Transcript Transforming Higher Education Student Integrated Services (THESIS) Condensed Summary Report Presented to the UMS Functional Staff June 15, 2005

Transforming Higher Education Student
Integrated Services (THESIS)
Condensed Summary Report
Presented to the UMS Functional Staff
June 15, 2005
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.
GOALS
The 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 administrative
developing and maximizing the use of integrated technology systems
business services
human 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
OUTCOMES
In order to achieve the goals and objectives of implementation planning, it is necessary to employ an actionoriented 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: 2
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: 3
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: 4
The THESIS team examined the data gathering of
SSTP and validated our work with validation
workshops attended by students, faculty and staff
THESIS Validation
Workshop Attendees
SSTP Interviews and
Focus Group Attendees
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
*
13
15
80
79
194
UC
Sub Total
Total -
353
* Represented by all 7 universities
Page: 5
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: 6
Admissions
Draft Mid-Level TO-BE Process Location Map
Step 1
Step 2
Step 3
Step 4
Identify
Prospective
Students
Develop
Recruitment &
Marketing
Publications
Communicate
With
Prospective
Students
Build
Applicant
File
UNIVERSITY
 Develop system wide
search strategy (UMS)
 Determine UMS target
markets (UMS)
 Purchase universityspecific 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)

Capability to process,
image and perform data /
document management
of applications locally as
needed (U)
CENTRAL

•
•
•
•
Purchase agreed upon
lists (C)
U – denotes University Staff, Faculty &
Department
UMS – denotes the Univ. of Maine System
in collaboration with the Universities
S – denotes Students
C – denotes Central

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)
Page: 7
Admissions
Draft Mid-Level TO-BE Process Location Map
(Cont.)
Step 5
Step 6
Step 7
Review
Applicant
File
Make
Admissions
Decision
Notify Applicant
UNIVERSITY



Run reports to look at
applicant pool (U)
Review application for
admissions (U)

Provide and maintain
tools to support
Universities (C)



CENTRAL
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)



•
•
•
•
Conduct, for accepted students
post-admission communications
and yield activities (U)
Option to print acceptance letters
locally (U)
On-going yield activities (U)
Generate appropriate decision
letter including enclosures (denies
include information on internal
referral service) (C)
Follow-up, ongoing
communications with new admits
(C)
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
Admissions
Draft Mid-Level TO-BE Process Location
Map (Cont.)
Step 8
Step 9
Step 10
Step 11
Process
Students
Response to
Decision
Prepare Files
Matriculation
and/or
Deactivation
Generate
Reports
And
Surveys
Ongoing
Communications
w/students
UNIVERSITY


CENTRAL




•
•
•
•
Review and approve/deny
individual requests for deposit
refunds and waivers (U)
On-going yield activities (U)
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)



Universities define
criteria for
communication with nonresponders (U)
Send letter of withdrawal
to non responders
Process non-responders
based on universitydefined rules (C)


Generate University
specific reports
based on applicant
pool (U)
Generate UMS
specific reports
based on applicant
pool (C)


Ongoing
communications
with students,
parents, counselors
as necessary (U)
Ongoing
communications as
necessary (C)
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: 9
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: 10
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: 11
Advising
Draft Mid-Level TO-BE Process Map
STEP 1
STEP 2
STEP 3
STEP 4
Identify
and educate
Advisors
Assign
Reassign
Advisors
Conduct
Orientation
and/or Initial
registration
Conduct
Assessment of
Student Skills
Interests
UNIVERSITY



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)

Prepare for and conduct
multiple sessions (U)





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
CENTRAL






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 access to
assessment tools (c)
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 12
Advising
Draft Mid-Level TO-BE Process Map (Cont.)
STEP 5
STEP 6
Conduct
Ongoing
Advising
Monitor
Student
Progress
UNIVERSITY







CENTRAL





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











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.
Responding to “what if” scenarios (C for multi
campus students) – capture students visits online
(security included)
Make referrals to campus advising when appropriate
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 13
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: 14
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: 15
Registration and Student Records
Draft Mid-Level TO-BE Process Location Map
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
Build the
Authorized
Course
File
Build Term
Section File
Validate Student
Readiness
Register
Students
Grade
Students
UNIVERSITY
CENTRAL



