Transforming Higher Education Student Integrated Services (THESIS)
Condensed Summary Report
Presented to the UMS Functional Staff June 15, 2005
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The work performed by the THESIS team is supported by University of Maine System’s (UMS) Strategic Plan
Strategic Direction 7 - Centralize the System’s business/administrative functions, where appropriate, in order to leverage resources and increase effectiveness of service throughout the System.
GOALSThe Strategy #7 Committee’s goals, as outlined in the Strategic Plan, are to: • Support and enhance ERP infrastructures that will allow for greater centralization;• Coordinate information technology operations where appropriate;• Consolidate the systems for shared services (i.e., business services);• Create a more coordinated approach to human resources; and• Directly coordinate some of the admissions and financial aid, bursar, and loan collections processing systems.
APPROACHES In order to achieve these objectives, the Strategy #7 Committee should focus on three major areas:• System-wide Services: assessing/centralizing services, where appropriate, in four major areas:
student administrativedeveloping and maximizing the use of integrated technology systemsbusiness serviceshuman resource services
• Workforce Management: retraining and re-deploying employees to higher priority positions within the workforce, attrition management, retirement incentives, and related programs• Other areas may be identified as work progresses
OUTCOMESIn order to achieve the goals and objectives of implementation planning, it is necessary to employ an action-oriented and results-focused methodology for committee work. This methodology, called SMART, will lead to coherent, focused, effective outcomes. SMART is an acronym for the common characteristics of obtainable objectives. They are: Specific, Measurable, Aggressive-Achievable-Agreed to, Reasonable, and Time-bound.
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University of Maine System Vision for the Transformation of Student Services
Our vision is to deliver high quality, innovative and integrated student services throughout the University of Maine System that enhance the student’s total educational experience and lifelong relationship with
the University. To achieve this vision we will:
Help students help themselves;
Deliver consistently high quality -- timely, accurate and courteous -- service at all times;
Remove campus and functional barriers to effectively meet student needs;
Design cost effective processes that are more efficient for students, staff and faculty;
Maximize the use of technology to deliver student services; and
Continually evaluate and improve our services.
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The scope of this project will focus on UMS’ Student Services Organization
Those elements in the following functions that touch the student will be redesigned into a system wide organization that has three design principles: improve service to the student customer, efficiency in processing “back office processing*”, and deep subject matter expertise:
Admissions (including undergraduate; excluding graduate, international, law school)
Registration and Student Records
Financial Aid
Bursar
Advising
Loan collections “Front Line” student service at the University level (e.g. One Stop at the university, hybrid model, or today’s structure)
The organization being developed will focus on the integration of people, process, and technology
Supports universities system wide
Defines distinct roles and responsibilities, teams organized into an overall organization
Implement effective initial and ongoing cross-training and communications for the new organization After the redesign phase, other phases of implementation may also benefit from the
team members participating in the execution of the implementation plan*Back office processing – processes and transactions which support the delivery of
student services, but are transparent to the student
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The THESIS team examined the data gathering of SSTP and validated our work with validation workshops attended by students, faculty and staff
Executives 15
Students 81
Staff 111
Total 207
University Faculty Students Staff
UMA 17 9 21
UMF 12 10 18
UMFK 17 15 39
UM 8 6 40
UMM 10 2 16
USM 5 8 23
UMPI 11 16 22
UC * 13 15
Sub Total 80 79 194
Total - 353
SSTP Interviews and Focus Group Attendees
THESIS Validation Workshop Attendees
* Represented by all 7 universities
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Draft To-Be Admissions Process
The goal of this new design is to: Facilitate a system-wide recruitment strategy for promoting the
UMS to rising high school seniors and other eligible student groups, e.g. community college transfers, adult learners, workforce re-trainees
Capture admissions data at the point of entry to allow for accurate and easily accessible admissions information Imaging of paper applications and supporting documents
Greater emphasis on e-application
Provide all students with an e-application option to significantly reduce the need for redundant applications; Paper applications will still be supported
The Center will provide support to the Universities in communicating with prospective students
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AdmissionsDraft Mid-Level TO-BE Process Location Map
UNIVERSITY
CENTRAL
IdentifyProspective
Students
DevelopRecruitment &
MarketingPublications
CommunicateWith
ProspectiveStudents
BuildApplicant
File
Develop system wide search strategy (UMS)
Determine UMS target markets (UMS)
Purchase university-specific lists (U)
Establish complementary marketing strategies, branding and image for UMS (UMS)
Develop UMS Publications (UMS)
Develop university specific marketing strategy & design elements (U)
Develop university specific publications (U)
Define University specific communications campaigns –mailings, emails, telecounseling (U)
Publish web campaigns (UMS) Communicate with university
specific admissions prospects (e.g. out-of-state college fairs, workshops, high school visits) (U)
University conducts local campaign (U)
Represent UMS at targeted tertiary recruitment events (UMS)
Purchase agreed upon lists (C)
Execute university specific campaigns –mailings, emails, telecounseling (C)
Build the applicant file (C) Process fees (C) Request/assemble required
documents (C) Image all documents (C)
Step 1 Step 2 Step 3 Step 4
Capability to process, image and perform data / document management of applications locally as needed (U)
• U – denotes University Staff, Faculty & Department
• UMS – denotes the Univ. of Maine System in collaboration with the Universities
• S – denotes Students• C – denotes Central
• U – denotes University Staff, Faculty & Department
• UMS – denotes the Univ. of Maine System in collaboration with the Universities
• S – denotes Students• C – denotes Central
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AdmissionsDraft Mid-Level TO-BE Process Location Map (Cont.)
Render decision on application (accept, deny, defer, hold for more information, redirect to an alternate major or UMS program or university) (U)
Make merit scholarship decisions that are within the purview of the university admissions office. (U)
Generate appropriate decision letter including enclosures (denies include information on internal referral service) (C)
Follow-up, ongoing communications with new admits (C)
UNIVERSITY
CENTRAL
MakeAdmissions
Decision
Conduct, for accepted students post-admission communications and yield activities (U)
Option to print acceptance letters locally (U)
On-going yield activities (U)
Step 6 Step 7
Notify ApplicantReview
Applicant File
Run reports to look at applicant pool (U)
Review application for admissions (U)
Step 5
Provide and maintain tools to support Universities (C)
• U – denotes University Staff, Faculty & Department
• UMS – denotes the Univ. of Maine System in collaboration with the Universities
• S – denotes Students• C – denotes Central
• U – denotes University Staff, Faculty & Department
• UMS – denotes the Univ. of Maine System in collaboration with the Universities
• S – denotes Students• C – denotes Central
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AdmissionsDraft Mid-Level TO-BE Process Location Map (Cont.)
