assessing student affairs processes: a pilot study international assessment and retention conference...
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Assessing Student Affairs Processes: A pilot study
International Assessment and Retention Conference - 2007
Josh BrownLiberty University
Greg McCurdyCentra Health
Mark DavisCentra Health
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Context
– Assessment at Liberty University divided into Curricular & Co-curricular responsibilities
– Attained varying levels of assessment• Frequency – attendance, cost, etc.• Satisfaction – locally developed instruments• Satisfaction with GAP analysis (Noel Levitz
SSI)• Engagement (NSSE)• Focus Groups
• Process Analysis– Process Engineering, Six Sigma, ISO 9000
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Six Sigma
• Roots of Six Sigma can be traced to Carl Frederick Gauss (1777-1855) as a measurement standard with the normal curve
• Walter Shewhart, in the 1920’s, used six sigma as a measurement standard in product variation
• Bill Smith receives the credit for coining the term “six sigma” while working as an engineer with Motorola
• In the early 1980’s, Motorola chairman, Bob Galvin, desired a measurement by which defects per million opportunities could be shown and the after effect resulted in $16 Billion in savings
• Since then, companies such as Honeywell (Lawrence Bossidy) and GE (Jack Welch) adopted the six sigma method as a means of doing business, not just a quality management tool like TQM (W. Edwards Deming)
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Six Sigma Process: DMAIC
• Define problem from the voice of customer (V.O.C.)
• Measure extent of problem by collecting data to be able to create metrics
• Analyze data for sources of variation
• Improve process by addressing root causes, identify high-impact benefits
• Control processes through continuous improvement mechanisms
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Step One: Define
• Define problem from the voice of customer • Directive came from VPSA:
– “We need to streamline the judicial life process.”
DMAIC
VP for Student Affairs
Dean of Men
Campus Recreation
Student Housing(Resident/Commuter)
Dean of Women
Parent Programs
Center4ME
Army ROTC
Student Leadership
Administrative Assistant
DIVISION OF STUDENT AFFAIRS
Campus
Programming
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Step Two: Measure
• Measure extent of problem by collecting data in order to create metrics
• S.I.P.O.C. - a six-sigma tool, will be utilized to create metrics for analysis– Suppliers– Inputs– Processes– Outputs– Customers
DMAIC
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SIPOC: Suppliers
• Conducted inquiry sessions with all levels of persons in the judicial process:– Session One: RA’s & RD’s– Session Two: Associate Deans
(DOM/DOW)– Session Three: Head Deans and VPSA– Session Four: Students who
experienced the judicial process at various levels
– Session Five: Administrative Assistants, Secretaries, and Student Workers overseeing data entry
DMAIC
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SIPOC: Inputs
• Student Handbook• Violation & Incident reports• Data entry at RD level• Res Life staff: manually sorting reports• “Why do we need to process warnings?”• Difference between practice and policy:
confusion of appeal process• “There are too many hand-offs of
paperwork.”• “We handle data differently than the other
office.”
DMAIC
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SIPOC: Outputs
• Lack of communication of appeals• Appeal process is slow/inconsistent• “I am not sure of the process.”• Not enough qualified counselors on
campus• Differing approaches: men-discipline,
women-counsel• Dean on-call schedule is confusing as it
varies too frequently• Fines are confusing and don’t seem to be
achieving their intended purpose• Too many logs! (cont.)
DMAIC
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SIPOC: Outputs
• RA Official Correspondence Log • Call Slip Log• Non-Return Log • Permission Slip Log• Violation Report• Incident Report – Residence Hall• IR-Type Log• Case Load Log• Discipline Community Service Log (twice)• FERPA Log• Probation Log• AW Log• Student File Database• File Log (who has what)• Self-Reports Log• No Contact Agreement Log• Permission Restriction Log
DMAIC
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SIPOC: Customers
• Students• Student Leaders: RA/RD/Deans• Res Life• Dean of Men & Dean of Women• VPSA• Sodexho – community service• LUPD• Counselors • Faculty/Staff• Campus Pastors
DMAIC
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Step Three: Analyze
• Analyze data for sources of variation• Three analyses conducted:
– Process Maps – this is the “P” in SIPOC processes & is implemented at this stage
– Fishbone Analysis– SWOT Analysis
DMAIC
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Liberty University Judicial Process Cross-Functional Flowchart
Violation & Incident Reports, S.I.P.O.C.
