Student Administration: What is Next? Robert B. Kvavik Associate Vice President University of...
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Transcript of Student Administration: What is Next? Robert B. Kvavik Associate Vice President University of...
Student Administration:What is Next?
Robert B. KvavikAssociate Vice PresidentUniversity of Minnesota
Senior Fellow, EDUCAUSE Center for Applied Research
CUMRECKeystone, COMay 18, 2005
Copyright Robert Kvavik, 2005. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
“The future is like heaven; everyone exalts it, but no one wants to go there now.” James Arthur Baldwin
“The future is not like it used to be.” Yogi Berra
“The best way to predict the future is to create it.” Peter Drucker
What is driving change?
• Rising customer expectations and demand for customer convenience and control
• Reduction of administrative costs• Demand for simplicity and transparency in an
increasingly complex environment• Elimination of procedural
controls/simplification of processes• Dynamics of a new labor force (high
expectations, unwillingness to be on trailing edge)
Paths
•Where were we?•Where are we now?•Where are we going?
First Phase: Localized Process Improvement
• Focus on processes within a functional department
• Change processes by simplifying work-steps and rationalize policies; improve form design, altering office layouts.
• Improve hand-offs to other offices• Historical roles and responsibilities are
usually retained
Second Phase: Reengineering
•Focus on processes from end to end
•Change processes by eliminating work-steps and alter policies
•Seek to eliminate hand-offs between offices
•Historical roles and responsibilities change significantly
Third Phase: ERP-enabled Process Improvement
•ERP is catalyst for process change•Redefine end to end process using the
automation and workflow capabilities of the software
•Sometimes accompanied by a rethinking of policy and organizational roles and responsibilities
•Begin to decentralize work to the end customer
Next Phase: Post-ERP Process Improvement
•Emphasis on using the web to promote self-service
•Shift entire responsibility for processing out of some central departments
•Focus on using technology to automatically trigger services
•Need to rethink policies and division of responsibilities between offices still persists
Student process performance
0%
10%
20%30%
40%
50%
60%
70%80%
90%
100%
Recruit StudentsManage Events
Evaluate Applications
Admit Students
Administer Tuition and Fees
Produce Student BilsProcess Payments
Manage ReceivablesProcess Aid ApplicationsDetermine Financial Need
Verify Aid Application
Package Loans
Provide Aid Reports to Lenders
Maintain Course Catalog
Advise StudentsCourse Enrollment
Audit Degree Completion
Maintain Grades
Verify Enrollment Status
Issue Transcripts
Exemplars
Leaders
Satisfied
Adequate
At risk
L o w H i g h
H i g h
Q u a d r a n t 2
H i g h R e s i s t a n c e / L o c a l
R e t u r n : " T o l e r a t e "
Q u a d r a n t 4
H i g h R e s i s t a n c e / H i g h
R e t u r n : " B e t Y o u r C a r e e r "
L o w
Q u a d r a n t 1
L o w R e s i s t a n c e / L o c a l
R e t u r n : " M a k e I t W o r k "
Q u a d r a n t 3
L o w R e s i s t a n c e / H i g h
R e t u r n : " J u s t D o I t "<--- Breadth of Political
Engagement --->
< - - - - S t r a t e g i c I m p a c t - - - - >
Leading Processes
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
20.00%
Course Enrollment Recruit Students Maintain Grades
Purchase Small Dollar ItemsAudit Degree Completion
Advise Students
Evaluate Applications
Admit Students
Produce Student Bills
Track Budgets and Expenditures
Student Payments
Leaders
Paths
Enterprise-wide system (ERP)
Controlled analysis of public data
Open analysis of controlled data
Organizational silos
Collectively owned Unit owned
Collectively owned
Unit owned
Data
Process
Paths1980’s 1990’s 2000’s
Information on schedule
Information on demand
Information in anticipation
Centralized services Decentralized services Confederated services
Information is scarce and is a source of power
Information is plentiful but complex as shadow systems proliferate to support local power
Information is ubiquitous and supports consensual decision-making
One-size-fits-all services mapped to organizations
Phone/web based services mapped to organizations