UNIVERSITY
CENTRAL Send letter of withdrawal
to non responders Process non-responders
based on university-defined rules (C)
ProcessStudents
Response toDecision
Prepare FilesMatriculation
and/orDeactivation
Receive and document student decision (C)
Generate letter of acknowledgement (C)
Request and process final documents for matriculation (C)
Generate and mail (EFT) deposit refunds (C)
Review and approve/deny individual requests for deposit refunds and waivers (U)
On-going yield activities (U)
GenerateReports
And Surveys
Generate University specific reports based on applicant pool (U)
Generate UMS specific reports based on applicant pool (C)
Step 8 Step 9 Step 10
Universities definecriteria for communication with non-responders (U)
OngoingCommunications
w/students
Ongoing communications with students, parents, counselors as necessary (U)
Ongoing communications as necessary (C)
Step 11
• U – denotes University Staff, Faculty & Department
• UMS – denotes the Univ. of Maine System in collaboration with the Universities
• S – denotes Students• C – denotes Central
• U – denotes University Staff, Faculty & Department
• UMS – denotes the Univ. of Maine System in collaboration with the Universities
• S – denotes Students• C – denotes Central
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Draft To-Be Admissions Process Highlights
Collaboration on centralized purchase of search lists will allow the costs to be shared, rather than borne solely, by each participating university Universities still retain option to purchase additional lists for specific recruitment campaigns.
Electronic applicant files including imaged transcripts and other documents will be utilized; Paper applications will continue to be available
Marketing strategies, follow-up, admission decisions, recruiting opportunities and deposit refund/waivers are retained at the university level, thus maintaining autonomy and opportunity for unique university development
Recruitment campaigns and communications with inquiries, applicants, and acceptances are conceptualized and drafted at the university level with data systems maintained centrally All other activities that maximize marketing impact will be performed at the university level
Complementary marketing by the UMS, greatly expands the reach of the UMS (and subsequently, each university) beyond traditional market areas
Process review focused on the undergraduate processes. Graduate and international processes require more investigation.
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Draft To-Be Advising Process
The goal of this new design is to: Improve the Advising Process through touch points with technology:
PeopleSoft/Legacy
Web-Portal
E-portfolio
Virtual Advising Centers Increase awareness that the Registration Authorization Number (RAN) is a
prompt to facilitate advising meetings, not just a “stamp” in the process Emphasize the holistic nature of advising as opposed to meetings to simply
select courses The teaching/learning relationship of advising
Advising’s critical role in retention through to graduation
Improve advising relationships; increase student/advisor satisfaction Greater access to improved technology will support advising as a face to face
activity Address the disconnect between student and faculty expectations of advising
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AdvisingDraft Mid-Level TO-BE Process Map
Identify Advisors (U) – list of eligible advisors available online
Develop and organize training materials (U) – access to online training materials
Train advisors (U) – degree audit tool, electronic student record
Assign advisors to new degree candidates (U) – online access to list of degree candidates and qualified advisors
Assist students with changes to major/advisor (U)
UNIVERSITY
CENTRAL
Identifyand educate
Advisors
AssignReassignAdvisors
ConductOrientation
and/or Initialregistration
Prepare for and conduct multiple sessions (U)
STEP 1 STEP 2 STEP 3
Provide access to advising tools (e.g. appropriate level of PeopleSoft access) (C)
Develop some advising training materials (e.g. electronic advising tools tutorial) (C)
Coordinate assessment instruments (U) – online access to assessment tools
Determine assessment needs (U)
Administer assessment & update student record (U)
Assist students/advisors with the interpretation of assessments, make referrals (U)
Utilize e-portfolio to document assessment results
ConductAssessment ofStudent Skills
Interests
STEP 4
Coordinate access to assessment tools (c)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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AdvisingDraft Mid-Level TO-BE Process Map (Cont.)
UNIVERSITY
CENTRAL
Support accountability by monitoring student to advisor contact (U) Assist in resolving advisor/advisee conflicts (U) Conduct degree audits (U) Identify and report on at risk students (U) Plan and implement interventions Encourage participation in alternative academic experiences Facilitate post graduate advising Provide referrals Produce graduation certification Updated student record available online Utilize e-portfolio to document advising sessions, co-curricular
activities, etc.
ConductOngoing Advising
Monitor Student Progress
Determine a particular student’s short-term needs, respond to “what if” scenarios (U primary) – capture students visits online (security included)
Assist students with course selection/registration (U) Face-to-face advising is valued and will be encouraged
(U) Assist students/advisors in resolving registration
problems (U) Facilitate student/advisor relationship-Teach students
the importance of the advising relationship (U) – student advising web page, university advising page
Updated student record available online Utilize e-portfolio to document advising sessions
Responding to “what if” scenarios (C for multi campus students) – capture students visits online (security included)
Make referrals to campus advising when appropriate
STEP 5 STEP 6
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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To-Be Advising Process Highlights Many of the highlights from other processes could be beneficial to Advising
Consistent add/drop rules for universities Coordination and maintenance of the transfer credit matrix New on-line tools (e.g. PeopleSoft) will assist with the management of student records,
class lists, grade books and advising Advising “touch points” with technology - on-line tools for advising can
assist advisors and students An electronic portal that would take students to “virtual advising centers” will help us
organize and disseminate important advising information for students An electronic portal for advising updates may facilitate initial and on-going advisor education E-portfolio can help advisors document student sessions, track student progress and help
students document their experience “Front Line” student services at the University level (e.g. One-Stop Center,
hybrid model, or today’s structure, including advising services) may alleviate some advising pressure for both students and advisors by providing triage e.g. answering routine questions and referring to faculty advisors as needed, perhaps even
making appointments for students with their faculty advisors
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Draft To-Be Registration and Student Records Process Design Goals
The goal of the this new design is to: Provide self-service benefits for students, staff and faculty through
the use of personal portals which provide comprehensive access to tools and resources (PeopleSoft)
Accurate and up-to-date information
Improve efficiency Improve student services and satisfaction
Reduce repetitive tasks for staff so that they can devote their time to higher quality interaction with students
Create seamless processes that eliminate runaround and points of confusion
One-stop service face-to-face or via phone, with expertise at both university and center
Complexities should be invisible to student Encourage common registration policies across universities in order
to gain efficiency and reduce confusion for students, staff and faculty
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Registration and Student RecordsDraft Mid-Level TO-BE Process Location Map
• Authorized course file form approved by curriculum committee & department (U)
• Review form for consistency (U)
• Build Course File (C)• Notify all system transfer
officers of changes (C)• Notify degree auditors of
changes (C)
• Roll previous like term & enter data for the term section file (U)
• Build term section files. (U)• Schedule classrooms (U)• University will have the
ability to perform on demand printing from web-based electronic class schedule (U)
• Publish electronic course schedules (C)
• Coordinate printing to facilitate economy and scale (C)
• Coordinate common publishing date for all Universities (C)
UNIVERSITY
CENTRAL• Evaluate Preliminary
Student File (C)• Produce & Distribute
RANS(C)• Determine Registration
Appointments (C)• Ongoing Maintenance
(C)
• Registration intervention for exceptions (e.g. overrides, prerequisites, withdrawals / cancellations) (U)
• Self Register (S)
• Enter Grades (U)
• Notify faculty of grade entry deadline Window for entering initial semester grades has to be wide enough to accommodate late papers (& make-ups) from ITV sites (C)
Build theAuthorized
Course File
Build TermSection File
Validate StudentReadiness
RegisterStudents
GradeStudents
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
• Assumes local university capability and responsibility for determining registration appointment rules. (U)
• Technological tools for greater control, e.g. repeat course block/flag, enrollment block after two weeks, prerequisite block, limiting courses to eligible students, absolute hold enforcement, tracking cert students, building workflow.
