IT Service Delivery Model

The IT Service Delivery Model was created during Phase I - Data Collection and Service Design Visioning to balance and integrate six key design aspects:

  • Behind-the-Scenes Services
  • Customer Services
  • Customer Feedback
  • Dedicated Specialized Support Services
  • IT Governance
  • Funding

These six design aspects are considered essential for an IT service delivery model.

The model shows services as either consolidated services (inside the blue and pink chevron area) or local, specialized support services .

The following sub-sections describe the various elements of the model.

Consolidated: Services from the CIO Office

In the model, the Office of the CIO would be the heart of the consolidated IT organization. The CIO Office would be designed using the IT service delivery principles discussed earlier in this report. The CIO Office would have:

  • Responsibility for strategically planning and implementing IT services that align with campus and divisional goals,
  • Authority to orchestrate all IT services on campus, and
  • Sufficient funding to plan and implement portfolios of services.

With a strong Office of the CIO, the campus will have the opportunity to strategically manage the overall IT campus expenditures , rather than simply taking an arbitrary percentage cut in all IT units.

The elements of the proposed Office of the CIO would include:

  • Feedback, Quality Management, Communications and Community Engagement
  • Divisional Liaisons
  • Architecture and Standards
  • Business Office: Strategic Purchasing and Asset Management
  • Portfolio Management
  • IT Research and Development

•  Feedback, Quality Management, Communications and Community Engagement

In order for the consolidated IT organization to be adaptive, it needs to receive feedback from a wide-range of sources — customers, IT staff, UC System, State of California , and the larger society. The IT organization needs to use that feedback to learn, take advantage of opportunities, and change appropriately. Feedback and adaptation is essential for the ongoing success of the consolidated IT organization.

Quality management focuses on delivery quality services consistently over time. Quality management involves:

  • Customers – understanding their needs, managing their expectations with tools such as service level agreements, and providing appropriate services.
  • IT Staff – managing individual performance to ensure responsiveness to customers, providing accountability to customers, collaborating campus-wide, and demonstrating principle-based leadership.
  • The Consolidated IT Organization as a Whole – managing the strategic effort to provide the campus return on investment, responding to governance, and assessing services.

Faculty, staff, and students are concerned that in a consolidated IT organization there will not be a process to give feedback about services (particularly if the customer is dissatisfied with the service), and to participate in planning services.

Targeted and timely communications about IT Services is another important element of the Office of the CIO. The soon-to-be-implemented enterprise portal combined with the anticipated identity management (directory) system will facilitate targeting communications to faculty, staff, students and prospective students. These customers ideally will receive only the IT news they need, when they need it.

•  Divisional Liaisons

In the model, it is proposed that each Division and corresponding principal officer would have an assigned Divisional Liaison. The Liaison would be an experienced IT professional who could meet regularly with the principal officer and others in the division. Each Divisional Liaison would:

  • Advocate for Divisional needs within the consolidated IT organization
  • Engage in dialogue with the principal officer and others in the division to better understand divisional IT needs to meet the division's strategic goals.
  • Handle the normal, non-operational IT management issues that are handled now by divisional IT directors, such as coordinating IT service needs and plans for a new building.

•  Architecture and Standards

The campus currently has guidelines, but few specific standards for hardware and software . With strong hardware and software standards, we likely would reduce purchasing, and maintenance costs, and reduce the time for setting up hardware and software. If there were improved architecture standards, for example, we would be more likely to have administrative application systems that could exchange information easily.

•  Business Office: Strategic Purchasing and Asset Management

The campus has begun to leverage buying power through the Purchasing Department's computer agreement with UCLA and a corporate hardware reseller (KST). However, with strong hardware standards, we could increase our savings. The Business Office in the consolidated organization will play an important role in strategic purchasing practices, and in developing specifications for a new system to tie together purchasing and asset management, including maintenance and inventory schedules.

•  Portfolio Management

This function would manage the portfolio of services available to customers and the IT service life cycle. The portfolio would evolve over time in response to funding, technology advancement and application evolution. A service would be started, maintained, and eventually decommissioned in its life cycle. Service portfolio management allows organizations to reap savings from standards, improve customer satisfaction through service integration, and improve IT staff satisfaction through clear communications about which services are on the menu, and which services are not on the menu.

•  IT Research and Development

The Divisional and Constituency group Liaisons will hear about Divisional and Constituency anticipated needs, and know if the service portfolio will meet those future needs. If not, then the Office of the CIO staff assigned to research will be charged with researching solutions that can be added to the service portfolio.

 

Consolidated: Client Services

Client Services is shown in the large blue chevron-shaped area of the proposed model. In today's campus environment, there are multiple points of contact, and multiple organizations for customers to visit for IT services. Currently, faculty, staff and students are frustrated at times because they don't have a single IT representative who is responsible and accountable for ensuring their IT needs are met.

Client Services includes hardware setup and maintenance, software licensing, workstation support, troubleshooting, and training. Client Services would have primary responsibility for maintaining a campus-wide customer relationship management (CRM) system that includes request tracking and could be used by all campus IT staff.

