Case Study: Integrated Services

McGill University

Case Study: Integrated Services

McGill University(Service Point and the Welcome Centre)

One year after implementation Effective Leadership in Difficult TimesEffective Leadership in Difficult Times

K. Massey, J. Younan, R. VadivelOctober 2011, ISSP

Context:

• 17th in the world (QS World Rankings)17 in the world (QS World Rankings) • Located in Montreal• Publicly funded research intensive• Publicly funded, research intensive, student‐centred University

• 7500 staff and faculty (some unionized)• 7500 staff and faculty (some unionized)• 36,000 students20% i t ti l• 20% international

• 19% graduate (excl profession programs)

McGill’s Service Point and Welcome Centre

List of integrated servicesg� Service Point: Admissions, registration, student accounts, ID cards, international health cards, , , ,decisions re: requests for exam deferrals, supplemental exams, program registration, fee status changes (immigration documentation g ( getc), US loan pick‐up, diplomas, transcripts, etc 

�Welcome Centre: Campus tours (graduate and�Welcome Centre: Campus tours (graduate and undergraduate), prospective student queries, exchange and study away advising for current students admission information sessionsstudents, admission information sessions, university for a day program, virtual campus tour support 

Integrated Services:Integrated Services:From here….

to there and beyond… to there, and beyond…

Kotter’s 8 Step Model for ChangeKotter s 8 Step Model for Change 

① Create a sense of urgency① C eate a se se o u ge cy② Build a coalition of committed change 

leaders③ Develop a vision for change④ Communicate the vision⑤ Remove obstacles⑥ Achieve short term wins⑥

⑦ Build on the change⑧ Anchor the change in culture⑧ Anchor the change in culture

Engage others by listening; be open to new ways of thinking

• Adam Kahane:Adam Kahane:– Systematic

Participative– Participative– Emergent

Th H Di• Thomas Homer‐Dixon“…develop a “prospective mind,” a mind not fixed on the status quo, one that instead is “comfortable with constant change, radical surprise, even breakdown…and must constantly anticipate a wide variety of futures. With a prospective mind, we’re better able to turn surprise and breakdown, when they happen, to our advantage.” (in Boyce, Shambhala Sun)Shambhala Sun)

The opportunitiesThe opportunities

• Strategic alignment: Principal’s TaskStrategic alignment: Principal s Task Force on Student Life and Learning

• Champions among the community• Champions among the community

• Students were vocal about the service blproblems

• Commitment to improve existed among some key people

• Technologygy

The initial difficultiesThe initial difficulties

• Financially difficult timesFinancially difficult times

• Complexity

i ( d S l )• Buy‐in (partners and ES employees)

• Space

Budget: Banding together to weather the storm

http://publications.mcgill.ca/reporter/2009/02/banding‐together‐g gto‐weather‐the‐storm/

Financial commitment to investFinancial commitment to invest

• Although there were operational budgetAlthough there were operational budget cuts of between 1.5% and 3% every year, the University committed $4 9 millionthe University committed $4.9 million capital funding to the project

• Our job is to work with Development to• Our job is to work with Development to fundraise to off‐set that investment

Project GoalsProject Goals• Enhance the student experience:  

By reducing run‐around and improve quality of services 

• Create cohesive services in a prominent place in the heart of campus 

• Support and empower our employees:By providing intensive professional development to make discretionary decisions on the front line 

Service GoalsService Goals• Enhance online services by leveraging technologytechnology 

• Improve quality of in‐person services • Integration and one‐stop: Integration and one stop:  

A single contact for a wider range of services for studentsIntegrated, logical suite of servicesProfessional development for staff 

• Discretionary decision‐making for frontline employees

The need (and alignment): The Principal’s fTask Force on Student Life and Learning

The urgency (case for change):The urgency (case for change):“…obstacles for students [that] are summed up in complaints of excessivesummed up in complaints of excessive bureaucracy and red tape.”

“…unevenness in the service orientation of…unevenness in the service orientation of   members of the University staff in their dealings with students.”

“…abundance and complexity of University regulations. 

Principal’s Task Force ‐ VisionPrincipal s Task Force  Vision• “…set the stage for a stimulating, enjoyable and fulfilling learning  experience for our students, with services and administrative processes that are effective, efficient and, most importantly, student‐oriented.”

• “…idea of a single point of contact for students attempting to solve problems.  In 

hi ill bi isome cases, this will mean combining services and making them available in one h i l l ti ”physical location.”

The Dream – painting the pictureThe Dream  painting the picture

Change leaders and championsChange leaders and champions

• Principal Provost Deputy ProvostPrincipal, Provost, Deputy Provost

• Plus a team of specifically chosen people from key student service areasfrom key student service areas

• Plus a change‐oriented project manager

• And, colleagues in units from which support would be necessary (HR, IT)

And construction begins!.. And construction begins!

And construction begins!.. And construction begins!

