Beyond The One Stop Model
Richard Saulnier, VP, Enrollment Management Sandra Palleja, Director, Admissions Marisol Marrero, Director, One Stop Sulema Ebrahim, Director, Special Projects
John Jay College of Criminal Justice City University of New York • Until 2010, a diverse
• • • •
commuter comprehensive College (associate to master degrees) located in New York City 15,000 students 23 undergraduate majors 8 graduate programs Associate degree programs eliminated, 2010
Why a Model Shift? • Limited Staff and Budget • Focus on Customer Service • Training and Communication at Core • Eliminate Silos • Refocusing Technology • New President • Surge in Enrollment – 20 % increase • 12,996 to 15,339 Head count • 10,057 to 12,046 FTE
Target Goals • Central place for students for most of enrollment
management business • Reducing paper • Introduction of new technology • Cross training staff • Back room re-engineering
The Journey • • • • • • • •
The overall concept of One Stop Four national trainings Sponsorship Meetings, meetings, endless dl meetings The work breakdown structure The Training Plan Staff Selection Getting a full time director
Beyond ONE STOP: Timeline *Exploration of models and national conferences on an integrated one stop model.
*Enrollment Management Executive Staff decides to go forward on an integrated one stop model. Work begins.
10/2003
01/2004
*Informal Call Center starts
11/200306/2004
*Work on first comprehensive Strategic Enrollment Plan
01/200412/2004
*89 on-line forms created *Training scripts created *Script for first DVD
09/200409/2007
*Hiring of full time One Stop Director
10/200401/2005
*Search for full time professional for One Stop
02/2005
*Formal Call Center opens
02/200508/2005
*Training protocols established
10/2005
*Re-engineered Back Room begins
04/2007
*One Stop Center opens
09/2008
09/2009
*Super One Stop begins
The Cost to Divisional Directors • Every Director had a major full time job • Huge time demands • Redefining work and boundaries • Letting go of staff and work • Selling the model to staff • Training
Implementation •Design of Space/
Issues •Staffing issues •Training process •Educating the
campus on the model •BARFITOS
Circular Planning Process y BARFITOS is a biweekly stakeholders meeting
Bursar Admissions Registrar Financial Aid Information Technology Testing One Stop
BARFITOS
Implementation
y Directors is a weekly divisional meeting
ONE STOP & Call Center
Directors
with all the Directors and VP of Enrollment Management y Assessment is done through surveys and
questionnaires, twice a semester y Cross Training is ongoing y Implementation
Cross Training
Assessment
The Call Center y Consolidation of
Enrollment Management Services Model y Seen as an extension of One Stop operation y Fill and address a necessary void y Maximize resources y Cross trained staff y Utilization of web technology y E-mail
Call Center Services and Transactions 2007 2007--2009 14,000
12,000
Numb ber of Transactions
10,000
8,000
6,000
4,000
2,000
0
January
February
March
April
May
June
July
August
September
October
2007
11,856
5,525
3,950
4,786
5,414
5,570
4,814
5,091
3,913
5,678
5,305
4,929
2008
7,135
4,185
4,583
6,284
4,962
5,345
5,638
5,338
4,338
5,494
4,841
4,282
2009
4,857
4,114
5,859
5,117
3,434
5,327
5,661
6,494
6,437
5,350
6,048
6,491
Months
November December
ONE STOP Services and Transactions 20072007-2009
14000
12000
Numbe er of Transactions
10000
8000
6000
4000
2000
0
January
February
March
April
May
June
July
August
September
October
November
December
2007
0
0
0
6,556
8,407
4,619
5,999
13,258
5,378
8,283
5,980
4,620
2008
9,578
6,506
7,033
9,573
5,937
5,178
7,572
9,439
7,131
6,214
7,522
6,001
2009
7,538
6,415
7,582
5,830
5,713
5,016
4,337
7,611
7,590
5,665
7,879
6,047
Months
450,000
ONE STOP and Call Center 2007-2009 Number of Transactions 422,452
400,000
350,000
Number of Trransactions
Call Center 194,445 300,000
250,000
200,000
150,000
100,000
50,000
129,931
Call Center 66,831
ONE STOP 63,100
150,109
142,412
Call Center 62,425
Call Center 65,189
ONE STOP 87,684
ONE STOP 228,007
ONE STOP 77,223
0 2007
2008
Year
2009
Total
Super ONE STOP Why?
