Slide 1: Transforming Higher Education Student Integrated Services (THESIS) Condensed Summary Report Presented to the UMS Functional Staff June 15, 2005
Slide 2: 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. GOALS The 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 administrative developing and maximizing the use of integrated technology systems business services human 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 OUTCOMES In order to achieve the goals and objectives of implementation planning, it is necessary to employ an actionoriented 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 Page: 2 objectives. They are: Specific, Measurable, Aggressive-Achievable-Agreed to, Reasonable, and Time-bound.
Slide 3: 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. Page: 3
Slide 4: 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 transactions which support the deliverybenefit from the of implementation may also of *Back office processing – processes and student services, execution of to the student team members participating in thebut are transparentthe implementation plan Page: 4
Slide 5: The THESIS team examined the data gathering of SSTP and validated our work with validation workshops attended by students, faculty and staff SSTP Interviews and Focus Group Attendees Executives Students Staff Total 15 81 111 207 THESIS Validation Workshop Attendees University UMA UMF UMFK UM UMM USM UMPI UC Sub Total Total * Represented by all 7 universities Page: 5 Faculty 17 12 17 8 10 5 11 * 80 Students 9 10 15 6 2 8 16 13 79 Staff 21 18 39 40 16 23 22 15 194 353
Slide 6: 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 Page: 6 
Slide 7: Admissions Draft Mid-Level TO-BE Process Location Map Step 1 Identify Prospective Students UNIVERSITY  Develop system wide search strategy (UMS)  Determine UMS target markets (UMS)  Purchase universityspecific lists (U) Step 2 Develop Recruitment & Marketing Publications Step 3 Communicate With Prospective Students Step 4 Build Applicant File     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)  Capability to process, image and perform data / document management of applications locally as needed (U) CENTRAL  Purchase agreed upon lists (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  • • • • 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) Page: 7
Slide 8: Admissions Draft Mid-Level TO-BE Process Location Map (Cont.) Step 5 Review Applicant File UNIVERSITY   Step 6 Make Admissions Decision 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) Step 7 Notify Applicant  Run reports to look at applicant pool (U) Review application for admissions (U)     Conduct, for accepted students post-admission communications and yield activities (U) Option to print acceptance letters locally (U) On-going yield activities (U) CENTRAL  Provide and maintain tools to support Universities (C)   Generate appropriate decision letter including enclosures (denies include information on internal referral service) (C) Follow-up, ongoing communications with new admits (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 Page: 8
Slide 9: Admissions Draft Mid-Level TO-BE Process Location Map (Cont.) Step 8 Process Students Response to Decision  Step 9 Prepare Files Matriculation and/or Deactivation  Step 10 Generate Reports And Surveys  Step 11 Ongoing Communications w/students  UNIVERSITY  Review and approve/deny individual requests for deposit refunds and waivers (U) On-going yield activities (U) Universities define criteria for communication with nonresponders (U) Generate University specific reports based on applicant pool (U) Ongoing communications with students, parents, counselors as necessary (U) CENTRAL     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)   Send letter of withdrawal to non responders Process non-responders based on universitydefined rules (C)  Generate UMS specific reports based on applicant pool (C)  Ongoing communications as necessary (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 Page: 9
Slide 10: 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. Page: 10
Slide 11: Draft To-Be Advising Process The goal of this new design is to:  PeopleSoft/Legacy  Web-Portal  E-portfolio  Virtual Advising Centers  Improve the Advising Process through touch points with technology:  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 Page: 11 advising
Slide 12: Advising Draft Mid-Level TO-BE Process Map STEP 1 Identify and educate Advisors UNIVERSITY  STEP 2 Assign Reassign Advisors STEP 3 Conduct Orientation and/or Initial registration  STEP 4 Conduct Assessment of Student Skills Interests    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) Prepare for and conduct multiple sessions (U)     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 CENTRAL    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 access to assessment tools (c)    U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 12
Slide 13: Advising Draft Mid-Level TO-BE Process Map (Cont.) STEP 5 Conduct Ongoing Advising UNIVERSITY  STEP 6 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            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. CENTRAL   Responding to “what if” scenarios (C for multi campus students) – capture students visits online (security included) Make referrals to campus advising when appropriate    U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 13
Slide 14: 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 Page: 14 by providing triage
Slide 15: 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 Page: 15 faculty