Level Two6-17 Reps RD
Level Three18-29 Reps AD
Level Four30+ non-dismissal
DRC
Level Five30+ Auto Withdrawal,
JRB/VP
Level One0-4 Reps RA
Presented by Greg McCurdy
RA issues ViolationReport to student,
copies to RD; IncidentReport to RD & RLOby 8 a.m. next day
RA completes IncidentReport, emails RD &sends to RLO by 8a.m. the next day
DOM Administrative Assistantenters IR data by Assistant Dean& IR #; DOW Administrative staffenters data by type & RH in Excel
& print.
RLO AD sortsall incoming
IRsforwarding
judicial IRs toDOM/DOW
office
If quick bypassresponse is warranted, RD calls
Dean-on-Call 30+ reps
RD meets weeklywith RAs to uphold/
overturn VRappeals; RD sends
to DOM/DOWoffice each Monday
If studentappeals in writing
(VR copy) w/i 48 hrs,RD handles appeals
0-12 reps, no staff claritywith 12-17 reps caseappeals: RD or AD?
[Only one appealallowed, nofurtherance]
RD investigatesIR, meets with
student, decidescase with VR &appropriate fine;
enters inpersonal Excelor file system
conflict ofinterest
DOM/DOWAdministrativeAssistants run
Probation Reporteach Monday for
students w/ 18+ reps
AdministrativeAssistants (DOM/DOW)
assign AD by evencaseload distribution;arrange DRC; judicial
counseling
DOM/DOWSecretary sends
call slips tostudent, RA,RD & RLOfor judicial
appointmentwith AD
If no responsefrom student to callslip, DOM remove
student fromconvocation; DOW
block student’scomputer account
AD acts asTRIAGE for 18-
29 & 30+ &<<<appeals
from RD,investigatingeach case,
deciding on 18+cases
Student fine w/ DCS;probation documentationplaced in official records
Dean’sReview
Committee(DRC) meetsto decide 30+
cases
DRC:AD,RLOAD,
Dean &VP
Conflict ofinterest:
VPSA/DOSchairs both
DRC &JRB
Student finedappropriately by DOM/DOW; placed in official
records
Student finedappropriately by DOM/DOW; placed in official
records
On-call DOW seeall cases
(commuters aswell); On-call DOM
pass case toAdministrativeAssistant who
passes it to anotherAD on Monday a.m.
Ifstudent appeals
in writing to Deanw/i 48 hrs, Dean will
decide appeal?
AdministrativeAssistant to VPSA
arranges JRBmeeting
RA completes IncidentReport, emails RD &sends to RLO by 8a.m. the next day
Student rcvs DCS + fine OR
Administrative Withdrawal and/or
non-return
RA completes IncidentReport, emails RD &sends to RLO by 8a.m. the next day
If student appealsdecision by DRC in
writing to VPSAwithin 24 hrs
The JudicialReview
Board meetsto decide thefinal appeal
case
JRB: 2 SGA, 3faculty. Associate
Dean presents case& VPSA chairs;
neither AD or VPvotes
VPSAreviews all DRC
decisions; can offeralternativediscipline
Majority vote decidesAdministrative Withdrawal
and/or non-return ORoverturn & alternative
discipline
BOTTLENECKSin highlightedboxes: RLO,
DOM/DOW & ADs
RD enters datain personalExcel or file
system
Alternative discipline;documentation in official
records
DMAIC
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DMAIC
Liberty University Judicial Process Cross-Functional Flowchart,Recommended Schematic - Greg McCurdy, 30 December, 2006
Level Two18-29 Reps ADs
Level Three30+ Reps Deans
Level FourVPSA/JRB
Level One0-4 Reps RAs/Peers
6-17 Reps RDs
RA issues 0-4 RepViolation Report to
student (hard copy), submits copy to RD
RD meetsweekly with RAs
to uphold/overturn VRappeals (SAeducational
development)
RD enters VRdata in new SA
judicialsoftwaredatabase
Centralized Office/Database of DOM/DOW/SLO Administrative Assistants/Secretaries canpull up any judicial data necessary from newsoftware system; issue appropriate fine via
interface connection with the student accountsoffice; organize files in database; prepare
template documents for DisciplinaryCommunity Service letters, Sodexho status
reports; Call Slips emailed to students
Student account will beupdated with VR fine
RA completes IncidentReport via new software
system; RD andCentralized DOM/DOW/
Student Life Officeautomatically notified; IRdata is stored in system
database
RDinvestigatesIR, meets w/
student &decides case
If student appeals inwriting to RD within
48 hrs, apredetermined RH
Student PeerGroup will decide
the appealpresented by RD
(RD does not vote)Student Affairs
educationaldevelopment opp!