• Authorized course file
form approved by
curriculum committee
& department (U)
• Review form for
consistency (U)
• 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 webbased electronic class
schedule (U)
• Assumes local
university capability
and responsibility for
determining
registration
appointment rules. (U)
• Registration
intervention for
exceptions (e.g.
overrides,
prerequisites,
withdrawals /
cancellations) (U)
• Self Register (S)
• Enter Grades (U)
• Build Course File (C)
• Notify all system transfer
officers of changes (C)
• Notify degree auditors of
changes (C)
• Publish electronic course
schedules (C)
• Coordinate printing to
facilitate economy and
scale (C)
• Coordinate common
publishing date for all
Universities (C)
• Evaluate Preliminary
Student File (C)
• Produce & Distribute
RANS(C)
• Determine Registration
Appointments (C)
• Ongoing Maintenance
(C)
• 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.
• 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)
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 16
Registration and Student Records
Draft Mid-Level TO-BE Process Location Map
(Cont.)
STEP 6
STEP 7
STEP 8
Process
Academic
Actions
Iterative
Manage
Academic
Records
Graduate
Students
UNIVERSITY
• Universities provide Academic
Actions criteria to Center (U)
• University will make decisions
regarding Academic Actions
(U)
• Address probation, suspension
and dismissal appeals (U)
• 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)
• 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)
• Distribute official & unofficial transcripts (C)
• Verify enrollment (C)
• Student file maintenance – Change of
student address, phone number (C)
• Change of academic status (C)
• Center will manage Degree Audit
information for completeness
and timeliness (C)
• Prepare & distribute graduate
certification material (C)
• Process and print diploma (C)
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)



U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 17
Registration and Student Records
Draft Mid-Level TO-BE Process Location Map
(Cont.)
STEP 9
STEP 10
Transfer
Evaluations
Generate
Reports &
Other activities
UNIVERSITY
• 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)
• Outreach activities (U)
• Generate miscellaneous lists and reports (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
CENTRAL



U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
•Common data set and various college
surveys
•Miscellaneous lists and reports, e.g.
departments want major lists, labels,
etc.
Page: 18
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: 19
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: 20
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: 21
Financial Aid – Draft TO-BE Mid-Level Process
Location Map
STEP 1
STEP 2
STEP 3
Install Regulations
Load ISIRs and
Budget Elements
Request, Receive
and Process
Documents from
Applicants
UNIVERSITY


CENTRAL
 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)



U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central





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)
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)












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)
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)
Page: 22
Financial Aid – Draft TO-BE Mid-Level Process
Location Map (Cont.)
STEP 4
STEP 5
Establish Award
Parameters
Award (Initial and
Adjustments) and
Notify Students
UNIVERSITY


Determine the federal, state and institutional funds
available (U)
Create specific award formulas for various student
populations (U)







CENTRAL
 Develop tools for software to simulate, establish and
monitor award parameters.







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)
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)
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 23
Financial Aid – Draft TO-BE Mid-Level Process
Location Map (Cont.)
STEP 6
Process Loans and
Perform Entrance
and Exit Interviews
UNIVERSITY
CENTRAL

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)

Perkins, Nursing, Institutional Loans:




Direct Loans:





Send award data file to loan processing center (see Collections To-Be for details). (C)
Adjust awards at institutional level. (C)
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)






U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central

Conduct mandatory entrance interviews (electronically or in person) (C)
Page: 24
Financial Aid – Draft TO-BE Mid-Level Process
Location Map (Cont.)
STEP 7
STEP 8
STEP 9
STEP 10
Manage debt levels
& default rates
Manage and Award
University and
UMS Scholarships
Perform
Satisfactory
Academic
Progress (SAP)
Process
Withdrawals
UNIVERSITY



Provide student with actual debt
level at graduation (U)
Provide debt level counseling oneon-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






CENTRAL



U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
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




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



Very manual process with very specific
criteria for awarding and renewal. (U)



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)

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: 25
Financial Aid – Draft TO-BE Mid-Level Process
Location Map (Cont.)
STEP 11
STEP 12
STEP 13
Disburse Funds
Reporting &
Compliance
Manage Special
Groups of Students
UNIVERSITY


Resolve disbursement exceptions
(U)
Perform scheduled and automated
disbursement processes as
necessary (U)


