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Recently, the University of North Texas Computing Center developed a Support Services Initiative to improve its customer service. The objectives of fhis inifiafive include clarifying and streamlining how users can obtain support, and improving coordination among staff in resolving user problems. From the beginning, it was recognized that such an initiative slzould involve all areas of the Computing Center. A Support Seruices Team made up of s fafffiom the Center’s various units was formed to develop and implement this initiative. The Team created a new Support Services Information Desk that provides a service information hub for all Computing Cenfer units. Functions include telephone and walk-in support, software distribution, trouble-call dispatching, and system monitoring. The Information Desk area is st@ed with afull-time professional supervisor and hourly student employees. In addition, professional sfrzflfiom the Center’s various units serve on a rotating basis. Training for information Desk employees on the various supported systems is provided by professional stafffrom fhe Center’s units and is builf into fhe group’s weekly schedule. The Information Desk reports jointly to fhe Senior Dirtxfor of Academic Computing and the Director of Network and Microcomputer Services, two areas with high volumes of customer requests for assistance. Currently, the Support Services Team is implementing an automated tracking system to support the customer service function. The University as a zuhole is moving toward a two-tier supporf sfrucfure wifh the Supporf Services Informafion Desk as the linkage between tiers. The Support Services Initiative has done much to improzlc computing support prozliding by the LINT computing Center. Its cross-organizational reporting structure and team approach are key elements to its success. Broad participation of and commitment by members of all areas of the Computing Center ensure that resources arefocused on the single most important issue facing us-meeting user needs.

Providing user services with cross-organizational cooperation