Creating a 1 Stop Shop…Again?

“Didn’t we try this once and it didn’t work?”

SEM November 11, 2013

Maureen CarverExecutive Director of Student Records and Financial Services

John Haller Associate Provost for Enrollment Management

So a little about us…

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Me…Before…

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And after…

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Maureen…

A little about SJU…

Enrollment Management Operating Model

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Principles of a Successful Organization

• Surround yourself with character people

• Work hard• Show people you care• Be unselfish• Celebrate successes• Operate with consistent fundamental

data driven practices and execute them

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EM Mission Statement

To recruit, enroll, retain, and graduate students who will add value and contribute to the institutional mission of “men and women for others”.

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EM Goals

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Student Success and FYE Student Records and Financial Services

Undergraduate Enrollment and

OperationsSystems and Analytics

Increase Freshman Persistence to 90%

The Successful Integration of the Offices of Financial Assistance, Registrar, and Student

Services

Achieve new student enrollment goal (1300

FR; 80 TR)

Successfully support technical initiatives within EM and provide analytical support to the University community

Increase Six-Year Graduate Rate to 80%

 

 

Increase freshman applications by 4%-7%

(7675-7897)

 

Define and communicate the role and expectations

of graduate operations

EM Operating Principles• Set the example for excellent student service via cura personalis; stress the

importance of collaborative effort by all individuals in order to reach our enrollment management goals

• Empower all students by supporting and educating them to become active participants in their educational career

• Actively participate, create, and support diversity in all its forms within and outside the SJU community

• Live greater within the Jesuit mission; be role models within the campus community

• Analyze, rework, and improve business processes for the benefit of students and the SJU community as a whole through campus wide collaboration

• Provide opportunities for internal and professional growth while sustaining morale and team appreciation

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Where to begin…

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We can’t call this a 1 stop?

Why?

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So we chose a buzz word that sounded very academic…

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“Integrated Services”

oooo…ahhh

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Research, Research…and more Research

 

• Widener University• Fordham University• University of San Francisco• Seattle University• University of San Diego• University of Minnesota• DePaul University

• Included site visits as well as multiple conversations

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Organizational Model

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Planning, Planning…and more Planning

 • Steering Committee

– Me (chair)– Consultant…later:

Executive Director– Information Technology– Human Resources– Student Life– Finance– Academic Affairs– Faculty

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• Implementation Team– Consultant (chair)…later:

Executive Director– Information Technology– Financial Aid– Bursar– Registrar

2 Major Planning Committees

Communication, Communication…and more Communication

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• Regular Open Forums on planning and progress– Impacted employees– All EM– Community

• Faculty Chairs meetings• College Council meetings• Faculty Senate• Student Senate• Cabinet• Up – Down – and Sideways

Service Delivery Considerations

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 Who is responsible for:• Training• Communications (web, social media, direct

mail, etc.)• Financial literacy• Liaising with faculty• Project management

When implementing…

remember there are multiple constituents…

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As much as I would like to say it is all about students…

in this case, as faculty are users of the service…the services provided to them in support of students is

critical

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Lessons Learned

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• Headcount vs. Salary neutral• Process by which people move

to new positions• Training, training, training• Space planning• Timing of go-live…at some

point you just need to do it• Good or bad…you cannot

forget or avoid the politics – some people will want this to fail

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“Good to Great”• Get the right

people on the bus…• In the right

seats…• Moving in the

same direction…

Change is Hard

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During the hiring process, our goal was…

Hire the Heart…

Train the Head…

Challenges• Changes in culture and

operating philosophy• Changes to legacy

processes and organizational silos

• Training• Proactive communication• Responding to large

volume of service requests

ChallengesCollective Efforts Teamwork is a core competency in our model

Team PerformanceIn addition to completing individual performance reviews…conduct a team review

Group Think

Set Clear Objectives

Team members have to understand and agree on what success looks like

Results…

One year in…

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We Defined Our Purpose

To serve our students by providing an exceptional student service experience that is consistently perceived as timely, accurate, and accessible.

The Successful Integration of the Offices of Financial Assistance, Registrar, and Student

Services

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We Defined Our Goal

Hawk Central Accomplishments

Service Volume 2012 v 2013: Third Week August-Third Week October

2012: Phone Calls : 5,386 (40% Answer Rate)

2013: Phone Calls : 6,830 (85% Answer Rate)

2012: Tickets: 2,998 (5-7 Business Days)

2013: Tickets: 2,272 (One Business Day)

2013: 1,794 Walk-Ins

2012-2013 Statistics

2012-2013 Statistics

Year One Progress

• Enhanced Self-Service Platform Launched• SRFS Web Site• Knowledge Base• Three-Year Academic Calendar• Enhanced Communication

And now in…

Year Two…

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Year Two Goal

Work Smarter. Leverage existing resources to improve SRFS communications, service, and

processes.

Continuously Check in on Progress

Once the team knows what to do and how the work will be evaluated…

check in regularly

Year Two Service Enhancements in

ProgressDegree WorksEnhanced FERPA AwarenessFinancial LiteracyStudent Billing ImprovementsFaculty ServicesInternal AuditsInternational BaccalaureateTraining and Documentation

Final Takeaways…

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Principles to Remember

Agree on what success looks like

Principles to Remember

Bring your group together to discuss progress against goals and how to improve