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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Registration and Student RecordsDraft Mid-Level TO-BE Process Location Map (Cont.)
• Universities provide Academic Actions criteria to Center (U)
• University will make decisions regarding Academic Actions (U)
• Address probation, suspension and dismissal appeals (U)
UNIVERSITY
CENTRAL
• Produce and distribute academic actions list (C)
• Process academic actions & update student data file (C)
• Process Deans List President’s List, Notifications Letters (C)
• Student File Maintenance – Change of Name, ID (U)
• Student File Maintenance – Change of student address, phone number (S)
• Change Academic History – grades (U)• Change of Academic Status (U)• Capability to distribute official &
unofficial transcripts (U)• Capability to verify Enrollment (U)
• Distribute official & unofficial transcripts (C)• Verify enrollment (C)• Student file maintenance – Change of
student address, phone number (C)• Change of academic status (C)
• Universities will certify graduation requirements have been met. (U)
• University will provide input for Degree Audit information in a timely manner (U)
• Prepare Commencement Program (U)• Prepare diploma (on an exception basis),
if technology allows it (U)
• Center will manage Degree Audit information for completeness and timeliness (C)
• Prepare & distribute graduate certification material (C)
• Process and print diploma (C)
ProcessAcademicActionsIterative
ManageAcademicRecords
GraduateStudents
STEP 6 STEP 7 STEP 8
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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Registration and Student RecordsDraft Mid-Level TO-BE Process Location Map (Cont.)
• Equivalency information is determined at the University (U)
• Iterations for CLEP, AP (U)• Transfer exceptions to rules (e.g.
overriding of prerequisites)• Notify students of transcript analysis
(U)
• Equivalency matrix is maintained at the Center (C)
• Evaluate & post external transcript information (C)
• Iterations for International transcripts, Prior Learning (C)
• Notify students of transcript analysis (C)
• Generate Various Reports (C)•National Student Clearinghouse reporting•Official UMS enrollment reports and summaries
•Common data set and various college surveys
•Miscellaneous lists and reports, e.g. departments want major lists, labels, etc.
Transfer Evaluations
Generate Reports &
Other activities
STEP 9 STEP 10
• Outreach activities (U)• Generate miscellaneous lists and reports (U)
UNIVERSITY
CENTRAL
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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Draft To-Be Registration and Student Records Overall Considerations
Standardize language so that multiple summer sessions are part of a single summer semester
Publish offerings sooner so students can have more advanced notice
Recommend that common start dates and common add/drop period for Summer, Fall and Spring be used so that we can work toward the common application of common policies. We agree that this could be difficult to accomplish Develop two options to allow for winter terms and subsequent spring term start dates
Non-matriculated students are supported by the same structures as matriculated students, with the exception of major-specific services
An efficient process is required to handle exceptions to the degree audit and transfer processes
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Draft To-Be Registration and Student Records Process Highlights
Student self-service tools will be improved and students will actively be encouraged to use them as their primary source of information
Registration processes that touch the student and are performed centrally will still be able to be performed at the university level (for example transcript requests, enrollment verification and transfer evaluation). Students who seek direct University intervention will not be turned away.
Consistent add drop rules and start dates for universities will simplify the registration process for students and faculty Develop two options to allow for winter terms and subsequent spring term start dates
Determination of transfer credit equivalency will occur at the University level, and be forwarded to the Center for actual processing
New online tools will assist with the management of student records, classlists, gradebooks and advising
Creation of the final exam schedule when course file is created will support an efficient registration process
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Draft To-Be Financial Aid Process
The goal of the this new design is to: Provide comprehensive, consistent, high-quality financial aid information and service to
UMS students and parents
Develop common financial aid procedures across UMS Universities while maintaining institutional autonomy and complying with all federal, state, UMS and University regulations and policies
Create a holistic approach to financial aid advising at Universities
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Financial Aid – Draft TO-BE Mid-Level Process Location Map
Validate Software Upgrade (C) Perform Periodic upgrades
(varies, multiple times a year), changes in regulations, minor changes (C)
Perform Web DSIS maintenance required, year to year screen and language updates (C)
Perform required IVR and OPTIX System maintenance (C)
UNIVERSITY
CENTRAL
Install RegulationsLoad ISIRs and
Budget Elements
Request, Receive and Process
Documents from Applicants
STEP 1 STEP 2 STEP 3
Research indirect costs for each university’s geographic location (C)
Determine timeline for creation of requirements.
Design information request forms (C)
Load ISIRs on university files (C) Assign grouping code and identify
edit problems (C)
Initiate process to request documents from individual students from each university (C)
Enter receipt of each university applicant’s documents into Financier (C)
Scan and image documents for university viewing (C) Verify and enter information from documents (C) Manage incomplete information from students and parents. (C) Run process to verify and overlay data for each of the
universities (C) Send individual university corrections records to feds (C) File,
store all documents in a secure site, insuring accessibility for five years per federal regulations. (C)
For each University, perform information management for all application documents both hardcopy and electronic. (C)
Develop cost of attendance budget, specific to university, undergrad vs. grad, specific to major if differential tuition rates. (U)
Create common, consistent application requirements (U)
Enter receipt of each university applicant’s documents into Financier (U for walk-in)
Scan and image documents for university viewing (U for walk-in) Verify and enter information from documents (U for walk-in) Manage incomplete information from students and parents. (U for
walk-in)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.)
UNIVERSITY
CENTRAL Develop tools for software to simulate, establish and
monitor award parameters.