Decision by print-outletter final: Fine or
overturn w/ warning
RA completes IncidentReport via new software
system; RD andCentralized DOM/DOW/
Student Life Officeautomatically notified; IRdata is stored in system
database
RA completes IncidentReport via new software
system; RD andCentralized DOM/DOW/
Student Life Officeautomatically notified; IRdata is stored in system
database
RD callsDean-On-Call for
emergent IR cases30+
Administrative Assistantsassign/schedule AD judicialcase load distribution basedon Probation Report for 18-
29 Reps; 30+ Reps to DOW/DOM-Head Dean
AD investigates,researches, meets
w/ students,decides case
Dean/DOM/DOW(or Council of all
three voting)investigates,
researches, meetsw/ students,decides case
Decision by print-outletter final: DCS + fineor overturn w/ warning
If studentappeals inwriting to aDean within48 hrs, Deanwill decide
appeal
Decision by print-out letterfinal: DCS + fine OR
Administrative Withdrawaland/or non-return
If a student appealsin writing to VP ofStudent Affairs
within 48 hours (timeconsistency),
the Judicial ReviewBoard will decide
appeal
Majority vote decides touphold Dean’s Council
decision: AdministrativeWithdrawal and/or non-return; DCS + fine ORoverturn & alternative
discipline offered
AdministrativeAssistant to
VP of StudentAffairs
arranges/schedules
JRB meeting
JRB: Deanpresents case
& VPSAchairs; 3faculty, 2
SGA & VPSAvote (Deandoes not
vote)
For studentswho have beenAdministratively
Withdrawn throughjudicial process, VP
of Student Affairs (&Dean of Students)review for Reapply/
Readmitstatus
Admissionsrequests Student
Affairs feedback forreapply/readmit
Basic FlowchartShapes
document
Storeddata
Predefinedprocess
Directdata
Manualoperation
terminator
Parallelmode
card
control
process
decision
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DMAIC
ImproveEfficiencyof JudicialWorkflow
Manpower (staff) Management
Method Mother (Human) NatureMachines
Materials
Human error
Paper gets lost
Manual work flow
Several levels/offices(Handoffs)
Data storage not linked:RA/RD/RLO/DOM-DOW
Paper filing system
Privacy a factor(FERPA)
RA/RD staff are notprovided PCs
Judicial staff use differentforms of data storage:
hard copy vs. electronic
Redundant data storage
Overburdened w/processing warnings
Education ofjudicial staff
filling out reports
Concerned w/ majorIncident Reports
Crisis issues involvingtime for student
counselingdocumentation
Keeping many logs
RLO to DOM/DOWbottlenecks
Paper reportsvs. electronic?
Scan documents?
Hard copy call slips, RA:“finding student difficult”
Email call slips used forcommuter students (DOW)?
Differing methodsbetween DOM & DOWoffices (consistency)
Data entry staff hours:Women 40 hrs week
Men 55 hrs week
Filing staff hours:Women 15-20 hrs week
Men 18 hrs week
RLO AD sortersoverloaded?
Volume of business emails:RAs 3-5 per day avg
RDs 20-50 per day avg
RDs share two PCsamong 21 RDs
RAs complete emails in computer lab; potential FERPA
violations?
Flow of reportsup & down the chain?
Consistent and timely?
Need a database with:Accessible & Real-time
information
Fishbone Anal ysis:Liber ty University
Judicial Process
TitleBased on feedback from staffvia the S.I.P.O.C. qualitativeDefine & Measure steps, thefollowing key improvementarea became a focal pointfor Analysis.
Timeliness of handlingappeals a concern?
