The following is an in-progress work of the CSS management team. We have brainstormed large areas that thematically, or in terms of specific goals, need further work and definition. We think that an interesting model is UVA's model of foundational documents for specific areas of development or concern http://www.itc.virginia.edu/org/reports/
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- develop individual role definitions
- create CSS Leaders group
- provide cross training between staff
- focus on succession planning
- prioritize staff retention
- increase staff professional development and related knowledge sharing
CSS Process Integration
Resource planning and allocation are part of our daily work. Priorities shift and we need to have strong processes and communication across CSS and IS&T in order to accomodate changes in service needs. In addition, the tools we use to execute these processes need to be able to "talk to one and other", so to speak. If the processes are isolated, the result will be a lack of understanding and inability to work towards common goals.
- create cohesion between teams and functions
- revamp of metrics and business processes
- ticketing tool evaluation and integration
- Look look at other tools that will reduce manual or redundant work
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