Establish Award Parameters
Award (Initial and Adjustments) and Notify Students
STEP 4 STEP 5
Submit program to award students and provide report to University. (C)
Pull employee and dependent waiver eligibility from HR (C) Notify students via paper award letter or email (C) Receive and enter information from award letter and other
sources (C)
Determine the federal, state and institutional funds available (U)
Create specific award formulas for various student populations (U)
Manage ongoing exceptions (athletes, selected specific groups) (U)
Receive and enter information from award letter and other sources (U)
Adjust student record and/or award (U) Notify student via paper award letter or email (U) Determine applicants and build individual budgets based on
summer enrollment credit hours and dates of enrollment. (U) Award based on university policies and available funding (U) Monitor enrollment and adjust awards as appropriate (U)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.)
UNIVERSITY
CENTRAL
Process Loans and Perform Entrance and Exit Interviews
STEP 6
Perkins, Nursing, Institutional Loans: Send award data file to loan processing center (see Collections To-Be for details). (C) Adjust awards at institutional level. (C)
Direct Loans: Run process to determine award amount and create MPN (C) Receive and manifest signed promissory notes (C) Load acknowledgements and report transactions to DOE (C) Notify student that loan has been processed (C)
Stafford Loans: Record loan application, requested amount, lender and type of loan (C) Run program to determine student loan eligibility or manually process (C) Manage exceptions (C) Certify and originate loans (C) Load acknowledgements into Financier (C) Notify student that loan has been processed (C) Manage EFT process (C) Reconcile issues/problems (C)
Alternative Loans: Record loan application, requested amt., lender and type of loan (C) Process loan mechanically or manually (C) Notify student (C) Manage EFT process (C) Reconcile issues and problems (C)
Conduct mandatory entrance interviews (electronically or in person) (C)
University Financial Aid Staff assists in processing and has the same information as the Center staff in Direct, Stafford and Alternative Loans (U)
Conduct mandatory entrance interviews (electronically or in person) (U)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.)
UNIVERSITY
CENTRAL
Manage debt levels & default rates
Manage and Award University and
UMS Scholarships
Perform Satisfactory
Academic Progress (SAP)
Process Withdrawals
STEP 7 STEP 8 STEP 9 STEP 10
Maintain consistent, standardized SAP across Universities policy and program to monitor academic progress following federal regulations. (C)
Generate report with SAP Results and updating Financier with results (C)
Provide student with actual debt level at graduation (U)
Provide debt level counseling one-on-one for students (U)
Collect default data, monitor rates, investigate impact to university, participate in loan default activities (U)
Determine available funds (U) Advertise availability (U) Select & notify applicants
Post award & adjust other financial aid if necessary (U)
Communicate with donor, outside agency, etc. (U)
For UMS scholarships, work with appropriate universities & follow same steps (U)
Reconcile accounts (U) Create reports
Very manual process with very specific criteria for awarding and renewal. (U)
Review SAP results to ensure sensitivity to differences in academic programs.(U)
Retract aid if appropriate & notify student (U)
Receive, review & act on appeals (U)
Monitor conditional / probationary students (U)
Adjust aid for students who withdraw or leave a university after add/drop period, semester basis. (U)
Identify withdrawn students & determine date of withdrawal
Monitor timing of notification of withdrawals
Perform R2T4 calculation & adjust aid
Notify student Monitor, collect &/or refer to
Dept of Ed (UMPI) Request return of loan funds
by Business Office
Subject to legal & FERPA issues, distribute a list of all withdrawn students to all Universities (C)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.)
Perform scheduled and automated disbursement processes for each university. (C)
Provide Exception Report and distribute to University Financial Aid. (C)
UNIVERSITY
CENTRAL
Disburse FundsReporting & Compliance
Manage Special Groups of Students
STEP 11 STEP 12 STEP 13
Participate in Audits / Program Reviews Comply with all federal, state & institutional
audits (C) Ad hoc reporting (C) Complete surveys, information requests, reports
(C) Provide Universities with reporting tools and data
support
Identity, verify & code student population in Financier or PeopleSoft (C)
Resolve disbursement exceptions (U)
Perform scheduled and automated disbursement processes as necessary (U)
Perform Federally mandated annual processes. (U) FISAP
Gather information & identify applicant pool (U) Complete & submit to Dept of Education (U) Respond to federal edits
Participate in Audits / Program Reviews Comply with all federal, state & institutional
audits (U) Ad hoc reporting (U) Complete surveys, information requests, reports (U)
Establish university protocol for awarding, monitoring & tracking for special groups – i.e. Merit (U)
NCAA at UM Identify student athletes & code in Financier and PeopleSoft Send & receive athletic scholarship offers & agreements
(initial, renewal & non-renewal) Input information onto NCAA software data base Calculate & post scholarships & monitor changes Determine eligibility for summer aid Coordinate scholarship appeals Simulate aid eligibility for recruits as requested by coaches
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.)
Center may produce template language for some publications (C) University-specific brochures, flyers for a variety of populations. (C) Identify target audience & assemble appropriate information (C) Create materials (C) Distribute materials (C)
UNIVERSITY
CENTRAL
Produce Informational Publications
Manage Funds (ongoing)
STEP 14 STEP 15
Request & receive allocations/draw downs/checks – Federal and State Accounts (C)
University-specific brochures, flyers for a variety of populations. (U)
Identify target audience & assemble appropriate information (U)
Create materials (U) Distribute materials (U)
Provide fiscal oversight and reconciliation of funds at the university level. (U)
Create new funds in Financier (U) Budget individual funds & update fee codes (U) Monitor spending & reconcile accounts (U) Close/freeze appropriate accounts (U) Establish new accounts in Financial System (U) Transmit & receive data to/from appropriate funding source (U)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
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Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.)