The model incorporates three important elements in Client Services to improve service, response time, and accountability. The proposed Client Services organization would include a:

  • Enterprise Portal for IT Self-help: The consolidated IT organization will provide extensive information and automated account processes through the enterprise portal. In light of the 70-20-10 business practices model, a client services goal will be to have 70% of all questions in aggregate answered through self-service on the enterprise portal.
  • Customer Service Help Desk (CSD) : The Customer Service Help Desk is envisioned as a full-service help desk environment that includes a call center as well as a walk-up client assistance desk. The staff at the CSD will provide emergency and basic troubleshooting, as well as some consulting services as time allows. The CSD also will provide triage and dispatch services on behalf of the Client Services Representatives. The CSD will be easily accessible with no phone trees.
  • Client Services Field Team comprised of Client Representatives : There will be a point-of-contact person for faculty, staff and students who will provide mid- and high-level consulting, liaison advocacy, account representation, one-on-one training, OS migrations, pedagogical applications of technology, and desktop tech support.

•  Client Constituencies

Multiple client constituencies are shown in a cloud at the bottom of the model diagram. The customers could be grouped by one or more combination characteristics, and individual customers likely would belong to more than one client constituency. The team considered:

  • Geographical region where the faculty, staff or student normally works
  • Platform (Mac, MS Windows PC, or Unix)
  • Academic discipline
  • Demographic group ( students, faculty, staff )
  • Unit or Division
  • Technical ability of the Clients

Consolidated: Services Behind-the-Scenes

In the model diagram, the blue ocean color represents services with direct client interaction. The sunset colors represent service areas with much less direct client contact. The bubbles of services spanning both the sunset and ocean areas represent services where there is some client contact.

In the model, the consolidated services behind-the-scenes support clients and client services, and also have some client contact. This is a broad spectrum of services:

• Administrative Systems

• Infrastructure Services and Systems

• Instructional Technology

•  Administrative Systems

Many administrative systems are well-known (FIS, AIS, PPS), while others may be less well-known but still critical to the campus operation (such as University Relations, Student Housing systems, budgeting systems). Many of these systems have common needs both for operations and to support their clients in data integration, report writing, functional analysis and programming. The Administrative Systems grouping within the consolidated organization offers these services to maximize coordination and consistency in delivering the applications while supporting the functional uniqueness of each. These services may include

  • A more coordinated method of managing systems development and operations
  • Common resources to develop training curriculum support
  • Shared resources for report writing

At a more global level, the needs and priorities of these applications can be brought for consideration by the campus through IT governance and portfolio management. The result could be less conflict for IT resources through effective planning.

•  Infrastructure Services and Systems

In general, Infrastructure Services and Systems refer to the services upon which other services depend. This includes many of the services that exist today in an enterprise form within ITS and in a distributed form around the campus. These include those services that:

  • Enable other IT services or applications.
  • Provide a framework for service delivery.
  • Offer opportunities for consolidation, e.g. efficiencies of scale.

•  Enable other IT services or applications

Middleware refers to the suite of services that enable other IT services or applications. Middleware includes:

  • Enterprise Portal
  • Identity Management System
  • Customer Relationship Management
  • Incident and Problem Management

Many of these services have been referred to in other areas of the model. For example, an enterprise portal and common incident and problem management systems are key to effective Client Services.

•  Provide a framework for how services are delivered

Through consolidation, we have an opportunity for common service delivery practices or principles all the way through the organization, including behind-the-scenes services. Areas that reside in Infrastructure include Project Management, Application Development, Security and Disaster Recovery. In each, UCSC can strengthen the enterprise operation through standards and consistent application. For Application Development, this may include common development tools and platforms, which can result in consolidation of servers or leveraged licensing and development resources. In the areas of Security and Disaster Recovery, this can mean common operating standards that support our legislative or policy requirements or otherwise appropriately manage our campus risk.

•  Offer opportunities for consolidation through efficiencies and scale

Infrastructure services also include other enterprise elements such as Network and Telecommunications and Enterprise Servers. These areas and the support organizations for each offer similar opportunities for standards and consistent application. Additionally, there may be further economies of scale, which is an expectation for Enterprise Servers. Currently, there are redundant services on redundant servers that may be more appropriately offered through consolidated service on robust, consolidated servers.

•  Instructional and Presentation Technologies

Instructional and Presentation Technologies is the grouping of services that support instructional activities of faculty and students. These are enterprise services that may have direct relationships with customers, including instructional computing labs, media support and web development, e.g. for academic departments and courses.

Instructional and Presentation Technology services may lead or greatly influence other behind-the-scenes services, e.g. web development, because of the importance of this service to support of instruction. As well, Instructional Technology services may partner more directly with Client Services due to the nature of direct contact with customers.

Local: Dedicated Specialized Support Services

These local, dedicated support services are differentiated from regular consolidated IT services in the following ways: in these cases the consolidated IT organization (CIT) may not have the necessary services or resources, the priority would not campus-wide, or from an IT service support perspective there would be little growth potential. In some cases, such as new emerging technologies it may be beneficial for a local unit and consolidated IT to collaborate on a joint project.

Funding

The model would handle three types of services and funding:

  • “Bronze Level” Consolidated Services
  • “Platinum Level” Services
  • Dedicated Local Services

Bronze-level service for faculty and staff would likely cover workstation support, including equipment purchase, software, instructional lab and classroom support, strategic web development support, network, telephone, etc.

Governance

In the model, governance is organized into three layers:

  • Strategic governance
  • Operational governance
  • Technical governance

Strategic Governance would be concerned with ensuring that IT remained aligned and responsive to overall UCSC campus priorities and needs.

Technical Governance would focus on ensuring that the integrity of UCSC standards and IT architectures would be applied, preserved and evolved in a practical manner.

Operational Governance would be concerned with the task of making sure IT resource allocation and IT portfolio decisions remain congruent with strategic governance needs, serve the needs of divisions and units. This function would also ensure that major operational IT issues are escalated appropriately.