DoIIIT formed about 5 years ago, taking existing academic support offices and putting them together for the first time. These offices had been completely separate prior to this re-org. Since came from existing units, they were focused on specific facilities
Organized by facility Can see that labs and classrooms had about same number of classified staffing. Labs were used both a teaching spaces and open labs.
New positions obtained for Innovation to support technology in that building Staffing analysis that looked at operations and support needs to maintain current service levels. Indicated the need for 10 new positions. We did 3 scenarios, with reductions in staffing and subsequent decommissioning of instructional spaces that would be required. New positions for Smarts to keep as many electronically-enhanced rooms as possible outside Innovation Customers had a great deal of difficulty navigating through the offices. In order to get equipment they needed, or software loaded they had to talk to a variety of offices within CT. Might have to talk to three different offices to get what they needed if teaching in 3 different places. Main focus was on “one stop shopping” to eliminate the confusion and provide a front door to CT that they could call for anything they needed.
Function rather than facility. Each unit has many of the same responsibilities all handle reservations all support events all manage inventory most do computer repair most do computer imaging most do server admin most manage software installation Object of re-org is consolidate our efforts to create greater efficiencies, for customers too. Consolidation of duties across CT. New groups being created from existing staff as well as additional positions. New organizational roles
Reflects the new groups Point out where the new groups go VTC Coord works closely with admin and academic departments to integrate vtc technology into courses and departmental activities. Will be responsible for developing vtc initiatives and establishing a training program for staff. Will train faculty in the use of vtc technology. VTC technicians who will handle technical support of vtc equipment are actually located in the technical support offices. New Senior Manager roles, new to the organization. They manage operations and participate in strategic planning and service coordination across the department. Mention groups in EC and Distributed.
New approach within DoIT—shared positions. Shared between Classroom Computing and LAN. Looking at sharing a position between EC and Support Center. May share a position between EC and Field Service.
Will handle computers wherever they are: classrooms, labs or check-out laptops and PCs. This includes imaging, software management, etc. 1 st level computer troubleshooting and repair
Projectors, control systems, sound systems, touch panels, etc. New video conf tech absorbed into this group Will coordinate with service vendor for IH
This person responsible for wage management and training, scheduling and the operations of the labs in IH and JC. The labs have by far the largest group of wage employees. Will be lead for wage management practices and initiatives.
All check-out equipment centralized, from EC, AV. Including laptops. JC equipment will stay in JC, but will have larger staff to support it. Better for customers, since only one place to get portable equipment from. Will manage the Smarts—manage both the check-out laptop and the rooms that they are taken to. Will handle all same day equipment requests and scheduling
Consolidation of both scheduling and event coordination activities for all of CT at Fairfax. Will handle non same day equipment requests thru online request system under development, as well as all current communication methods. Will handle ad hoc scheduling of IH computer classrooms Will provide single point of contact for event coordination at Fairfax. Much easier for customers Will centralize Fixed Assets poc for inventory matters. Will be responsible for updating CT webpages. Acts as front door to CT.
Established two tasks forces comprised of CT staff and members from other DoIT units to establish new practices for the department. We are in some cases completely changing some of the ways that we do business, as result of LAN architecture for example. In others are consolidating best practices Technical looked at: How we integrate into the new LAN architecutre How we image Server management What desktops will look like and how managed How we manage software loading Profile and policy management Networking of touch panels and distance systems Network security issues Business looked at: Cohesive procedures and policies for CT activities. Customer contact Resource request process, all the way through Trouble call management Scheduling process online and regular Wage management issues recruitment training cross-training supervision Policies and procedures Office staffing
Classroom Technologies Re-organization Copyright Kathy Bohnstedt, 2004. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.