Perform Federally mandated annual processes. (U)
FISAP






Establish university protocol for awarding, monitoring &
tracking for special groups – i.e. Merit (U)
NCAA at UM


Participate in Audits / Program Reviews


Gather information & identify applicant pool (U)
Complete & submit to Dept of Education (U)
Respond to federal edits

Comply with all federal, state & institutional
audits (U)
Ad hoc reporting (U)
Complete surveys, information requests, reports (U)





CENTRAL
 Perform scheduled and automated
disbursement processes for each
university. (C)
 Provide Exception Report and
distribute to University Financial Aid.
(C)



U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central

Participate in Audits / Program Reviews




Comply with all federal, state & institutional
audits (C)
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

Identity, verify & code student population in
Financier or PeopleSoft (C)
Ad hoc reporting (C)
Complete surveys, information requests, reports
(C)
Provide Universities with reporting tools and data
support
Page: 26
Financial Aid – Draft TO-BE Mid-Level Process
Location Map (Cont.)
STEP 14
STEP 15
Produce
Informational
Publications
Manage Funds
(ongoing)
UNIVERSITY




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)
CENTRAL








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)

Request & receive allocations/draw downs/checks – Federal and State
Accounts (C)
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 27
Financial Aid – Draft TO-BE Mid-Level Process
Location Map (Cont.)
STEP 16
STEP 17
Manage Student
Employment and
FWS
Advise and
Counsel (ongoing
UNIVERSITY











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)
CENTRAL




Provide University with Financial Aid
information (C)
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 28
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: 29
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: 30
Bursar
Draft TO-BE Mid-Level Process Location Map
STEP 1
STEP 2
Create
Assessment
Criteria
Import & Assess
Student Charges &
Credits
STEP 3
STEP 4
Apply Modifications
to Initial Invoice
Produce &
Distribute Initial
Term Invoice with
Supplemental
Information
UNIVERSITY

Populate tables and/or rules
that drive the background
calculations. (U)
CENTRAL
 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)



Processing multiple programs
in a sequential order to
properly populate students’
accounts and university
revenue accounts. (C)
Process financial aid
disbursements (C)







U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Review and apply Campus
specific waivers e.g. Senior
Citizen, High School
Aspirations, outside
scholarships, department
credits. (U)
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)




Create the supplemental
information to be included
with initial invoice. (U)
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)
Page: 31
Bursar
Draft TO-BE Mid-Level Process Location Map
(Cont.)
STEP 5
STEP 6
STEP 7
STEP 8
Process Initial
Invoices
Process Refunds
Account
Maintenance
Subsequent
Invoicing
UNIVERSITY
 Ability to receive and post student
payments (U)
 Business Office staff will always
be able to provide service to
students (U)




CENTRAL
 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)





Process exceptions (U)
Produce emergency/on
demand refund checks (U)
Review and Finalize Student
Refund amounts (U)
Hold credit at University
discretion (U)
Run account reports to
support University Refund
Process and System Office
Check Processes (C)
Process hold credits per
student request (C)







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)
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)






3rd Party Billings (U)
Business Office staff will
always be able to provide
service to students, including
on demand invoicing (U)
Electronic or paper
notification of subsequent
payment plan payments (C)
3rd party billings (C)
EFT loan notifications (C)
Miscellaneous charges (C)
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 32
Bursar
Draft TO-BE Mid-Level Process Location Map
(Cont.)
STEP 9
Conduct Collection
of Delinquent
Student Accounts
(see To-BE
Collections)
STEP 10
STEP 11
STEP 12
Required reporting
Other Student
Services &
Business Office
Functions
Financial Appeals
UNIVERSITY


Special Payment Arrangements
(current or non-current students)
(U)
Finalize/Approve recommended
accounts for 3rd party collections
(U)
CENTRAL
 Communication of pre-collection
notifications to students (C)
rd
 Recommend accounts for 3
party collection (C)
 Execute and Distribute
reports/information to 3rd party
collection agencies (C)







Execute and distribute audit
reports (U)
Execute and distribute
NEBHE reports (U)
Execute and distribute
System/State/Agency
program reports (U)
Review and correct invalid ID
reports prior to1098T
generation (C)






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)
Perform Residency appeals (C)
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 33
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: 34
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: 35
Loan Processing and Receivable Management
Draft TO-BE Mid-Level Process Location Map
STEP 1
STEP 2
Create Predisbursement
Requirements
Create Loan
Record on
Loan Servicing
Contractor
UNIVERSITY


