Our new support center was first titled a “genius bar”. That concept of a one-stop help center for everything from the simplest quick question to actual hardware repair developed by Apple computer was our model.

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For more information on Illinois State, go to http://www.illinoisstate.edu

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The Computer Ownership initiative was one of the driving forces behind our creation of the Service Center. Parents and students expected the University to offer services from initial selection (purchasing) to support.

In response to virus outbreaks, ISU has a policy titled ‘Conditions of Access’ which states that all computers connected to the University network must run our anti-virus client have latest OS updates etc While help was available to students to get theirclient, have latest OS updates, etc. While help was available to students to get their computer with these programs/updates, another walk-in option was deemed to be advantageous.

The campus computer store, named TechZone (www.techzone.ilstu.org) falls under the Assoc VP for Academic Technology. An expansion of the store within the student

ll d f h icenter allowed for the opportunity.

The corner of the student center before our remodel.

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•Combination of central and decentralized support… faculty/staff get desktop support through local decentralized support units but also utilize central services like the network, email, web, and classrooms.

•Students get support through central Help Desk and residence hall students have additional option of RCC visits to roomhall students have additional option of RCC visits to room.

•Prior to Service Center, central Help Desk made appointments for users to bring computers with virus/spyware problems or particularly difficult issues into the Help Desk for hands-on support.

•Prior to Service Center, TechZone provided set-up services on computers purchased through TechZone, pre-loading needed ISU software and provided some repair services.

P i t S i C t R N t k d t h d•Prior to Service Center, ResNet worked on computers hands-on in student rooms as part of normal operating procedures.

Map underneath shows Illinois State’s campus. The larger black box and top color photo are the Bone Student Center, where the Service Center is located. The smaller black box and lower color photo are Julian Hall, which is home to the University Computer Help Desk.

•Received charge from Associate Vice President for Academic Technology to combine existing resources and provide the service jointly.•Included key people from each of the 3 units and gave them an initial charge.•Charge to committee was intentionally not very specific – wanted to encourage the group to work together and creatively plan the service center.

•3 different units accustomed to doing specific jobs in their own spaces moving in together•Joint management of staff, avoiding the typical “2 bosses” problem•How can we afford to establish and staff the service center until it can support itself?•In short.. how do we manage the addition of this major new operation to

h d l d ti b d t ith l dditi l f ll tischedules and operating budgets with only one additional full-time person specifically assigned to the project?

The charge to open before Illinois State’s Founders Day came from the Assoc VP of Academic Technology and provided the final push to get as much done as possible before the Feb 17, 2007 opening.

After remodel: Entrance to the showroom.

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After remodel: showroom area.

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After remodel: Service Center when closed. The glass doors and lighting were designed so that it would be an attractive space – even during non-open hours.

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After remodel: Service Center.

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After remodel: Small repair room.

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After remodel: Storage space for computers waiting to be serviced or to be picked-up (before we opened!)

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Throughout the planning of the Service Center, there were lots of problems or decision points. The solutions weren’t always easy or obvious. Some of those and our current implementation follow in the next slides:-We spent significant time in developing custom furniture (see following two slides).-Each of our partner vendors (Apple, Dell, Lenovo) have separate contractual programs for service centers This includes working out warranty arrangementsprograms for service centers. This includes working out warranty arrangements, setting up any necessary certifications, and outlining the workflow through the Service Center for that process.-Much time was spent on developing a price list. See separate slide after this one.-Given that many of our counter workers are students from the three areas, we h t i d t f d C tl hhave not arrived at a common consensus for dress. Currently we have a standard lanyard nametag. Some would like a minimum set of (i.e. business casual), more formal nametags, or even uniforms.

Front counter was custom made for 3 service points (far left is wheelchair accessible). In the counter are power and Ethernet hookups for laptops brought to the counter.

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While glass was installed in the counter for monitors, those are not being utilized in favor of the LCD monitors on arms.

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The new computer setup is a very popular service for those that don’t enjoy unpacking a brand new computer and getting it all ready.

Data backup continues to be a tenuous service given the liability issues but we do offer it.

Those items that were necessary to meet our Conditions of access policy (i.e. requirements before the a network connection could be made) were deemed to be free of charge.

Hardware warranty service is reimbursable by each vendor per our contracts (Apple Dell Lenovo) While not a total cost recovery situation we believe(Apple, Dell, Lenovo). While not a total cost recovery situation, we believe offering such has helped sales through the TechZone retail operations.

•Bone Student Center is used by more than just ISU faculty/staff/students, so who will we support? We need to be able to track service, and keep to our mission – so, anyone with a University login receives service.