UNIVERSITY
CENTRAL
Manage Student Employment and
FWS
Advise and Counsel (ongoing
STEP 16 STEP 17
Provide University with Financial Aid information (C)
Two categories of employment: University and Federal funds. (U) Establish and classify eligible positions (U) Create Student wage scale (U) issue authorizations, receive and process authorizations (U) Create payroll record, some universities (payroll functions) (U) Monitor earnings and over earnings (U) Bill outside organizations (U) Maintain employer contracts and agreements (U) Orient new employees (U) Track student wages in federally mandated areas (U) Resolve employment issues / problems (U)
Advise on Financial Aid (U)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
Page: 29
Draft To-Be Financial Aid Process Highlights
Development of common financial aid procedures across UMS Universities will simplify the financial aid process for students, parents, staff and University communities
Central location for receipt of all documents eliminates the need for financial aid applicants to send duplicate copies to individual UMS Universities
Automatic determination of eligibility for employee, dependent and graduate assistant tuition waivers
Creation of a highly-trained, well-staffed Center location that can manage all common financial aid processes allowing University Financial Aid Offices to provide more holistic advising to students
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Draft To-Be Bursar Process
The goal of the this new design is to: Better serve the student population through more innovative business processes:
Opening the Bursar processes to allow the students to interact and conduct university business real-time, anytime via web-based self-service
Presentation of a UMS consolidated bill
Implementing direct deposit and direct pay options for refunds and billing
Reduce UMS and University costs by:Streamlining processing and reduction of manual and paper-based steps
Gaining efficiencies through staff cross-training and centralization
Increase UMS and University revenues Implementing an in-house collections team at the Center
Examining expansion of in-house payment plan options
Page: 31
BursarDraft TO-BE Mid-Level Process Location Map
Develop commonality of definitions of various fees from which everyone can choose to use some or all of them. (C)
Maintain composite pieces and/or rules centrally. (C)
UNIVERSITY
CENTRAL
Create Assessment
Criteria
Import & Assess Student Charges &
Credits
Apply Modifications to Initial Invoice
Produce & Distribute Initial
Term Invoice with Supplemental Information
STEP 1 STEP 2 STEP 3 STEP 4
Processing multiple programs in a sequential order to properly populate students’ accounts and university revenue accounts. (C)
Process financial aid disbursements (C)
Apply HR based (employee and dependent) waivers. (C)
Apply State/System mandated waivers, e.g. Native American, Veterans Dependents, etc. (C)
Apply Graduate assistantship waivers. (C)
Coordinate outside scholarship information with Financial Aid processes (C)
Process program to create/print invoice (C)
Set production schedule in consultation w/ universities; all information must be submitted by “x” to enable a consolidated bill to be published by “y.”
Encourage students to interact with the web (C)
Populate tables and/or rules that drive the background calculations. (U)
Review and apply Campus specific waivers e.g. Senior Citizen, High School Aspirations, outside scholarships, department credits. (U)
Create the supplemental information to be included with initial invoice. (U)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
Page: 32
BursarDraft TO-BE Mid-Level Process Location Map (Cont.)
Receive and post student payments (C)
Enrollment in payment plans (C) Coding accounts for exception
payments (C) Updating billing addresses, refund
disbursement locations (C) Process hold credits per student
request (C)
UNIVERSITY
CENTRAL
Process Initial Invoices
Process RefundsAccount
MaintenanceSubsequent
Invoicing
STEP 5 STEP 6 STEP 7 STEP 8
Run account reports to support University Refund Process and System Office Check Processes (C)
Process hold credits per student request (C)
Placement/removal of financial holds (C)
Process ongoing requests from students to hold credits on account (C)
Continual updating of financial aid disbursements and student loan revenues (C)
Late payment fee processing (C)
Electronic or paper notification of subsequent payment plan payments (C)
3rd party billings (C) EFT loan notifications (C) Miscellaneous charges (C)
Ability to receive and post student payments (U)
Business Office staff will always be able to provide service to students (U)
Process exceptions (U) Produce emergency/on
demand refund checks (U) Review and Finalize Student
Refund amounts (U) Hold credit at University
discretion (U)
Process State/System waiver adjustments (U)
Process ongoing requests from students to hold credits on account (U)
Business Office staff will always be able to provide service to students (U)
3rd Party Billings (U) Business Office staff will
always be able to provide service to students, including on demand invoicing (U)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
Page: 33
BursarDraft TO-BE Mid-Level Process Location Map (Cont.)
Communication of pre-collection notifications to students (C)
Recommend accounts for 3rd party collection (C)
Execute and Distribute reports/information to 3rd party collection agencies (C)
UNIVERSITY
CENTRAL
Conduct Collection of Delinquent
Student Accounts (see To-BE Collections)
Required reporting
Other Student Services &
Business Office Functions
STEP 9 STEP 10 STEP 11
Review and correct invalid ID reports prior to1098T generation (C)
Special Payment Arrangements (current or non-current students) (U)
Finalize/Approve recommended accounts for 3rd party collections (U)
Execute and distribute audit reports (U)
Execute and distribute NEBHE reports (U)
Execute and distribute System/State/Agency program reports (U)
Perform accounting processes (U) Perform banking processes (U) Outreach activities (U) Serving on multiple system/university
committees (U)
Perform accounting processes (C) Perform banking processes (C)
Perform financial appeals (e.g. late fee, retroactive tuition/fee adjustments, etc…) (U)
STEP 12
Financial Appeals
Perform Residency appeals (C)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
Page: 34
Draft To-Be Bursar Process Highlights
A consolidated easy to understand bill Students will access the web for online payment and bills for all
university charges The center may act as the primary point of contact for student
payment and billing questions Students can also obtain information at their university and on a web site
Direct deposit and direct payment will be offered and supported for all universities at the center
Page: 35
To Be Loan Processing and Receivable Management Process
The goal of the this new design is to:
To improve the collection process within the University of Maine system by establishing
a centralized, internal collection office which will be responsible for:
Federal Perkins and Nursing Loan Program Management, Including adherence to Federal
requirements for Due Diligence (includes Loan Collections, write off and/or assignment);
Institutional Loan Program management;
Delinquent student accounts receivable collections and write off;
Miscellaneous Delinquent (non-student) receivable collections and write off.
This may result in improved cash management via reduction of collection expense to 3rd
party collection agencies for accounts receivable and may result in a funding source for
centralized administrative operations.
Page: 36
Loan Processing and Receivable ManagementDraft TO-BE Mid-Level Process Location Map
Update job to create and print notes, determine print schedule (C) Produce Master Promissory and Promissory Notes (C) Mail Notes to students with webDSIS Perkins instructions (C) Receive signed Master Promissory and Promissory Notes via US Mail and
enter into Financier (C) Receive and Review completed Perkins origination information
electronically via WebDSIS and update Financier (C) Communication with student to resolve data exceptions and errors (C) Coordination and management of storage of student loan documentation
(C)
UNIVERSITY
CENTRAL
Create Pre-disbursement Requirements
Create Loan Record on
Loan Servicing Contractor
STEP 1 STEP 2
Create data file for initial Perkins, Nursing and Institution Loans and submit to Loan Servicing Contractor who input and start credit bureau reporting (as required by federal regulations) (C)
Create updated data file with current borrowers information and send to Loan Servicing Contractor
for Perkins, Nursing and Institution Loans (C) Communicate with Loan Servicing Contractor to resolve any data requirements or errors (C)
Input from Financial Aid Process for determining eligibility for Perkins, Nursing, and Institutional Loans (U)
Accept documents as necessary to facilitate loan processing (U)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
Page: 37
Loan Processing and Receivable ManagementDraft TO-BE Mid-Level Process Location Map(Cont.)
