Transforming Higher Education Student Integrated Services (THESIS) Condensed Summary Report

Transforming Higher Education Student Integrated Services (THESIS)

Condensed Summary Report

Presented to the UMS Functional Staff June 15, 2005

Page: 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.

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.

Page: 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: 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 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

Page: 5

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

Page: 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: 7

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




Page: 8

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)







Page: 9

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







Page: 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: 11

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

Page: 12

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



Page: 13

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





Page: 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 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

Page: 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 faculty

Page: 16

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.





Page: 17

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






Page: 18

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





Page: 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: 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

Creation of the final exam schedule when course file is created will support an efficient registration process

Page: 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: 22

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


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)





Page: 23

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)





Page: 24


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)





Page: 25


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)





Page: 26


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


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





Page: 27


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)





Page: 28


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)





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

Page: 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: 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


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)





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


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)





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


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)





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)





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)





Page: 38


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)





Page: 39


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)





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