•Question that faces any support unit, what do we support? –kept it simple anything the Help Desk/ResNet supports pluskept it simple, anything the Help Desk/ResNet supports, plus expanded hardware repair and warranty work.

•Quite a bit of discussion on topic of which services are free, particularly around virus/spyware removal. Virus/spywareremoval is a sizeable chunk of support work on personal

t d ld b fit bl Th U i it hcomputers, and could be profitable. The University has Conditions of Access, however, requiring a computer to be secure in order to access the network and we have an obligation to provide support on that. The result – any support provided free over the phone at the Help Desk is provided free at the Service Center in person (including virus/spyware removal). Anything else is subject to the fee scheduleelse is subject to the fee schedule.

•Easy answer for how we track services provided – utilized existing Help Desk tracking system, Magic.

•Logistical issues to handling free virus/spyware removal, free password resets, general questions and drop-off and pick-up (and payment for) paid services at same 3-person counter. Established one station as the primary station for checking in computers for paid repair and accepting payment for completed repairs being picked up. Busy at counter thus far, but not to the point of needing a queuing system.

T hZ h t d tt t li htl diff t di•TechZone showroom next door attracts a slightly different audience and has a different need for hours – decided to have similar hours for Service Center but not exactly the same. Have not been open for breaks or had a need to schedule more hours during busy times. When service is not open, but showroom is, showroom staff can still retrieve and accept payment for completed repairs.

•Took 3 different units with 3 different payscales for student employees and worked together to ensure that the students that work from any unit in the Service Center will be paid the same. Each unit committed to having a certain level of coverage – always at least one person from HD and TZ, with partial coverage from ResNet staff.

•Training was an interesting discussion point – originally had thought to cross-train all staff members to do everything. Works out better to allow each unit to play to their experience and fulfill their distinct roles – Help Desk and ResNet do majority of counter support, TechZone the repair and some counter support. Prepared a training manual for all.

Establishing a name for the Service Center was one of the hardest decisions. We wanted to create a new thing and have a name that could be marketed and established as a campus ‘brand’. When we opened, we could not all agree on a name so just called it the “Walk-up Technology Service Center”. We agreed on several names only to find that they were already trademarked commercially after consultation with University legal counsel. A student contest helped to generate ideas but only resulted in more unacceptable

Fi ll th d i i d b th A i t VP f A d inames. Finally the decision was made by the Associate VP for Academic Technology to use the brand name already established on the retail side (TechZone) and subtitle it with the other partners.

Some of the names suggested by students from a naming contest.

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The final decision on the name.

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We use two primary measures to keep stats and define productivity. The first is a card swipe system where anyone that approaches the desk is asked for their University ID and staff swipe it. This count shows activity—with very little marketing or PR. Admittedly, not all ‘transactions’ get recorded.

When the University ID card swipe is done, staff then enter a subject for the transaction. Again, we know not all transactions get recorded.

The second way of capturing data is through our University-wide help desk tracking system. When a computer is left for work, a ticket is created and detailed notes and tracking is available.

•In hindsight, we did not give the implementation committee enough guidance – the idea had been to provide them with a sense of ownership by formulating plans themselves from an intentionally unformed charge… it was too unformed, leading to a lot of spinning of wheels and hand-wringing as they struggled to make decisions and got weighed down in details. In the end, we had to step in and do what we should have done from the beginning – provide more specific direction.

•It’s simply not possible to predict or plan for every aspect in advance –compulsive planners need to be able to go with the flow a bit and be somewhat intentionally reactive on less important issues.

All f th l t f th i id d i th S i C t i t d•All of the elements of the services provided in the Service Center existed separately in the 3 units – allowing each unit to continue to do jobs they are accustomed to doing, simply in a new location, worked much better than original plans to cross-train all staff to do everything.

•Setting up warranty service is a slow process and still far from perfect for us. g p y p pSome vendors do this better than others. It will take some time to make the unit self-supporting – patience is required.

•Continue to work toward establishing the Service Center as a self-supporting unit – as of July 1, 2008, most staff will be paid out of revenues. Still a way to go there.

•Continue to have service steering group meet regularly and review statistics, hours, issues that arise – this has worked pretty well so farwell so far.

•Use Service Center as a selling point for ISU to students and families, making sure they know about the options for support.

•Some discussion of opening another Service Center but noSome discussion of opening another Service Center, but no concrete plans – geography would be important there.

We had a grand opening with President of the University a few months ago. We are off to a good start, with much more to learn and do. Questions?

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