Monitor enrollment & update separation date (C) Process deferment, forbearance and cancellation forms (C) Arrange & process special payment arrangements for institutional loans (C) Provide students with federally mandated exit interviews (C) Place holds on accounts for incomplete exits, update exit information and
remove holds (C) Communications with student to ensure completion of exit interview (C) Perform federally required Due Diligence for Perkins and Nursing loans (C) Refund Overpayments via Check or Direct Deposit (C) Communications with Students to facilitate refunds of Overpayments (C) Perform accounting entry on University Books for refund (C)
UNIVERSITY
CENTRAL
Due Diligence
AndProcessing
STEP 3
Provide students with federally mandated exit interviews (U – as necessary) Place holds on accounts for incomplete exits, update exit information and
remove holds (U – as necessary) Communications with student to ensure completion of exit interview (U – as
necessary)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
Page: 38
Loan Processing and Receivable ManagementDraft TO-BE Mid-Level Process Location Map(Cont.)
Collections of
Delinquent Accounts
STEP 4
Recommend accounts for 3rd party collections referral (C) Internal Monitoring, Collecting, Payment Processing, Information Management on delinquent student accounts and
borrower delinquent loans receivable (C) Communications with students/borrowers regarding delinquent accounts and loans receivable for issue resolution and
posting payments (C) Posting payments for delinquent student loans (C) Process deferment, forbearance and cancellation forms (C) Negotiate and process special payment arrangements for institutional loans (C) Place all delinquent accounts (Loan and Accounts Receivables) with outside collections agencies (C) Monitor accounts with collection agencies and resolve issues (C) Set parameters for delinquent Student accounts and loans receivable holds Set holds (C) Set parameters for submission of names to Maine Revenue Service Program (C) Submit delinquent student accounts and loans receivable information to Maine Revenue Service Program (C) Determine if funds received from the Maine Revenue Service program will be posted or refunded, post and refund funds
(C) Communications with collection agencies of payments from offsets (C) Determine eligibility for assignment of Perkins Loans US Department of Education, Nursing Loans US Department of
Health and Human Services (C) Prepare and submit assignment materials for permanent disability and defaulted loans (C)
Communications with Loan Servicing Contractor and collections agencies regarding eligibility statusCommunications with students regarding eligibility status
UNIVERSITY
CENTRAL
Make decision to assign or not assign Perkins Loans US Department of Education, Nursing Loans US Department of Health and Human Services (U)
University finalize/approve recommended accounts and loan receivables for 3rd party collections (U)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
Page: 39
Loan Processing and Receivable ManagementDraft TO-BE Mid-Level Process Location Map(Cont.)
Reconcile Perkins, Institution and Nursing Loan accounts (C) Process Perkins, Institution and Nursing Loan loans and accounts
receivable write offs and update records (C) Complete year end Perkins, Institution and Nursing Loan program
reconciliation forms (C) Participate in University and UMS audit activities and program reviews (C) Project amount of Perkins and Nursing funds to be awarded (C) Projecting year end Perkins and Nursing loan programs cash on hand (C) Monitor Perkins and Nursing loan programs cash on hand (C)
UNIVERSITY
CENTRAL
AccountingAnd
Reporting
Other LoansAnd
Functions
STEP 5 STEP 6
Collect Delinquent Emergency / Short Term Loans (C) Collection of Delinquent Non-Student Receivables (C)
Determine loans to be assigned to written off status (U) Complete Perkins and Nursing sections of FISAP (U)
Process Emergency / Short Term Loans (U) Billing Emergency / Short Term Loans (U)
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
U – denotes University Staff, Faculty & Department
S – denotes Students C – denotes Central
Page: 40
To-Be Loan Processing and Receivable Management Process Highlights
Establish a centralized, internal collection office which will be responsible for:
Federal Perkins and Nursing Loan Program Management, Including adherence to
Federal requirements for Due Diligence (including Loan Collections, write off and/or
assignment);
Institutional Loan Program management;
Student accounts receivable collections and write off;
Miscellaneous delinquent (non-student) receivable collections and write off.
Page: 41
Benefits of the “to-be” processes
Students, faculty and staff will benefit from: Improved Processes and Efficiency Gains
Clear processes and procedures
More consistent processes and procedures across the system Improved Communications and Decision-Making
Elimination of functional silos – cross-trained and better informed staff
Streamlined communications, data capture and processing of transactions across the system
Defined ownership of roles and accountability for decisions
Elimination of barriers among and between departments
Elimination of barriers among and between universities Improved Access to Information
Correct, up-to-date and readily available online student information
Quick and easy access to answers to student, staff and faculty questions
Page: 42
Best Practice Universities examined and rationale for examination
School Rationale for examinationCalifornia State University System University implementing PeopleSoft enterprise-wide
City University of New York System University
Minnesota Twin Cities Meets the guidelines for Society for College and University Planning (SCUP) best practice universities
Penn State Expert in deploying document management
South Dakota Board of Regents Similar structure to UMS in terms of size, scope governance
University of Cincinnati Well known for admissions/recruitment/retention innovations
University of Connecticut Successfully implemented PeopleSoft and a one-stop
University of Massachusetts Boston
Implementing PeopleSoft in a multi-institutional environment with Lowell and Dartmouth campuses
“We in the higher education community need to "get over" our traditions, our histories, and our many excuses for why we should try to replicate each other's resources.... The
times and the conditions call for new models and innovative means for facilitating collaboration .... "
Brian Hawkins, President of EDUCAUSEJanuary/February 2005 EDUCAUSE Review
Page: 43
Best Practice – Process Redesign
Old Process New Process
Auto Transaction
Self-Service/Web
Generalist
Specialist
University
One-Stops
University Functional Silos
UMS Processing Center
Page: 44
Best Practices - Processing Center
Best Practice
Design Principles
Implications for
UMS Redesign
Documents are received and processed at one location. A physical center with cross-functional
staff handling multiple document types.
Back-office processing does not preclude, but rather
enhances, front-end student service.
A transparent, physical center exists to
improve the in-person face-to-face service
to students at the universities.
Cross-functionally trained employees level the workflow and
volume throughout the year.
Center staff must be cross-trained in
multiple functional areas to gain
efficiencies in processing and service.
Student service transactions are “pushed” to self-service,
supported by robust web tools and an easily accessible help
function when needed.
Dedicated technical staff are needed to
develop and support the tools.
Page: 45
Best Practices - Processing Center
Best Practice
Design Principles
Implications for
UMS Redesign
Extensive use of document management/imaging
reduces manual paper handling and ensures one central,
secure repository for all critical documents.
Document management/imaging system is
absolutely necessary in the implementation of a
central processing center.
