Millennials: Get Over It Lets Just Deliver Service Better, Integrating Web and Personal Services

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Millennials Get Over ItLets Just Deliver
Service Better, Integrating Web and Personal
Services

• Session 513
• AACRAO April 18, 2006
• David Johnston, Executive Director e-Strategy
• Student and Academic Services
• University of Calgary

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Outline

• Introduction
• Background to the Project
• Description of the Project
• General Implications
• Wrap up

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Alberta

• 3.1 million people
• 2 major cities
• 3 residential universities
• Many colleges, 2 technical institutes and several
  non-secular private institutions
• Expanding economy

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University of Calgary

• Medical / Doctoral Research Intensive
• 40 years old on April 1st
• 28,000 Students
• 11 Undergraduate Faculties
• 2 Graduate Faculties
• 3 Professional Faculties

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Me

• 25 years in the business
• admissions, institutional research, registrar
  services, student information systems, registrar
• Simon Fraser University (Vancouver)
• University of California, Davis
• University of Calgary
• Current appointment as of March 1st

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Students

• Students have a need for 2 things
• To give us information
• To get information from us

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How We Stack Up?

• We are now being judged on how we do this
• Efficient?
• Student oriented?
• Convenient?
• Correct?
• Timely?

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Case for Change

• For todays learners, customer service is an
  expectation not an exception. Yet it is rare
  that students and institutions have the same
  expectations for service.
• Diana Oblinger

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Case for Change

• Expanding Campus
• Additional 7,000 students by 2010
• 710M capital expansion program

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Campus Calgary Digital Library
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Case for Change

• Expanding Campus
• Additional 7,000 students by 2010
• 710M capital expansion program
• Lack of expressed student satisfaction
• Increasing emphasis on quality of student
  experience
• Change in campus student affairs leadership
• PeopleSoft ERP

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Case for Change

• New Leadership
• emphasized creation of best in class services
  that support students, staff, and the Academic
  Plan

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Student and Academic Services High Level
Services View
Office of the Registrar
Enrollment Services
Student Services
Student Diversity And Access

• Residence Services
• Counseling Centre
• University Health
• Services
• Career Services
• Chaplains Office
• Student Life

• DRC
• ISC
• Native Centre

• Admissions
• SA FA
• PSO
• UofC 101
• UPO

Public Service Transcripts Records
registration Scheduling Exams
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Organization Structure

• Not really strategic
• Traditional administrative hierarchy
• Not reflective of the net generation

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Special Advisor to the President on Student Life
Student Services
E-Strategy
Enrolment Management

• INTEGRATED SERVICES
• Call Centre(voice, email)
• First Stop(in-person services)
• Virtual Front Counter
• Technical Support
• IntelliResponse
• Student Voice
• CRM system
• E-manual

• Wellness (physical, mental, spiritual)
• Services to students with a disability
• Services to native students
• Services for co-op programs and employment
  transition
• Services to all international students and
  students going abroad
• Orientation
• Student life, leadership and engagement
• Student Housing
• SU/GSA Relations

• Student recruitment
• Undergraduate admission
• Registrarial services
• Regulatory and academic community support
• Student financial assistance support
• Undergraduate academic advising
• Classroom services

2 - way communication
2 - way communication
SAS Divisional Support financials, human
resources and communications
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New Organization Structure

• Achieved alignment
• Vertically
• Strategically

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Support Service

• Two Operational Streams
• Student Services
• Enrolment Management

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Student Services

• Wellness (physical, mental, spiritual)
• Services to students with a disability
• Services to native students
• Services for co-op programs and employment
  transition
• Services to inbound international students and
  outbound domestic students going abroad
• Orientation
• Student life, leadership and engagement
• Student Housing
• SU/GSA Relations

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Enrolment Services

• Student financial assistance support
• Undergraduate academic advising
• Classroom services

• Student recruitment
• Undergraduate admission
• Registrarial services
• Regulatory and academic community support

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Organization Structure

• Achieved strategic vertical alignment

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Organization Structure

• Achieved strategic vertical alignment
• However
• Services need to be delivered
• Horizontally
• Across functional units

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Integrated Services

• Prospective Students
• Admissions
• Records
• Registration
• Financial Aid
• Fees

• Call Centre(voice, email)
• First Stop(in-person services)
• Cross Functional

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Integrated Services Centre

• Silo independent
• Respect student needs
• Ease of understanding
• Integrated

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Case for Change

• The Net Generation cares about the activity that
  technology enables, not the technology per se.
  The use of technology to improve student services
  will be critical to the academy. . . Students
  will use technology in fact they will expect
  services delivered through technology.
• Jim Wager in Educating the Net Generation

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Special Advisor to the President on Student Life
Student Services
Enrolment Management
E-Strategy

• INTEGRATED SERVICES
• Call Centre(voice, email)
• First Stop(in-person services)
• Virtual Front Counter
• Technical Support
• IntelliResponse
• Student Voice
• CRM system
• E-manual

• Wellness (physical, mental, spiritual)
• Services to students with a disability
• Services to native students
• Services for co-op programs and employment
  transition
• Services to all international students and
  students going abroad
• Orientation
• Student life, leadership and engagement
• Student Housing
• SU/GSA Relations

• Student recruitment
• Undergraduate admission
• Registrarial services
• Regulatory and academic community support
• Student financial assistance support
• Undergraduate academic advising
• Classroom services

2 - way communication
2 - way communication
SAS Divisional Support financials, human
resources and communications
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E-Strategy at the University of Calgary

• E-Strategy
• Why Student Affairs?