Input from Financial Aid Process for determining eligibility for
Perkins, Nursing, and Institutional Loans (U)
Accept documents as necessary to facilitate loan processing (U)
CENTRAL
 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)








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)
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 36
Loan Processing and Receivable Management
Draft TO-BE Mid-Level Process Location Map
(Cont.)
STEP 3
Due
Diligence
And
Processing
UNIVERSITY



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)
CENTRAL













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)
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 37
Loan Processing and Receivable Management
Draft TO-BE Mid-Level Process Location Map
(Cont.)
STEP 4
Collections
of
Delinquent
Accounts
UNIVERSITY


CENTRAL

















U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes 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)
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 status
Communications with students regarding eligibility status
Page: 38
Loan Processing and Receivable Management
Draft TO-BE Mid-Level Process Location Map
(Cont.)
STEP 5
STEP 6
Accounting
And
Reporting
Other Loans
And
Functions
UNIVERSITY


Determine loans to be assigned to written off status (U)
Complete Perkins and Nursing sections of FISAP (U)
CENTRAL
 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)







Process Emergency / Short Term Loans (U)
Billing Emergency / Short Term Loans (U)
Collect Delinquent Emergency / Short Term Loans (C)
Collection of Delinquent Non-Student Receivables (C)
U – denotes University
Staff, Faculty & Department
S – denotes Students
C – denotes Central
Page: 39
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: 40
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: 41
Best Practice Universities examined and
rationale for examination
School
Rationale for examination
California 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 EDUCAUSE
January/February 2005 EDUCAUSE Review
Page: 42
Best Practice – Process Redesign
Old Process
New Process
Auto Transaction
UMS Processing Center
Self-Service/Web
Generalist
University
One-Stops
University Functional Silos
Specialist
Page: 43
Best Practices - Processing Center
Best Practice
Design Principles
Documents
are received and processed at one location.
Implications for
UMS Redesign
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,
Cross-functionally
trained employees level the workflow and
volume throughout the year.
Center
Student
Dedicated
service transactions are “pushed” to self-service,
supported by robust web tools and an easily accessible help
function when needed.
physical center exists to
improve the in-person face-to-face service
to students at the universities.
staff must be cross-trained in
multiple functional areas to gain
efficiencies in processing and service.
technical staff are needed to
develop and support the tools.
Page: 44
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
Original
official paper documents are properly destroyed
after imaging and indexing are complete.
Policies
Enterprise
software, such as PeopleSoft, provides the
greatest return on investment when business processes
are redesigned to be more uniform.
The
Service
Center
is provided regardless of the software needed
to process information.
management/imaging system is
absolutely necessary in the implementation of a
central processing center.
regarding records retention and
destruction need to be revised to accommodate
electronic storage of official records.
work of Project Enterprise and THESIS to
unify UMS business processes supports this
imperative.
staff need to be trained to use multiple
systems – legacy and PeopleSoft – in order to
serve students effectively.
Page: 45
Best Practices – University System Models
Best Practice
Three System Models
South
Implications for
UMS redesign
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
City
Most
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. documentation, centralized transfer credit evaluation. Until last
year, also produced all NYC Board of Ed transcripts for
public schools. Does not handle graduate applications.
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.
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: 46
Best Practices - University System Models
Best Practice
Three System Models
California
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.
Implications for
UMS redesign
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: 47
Best Practices - University One-Stops
Best Practice
Implications for UMS redesign
Students
can transact business at any of the seven
UMS universities at one service desk.
Six
Cross-functional
training is essential to provide
excellent and efficient student service.
Training
Required
documents, if hand-delivered, can be
processed, imaged and indexed by the One-Stop staff.
Document
One-Stop
Job
service staff are empowered to resolve
student concerns in one transaction.
of the seven UMS universities already have
student service offices in one building – close to
the concept of a One-Stop.
(functional and customer service) of
One-Stop staff should be an integral part of the
implementation plan.
management work stations must be
deployed at all One-Stop locations.
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: 48
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
The
launch of a university One-Stop must be
adequately promoted to ensure community gravitation to
the new structure
Promote
In
Admissions
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
staff will need to be trained to use
multiple systems – legacy and PeopleSoft – in
order to serve students effectively
the benefits of the new One-Stop to
all constituents before and during
implementation
recruitment and review should
remain as a separate, functional process given
its external student focus
Page: 49
Best Practices - Summary




