Internal Operating Processes | 59
Jayson Maynard, Service Desk Agent assisting a student
2. Enhance the overall website user experience and ensure that the University’s diverse audiences are able to access the information they seek. 3. Improve existing natural search traffic and ranking performance. 4. Ensure optimal website accessibility on all major browsers and device types. 5. Effectively leverage this key web asset as a recruitment tool and amplify critical elements of our unique value propositions and development priorities. CAMPUS IT SERVICES (CITS) – ENABLING ONLINE OPERATIONS The year under review saw the world continue to be disrupted by the COVID-19 pandemic. This required continued reliance on technology to enable the campus to continue to deliver its services to students, faculty, and staff. Upon entering the second online academic year in online pandemic conditions, CITS sought to address our most critical areas including identifying the online support for students on our eLearning platform which was critical. The response was to restructure our organisation with the purpose to support students and faculty in various technical issues related to accessing services that enabled teaching and learning.
The focus of the team was to provide fast responses to student queries especially those that appeared via our online chat channel, with issues related to connecting to eLearning, accessing content, and reaching services as students engaged in online learning and assessments. The department continues to work on refining these services and the intention is to staff this team with trained Learning Support Specialists working closely with our partner unit, the Centre for Excellence in Teaching and Learning (CETL).
Responding to Supply Chain Issues Timely Acquisitions
The COVID-19 pandemic caused a disruption of supply chains and manufacturing the world over. Manufacturers of computer chips in Asia were especially hard hit. This resulted in the scarcity of computers and accessories from our direct supply channels through Dell Latin America. This created a very uncomfortable situation where the depart- ment could not replace the ageing desktop stock promptly. The local vendor environment was scanned, after which meetings were had with several vendors to determine what stock they had to accommodate the Campus. While making these negotiations, it was realised that there was value in getting the desktops from a local vendor with preferential reseller status with Dell, based on their high volumes.
THE UNIVERSITY OF THE WEST INDIES CAVE HILL CAMPUS ANNUAL REPORT TO COUNCIL 2021/2022
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