It’s Good Let’s make it better 972003
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This document summarizes a retreat for the Office of Financial Aid to discuss continuous process improvement. It outlines that while the new student information system rollout was successful, there was still room for improvement as shown by one student's poor experience. The group discusses defining value from the student perspective and mapping key processes to identify areas for reducing waste. Attendees break into groups to document the current state of processes and propose future improvements. The goal is to better align processes with student needs through an iterative improvement approach.
It’s Good Let’s make it better 972003
- 1. It’s Good, Let’s Make it Better!It’s Good, Let’s Make it Better! Office of Financial Aid, Student Employment and Scholarships Retreat 2010
- 2. It’s Good!It’s Good! Rolled Into Production a New Student Information System ◦ “Radical Transformation” 3+ Years of Project Work Milestones Reached: ◦ Imported ISIR Records in March ◦ Award Offers In April ◦ Direct Loans Originated In July/August ◦ Disbursement On Schedule in August ◦ No Protests Outside of Chancellor’s Office!
- 3. But Not Perfect!But Not Perfect! Actual Complaint Letter from Student ◦ 13 Contacts With Our Office ◦ Asked 3 Times to Sign 1040 ◦ Checklist Wasn’t Completed ◦ Call Not Returned ◦ Email Not Returned ◦ Verif Completed 2 months later ◦ Adjustment to Aid for Less Than Full Time was another month ◦ Disbursement schedule added further delay
- 4. If We’re Doing A Good Job…If We’re Doing A Good Job… Why Did This Student Have This Experience? We All – ◦ Care About Students ◦ Work Hard ◦ Take Pride in Our Work
- 5. Where’s The Disconnect?Where’s The Disconnect? The Disconnect Occurred in the Process ◦ “Fell Through the Cracks” ◦ Means the Process Has Gaps. “Want – Got – Gap” ◦ When What a Student Wants Is Not What the Student Gets, Then There is a Gap ◦ All Processes Have Gaps ◦ Recognizing Gaps in a Process is Not Bad Failing To Resolve Gaps in A Process Is Bad
- 6. Let’s Make It Better!Let’s Make It Better! Assembled An Expert Team for Resolving Process Gaps ◦ YOU! ◦ The Experts Are Right Here In This Room Continuous Improvement is Iterative ◦ We’re Not Going To Solve Every Problem Today ◦ We’re Not Going to Solve Every Problem This Year GOAL ◦ Align Our Processes Closer to the Needs of Beneficiaries and Stakeholders
- 7. Today’s PlanToday’s Plan 1. Continuous Process Improvement – What is it? 2. Who Benefits? 3. What Is Value? 4. How does Financial Aid Add Value? 5. What do Beneficiaries Want? 6. Key Processes – High Level Overview 7. Key Processes – Current State (Small Group) 8. Key Processes – Future State (Small Group) 9. Reporting Out 10. Key Performance Indicators 11. PLUS, we’re going to have some fun!
- 8. Continuous Process ImprovementContinuous Process Improvement What is Continuous Process Improvement? ◦ Ongoing activities aimed at process simplification, and reduction or elimination of process waste. An integral part of continuous improvement program. Source: http://www.businessdictionary.com/ Many Programs for CPI ◦ TQM (Total Quality Management) ◦ LEAN ◦ Six Sigma ◦ BPA (Business Process Analysis) ◦ FOTM (Flavor of the Month)
- 9. Continuous Process ImprovementContinuous Process Improvement Which Flavor Are We Sampling Today? ◦ “LEAN Lite” ◦ “Enhanced BPA” Hybrid model ◦ Introduce the Concept ◦ Make Formal What Has Been Ad-Hoc ◦ Validate What You’ve Already Been Doing Get Creative ◦ Great Place to Generate New Ideas
- 10. ““Cui Bono?Cui Bono?”” Translation?... ◦ Bono’s kid brother? No… ◦ Sonny and Cher’s son? No… Literally “As a Benefit to Whom?” ◦ Often the first question asked in murder mystery investigations ◦ Who gains? We Start With the Same Question ◦ Who Benefits?
- 11. Who Benefits?Who Benefits? Who Benefits from the Services We Provide? ◦ Financial Aid Recipients We’ll call these “Beneficiaries” Who Has a Stake in the Outcome? ◦ University ◦ Donors (includes U.S.E.D, State of Colorado) ◦ Parent of Recipients
- 12. Competing InterestsCompeting Interests Are the Interests of Beneficiaries and Stakeholders the Same? ◦ Beneficiaries Seek to Maximize Value ◦ Stakeholders May Impose Constraints Examples of Constraints ◦ University – Budget ◦ U.S.E.D. – Program Integrity ◦ Donors – Program Objectives
- 13. Beneficiaries as ValueBeneficiaries as Value MaximizersMaximizers Customers seek maximum value ◦ “Customers are value maximizers within the bounds of search costs and limited knowledge, mobility and income. They form an expectation of value and act on it.” Expectations versus Experience ◦ “Whether or not the offer lives up to the value expectation affects both satisfaction and repurchase probability.” Kotler, Marketing Management p. 34.