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What the IT professionals are saying?

• There is an increasing expectation from students
  to have more technology involved. It's one more
  tool to be able to do something a little more
  easily than you could before to engage students.
• Bob Gagne, chief information officer in computing
  and network services at York University in
  Toronto.

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What the IT professionals are saying?

• The modern university needs a comprehensive
  strategy defining the role of information
  technology (IT) in accomplishing its mission.
• Jack McCredie, Associate Vice Chancellor CIO,
  UC Berkeley JSIG meeting 2002

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What the students are saying

• Technology isnt perfect. I think all of us
  realize that, but it can be used to enhance our
  university experience. It can be a good way of
  communicating. . . Technology can make a big
  university seem personal, likes its a small
  community, like its connected to me.
• Jessica, a millennial student, from Educause
  Review, Sept/Oct 2005

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And the experts

• We (student affairs professionals) have the
  opportunity to take leadership in areas that we
  already excel in and help move the campus
  dramatically forward. . . We are uniquely
  qualified to help give voice to students and we
  also have the skill sets and temperament to
  assist our faculty and staff colleagues
• Gary Kleeman in Technology in Student Affairs
  Supporting Student Learning and Services
• Winter 2005

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And the experts

• . . . However, the leadership for improved
  student services should not be expected to come
  from the technology ranks. Rather it must come
  from those charged with advising and registering
  students, administering student aid, admitting
  students, collecting tuition fees and so on.
• Jim Wager, Vice Provost for Enrolment Management
  and Registrar at Pen State in Educating the Net
  Generation

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E-Strategy
People Students, Faculty, Staff, Community
E-Learning
E-Services
Related Computer Systems
Enterprise System
E-Support
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View

• On-line presence is of strategic importance
• It is an indispensable tool for communication and
  services
• Community building
• Engaging
• Expected by our customers

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Creating Vision

• Changing culture and climate
• Creating a community of engaged learners
  supported by technology enabled services for
  learning and student administration
• Connected Campus
• Making as many services, and information, as
  possible available in a self serve mode on-line

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Technology

• Technology is an enabler
• But think of it as also a catalyst

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Technology as an Enabler

• Allows students (and staff) access
• To information
• To services
• To transactions
• When and where they want

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Technology as a Catalyst

• Frees staff to provide more, and better, personal
  service for those who need it
• Link related services
• Anticipate when they may want a service
• Tell them information they need to know

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Business Processes

• Success will ultimately be determined by our
  ability to adjust processes to reflect ease of
  access to services and to get things done

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Business Processes

• Need to design flexible, accessible, simple,
  administrative technology tools to make the
  business of attending a college or university
  easy
• Need to provide students and staff access to
  multiple systems and databases

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What this means?

• Institutional leadership in
• Building Alliances
• Facilitating the integration and enhancement of
  existing resources e.g. IT, External Relations,
  ERP, teaching learning center, portal

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What this means?

• Work together for common purpose towards the
  three Is
• Integrate
• Innovate
• Invent

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Key Objectives

• Not about the Technology
• Its about organizing, managing and creating to
  enable staff to do their work and providing the
  students access to services and information in a
  first class manner

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Inventory

• Self Service ltmy.ucalgary.cagt
• E-Grades
• EDMS
• Integrated Web Site
• Degree Audit
• Knowledgebase ltwww.askus.ucalgary.cagt

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Initiatives

• Integrated fee payment for students
• Call and contact management system
• On-line awards system
• Improved knowledgebase
• Catalog
• Institutional CMS
• Enhanced Portal

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Initiatives

• Using information in the degree audit system to
  help academics and students with planning
• Building on line help for academic success
• Using information we know about students

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Measurements

• Student Satisfaction
• Staff Satisfaction
• External survey results
• System metrics

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Challenges

• Culture
• Staff training
• Investment in new (kinds of) positions
• Physical location
• Investments in new applications and integration

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Summary

• This is a work in progress
• Staff are supportive
• Students are very encouraging

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Lessons Learned

• Involve IT division early and often
• Communicate early and often
• Prepare for angst
• Prepare for skepticism?

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Last

• A technology shift has happened
• The distinction between academic and
  administrative services has blurred
• Need to be a leader in how we manage this
  relationship

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Thought to leave withWabi Sabi

• Imperfect, incomplete, impermanent
• Nothing lasts
• Nothing is finished
• Nothing is perfect

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References

• Technology in Student Affairs Supporting
  Student Learning And Services
• Kevin Kruger Editor.
• New Directions in Student Services, Jossey-Bass,
  Number 112, Winter 2005

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References

• EDUCAUSE Review, various issues
• Educating the Net Generation,
• EDUCAUSE, 2005
• www.educause.edu

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Questions?

• David Johnston, Executive Director e-Strategy
• Student and Academic Services
• University of Calgary
• david.johnston_at_ucalgary.ca
• An updated version of this presentation will be
  available at the URL below by early May
• www.ucalgary.ca/dbjohnst

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Questions?

• www.ucalgary.ca/dbjohnst