Original official paper documents are properly
destroyed after imaging and indexing are complete.
Policies regarding records retention and
destruction need to be revised to accommodate
electronic storage of official records.
Enterprise software, such as PeopleSoft, provides the
greatest return on investment when business processes
are redesigned to be more uniform.
The work of Project Enterprise and THESIS
to unify UMS business processes supports this
imperative.
Service is provided regardless of the software needed
to process information.
Center staff need to be trained to use multiple
systems – legacy and PeopleSoft – in order to
serve students effectively.
Page: 46
Best Practices – University System Models
Best Practice
Three System Models
Implications for
UMS redesignSouth Dakota Board of Regents: Enrollment Service
Center (ESC) processes admission applications, financial
aid verification, and student bills for seven universities in
the system of higher education. Clear definition of legal
authority of the Board as the holder of education
records, with delegated authority to universities as
custodians of student records – allows for sharing of
documents as needed. (required for imaging system)
Original center had issues after deployment.
New effort, called Electronic University
Consortium (EUC), will rely more extensively
on self-service, imaging, and alignment of
policies across the universities to improve
service.
Staff were reassigned from campuses to
create the center.
City University of New York (CUNY): University
Application Processing Center founded in 1969. Open
admission system for 17 schools. Today, handles all
admissions application processing, F.A. document-
ation, centralized transfer credit evaluation. Until last
year, also produced all NYC Board of Ed transcripts for
public schools. Does not handle graduate applications.
Most efficient way to handle very large
volume of transactions in this city-centric
university system.
Students contact the Office of Admission
Services for document questions, not the
center.
Central training provided for all college staff
Page: 47
Best Practices - University System Models
Best Practice
Three System Models
Implications for
UMS redesignCalifornia State University: The Common
Management System (CMS) project, supports the
deployment of PeopleSoft enterprise-wide for 23
university campuses. Started in 1998.
Goals of CMS:
1. Perform administrative functions with a common
set of administrative "best practices" approaches.
2. Support administrative functions (initially human
resources, financials, and student services) with a
shared, common suite of Oracle/PeopleSoft
applications software.
3. Operate the software suite at a shared data
center.
CMS is a technical shared center (think UNET &
Project Enterprise combined). It does not address
student services at the transaction level. CMS
provides “baseline” PeopleSoft technology and
portal for each university to use when they are
scheduled to deploy.
A strong, central technology authority recognizes
the strategic significance of technology to all
university operations, while reducing costs due to
redundant or inconsistent data systems dispersed
around the universities.
The UMS center must have clear authority to
provide a minimum common tool set built on
common policies and procedures.
Page: 48
Best Practices - University One-Stops
Best Practice Implications for UMS redesignStudents can transact business at any of the seven
UMS universities at one service desk.
Six of the seven UMS universities already have
student service offices in one building – close to
the concept of a One-Stop.
Cross-functional training is essential to provide
excellent and efficient student service.
Training (functional and customer service) of
One-Stop staff should be an integral part of the
implementation plan.
Required documents, if hand-delivered, can be
processed, imaged and indexed by the One-Stop
staff.
Document management work stations must be
deployed at all One-Stop locations.
One-Stop service staff are empowered to resolve
student concerns in one transaction.
Job descriptions need to be revised to authorize
staff to make decisions on student issues.
Open searches may need to be conducted to fill
redesigned positions
Page: 49
Best Practices for University One-Stops
Best Practice Implications for UMS redesign
Service is provided regardless of the software needed
to address student needs
One-Stop staff will need to be trained to use
multiple systems – legacy and PeopleSoft – in
order to serve students effectively
The launch of a university One-Stop must be
adequately promoted to ensure community gravitation
to the new structure
Promote the benefits of the new One-Stop to
all constituents before and during
implementation
In most cases Admissions is not part of a One-Stop
center due to the nature of the students served
Routine general admission questions and forms can
be handled at a One-Stop
Admissions recruitment and review should
remain as a separate, functional process
given its external student focus
Page: 50
Best Practices - Summary
UMS is breaking ground in designing a transparent center serving seven distinct institutions
Best practices research revealed great success with campus-based One-Stops, supported by robust web-based services, and considerable technological support to keep all services operating and in synch
While the core goal is improved service to students, employees are more satisfied with the opportunity for job enrichment, cross training and potentially an improved work atmosphere
The UMS design is a symbiotic approach: The Center cannot function at its highest efficiency without the support of the
universities in redesigning their processes, and moving to a One-Stop model.
University-specific student services will be greatly enhanced if the Center can efficiently and effectively manage web-based services and provide technology tools for university staff to provide personal, interactive service at the One-Stops at the universities.
Page: 51
Vision of the Center
Customer Driven Performance Standards
All of the work of the Center is in support of the seven UMS universities.Work processes will be tailored to the needs of the universities, with well-defined quality
Benchmarks in place regarding timing, accuracy and efficiency of processing.The Center will be in regular contact with the functional leaders of the Universities
to solicit feedback and will practice continuous quality improvement.
Professionals will have:
subject matter expertise
exceptional supervisory skills
extensive team-building skills, they will:
build and oversee a well-honed results-oriented
team which is empowered to constantly assess and
re-design its work processes to provide the most
efficient, high-quality service possible
be sensitive to the needs of all University
customers, including students, faculty and staff
Support staff will be:
knowledgeable in at least two functional
areas and able to assist other staff at peak
times
results-oriented, flexible, quick learners who
are able to learn and apply new systems and
technologies sensitive to the needs of all
University customers, including students,
faculty and staff
Page: 52
Vision of the Center (cont’d)
Technology Driven Functions performed at the center will take advantage of the latest advances in
technology:
Robust self-service portal for student
Full use of document management tools, and electronic sharing of information across the Universities.
The Center’s technology and tools will be kept up-to-date by knowledgeable, forward-looking technology team
A mandate to solve problems and to enlist the appropriate authorities, as needed Staff at the Center will have ready access to UMS and University administration to
facilitate both long-term and short-term problem solving. Because disparate functions are co-located and large numbers of transactions will be processed centrally, Center staff will be in the unique position of quickly detecting policies and procedures that are “sticking points” for students and staff. The Center will have the access and, when appropriate, the authority to make changes to enhance productivity and quality of service.
Page: 53
The Center ModelMajor work segments and responsibilities
Process Owners Generalists Technical
Subject Matter expertise
Decision making, exceptions, judgment calls
Application of policy
Coordinating campus functional leaders
Review technical PS setups – crossover role
Security policy/decision and role profiles
Team lead for back office and programmatic support
Training – delivery and development
Problem resolution – programmatic, campus, center
Constant communication with internal/external constituents
Measurements – Quality, customer sat
Management of support staff
Suggest and drive improvements
Report Development
Cross trained for peak support in other areas
Knowledgeable in primary area.