What re
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SWOT Analysis
• Strengths– Skilled staff– Judicial process affords student appeal– Education of student handbook
• Weaknesses– Communication breakdown– Inconsistent processes– Lack of technology to integrate
processes– Paper workload with many hand-offs
DMAIC
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SWOT Analysis
• Opportunities– Software integration upgrade– Office PC’s interconnect all Student
Affairs– Educational development through
residence hall Peer Judicial Councils
• Threats– Reactive vs. proactive– Legal aspects: FERPA– Overstressed staff, burnout, and
turnover
DMAIC
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Step Four: Improve
• Improve process by addressing root causes and identify high-impact benefits.– Critical-to-success-factor chart – Prioritizing benefits and efforts – Final recommendations
DMAIC
App
licatio
n
• You and your group members have been hired by Liberty University as judicial consultants to remedy this process.
• For the next few minutes, use the collective knowledge and experience of your group to provide at least four recommendations for the university to improve its judicial processes.
• Please place your recommendations on the provided note cards.
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Total
729
3,645
405
6,5619999Streamline theJudicialProcesses &Workflow
1599CounselingCenter withQualified Staff
5999Restructure &
CentralizeJudicial System
1999Student AffairsJudicial Software& HardwareIntegration
CostEfficiencyServicePeopleIdeas
Prioritizing Critical Success Factors
3
2
1
4
High = 9
Medium = 5
Low = 1
Critical-to-success Factor Chart
DMAIC
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EFF
OR
T
BENEFITLOW
HIGH
HIGH
4th Proposal
2nd Proposal
1st Proposal
3rd Proposal
PrioritizingBenefit &
Effort
Prioritizing Benefit & Effort
DMAIC
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Final Recommendations
• Acquire a centralized student database that can integrate judicial operations
• Streamline judicial process and structure
• Eliminate conflicts of interest in the current process
• Involve students in the appeal process
• Equip the division of SA with the necessary qualified counselors
DMAIC
What re
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Step Five: Control
• Control processes through continuous improvement mechanisms: – Formulate action plans for
implementing strategies– Establish an ongoing QA program
DMAIC
What w
e’re
doin
g
• Since the conclusion of the Six Sigma judicial study, Student Affairs has begun the following for a Fall 2008 implementation:
– Purchased a new judicial software package– Created & implemented a student court for
judicial appeals– Revised judicial organizational chart– Redefined and clarified roles (as result of above)– Eliminated policies from student handbook– Created policies from student handbook
What y
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Six Sigma Tips For Educators
1. Know your customers• Identify them (SIPOC)• Listen to them (VOC)• Understand and define their needs
(CTQ)
2. “Know thyself”• Examine your processes (SIPOC /
mapping)• Measure your performance (baseline;
DPMO; Sigma; statistics)
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Six Sigma Tips For Educators
3. Know what to do next• Get to the roots (fishbone; hypothesis
testing; VA/NVA)• Define the ideal state (gap analysis)• Brainstorm your opportunities (SWOT;
prioritization matrix)• Drive change (force-field analysis)
4. Know how to do it• Decide on your method (project vs. go-
do)• Open the toolbox• Start with what you have
What y
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Recommended Resources
• Academic– Assessing Organizational Performance in Higher
Education (Miller, 2007) http://www.josseybass.com/WileyCDA/WileyTitle/productCd-0787986402.html
– Continuous Process Improvement in Higher Education (Inozu & Whitcomb, 2007) http://www.novaces.com/pdfs/CoF_NovacesWhitePaper_r1std.pdf
– Process Improvement to Achieve Institutional Effectiveness (Lake, 2005) www.ncci-cu.org/Visitors/Documents/processimprovement070905AC.ppt
• Business– Six Sigma for Dummies (Gygi, DeCarlo, Williams
& Covey, 2005) – The Six Sigma Way: How GE, Motorola, and
Other Top Companies are Honing Their Performance (Pande, 2000)
Pre
sen
ter B
ios
• Josh Brown is currently the Associate Director of University Assessment for Liberty University, coordinating the assessment of all co-curricular departments. He possesses an earned Master's of Student Development from Azusa Pacific University. Email – [email protected]
• Greg McCurdy is currently the manager of the Radiation Oncology Department at Centra Health, where he utilized the six sigma philosophy and instruments to hone difficult processes in a medical setting for increased workflow efficiency. He is concluding his Master's of Higher Education at Geneva College. Email – [email protected]
• Mark Davis is currently a process engineer with Centra Health, where he is assisting with the implementation of a system wide healthcare improvement initiative called CH2. He holds a degree from William & Mary and a Six Sigma Black Belt from Villanova. Email – [email protected]