provides support to Fraternities and Sororities in the area of spyware/malware, viruses, software patches, and networking as a complement to services offered by Resnet. Support should be improved by providing house visits and more training to the residents of Fraternity and Sorority rows. IT response and tracking of Greek network and computer problems has been deficient.

Ratings summary: Resnet has typically been rated the lowest in satisfaction surveys.

Action Item 7: Fraternities and Sororities computer support
Examine computer support services that are provided by Client Support Services to UW Fraternity and Sorority Houses to affect better response to network and computing outages.

Anticipated Effect on Productivity:

Currently when a resident of a Fraternity or Sorority house is infected with a virus that poses a threat to the university network or other residents of the house, the house switch may be disabled until the problem is corrected. Occasionally residents will install a misconfigured network device. This effectively renders all house occupants’ computers non-functional for network activity (gaining access to class files on central servers, access to the Internet, access to email). Increased support through staffing assignments would allow for quicker resolution of problems so that students are able to conduct academic computing tasks.

Objective(s) to Accomplish:

  • Ensure Fraternity and Sorority House residents have comparable support that is provided to Residence Halls

The following initiatives will be pursued in an effort to accomplish the stated objective:

  • Hold once a semester meetings with Greek members to advise residents of IT services (including house visits and walk-in support), most effective methods of contact, and house networking information.
  • Provide documentation to reinforce IT support offerings; distribute software to protect computer systems.
  • Create a computer/network setup fair at the beginning of the academic year
  • Create a Greek House call type in IT’s incident tracking system to effectively track open and outstanding issues, ensuring that proper attention and remediation is given to restore functionality.

The following measurements and goals will be assessed at appropriate intervals to track sustained service goals, improvements, and achievements towards the above stated initiative:

  • Goal – distribution of Welcome to UW CD to all residential network users, reducing threat of malware, viruses, vulnerabilities through attacks, and increased network stability
  • Goal – time to resolution of house issues should not exceed 3 days.
  • Goal – administer an annual satisfaction survey

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