Tailored services mapped to customer preferences
Culture of compliance, multiple process checks
Post-process notifications and authorizations
Balanced scorecards and accountability
Tailored software Standardized software Software components that can be integrated to yield tailored solutions
Paths
Current• Information is the
basis of power and is rationed carefully
• Rules driven• Process driven
Envisioned• Common and shared
information is the basis of consensual decision-making
• Information driven• Processes embedded
in applications
Paths
Current• Need approvals• Vertical • Silos• Controller• Culture of anecdotes• Culture of
compliance• Specialists
Envisioned• Empowered people• Horizontal• One-stop shopping• Facilitator • Culture of
information• Culture of trust• Generalists
Paths
Current• Locally sub-optimized• Information is captive
and protected• Services mapped to
organizations• Departmental
data/solutions• Hierarchical/specialized
structures
Envisioned• Institutionally aligned• Information is ubiquitous
and shared• Services integrated and
seamless• Enterprise data
warehouse solutions• Open structures and
processes
Future directions
• Continuing efforts to improve services to students, faculty, staff, and other stakeholders
• Organizing these services and systems to liberate the consumer from temporal and geographic constraints and from the service provider’s office of origin
Future directions• Exploiting the untapped functionality of
the ERP systems• Extending the usefulness of the ERP
systems with new technologies such as portals, workflow, and others
• Continuing standardization of systems, transactions, and institutional processes
• Establishing institutional performance frameworks and metrics and aligning ERP systems to produce meaningful performance information
Future directions
• Expanding data warehousing and reporting capabilities generally
• Aligning staff and training to the new organizational, technical, and service realities
• Re-thinking the institutional vision, governance structures, and interdependencies
• Reinvention of organizations and processes
Current and future emphases
• Efficiency• Effectiveness• Customer satisfaction• Reduced business risk• Accountability
Tangible and intangible
returns• Reduce, eliminate, or transfer costs: lower
headcount and/or transaction costs, outsource, eliminate duplication and facilities
• Increase revenue: higher yield, new markets and products/services, higher productivity
• Avoid new costs for existing or new services and functions, transfer effort
Efficiency • More efficient relationships between the
university and students- one-stop self service, linked and automated
transactions
• Digitizing and scalability– digitizing the product or services we provide to an
expanding and use-intensive customer base
• Velocity– the value of speed in the delivery of the product or
services we provide: paperless financial aid
Effectiveness
• Planning and planned outcomes with strategic costing of effort
• Reporting and performance (yield)• Rational procedures and policies
Satisfaction• Customer relationship management
(CRM)• Ease of use• Customizing
– customizing the product or service we provide
– students are expecting new ways of learning and doing business with the university
Units that are key to future improvements
Web development servicesInformation management systemsProcesses redesign consultants and
innovators in core business officesFaculty governance
Expanding application of new technologies
An integrated ERP systemPortalsNew applications and functionality (portfolios, CSM, LMS)
Expanded use of reporting
• Student performance reporting: providing feedback data to advisors and administration
• Performance measurement including measures of cost of services
• Data quality and integrity
Student Admissions Portal
'Click' here for Address File for the list
'Click' here for Registration Summary
'Click' here for policy on student records privacy
'Click' here to send e-mail to student
'Click' here to save report to your desktop
Deanna OlsenJonathan OlsenMatthew OlsenTimothyOlsenPamela OlsenJanelle OlsenPaul OlsenShandy OlsenScott OlsenDavid OlsenRachel OlsenThomas OlsenBrian OlsenBruce OlsenAmber OlsenKristin Olsen
New governance and planning structure
User(Students, faculty, staff and alumni)
Questions and comments?