how do we make 30 departments work like a single unit from the student ’ s perspective ?”
With these questions in mind , the directors researched onestop-shop concepts . These models seemed to serve more as call centers and didn ’ t go far enough to integrate services and processes . What did seem to solve the problem was a concept of Enterprise Service Management , with a “ Service Center ” binding them together . The Cabinet embraced and built upon the initial idea . The initiative is supported by the entire institution and all vice presidents .
As an outcome of the realignment plan , three phases of the Service Center were composed into an implementation plan . This included merging the library into the Technology Services division , creating four Service Center Specialist positions , hiring up to 12 students as customer service representatives , other colleges are now implementing the same Service Center concept at their institutions , Northeast is assisting . When all the colleges have their Service Centers implemented , they will be integrated , allowing the colleges to share resources for 24 / 7 support and sharing incident management among them , just to name a few of the benefits . The Service Center also energizes the other Shared Service objectives such as co-location data centers between the institutions , shared resource sourcing , risk management and security , shared applications , and training to-date .
A cloud-based IT management system ( ITSM ), ServiceNow , was purchased as the primary tool . The first two phases of this system have been implemented with a client portal soon to be launched . The Service Center is responsible for service catalog management , incident management , problem management ,
implementing ITIL within Technology Services and service management training for departments whose request and fulfillment services would be managed by the Service Center . This included partnerships with Financial Aid , Enrollment Management , Facility Services , Communications , Marketing , Educational Services , and several others . Technology operations were reorganized into service departments representing different areas of concern : enterprise , web , network and infrastructure , and risk . Instructional Technology and Technical Support were merged into Client Services .
The Service Center operates within Client Services and manages the request and fulfillment processes , as a service , for the other departments , including the library . A separate institutional strategic plan initiative , Shared Services with other colleges , has supercharged the Service Center initiative . As four change management , service request management , communication management , and knowledge management . One hundred fifty-eight services along with their processes have been mapped within the ITSM — 45 of these services are customer and user facing . All incidents and service requests are tracked . This provides data back for analysis . Although we are still in the infancy stage of analysis , the goal is to present the analysis back to Cabinet for strategic decision making . For example , because all services are tracked by the Service Center , the data can tell us things like : what are the top ten issues for students , staff , and faculty ; how long does it take to fulfill a key request , paint a wall , or reset a password ; where are the biggest gaps in communication ; what areas do we need the most training ; etc . Information concerning student ’ s experiences are shared with
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ACUTA Journal Winter 2017 31
31 Winter 2017 ACUTA Journal