Models / Concepts Used:
y Response to student needs
y Circular Planning Process
y Avoid staff burnout
y Open House to Orientation
Increase productivity d y Increase student and staff
satisfaction
y Cost effective y Foster cross divisional
collegiality
model d l ( O to t O) in i an attempt tt t to enable all student to be “Free to learn” on the first day of classes
y Team play “Playing nice in the
sand box” concept
y Meet with all Stakeholders
across divisions prior to event
Super ONE STOP is… y Consolidation of all aspects of the registration process in
one large central location. It is NOT arena registration o IT Help Desk o Counseling for Continuing and Transfer Students o Freshman Academic Advisement o Public Safety (ID / Validation Stickers) o Bursar’s Point of Sales o Full Financial Aid Staff o Representatives from Registrar o Representatives from Admissions o Full ONE STOP Staff
Super ONE STOP Data Spring 2010
Re-Engineering Backroom Processes: The Journey • Response to One Stop Model • Realign workflow • Work breakdown structure • Professional tasks vs. clerical tasks • Determining tasks • Creating a calendar • Training • Assessment
Restructured Backroom Operation: Enrollment Management
Managers
• • • •
Director, Special Projects Director, Admissions Director, Financial Aid Registrar
• Director, Di t E Enrollment ll t Services S i Professional • 5 Enrollment Management Officers Staff
Clerical Staff
• Assistant Director, Enrollment Services • 10 Office Assistants
Professional Tasks in Backroom Re-Engineering y Transfer credit evaluations y Loan approval y Certification of state aid (TAP) y Federal refunds (R2T4) y Federal Pell verification process y Federal Work Study placement
Clerical Tasks in Backroom Re-Engineering • Reception desk • Transcript processing • Federal Work Study yp payroll y • Diploma processing • Mailings • General inquiries – e-mails • Filing
Financial Aid Application Surge March 2010 6,662 March 2009 4,002 March 2008 3,470
Directors’ Journey…3 years later y Asked to address every task big and small y Time commitment y Addressing silos y Working the calendar y Staff reassignment y Weekly meetings
What Works • Processing of work notably faster • Better trained staff • Improved customer service • More communication among directors
What’s A Challenge y More Meetings y Emphasis on training y Assessment y Staff negotiation y Collective responsibility for managers y Changing the way work is done
The Bad
The Ugly
y High turnover
y Planning is key
y The Union
y Space is needed-the right
y Resources
space is key y Silos Sil are hard h d to break b k y This shift cost time and dollars!! y Change management is not easy!!!!!!!
y Space constraints y Managing resistance to
model y Training! Training! Training!
The Good y Superior customer service y Increased communication y Team and Consensus building y Using technology for 24/7 service y Paper reduction y Cross Training y Cost Saving
445 West 59th Street New York, New York 10019 www.jjay.cuny.edu (212) 237-8118
John Jay College of Criminal Justice City University of New York • Until 2010, a diverse
• • • •
commuter comprehensive College (associate to master degrees) located in New York City 15,000 students 23 undergraduate majors 8 graduate programs Associate degree programs eliminated, 2010
Why a Model Shift? • Limited Staff and Budget • Focus on Customer Service • Training and Communication at Core • Eliminate Silos • Refocusing Technology • New President • Surge in Enrollment – 20 % increase • 12,996 to 15,339 Head count • 10,057 to 12,046 FTE
Target Goals • Central place for students for most of enrollment
management business • Reducing paper • Introduction of new technology • Cross training staff • Back room re-engineering
The Journey • • • • • • • •
The overall concept of One Stop Four national trainings Sponsorship Meetings, meetings, endless dl meetings The work breakdown structure The Training Plan Staff Selection Getting a full time director
Beyond ONE STOP: Timeline *Exploration of models and national conferences on an integrated one stop model.
*Enrollment Management Executive Staff decides to go forward on an integrated one stop model. Work begins.