Appropriate decision making and judgment
Specific functional training – e.g., new screen, new fields, how to
Problem resolution – process
Constant communication with internal/external constituents
Limited number of team leaders
Suggest improvements
Report Building
Report Development
Partner with functional leads to review PeopleSoft set up
Partner with the Project Enterprise technical staff on PeopleSoft modifications and maintenance
Security
Problem resolution – technical
Suggest improvements
Functional report knowledge
Functional programming
Page: 54
Center Governance and Key Linkages
UMA UMPIUMMUMUMFKUMF USM
UNET
Project Enterprise
CIO
Functional CoordinationResponsiveness to UniversitiesCampus VisitsPerformance ReviewProduction Schedule CoordinationUniversity involvement in Center
Center Accountabilities Buy in to CenterVoice in the CenterPartner in GovernanceDependent on Center as a PartnerHelp establish benchmarks for performance
University Accountabilities
Center goals and strategyPerformance oversight and feedback
Technology strategy developmentUsers group participationProvide Student Services Infrastructure
Consistent functional process agreementEstablish benchmarks for performance
Functional Accountabilities
Processing Center
Advisory Board
Page: 55
The core team targets for student services performance with measurements in place for evaluation and improvement 6 months after implementation
MissionVision
Strategy
Quality and Speed•Data accuracy
•Consistent transactions•Establish processing guidelines
Customer Satisfaction•Improve Service•Retain Students
Financial•Achieve targeted cost savings
•Retain greater funds on student receivables
Innovation & Learning•Develop process for continuous
improvement•Enhance communication
•Train staff
See the Appendix for additional goals and
performance measures
Page: 56
Vision of the University One Stop
A Strong Customer Service FocusFront-line staff will be customer-focused and cross-functionally trained to answer 80% of students’
questions without having to refer students to a second party. Subject matter experts will be readily available to answer any questions that can’t be answered by front-line staff.
The one-stop will have a campus-wide reputation for being the place to go to get answers to your questions!
A Unified Space and Structure that Reflects and Supports Unified Services
A single, student-friendly front counter and waiting area will serve several functional areas at once
A single, high-level administrator (reporting to a President or Vice President) will oversee all of the areas included in the One-Stop Center.
A unified team approach to serving students will infuse all aspects of the work being done at the One-Stop.
Up-to-date Technology that Supports High Quality Service
Technology systems in the One-Stop Center will support access to appropriate student records and information. Technologies will support on-site fulfillment of student requests, from printing university transcripts, to providing enrollment verification letters, copies of invoices, etc. Robust telephony with flexible call-transfer features will facilitate speedy resolution of student concerns.
Kiosks will be installed near the front desk, enabling staff to easily demonstrate and train students on self-service functions, and to accommodate students who are already comfortable with self-service portals.
Page: 57
The following are some activities that can be performed at the One-Stop Front Desk
University One-Stop – Front Desk ActivitiesRegister StudentsAccept paymentsAnswer general questions/redirect students if need beAdd/drop withdrawalsProcess transcript requestsAccept documents (applications, financial aid)Teach students self service skillsAdvise and counsel (basic academic information/policy, financial aid, registration, bursar)Document student interactions on the student fileHand out materialsScan documents (student walk-ins)Manage student flow to front deskManage response timeRespond to phone calls and emailsSchedule:
placement testsadvising meetingsfunctional area SME meetings
Page: 58
The following are some activities that can be performed by the One-Stop back office staff and Subject Matter Experts
University One-Stop – Back office coordinator
Activities Scan (possible indexing of documents), enter
information from scanned documents Functional processing work as defined in the
mid-level processes Miscellaneous administrative duties (Event
scheduling) Research and problem solving for students Batch cancellation phone calls and/or emails
University One-Stop – SME Activities
Advise and counsel (across all areas in the one stop)
Supervise staff and train Interpret Policy Functional work as defined in the mid-level
processes Communicate with the Center, Faculty and
other university areas (calendar of work, training, technology)
Create publications Manage student workforce Advocate for students including multi-
campus (coordinate with other universities regarding multi-campus students)
Page: 59
Assumptions for Future Costing Analysis
Every effort will be made to utilize current University and UMS employees when staffing the University One-Stops and Centralized Operations
University One-Stops and Centralized Operations will use University owned facilities to minimize initial startup and ongoing costs whenever possible
Centralized Operations will incrementally add processing capability, service scope and efficiencies
THESIS will rely upon technology improvements from Document Management, Project Enterprise and other UMS initiatives
Close integration with Project Enterprise efforts will facilitate effective and efficient project management
Page: 60
The success of training is dependent upon a number of factors
Training curriculum should be developed according to functional processes and targeted to appropriate functional staff
Participation is mandatory Training should be supported by top management and funded
centrally Training is ongoing to ensure currency with continuous process
improvements, regular technology updates, professional development
Process and technology training should be delivered together as an integrated package
Training and/or job aids (tools, references) should be accessible on demand, and on-line
Training should be just-in-time to ensure retention of knowledge
Page: 61
Initial and ongoing training is critical in the success of the student administrative services organization
Type of Training
Training Needs
Process Introduction to Student Administrative Services Processes at the Center and University One-Stop Functional Cross TrainingDeep expertise in area of functional responsibility
Customer Service
How to work with students, faculty, staff, parentsCommunication between Center and One-Stop
Organization Defining the new roles of the Center vs. the One-StopsTeam building and team work skills
Technology New technologies: document management, work flow, web services, PeopleSoft, web design
Page: 62
Critical Success Factors
Support from the “top” – Chancellor and Presidents must be active supporters and “believers”
Achieve commonality in policies and procedures by using articulated decision making guidelines and timelines
Meet the needs of students while honoring individual university academic missions
Support and commitment from UMS executives, administrators, department chairs, faculty, staff, and students
Cross-trained staff to perform in the CenterCross-trained staff at the Universities
will better serve students
will be able perform in a more effective manner in the University One-Stops
Commit to resolve workforce management issues in a timely mannerContinue two-way communications with faculty, staff, students
Advertise, promote, and communicate changes
Page: 63
Critical Success Factors
Implement and upgrade technology to support the processes PeopleSoft, Legacy systems, Telephony
Document Management and Imaging
Web Portal
WebDSIS Enhancements
e-forms
Web payments
Integrate Project Enterprise and THESIS project plansRevise UMS Academic and Financial policies to align and make common
university processes and definitionsProvide financial support for critical improvementsDevelop key metrics to gauge the success of the redesigned processes
from both the university and centralized points of view Meet THESIS approval process timelines, and make decisions according
to timeline requirements