Slide 16: Registration and Student Records Draft Mid-Level TO-BE Process Location Map STEP 1 Build the Authorized Course File UNIVERSITY • Authorized course file form approved by curriculum committee & department (U) • Review form for consistency (U) • 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 webbased electronic class schedule (U) • Assumes local university capability and responsibility for determining registration appointment rules. (U) • Registration intervention for exceptions (e.g. overrides, prerequisites, withdrawals / cancellations) (U) • Self Register (S) • Enter Grades (U) STEP 2 Build Term Section File STEP 3 Validate Student Readiness STEP 4 Register Students STEP 5 Grade Students CENTRAL • Build Course File (C) • Notify all system transfer officers of changes (C) • Notify degree auditors of changes (C) • Publish electronic course schedules (C) • Coordinate printing to facilitate economy and scale (C) • Coordinate common publishing date for all Universities (C) • Evaluate Preliminary Student File (C) • Produce & Distribute RANS(C) • Determine Registration Appointments (C) • Ongoing Maintenance (C)    U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central • 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. • 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) Page: 16
Slide 17: Registration and Student Records Draft Mid-Level TO-BE Process Location Map (Cont.) STEP 6 Process Academic Actions Iterative UNIVERSITY • Universities provide Academic Actions criteria to Center (U) • University will make decisions regarding Academic Actions (U) • Address probation, suspension and dismissal appeals (U) • 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) • 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) STEP 7 Manage Academic Records STEP 8 Graduate Students 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)  • Distribute official & unofficial transcripts (C) • Verify enrollment (C) • Student file maintenance – Change of student address, phone number (C) • Change of academic status (C) • Center will manage Degree Audit information for completeness and timeliness (C) • Prepare & distribute graduate certification material (C) • Process and print diploma (C)   U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 17
Slide 18: Registration and Student Records Draft Mid-Level TO-BE Process Location Map (Cont.) STEP 9 Transfer Evaluations UNIVERSITY • 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) • Outreach activities (U) • Generate miscellaneous lists and reports (U) STEP 10 Generate Reports & Other activities CENTRAL • 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.   U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 18
Slide 19: 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  Page: 19
Slide 20: 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 Page: 20
Slide 21: 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 Page: 21
Slide 22: Financial Aid – Draft TO-BE Mid-Level Process Location Map STEP 1 STEP 2 STEP 3 Request, Receive and Process Documents from Applicants Install Regulations Load ISIRs and Budget Elements UNIVERSITY   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) CENTRAL  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)       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)          U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central  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) Page: 22
Slide 23: Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 4 STEP 5 Establish Award Parameters Award (Initial and Adjustments) and Notify Students UNIVERSITY   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) CENTRAL  Develop tools for software to simulate, establish and monitor award parameters.     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)    U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 23
Slide 24: Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 6 Process Loans and Perform Entrance and Exit Interviews UNIVERSITY   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) Perkins, Nursing, Institutional Loans:   CENTRAL  Send award data file to loan processing center (see Collections To-Be for details). (C) Adjust awards at institutional level. (C) 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)  Direct Loans:      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)       U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central  Conduct mandatory entrance interviews (electronically or in person) (C) Page: 24
Slide 25: Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 7 STEP 8 STEP 9 Perform Satisfactory Academic Progress (SAP) STEP 10 Manage debt levels & default rates Manage and Award University and UMS Scholarships Process Withdrawals UNIVERSITY    Provide student with actual debt level at graduation (U) Provide debt level counseling oneon-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    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     Very manual process with very specific criteria for awarding and renewal. (U)   Perform R2T4 calculation & adjust aid Notify student Monitor, collect &/or refer to Dept of Ed (UMPI) Request return of loan funds by Business Office CENTRAL    U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central  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)  Subject to legal & FERPA issues, distribute a list of all withdrawn students to all Universities (C) Page: 25
