Training and Support Initiatives
Part 1 Establish a campuswide technology literacy program to bring students, faculty, and staff to a basic
skill level.
Part 2 Increase IT staff career development opportunities.
Part 3 Increase technical support and training for faculty teaching and research.
Part 4 Enhance user support on campus.
Campus Technology Literacy Actions
 Define the difference between information literacy and computer literacy and determine an appropriate focus for support.
Unify the scattershot approach and establish a comprehensive and consistent way to bring members of the university community to the technology level needed for their jobs. Address the larger underlying issue around core competency and the need to rewrite job descriptions.
Begin a collaboration among Human Resources, the Office of the CIO, and possibly University Libraries to provide standard, 24/7 online training that includes basic office applications and security issues.
Emphasize partnerships and collaboration across colleges and departments to provide basic training for workers with little computer familiarity.
Determine if OIT should continue or grow the computer short courses, using the CIO stakeholders for input about faculty / staff training needs. If continued, raise awareness of the courses within the campus community.
IT Staff Career Development Actions
Formally establish a work group, with the involvement of the CIOÕs Human Resources director, to develop an IT training and career development plan, and continue IT-wide discussions across the university and technology areas.
Capture and grow the expertise on campus by giving staff a career path within the institution. Find ownership and funding for the process. Begin small with a framework and a volunteer subset of the CIO stakeholders group; involve OSU Human Resources, which must address the changes needed.
Develop a leadership program specific to IT that combines Leading Edge and CIC leadership programs and is easy to deliver to a variety of people.
Leverage the universityÕs size to negotiate competitive pricing for technology training on campus.
Faculty Support Actions
Ensure that faculty knows about pool classroom resources and how to use the technology; provide training on specific hardware models, working through TELR and Faculty & TA Development.
Better integrate the management of departmental and pool classroom resources and publicize to faculty. Devise incentives for faculty to attend training on technology resources and classrooms.
Standardize the technology platforms as much as possible, so that all of the technology classrooms, and locally managed spaces have a common look and feel.
Bridge the gap between the universityÕs current classroom technology and what faculty actually need for instruction.
Explore the use of Carmen as an instructional tool for self- guided faculty training, as was done for Institutional Data Policy training. Courses could cover research software, security standards, office administration, scheduling, and spreadsheets.
User Support Actions
Define multiple service models for support, such as full service, assisted self-service, unassisted, and partnership service. To control costs and maximize benefits, associate a fee with full service or provide incentives for self-service.
Continue OITÕs process to improve support for college and department IT staff and their end users with changes such as: creating a web site or portal and/or specialized phone numbers so college and departmental IT staff and departmental network administrators (DNAs) can obtain up-to-date information and communicate with each other; sharing 8help trouble alerts and incident and problem management reports; and consolidating walk-in services in Central Classrooms.
Continue exploring ways to extend Remedy to other departments by inviting DNAs to use Remedy and by seamlessly passing Remedy tickets on to them.
Scale up Remedy and the bandwidth needed to enable centralized support and issue tracking for business sponsors and initiatives such as the Student Information System (SIS).
Explore the Remedy Service Desk module for multiple tenants or licenses, which could be units, colleges, or departments, and study how other universities are doing it; continue involvement with the Medical Center and OSCNet to share onsite advanced Remedy training.
Conduct a skills inventory for college and departmental IT staff and address the gaps through training.
Adapt OITÕs staff technical training program for other departments that must train their own technical staff.
Explore ways to bring new campus DNAs up to speed on OSUÕs technology processes and best practices, for example, by introducing them to the staff of the Office of the CIO and OIT.
Formalize a process to make better use of expertise on campus, for example, using a common site and software such as SharePoint, a wiki, or a blog to provide topic-specific resources to which people can contribute and that can be modified.
Encourage faculty and staff to network and meet with those in other areas with expertise, for example, by crossing the working groups of different colleges or attending gatherings such as the PlanIT Refresh and CIO Stakeholder meetings. Capitalize on the timing of President GeeÕs six strategic goals to work across silos and organizations.
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