UMS is breaking ground in designing a transparent center
serving seven distinct institutions
Best practices research revealed great success with campusbased 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: 50
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

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
 be sensitive to the needs of all University
customers, including students, faculty and staff
Page: 51
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: 52
The Center Model
Major work segments and responsibilities
Process Owners
Subject
Matter expertise
Decision
making, exceptions, judgment
calls
Cross
trained for peak support in other
areas
of policy
Coordinating
campus functional leaders
technical PS setups – crossover
role
Appropriate
policy/decision and role profiles
Team
lead for back office and
programmatic support
Training
– delivery and development
resolution – programmatic,
campus, center
Problem
in primary area.
decision making and judgment
functional training – e.g., new
screen, new fields, how to
Specific
Problem
Security
resolution – process
Constant
communication with
internal/external constituents
Limited
number of team leaders
Suggest
Report
Technical
Report
Development
Partner
Knowledgeable
Application
Review
Generalists
improvements
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
Building
Constant
communication with
internal/external constituents
Measurements
Management
Suggest
Report
– Quality, customer sat
of support staff
and drive improvements
Development
Page: 53
Center Governance and Key Linkages
UMA
UMF
UMFK
UM
UMM
UMPI
USM
Functional Accountabilities
Consistent functional process agreement
Establish benchmarks for performance
University Accountabilities
Center Accountabilities
Functional Coordination
Responsiveness to Universities
Campus Visits
Performance Review
Production Schedule Coordination
University involvement in Center
Center goals and strategy
Performance oversight and
feedback
Advisory
Board
Processin
g Center
Buy in to Center
Voice in the Center
Partner in Governance
Dependent on Center as a Partner
Help establish benchmarks for performance
Technology strategy development
Users group participation
Provide Student Services Infrastructure
UNET
CIO
Project
Enterprise
Page: 54
The core team targets for student services performance
with measurements in place for evaluation and
improvement 6 months after implementation
Customer Satisfaction
•Improve Service
•Retain Students
Financial
•Achieve targeted cost savings
•Retain greater funds on student
receivables
Mission
Vision
Strategy
Quality and Speed
•Data accuracy
•Consistent transactions
•Establish processing guidelines
Innovation & Learning
•Develop process for continuous
improvement
•Enhance communication
•Train staff
See the Appendix for
additional goals and
performance measures
Page: 55
Vision of the University One Stop
A Strong Customer Service Focus
Front-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 OneStop.

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 selfservice functions, and to accommodate students who
are already comfortable with self-service portals.
Page: 56
The following are some activities that can be
performed at the One-Stop Front Desk
University One-Stop – Front Desk Activities
Register
Students
Accept payments
Answer general questions/redirect students if need be
Add/drop withdrawals
Process transcript requests
Accept documents (applications, financial aid)
Teach students self service skills
Advise and counsel (basic academic information/policy, financial aid,
registration, bursar)
Document student interactions on the student file
Hand out materials
Scan documents (student walk-ins)
Manage student flow to front desk
Manage response time
Respond to phone calls and emails
Schedule:
placement tests
advising meetings
functional area SME meetings
Page: 57
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 multicampus (coordinate with other universities
regarding multi-campus students)
Page: 58
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: 59
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: 60
Initial and ongoing training is critical in the
success of the student administrative services
organization
Type of
Training
Process
Training Needs
Introduction
to Student Administrative Services Processes at the
Center and University One-Stop
Functional
Deep
expertise in area of functional responsibility
Customer
Service
How
Organization
Defining
to work with students, faculty, staff, parents
Communication
Team
Technology
Cross Training
between Center and One-Stop
the new roles of the Center vs. the One-Stops
building and team work skills
New
technologies: document management, work flow, web
services, PeopleSoft, web design
Page: 61
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 Center
 Cross-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 manner
 Continue
two-way communications with faculty, staff, students
 Advertise, promote, and communicate changes
Page: 62
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 plans
 Revise
UMS Academic and Financial policies to align and make common
university processes and definitions
 Provide
financial support for critical improvements
 Develop
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
Page: 63