Slide 26: Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 11 STEP 12 STEP 13 Disburse Funds Reporting & Compliance Manage Special Groups of Students UNIVERSITY   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 Comply with all federal, state & institutional audits (U)  Establish university protocol for awarding, monitoring & tracking for special groups – i.e. Merit (U) NCAA at UM    Participate in Audits / Program Reviews         Ad hoc reporting (U) Complete surveys, information requests, reports (U) 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 CENTRAL  Perform scheduled and automated disbursement processes for each university. (C)  Provide Exception Report and distribute to University Financial Aid. (C)   Participate in Audits / Program Reviews   Comply with all federal, state & institutional audits (C) Identity, verify & code student population in Financier or PeopleSoft (C)      U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Ad hoc reporting (C) Complete surveys, information requests, reports (C) Provide Universities with reporting tools and data support Page: 26
Slide 27: Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 14 STEP 15 Produce Informational Publications UNIVERSITY  Manage Funds (ongoing)    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) Request & receive allocations/draw downs/checks – Federal and State Accounts (C) CENTRAL      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)     U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 27
Slide 28: Financial Aid – Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 16 STEP 17 Manage Student Employment and FWS UNIVERSITY            Advise and Counsel (ongoing 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) CENTRAL  Provide University with Financial Aid information (C)    U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 28
Slide 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 Page: 29
Slide 30: 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: 30
Slide 31: Bursar Draft TO-BE Mid-Level Process Location Map STEP 1 Create Assessment Criteria STEP 2 STEP 3 STEP 4 Produce & Distribute Initial Term Invoice with Supplemental Information Import & Assess Student Charges & Credits Apply Modifications to Initial Invoice UNIVERSITY  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) 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)  Create the supplemental information to be included with initial invoice. (U) CENTRAL  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)   Processing multiple programs in a sequential order to properly populate students’ accounts and university revenue accounts. (C) Process financial aid disbursements (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)    U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 31
Slide 32: Bursar Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 5 STEP 6 STEP 7 STEP 8 Process Initial Invoices Process Refunds Account Maintenance Subsequent Invoicing UNIVERSITY  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) 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)   3rd Party Billings (U) Business Office staff will always be able to provide service to students, including on demand invoicing (U) CENTRAL  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)    Run account reports to support University Refund Process and System Office Check Processes (C) Process hold credits per student request (C)        Electronic or paper notification of subsequent payment plan payments (C) 3rd party billings (C) EFT loan notifications (C) Miscellaneous charges (C)    U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 32
Slide 33: Bursar Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 9 Conduct Collection of Delinquent Student Accounts (see To-BE Collections) UNIVERSITY  STEP 10 STEP 11 Other Student Services & Business Office Functions STEP 12 Required reporting Financial Appeals  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 financial appeals (e.g. late fee, retroactive tuition/fee adjustments, etc…) (U) CENTRAL  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)   Review and correct invalid ID reports prior to1098T generation (C)   Perform accounting processes (C) Perform banking processes (C)  Perform Residency appeals (C)   U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 33
Slide 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: 34
Slide 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: 35
Slide 36: Loan Processing and Receivable Management Draft TO-BE Mid-Level Process Location Map STEP 1 STEP 2 Create Loan Record on Loan Servicing Contractor Create Predisbursement Requirements UNIVERSITY   Input from Financial Aid Process for determining eligibility for Perkins, Nursing, and Institutional Loans (U) Accept documents as necessary to facilitate loan processing (U) CENTRAL  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)       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)   U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 36
Slide 37: Loan Processing and Receivable Management Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 3 Due Diligence And Processing UNIVERSITY    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) 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) CENTRAL              U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central Page: 37
Slide 38: Loan Processing and Receivable Management Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 4 Collections of Delinquent Accounts  UNIVERSITY  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) 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 status Communications with students regarding eligibility status Page: 38  CENTRAL                 U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central  
Slide 39: Loan Processing and Receivable Management Draft TO-BE Mid-Level Process Location Map (Cont.) STEP 5 STEP 6 Accounting And Reporting UNIVERSITY   Other Loans And Functions 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) CENTRAL  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) U – denotes University Staff, Faculty & Department S – denotes Students C – denotes Central   Collect Delinquent Emergency / Short Term Loans (C) Collection of Delinquent Non-Student Receivables (C)    Page: 39