- 14. Views of ValueViews of Value What is “Value” ◦ Total Customer Value = The bundle of benefits customers expect from a given product or service ◦ Total Customer Cost = The bundle of costs customers expect to incur in evaluating, obtaining, using and disposing of the product or service ◦ Customer Delivered Value = TCV-TCC Source: Kotler, p.34
- 15. Other Views of ValueOther Views of Value “Value is anything for which the beneficiary is willing to pay.” Balzer, Lean for Higher Education, p. 137 “The real price of anything is the toil and trouble of acquiring it.” – Adam Smith Kotler, p. 35
- 16. ““Added” ValueAdded” Value What is Added Value ◦ “Value is added when a process delivers the amount or level expected by the beneficiary, the quality the beneficiary expects, in as timely a manner as the beneficiary expects, where the beneficiary expects and at a cost the beneficiary is willing to pay.” Balzer p. 127 Opposite of Added Value is “Waste”
- 17. Brand ValueBrand Value What is Brand Value ◦ “A statement of the resulting experience customers will have from the offering and the relationship with the supplier.” Kotler, p. 37 Brand Value examples ◦ Nordstroms “Customer Intimacy” ◦ Wal-Mart “Operational Excellence.”
- 18. UCCS Brand ValueUCCS Brand Value What does UCCS Offer as Brand Value? ◦ Knowledge and experience delivered in a safe and supportive environment Personal summation Knowledge ◦ Create/Transfer knowledge ◦ Compete strongly Experience ◦ Not as strong
- 19. What is Financial Aid’s Role?What is Financial Aid’s Role? Help Maximize the Value of Education ◦ Reduce Total Student Cost Deliver scholarship, grant, work and loan funds to reduce Total Student Cost ◦ Reduce constraints to Value Maximization Increase limited knowledge Reduce search costs Increase purchasing ability of family income (i.e. we offset the income constraint)
- 20. What Are Financial Aid’sWhat Are Financial Aid’s Constraints?Constraints? Limited Financial Resources ◦ Personnel budget limits staff levels Processes with requirements set by outside agencies ◦ All processes must comply with federal and state laws, regulations and guidance System Functionality ◦ Processes must be constructed to address system deficiencies
- 21. What Do Beneficiaries Want?What Do Beneficiaries Want? What Would You Say? Here what T. wrote: ◦ “Students depend on this department working well so that they can focus their energies on obtaining an education rather than worrying about how they are going to pay for rent and feed their families.” They want the amount of aid for which they are eligible delivered with the least amount of rework and delay.
- 22. Key Processes from 30,000’Key Processes from 30,000’
- 23. Pre-PackagingPre-Packaging Includes ◦ Importing ISIRS ◦ Suspense Management ◦ MIL Letter Generation ◦ Estimated Award Offer Generation ◦ Document Imaging ◦ Checklist Management ◦ Verification ◦ OAR ◦ SAR C = Y Resolution ◦ Correction Processing Pre-Packaging Team Mark Kim Brooke Crystal
- 24. Packaging and DisbursementPackaging and Disbursement Includes ◦ Packaging Plan Assignment ◦ COA Determination ◦ Scholarship Awarding ◦ Packaging Official Aid ◦ Over-commitment Management ◦ Budget Adjustments ◦ Disbursement Packaging and Disbursement Team Jennifer Brad Drew Shannon Heidi
- 25. Post PackagingPost Packaging Includes ◦ Loan Origination ◦ Work Study Activation/Cancellation ◦ Overaward Resolution ◦ Enrollment Status Adjustments ◦ R2T4 ◦ COA Adjustments ◦ Overpayment Resolution ◦ Disbursement Error Resolution ◦ PJ Requests and Decisions Post Packaging Team Amy Margie Michelle Sandy Rick
- 26. Small Group Assignment 1Small Group Assignment 1 Develop a Process Map, Step List or Process Timeline That Reflects the Current State of the Key Processes Process Map/Step List/Process Timeline should reflect in chronological order the steps a beneficiary’s application goes through View from 15,000’ ◦ Detailed Processes Should Be ‘Rolled Up’ at this stage
- 27. Small Group Assignment 2Small Group Assignment 2 Looking at Your Current State document, identify one or more key processes where we could increase alignment with beneficiary goals by reducing waste in the process and IMPROVE THAT PROCESS Waste includes ◦ Waiting time to review/process ◦ Rework ◦ Manual intervention ◦ Multiple handoffs ◦ Data Entry Errors/Omissions, etc.
- 28. Key Performance IndicatorsKey Performance Indicators As we consider ways to improve processes we need to find ways to measure our improvements Examples ◦ Days from ISIR Receipt to Official Packaging ◦ Total dollars disbursed during 1st week of disbursement ◦ Beneficiary satisfaction measures
- 29. Wrap up and Future ActivitiesWrap up and Future Activities Was This Valuable? Do You Want to Continue? Would You Like to Have Teams Meet Regularly? Other Ideas? Thank YOU!!!!!