10/2003
01/2004
*Informal Call Center starts
11/200306/2004
*Work on first comprehensive Strategic Enrollment Plan
01/200412/2004
*89 on-line forms created *Training scripts created *Script for first DVD
09/200409/2007
*Hiring of full time One Stop Director
10/200401/2005
*Search for full time professional for One Stop
02/2005
*Formal Call Center opens
02/200508/2005
*Training protocols established
10/2005
*Re-engineered Back Room begins
04/2007
*One Stop Center opens
09/2008
09/2009
*Super One Stop begins
The Cost to Divisional Directors • Every Director had a major full time job • Huge time demands • Redefining work and boundaries • Letting go of staff and work • Selling the model to staff • Training
Implementation •Design of Space/
Issues •Staffing issues •Training process •Educating the
campus on the model •BARFITOS
Circular Planning Process y BARFITOS is a biweekly stakeholders meeting
Bursar Admissions Registrar Financial Aid Information Technology Testing One Stop
BARFITOS
Implementation
y Directors is a weekly divisional meeting
ONE STOP & Call Center
Directors
with all the Directors and VP of Enrollment Management y Assessment is done through surveys and
questionnaires, twice a semester y Cross Training is ongoing y Implementation
Cross Training
Assessment
The Call Center y Consolidation of
Enrollment Management Services Model y Seen as an extension of One Stop operation y Fill and address a necessary void y Maximize resources y Cross trained staff y Utilization of web technology y E-mail
Call Center Services and Transactions 2007 2007--2009 14,000
12,000
Numb ber of Transactions
10,000
8,000
6,000
4,000
2,000
0
January
February
March
April
May
June
July
August
September
October
2007
11,856
5,525
3,950
4,786
5,414
5,570
4,814
5,091
3,913
5,678
5,305
4,929
2008
7,135
4,185
4,583
6,284
4,962
5,345
5,638
5,338
4,338
5,494
4,841
4,282
2009
4,857
4,114
5,859
5,117
3,434
5,327
5,661
6,494
6,437
5,350
6,048
6,491
Months
November December
ONE STOP Services and Transactions 20072007-2009
14000
12000
Numbe er of Transactions
10000
8000
6000
4000
2000
0
January
February
March
April
May
June
July
August
September
October
November
December
2007
0
0
0
6,556
8,407
4,619
5,999
13,258
5,378
8,283
5,980
4,620
2008
9,578
6,506
7,033
9,573
5,937
5,178
7,572
9,439
7,131
6,214
7,522
6,001
2009
7,538
6,415
7,582
5,830
5,713
5,016
4,337
7,611
7,590
5,665
7,879
6,047
Months
450,000
ONE STOP and Call Center 2007-2009 Number of Transactions 422,452
400,000
350,000
Number of Trransactions
Call Center 194,445 300,000
250,000
200,000
150,000
100,000
50,000
129,931
Call Center 66,831
ONE STOP 63,100
150,109
142,412
Call Center 62,425
Call Center 65,189
ONE STOP 87,684
ONE STOP 228,007
ONE STOP 77,223
0 2007
2008
Year
2009
Total
Super ONE STOP Why?
Models / Concepts Used:
y Response to student needs
y Circular Planning Process
y Avoid staff burnout
y Open House to Orientation
Increase productivity d y Increase student and staff
satisfaction
y Cost effective y Foster cross divisional
collegiality
model d l ( O to t O) in i an attempt tt t to enable all student to be “Free to learn” on the first day of classes
y Team play “Playing nice in the
sand box” concept
y Meet with all Stakeholders
across divisions prior to event
Super ONE STOP is… y Consolidation of all aspects of the registration process in
one large central location. It is NOT arena registration o IT Help Desk o Counseling for Continuing and Transfer Students o Freshman Academic Advisement o Public Safety (ID / Validation Stickers) o Bursar’s Point of Sales o Full Financial Aid Staff o Representatives from Registrar o Representatives from Admissions o Full ONE STOP Staff
Super ONE STOP Data Spring 2010
Re-Engineering Backroom Processes: The Journey • Response to One Stop Model • Realign workflow • Work breakdown structure • Professional tasks vs. clerical tasks • Determining tasks • Creating a calendar • Training • Assessment
Restructured Backroom Operation: Enrollment Management
Managers
• • • •
Director, Special Projects Director, Admissions Director, Financial Aid Registrar
• Director, Di t E Enrollment ll t Services S i Professional • 5 Enrollment Management Officers Staff
Clerical Staff
• Assistant Director, Enrollment Services • 10 Office Assistants
Professional Tasks in Backroom Re-Engineering y Transfer credit evaluations y Loan approval y Certification of state aid (TAP) y Federal refunds (R2T4) y Federal Pell verification process y Federal Work Study placement
Clerical Tasks in Backroom Re-Engineering • Reception desk • Transcript processing • Federal Work Study yp payroll y • Diploma processing • Mailings • General inquiries – e-mails • Filing
Financial Aid Application Surge March 2010 6,662 March 2009 4,002 March 2008 3,470
Directors’ Journey…3 years later y Asked to address every task big and small y Time commitment y Addressing silos y Working the calendar y Staff reassignment y Weekly meetings
What Works • Processing of work notably faster • Better trained staff • Improved customer service • More communication among directors
What’s A Challenge y More Meetings y Emphasis on training y Assessment y Staff negotiation y Collective responsibility for managers y Changing the way work is done
The Bad
The Ugly
y High turnover
y Planning is key
y The Union
y Space is needed-the right
y Resources
space is key y Silos Sil are hard h d to break b k y This shift cost time and dollars!! y Change management is not easy!!!!!!!
y Space constraints y Managing resistance to
model y Training! Training! Training!
The Good y Superior customer service y Increased communication y Team and Consensus building y Using technology for 24/7 service y Paper reduction y Cross Training y Cost Saving
445 West 59th Street New York, New York 10019 www.jjay.cuny.edu (212) 237-8118