Slide 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: 40
Slide 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: 41
Slide 42: Best Practice Universities examined and rationale for examination School California State University City University of New York Minnesota Twin Cities Penn State South Dakota Board of Regents University of Cincinnati University of Connecticut University of Massachusetts Boston Rationale for examination System University implementing PeopleSoft enterprise-wide System University Meets the guidelines for Society for College and University Planning (SCUP) best practice universities Expert in deploying document management Similar structure to UMS in terms of size, scope governance Well known for admissions/recruitment/retention innovations Successfully implemented PeopleSoft and a one-stop 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 EDUCAUSE January/February 2005 EDUCAUSE Review Page: 42
Slide 43: Best Practice – Process Redesign Old Process New Process Auto Transaction UMS Processing Center Self-Service/Web Generalist University One-Stops University Functional Silos Specialist Page: 43
Slide 44: Best Practices - Processing Center Best Practice Design Principles Documents Implications for UMS Redesign A are received and processed at one location. physical center with cross-functional staff handling multiple document types. A Back-office processing does not preclude, but rather enhances, front-end student service. Cross-functionally transparent, physical center exists to improve the in-person face-to-face service to students at the universities. Center trained employees level the workflow and volume throughout the year. staff must be cross-trained in multiple functional areas to gain efficiencies in processing and service. Dedicated Student service transactions are “pushed” to self-service, supported by robust web tools and an easily accessible help function when needed. technical staff are needed to develop and support the tools. Page: 44
Slide 45: Best Practices - Processing Center Best Practice Design Principles Extensive Implications for UMS Redesign Document use of document management/imaging reduces manual paper handling and ensures one central, secure repository for all critical documents. Original management/imaging system is absolutely necessary in the implementation of a central processing center. Policies official paper documents are properly destroyed after imaging and indexing are complete. regarding records retention and destruction need to be revised to accommodate electronic storage of official records. The Enterprise software, such as PeopleSoft, provides the greatest return on investment when business processes are redesigned to be more uniform. Service work of Project Enterprise and THESIS to unify UMS business processes supports this imperative. Center is provided regardless of the software needed to process information. staff need to be trained to use multiple systems – legacy and PeopleSoft – in order to serve students effectively. Page: 45
Slide 46: Best Practices – University System Models Best Practice Three System Models South Implications for UMS redesign Original 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) City 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. Most 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. 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: 46
Slide 47: Best Practices - University System Models Best Practice Three System Models California Implications for UMS redesign CMS 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. 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: 47
Slide 48: Best Practices - University One-Stops Best Practice Students Implications for UMS redesign Six can transact business at any of the seven UMS universities at one service desk. of the seven UMS universities already have student service offices in one building – close to the concept of a One-Stop. Training Cross-functional training is essential to provide excellent and efficient student service. Required (functional and customer service) of One-Stop staff should be an integral part of the implementation plan. Document documents, if hand-delivered, can be processed, imaged and indexed by the One-Stop staff. One-Stop service staff are empowered to resolve student concerns in one transaction. management work stations must be deployed at all One-Stop locations. 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: 48
Slide 49: Best Practices for University One-Stops Best Practice Service Implications for UMS redesign One-Stop is provided regardless of the software needed to address student needs staff will need to be trained to use multiple systems – legacy and PeopleSoft – in order to serve students effectively Promote The launch of a university One-Stop must be adequately promoted to ensure community gravitation to the new structure 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 Admissions general admission questions and forms can be handled at a One-Stop recruitment and review should remain as a separate, functional process given its external student focus Page: 49
Slide 50: Best Practices - Summary     UMS is breaking ground in designing a transparent center serving seven distinct institutions Best practices research revealed great success with campusbased 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: 50
Slide 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: 51
Slide 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: 52
