Title of Effective Practice: - California Postsecondary Education ...

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Direct Connection to Policy Area 6 of The Illinois Commitment Evaluation and Improvement of Internal Communication Processes St. Francis Medical Center College of Nursing What issue or need is addressed by the effective practice? This issue is related to academic advisement, admissions, course scheduling and registration. Description of the effective practice: This practice builds upon work already completed in a previous strategic planning subcommittee that evaluated processes involved in student services. It analyzes the processes surrounding academic advisement, course scheduling, and review processes already established for admissions and registration. The project looks for gaps and duplication to streamline processes and improve communication among College faculty, staff, and students. It establishes a consistent mechanism for communicating change and improves the processes related to student services. This project is the starting point to evaluate all student-related processes and communication of changes in process. How does this practice achieve sustainability? Evaluating this practice provided faculty and staff with a process to evaluate all communication within the College system. A group of faculty and staff met usually on a monthly basis to identify the processes of communication and the need for change for consistency. At times there were overlapping areas and at other times there were gaps that needed to be addressed. At the end of approximately a 2 year project, the faculty and staff looked at organizational processes from academic advisement, admissions, course scheduling and registration. Administration and staff, as well as students, identified a need for clarification and improvement in the registration process. We have improved some with this process, but we continue to have some problems with the registration process. Academic advisement, admissions, and course scheduling were also reviewed. We looked at consistency with each area and between the BSN and MSN programs. With clarification of these areas, we felt that faculty could be more consistent in what was being said to students; we did not have cross over, which took extra time and frustration, and we identified what was feasible for each of the areas. This project helped to increase organization, especially with an increase in numbers of students, and all information on processes was included in written documents. It also decreased duplication and wasted time, which leads to decrease cost. What are the results/measurable outcomes? Faculty and staff, who worked with this project to its completion, created up to date handbook for academic advisors; submitted suggestions to streamline processes for: course enrollment, inquiry to admission, inquiry and recruitment, record purging, BSN application process, MSN application process, new student registration, and BSN progression; and use of SBAR to streamline communication regarding changes (this is still an area that will be focused on). Contact Information Name: Mary C. Shoemaker Email: mary.c.shoemaker@osfhealthcare.org Phone: (309) 655-2070 198
Direct Connection to Policy Area 6 of The Illinois Commitment Financial Aid Processing and Awarding Illinois Central College What issue or need is addressed by the effective practice? Illinois Central College is continually competing for student enrollments, and students may make enrollment decisions based on financial aid award information. If students were informed more quickly about their eligibility they would be able to make enrollment decisions sooner. At least one third of ICC’s students receive financial aid in some form and delays in financial aid awarding affect a significant number of students, employees, and the college. Description of the effective practice: ICC established a practice to monitor and measure key process steps related to the awarding of financial aid. ICC chartered a Six Sigma project team to examine and make improvements in the processing and awarding of financial aid. Using the Six Sigma DMAIC (define, measure, analyze, improve, and control) methodology the team set out to reduce the time it took from the student’s initial application to the point of award notification. The team focused on three primary areas: (1) the time to process the award, (2) the cost of generating paper files, and (3) the income that was potentially lost by carrying receivables for extended periods of time. The team analyzed the current process and measured the time that was spent on each of the individual process steps. The analysis showed that there were large periods of time when the files sat, waiting to be manually reviewed by a Financial Aid Counselor or Clerk involved in the process. It was determined that significant amounts of automation could be achieved by more effectively utilizing the PeopleSoft ERP system which was installed a few years ago. The team also determined the cost to build paper files on each of the students that were being processed for an award. The examination found that files were being created for all applicants, whether or not they applied for admission to the college or not. In addition, paper copies of documents were being printed and filed with information that was electronically available through the PeopleSoft system. By changing the process to only handle awards of people who had applied to the college and not print information that was available electronically significant savings in paper costs and staff time were realized. Finally the team calculated the interest income that was lost when the college “floated” the receivables while waiting for the financial aid process to be completed. The average time of the overall process was taking several months, while this processing was happening students were not getting billed for remaining balances and the college was not drawing down federal funds in a timely manner. This resulted in the college carrying receivables for longer periods of time and not paying itself. Reducing the overall award time allowed the college to pay itself sooner which improved the ICC’s cash flow situation, reducing the need to draw upon reserves. How does this practice achieve sustainability? One of the key improvement items was to develop a dashboard report to monitor the time it takes to complete each of five critical segments in the process as well the overall time from initial download of data to award. By using this dashboard the department can adjust staff or processes to accommodate the segments that are causing a backlog of the process. It also allows the department to establish performance goals that the entire department is aware of and striving to achieve. What are the results/measurable outcomes? The process improvements of this project have allowed the college to cut the time to generate an award in half while at the same time reducing staff required by 2 FTE’s. These staff reductions represent a hard dollar annual savings of $100,000. The elimination of unnecessary printing and filing saved $2200 in paper cost and numerous hours of staff time which could be re-deployed to other areas of the process. Finally, it is estimated the $8,900 of interest income could be re-captured by the reduced award times and drawing down of funds earlier in the semester. These cost savings have been achieved at a time when the college has seen the number of awards packaged increase by at least 15% annually the last two years. In addition to increased awards, the amount of loan processing increased 50% last year. A more efficient process has increased staff productivity allowing us to handle the increase without adding additional staff and at the same time responding to students in a timelier manner. Contact Information Name: Brad Finley Email: bfinley@icc.edu Phone: (309) 694-8557 199
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