CommunicateCommunicate

• http://wwwmcgill ca/integratedserviceshttp://www.mcgill.ca/integratedservices

• Service Round Tables

S ll i• Small team meetings

• Website & Pictures

• Engagement in business process review

• Informal interactionsInformal interactions

TrustTrust 

• Be transparent about goals (change, p g ( g ,improvement, building on success)

• Communicate• LISTEN well and take action• Tell them what you did M k it t d k th• Make commitments and keep them

• Support through transition (information, resume interviewing skills workshops one‐resume interviewing skills workshops, oneon‐one conversations)

• Acknowledge achievements of legacy world

Trust – Published Staffing Principles

Every permanent employee will have a position in the new organization.We value the contributions and commitment of our colleagues and will continueWe value the contributions and commitment of our colleagues and will continue 

to consult and communicate with staff throughout the implementation of our new organization.We recognize that our new organization represents significant change in our 

ki i d id h hcurrent working practices and encourage everyone to consider how they can contribute to this new organization.We are committed to treating staff respectfully, reasonably, fairly and equitably 

throughout our change process.g g pFor any new positions created, the best qualified candidates will be selected, 

based on education, relevant experience, and qualifying skills and abilities.The applicable policies and the Collective Agreement will be respected.We will ensure that every staff member will receive written confirmation of anyWe will ensure that every staff member will receive written confirmation of any 

change which affects them.We will continue to provide to our staff information about the project in a clear, 

forthright and transparent manner.

http://www.mcgill.ca/integratedservices/staffing/

Trust – Published Staffing Principles

Building Awareness and Recognition

• Official openingOfficial opening

• Hosting alumni board of governors’ meetingsmeetings

• Many media stories

• Student contest (to create the logo)

Building Partnerships and Leveraging Campus Expertise

• This project was successful due to its wide ranging partnerships:– IT– HR– Graduate and Postdoctoral Studies– The Faculties of Arts and Science– Student Services (international student services)– Food Services– Security– Facilities and Planningg– Libraries– Public Affairs and Media Relations– Student Accounts (VP Finance and Admin)Student Accounts (VP Finance and Admin)

Why use on campus expertise?Why use on campus expertise?

• Resources tightResources tight

• Sustainability

d k l d fi• Tremendous knowledge at your finger tips

• Long‐term view of community‐building

How?How?

• Create your IT wish list (the business needs toCreate your IT wish list (the business needs to be addressed) and dialogue with IT about existing licensed software options (for McGill: HEAT, Talisma Knowledge Base, Call Centre Anywhere, Qnomy, etc)

• Map out HR plan (organizational diagrams, aspirational service statements etc) and consult HR on possibilities for supportconsult HR on possibilities for support

MeasurementMeasurement

• Started counting before the project byStarted counting before the project by implementing queuing software (Qnomy) 

• Effectiveness metrics determined using final recommendations (Task Force) e.g. run‐around (student surveys); also volume of demand and response metrics

• Suggestion box• Regular feedback of staff

Use Metrics toUse Metrics to

• Plan year over year and week to weekPlan year over year and week to week staffing levels; project service demand

• Improve services (e g Enrolment• Improve services (e.g. Enrolment Confirmations – our largest volume area of demand now online)of demand – now online)

• Evaluate effectiveness

The new space (June 2010)The new space (June 2010)

This year’s leadership challenges?This year s leadership challenges?

http://www.youtube.com/watch?v=R28gVwIxC2I&feature=related

Support Staff StrikeSupport Staff Strike

• Started September 1 2011Started September 1, 2011

• Ongoing as of September 30th

% f h l i l• 45% of the employees in Enrolment Services (nearly 50 people) on the picket li d 1 f llines on day 1 of classes

• Contingency plans:– Phase 1 plans were ready (ie. initial rush)– Phase 2 plans TBA (ie. prolonged period)

And then at 5:45pm onAnd then, at 5:45pm on September 8th….p

http://www.youtube.com/watch?v=Hbohjx7Dw4Y

How have we coped?How have we coped?

• The strike and the flood hit at the busiestThe strike and the flood hit at the busiest time of the year. No office closures.– Service metrics Sept 1 26 2011 (18 business– Service metrics Sept 1‐26, 2011 (18 business days):• Modified hours: 10am to 4pmModified hours: 10am to 4pm

• Phones: 5908 calls• Emails: 4149 answered

• In‐person: 7281 served• Avg. interactions/business day: 963

We took the long‐term viewWe took the long term view

• Community of practice has becomeCommunity of practice has become community of support – three year investment in building trust, y g ,collaboratively realizing the vision, and team‐work has led to coping well with challengeschallenges

• Commitment to excellent service and collaboration – evidence of changes beingcollaboration  evidence of changes being anchored in culture

• Plans for Phase 2

What do the students say?What do the students say?

• "I am a second year student and it was veryI am a second year student and it was very different last year. I had to wait in long lines, and it wasn't very organized. On the other hand, this year it is quick, and very well placed. Really like the design of the new building. D 't h l i t ”Don't have any complaints.”

• "It is fantastic that all the paperwork can be done in one place Super efficient system Staffdone in one place. Super efficient system.  Staff know what you need. Zero attitude. So refreshing...”refreshing...

Questions?Questions?

ResourcesResources

1 McGill University: http://wwwmcgill ca/1. McGill University: http://www.mcgill.ca/2. McGill at‐a‐glance: http://www.mcgill.ca/at‐a‐glance/3. Principal’s Task Force on Student Life and Learning: 

http://www.mcgill.ca/principal/focus/p // g /p p / /4. Integrated Services project site: http://www.mcgill.ca/integratedservices/5. Staffing commitment: http://www.mcgill.ca/integratedservices/6. ARUCC Presentation (June 2010): 

http://www.mcgill.ca/integratedservices/arucc/presenation/