Slide 53: The Center Model Major work segments and responsibilities Process Owners Subject Generalists Cross Technical Report Matter expertise making, exceptions, judgment calls of policy campus functional leaders trained for peak support in other areas in primary area. decision making and judgment Development Decision Knowledgeable Appropriate Specific Partner Partner Application with functional leads to review PeopleSoft set up with the Project Enterprise technical staff on PeopleSoft modifications and maintenance Security Problem Suggest Coordinating Review technical PS setups – crossover role policy/decision and role profiles functional training – e.g., new screen, new fields, how to Problem Constant Limited Security Team resolution – process lead for back office and programmatic – delivery and development resolution – programmatic, campus, support Training Problem communication with internal/external constituents number of team leaders improvements Building Suggest Report resolution – technical improvements report knowledge programming Functional Functional center Constant communication with internal/external constituents Measurements Management Suggest Report – Quality, customer sat of support staff and drive improvements Development Page: 53
Slide 54: Center Governance and Key Linkages UMA UMF UMFK UM UMM UMPI USM Functional Accountabilities Consistent functional process agreement Establish benchmarks for performance Functional Coordination Responsiveness to Universities Campus Visits Performance Review Production Schedule Coordination University involvement in Center Center goals and strategy Performance oversight and feedback Center Accountabilities Processin g Center Buy in to Center Voice in the Center Partner in Governance Dependent on Center as a Partner Help establish benchmarks for performance University Accountabilities Technology strategy development Users group participation Provide Student Services Infrastructure UNET Advisory Board CIO Project Enterprise Page: 54
Slide 55: The core team targets for student services performance with measurements in place for evaluation and improvement 6 months after implementation Customer Satisfaction •Improve Service •Retain Students Financial •Achieve targeted cost savings •Retain greater funds on student receivables Mission Vision Strategy Quality and Speed •Data accuracy •Consistent transactions •Establish processing guidelines Innovation & Learning •Develop process for continuous improvement •Enhance communication •Train staff See the Appendix for additional goals and performance measures Page: 55
Slide 56: Vision of the University One Stop A Strong Customer Service Focus Front-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 selfservice functions, and to accommodate students who are already comfortable with self-service portals. Page: 56
Slide 57: The following are some activities that can be performed at the One-Stop Front Desk University One-Stop – Front Desk Activities Register Accept Answer Students payments general questions/redirect students if need be withdrawals transcript requests Add/drop Process Accept Teach Advise documents (applications, financial aid) students self service skills and counsel (basic academic information/policy, financial aid, registration, student interactions on the student file bursar) Document Hand Scan out materials documents (student walk-ins) student flow to front desk response time to phone calls and emails Manage Manage Respond Schedule: placement tests advising meetings Page: 57
Slide 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  University One-Stop – SME 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 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: 58
Slide 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: 59
Slide 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: 60
Slide 61: Initial and ongoing training is critical in the success of the student administrative services organization Type of Training Process Introduction Functional Deep Training Needs to Student Administrative Services Processes at the Center and University One-Stop Cross Training expertise in area of functional responsibility between Center and One-Stop Customer Service Organization Technology How to work with students, faculty, staff, parents Communication Defining Team New the new roles of the Center vs. the One-Stops building and team work skills technologies: document management, work flow, web services, PeopleSoft, web design Page: 61
Slide 62: Critical Success Factors  Support  Achieve  Meet from the “top” – Chancellor and Presidents must be active supporters and “believers” commonality in policies and procedures by using articulated decision making guidelines and timelines the needs of students while honoring individual university academic missions and commitment from UMS executives, administrators, department chairs, faculty, staff, and students staff to perform in the Center staff at the Universities  Support  Cross-trained  Cross-trained  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 manner two-way communications with faculty, staff, students  Continue  Advertise, promote, and communicate changes Page: 62
Slide 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  Revise Project Enterprise and THESIS project plans UMS Academic and Financial policies to align and make common university processes and definitions financial support for critical improvements key metrics to gauge the success of the redesigned processes from both the university and centralized points of view THESIS approval process timelines, and make decisions according to timeline requirements Page: 63  Provide  Develop  Meet