Transcript Document
AUA-SPA Applicant Experience Network 25 June 2013 Janet Graham, Director of SPA and Network Co-ordinator and Nick Bhugeloo, Head of Applicant Services, Kingston University What is SPA? Set up in 2006 following the Schwartz Report Fair Admissions to Higher Education: Recommendations for Good Practice 2004 “ The Group recommends the creation of a central source of expertise and advice on admissions issues. Its purpose would be to act as a resource for institutions who wish to maintain and enhance excellence in admissions. Such a centre could lead the continuing development of fair admissions, evaluating and commissioning research, and spreading best practice.” UK’s independent, fully funded (generally free at the point of delivery) and objective voice on fair HE admissions Small team, but with relevant practical and strategic experience What is Fair Admissions? 1. be transparent enable institutions to select students who are able to complete the course “Equal opportunity forasalljudged by their achievements and their potential 2. individuals, regardless of 3. strive to use assessment methods that are reliable background, to gain and valid admission to a course 4. seek to minimise barriers to applicants suited to their ability and 5. be professional in every respect and underpinned by aspirations.” appropriate institutional structures and processes Who delivers the applicant experience? Pre-application WP/Outreach enquirers potential applicants Outreach/ WP Marketing Schools’ and Colleges’ Liaison Planning Admissions Application ? Student Records Post-application selection; offers accepted applicants unsuccessful applicants Transition confirmation induction enrolment Teaching & Learning Student Services study choices Retention and graduation The applicant experience Built under four broad stages preapplication www.spa.ac.uk/applicant-experience application postapplication transition Adopted a behavioural view of ‘experience’ Interactive participation and engagement, not a passive journey Linked and underpinned through effective information, sing and advice guidance The applicant experience A good applicant experience is mutually beneficial to both the applicant and the higher education provider prepares, informs and provides equality of opportunity to enter higher education should accurately match the student’s aims, abilities and aspirations with the character of the institution. therefore improves student retention and enhances the strategic mission of the institution A poor applicant experience is inherently detrimental to both the applicant and the higher education provider – both lose out perpetuates barriers to entry disengages potential applicants and their advisors risks incongruence between student expectations and institutional character therefore embeds an enrolment strategy leading to unfulfilled potential and increased drop-out The Applicant Experience: collaborative integrated strategy institution mission and values monitor pre-application stage processes policies application stage processes post-application stage processes transition stage processes key interactions linking interactions key interactions linking interactions key interactions linking interactions key interactions IPG integrated IPG integrated IPG integrated IPG integrated IPG integrated IPG integrated IPG integrated practitioner groups / communities practitioner groups / communities practitioner groups / communities practitioner groups / communities practitioner groups / communities practitioner groups / communities practitioner groups / communities enablers (staff; systems; funds) measure strategic aims The Applicant Experience Strategy Strategic leadership in admissions is integral to an institution’s learning and teaching strategy, management and planning. SPA’s view is that an applicant experience strategy underpins the student experience, it supports the management and processes of both academic and professional staff. The benefits for the institution should be more integrated ways of working, with possible efficiency gains enhanced staff professionalism and understanding of strategy improved quality practices and procedures which may give competitive advantage, enhance reputation and aid retention ability to take advantage of external changes quickly The benefits for the applicant: transparency, a better experience Welcome 9 Content Part 1 – Paperless Part 2 – SLA decision turnaround times Something you might find interesting..... 10 Part 1 – Paperless • • • • When? Why? How? Impact on applicants’ experience 11 Part 1 – Paperless When? Phased approach 2006 – Paperlite 2009 – Paperless 2011 – Paperlite confirmation 2012 – Paperless confirmation 2013 – Paperless clearing 12 Part 1 – Paperless Why? a) Statutory requirement – UCAS - This will take effect for students commencing in Academic Year 2014-15 b) Green agenda Consider the environmental impact of just 10 million pages: 2,500 trees 56,000 gallons of oil 450 cubic yards of landfill space 595,000 KW (kilowatts) of energy (Data Source: www.epa.gov) c) Financial Cost associated with handling paper based admissions (post, printers, ink) Human resource inputs to handle the shuffling of paper Cost of paper Volume of applications 13 Part 1 – Paperless Why? d) Position in the market place (ranking / application volumes) Areas where we could make a difference (quick fix) Application volumes - +40,000 Vision - paying ‘customers’ and perceived expectations that come with it... 14 Part 1 – Paperless Why? e) End user/customer or applicant’ experience The voice of the applicants .... Nearly 80% of our applicants expect a decision within 30 working days 15 Part 1 – Paperless How? • What tools were available to us then: online application – now web-link, SRS, electronic data transfer • First step 2007– cut back on paper usage from the centre– no UCAS paper forms – use of summary form (A4) • Step 2 (2008/2009) – replacement of printed summary form with word document. • Step 3 (2010 / 2012)– replaced word document with share-point lists – ability to manage workflows and document management capabilities within the list. • On-going work with Tribal to find a suitable CRM solution for the future 16 Part 1 – Paperless Impact • Applicants’ experience • Financial • Staff experience • Contribution to the performance indicators 17 Part 1 – Paperless Impact • Applicants’ experience 18 Part 1 – Paperless Impact • Financial Efficiency gains over 3 years (30% per year on paper, ink, human resource costs) 2009-10 to now – cost relating to admissions processing = null 19 Part 1 – Paperless Impact • Staff experience Reliance on print copies & infrastructure around them Reliance on post Minimised risk of paper forms/summary forms getting lost More room – less cabinets to hold paper forms • Contribution to the performance indicators To be covered in part 2 • Challenges? 20 Part 2 – SLA decision turnaround times • • • • When? Why? How? Impact on applicants’ experience 21 Part 2 – SLA decision turnaround times 22 Part 2 – SLA decision turnaround times 23 Part 2 – SLA decision turnaround times When? Managing performance of our decision times / turnaround times from 2005 Measures include: % application processed at a given point by faculty and by central or faculty decision. % on-time decisions (Faculty / centre – interview & non-interview courses) Number of days to decision 24 Part 2 – SLA decision turnaround times Why? Ensure that we are providing the best possible / optimum service to our applicants Our positioning does not allow us to ignore this key indicator It is a nice thing to do – courteousness to our customers – they feel valued To remain competitive 25 Part 2 – SLA decision turnaround times How? 2005 -Measure performance without any indicators (where we are?) 2005 – 2006 Disseminate the information Institution-wide 2006 -7 Agree turnaround times targets 2006 Monthly bulletin –providing colleagues with an update on performance ( name and 26 shame? ) Part 2 – SLA decision turnaround times Impact on applicants’ experience What would have been the result on application numbers if we did not address the turnaround times of decisions? 27 Part 2 – SLA decision turnaround times Our position V sector 28 Part 2 – SLA decision turnaround times Work in progress • The development of a CRM solution to fit the current context • The implementation of such solution together with the response times would lead to an improved conversion across all programmes at Kingston. 29 THANK YOU Contact details: Nick Bhugeloo E-mail : [email protected] 30 Want more about the applicant experience? More detail on the SPA website: www.spa.ac.uk/applicant-experience Share your experience or become a case study institution, working with SPA Talk to Dan Shaffer, Head of Professionalism in Admissions at SPA, [email protected] Tel 01242 544895 Join the SPA-AUA Applicant Experience Network: http://www.aua.ac.uk/pigroups-1-Applicant-Experience.html