philip e. hawkins, ph.d. aitditffi ilaidassociate …...philip e. hawkins, ph.d. aitditffi...
TRANSCRIPT
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Philip E. Hawkins, Ph.D.A i t Di t f Fi i l AidAssociate Director of Financial AidKennesaw State University
Cheryl MatsonyDirector of Admissions OperationsKennesaw State University
Georgia SUMMIT ConferenceGeorgia SUMMIT ConferenceSeptember 29, 2011
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CollaborativeCollaborativeto work, one with another; cooperate; to work or act together or jointly for a common purpose or benefit.
Workflowthe flow or amount of work to and from an office the flow or amount of work to and from an office, department, or employee.
E ll t M g tEnrollment ManagementHow do we define who we are and what we do?
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A Problem Worthy of yCollaboration
Transfer Credit Evaluation
Solution Identified and Implemented
Digital Back-Officeg
Future Applications of Solution Graduation AuditGraduation Audit Financial Aid Eligibility
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BACKGROUND – A KSU EXAMPLE
Transfer students submit transcripts from other colleges through the Admissions Office
Prior to Spring 2008, evaluation of transfer credit happened following acceptance for admission
Students who were not admitted were not evaluated for transfer Students who were not admitted were not evaluated for transfer credit All steps for the transfer evaluation process occurred in the
Registrar’s Officeg Admissions and Registrar workflows were initially built separately
with no flow from Admission to Registrar for transfer evaluation
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IDENTIFYING THE SOURCE OF THE ENROLLMENT RELATED CONCERNENROLLMENT RELATED CONCERNIncreased workload demands resulting from rapid growth
Broken processp
Graduation Audit AND Transfer Evaluation processes peaked at the same time Same personnel in Registrar’s Office were performing both tasks Same personnel in Registrar s Office were performing both tasks
Admissions was advancing in use of document imaging and workflow technologiesworkflow technologies
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SCOPE OF THE CONCERN
University-wide Impact
Academic Advisement andAcademic Advisement and Transfer Student Orientations
Negatively impacted transfer studentNegatively impacted transfer student conversions (decisions to attend)
Financial Aid was unable to accuratelyFinancial Aid was unable to accurately award and disburse aid due to missing information
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GATHERING THE STAKEHOLDERS
Digital Back Office Committee Committee made up of representatives from Admissions, Registrar’s
Office Financial Aid and Enterprise Systems ServicesOffice, Financial Aid, and Enterprise Systems Services This committee determined that a Process Review was needed.
A subcommittee of the DBO Committee became the WorkflowA subcommittee of the DBO Committee became the Workflow Committee Subcommittee was charged with identifying and implementing
solutions needed to improve customer service for transfer students
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IDENTIFYING POSSIBLE SOLUTIONS
Offices of Registrar, Admissions and Financial AidDBO Subcommittee met to set outcomesRegistrar’s OfficeRegistrar s Office Reengineering of the transfer evaluation and graduation audit
processes Reassignment of staff roles and reclassification of positionsg p
Admissions Office Expansion of the Digital Back Office concept
Financial Aid Office Just hoped for the best!
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SOLUTIONS IDENTIFIED
Resulted in a rewrite of the Admissions and Registrar’s Office workflows into a continuous process and revamping of business practicebusiness practice
In the Registrar’s Office, the graduation audit process and the transfer evaluation process were split with dedicated personnel for eachA portion of the transfer evaluation process moved from the
Registrar’s Office to the Office of University Admissions –Di i l B k Offi Thi “d h” b i hDigital Back Office. This process – “data push” - begins the transfer evaluation process.
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SHATAEQ
Left side = AdmissionsDigital Back Office enters all
courses from all transfer
Right Side = RegistrarTransfer Articulation based on
student’s chosen degree transcripts.
gprogram
Workflow strategies within document imaging system have Workflow strategies within document imaging system have also facilitated more efficient assignment of responsibilities to staff within each office Transient enrollment processing (Admissions)p g ( ) International transcript processing (Admissions) Transfer articulation by academic program (Registrar)
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THE DIGITAL BACK OFFICETHE DIGITAL BACK OFFICE
Application – txt .txt & xml – Nolij
Transfer into
Applicant Workflow
Application – txt and html
Nolij Loader into Nolij Web (pdf,
Transfer into Banner
Workflow to Operator for
verification & SIS
Test Scores – txt(show up in Nolij Nolij Web (pdf,
html)
Recycle
verification & SIS Update Web form)
Electronic HS Transcript – xml &
Dragged into Nolij Web
File Complete?pdf
Scanned & Indexed
pdf College Transcripts
File
YesNo
Accepted?
Paper Credentials
Transfer
Recycle & Email Trigger Yes No
Transfer Credits?
Admission Data Push Box
Registrar Transfer Articulator Box Yes No
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ENROLLMENT SERVICES COMMUNICATIONS
Once Registrar completes transfer articulation, a code is added to SOATEST (TRAN) with date of completion in the “Test Score” fieldScore fieldThis code triggers an email notice
from the Enrollment ServicesCommunication Center to theCommunication Center to the student signaling the completionof their transfer credit evaluation
d h th thand how they can access those details
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MEASURABLE OUTCOMES
This new process expedites the turn-around time on the completion of transfer evaluations for students interested in attending KSUattending KSU.Prospective students can now make an informed decision about
enrolling at KSU much earlier.Wait time for transfer evaluations has been reduced from 6-8 weeks
to 10 days.Better service to prospective and currently enrolled students.Provides academic advisors with more information about the
transferability of courses at the time of advisementEnables faster Financial Aid processing for transfer students
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GRADUATION AUDIT
The business process improvement gained through the re-organization of the transfer credit evaluation process assisted the Registrar’s Office in the creation of a Graduation andthe Registrar s Office in the creation of a Graduation and Transfer Evaluation Services Center (GATES).Transfer Credit Articulation and Degree Audit processes are now
tied more closely together.y gAverage GATES Workload Volume each semester:Transfer Credit Evaluations = 3,000Degree Audits = 2,000
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GRADUATION AUDIT
Other business process improvements within GATES have improved efficienciesDegreeNavigator – on-demand degree progression informationDegreeNavigator – on-demand degree progression information
and robust academic planning tools for students and academic advisorsElectronic Graduation PetitionElectronic Graduation Fee Payment Processing
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FINANCIAL AID
Financial Aid processes which rely on accurate number of credit hoursHOPE Scholarship (attempted hours and GPA)HOPE Scholarship (attempted hours and GPA)Loan Limits – depend on student’s grade level
Prior to this business process improvement Financial Aid staffPrior to this business process improvement, Financial Aid staff were manually reviewing transcripts for calculation of attempted hours and GPA for HOPERegarding loans, students were usually ‘under-awarded’ a loanRegarding loans, students were usually under awarded a loan
because of inaccurate grade level details during peak awarding season
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HOPE SCHOLARSHIP
Financial Aid Office now relies on the SOATEST code indicating completion of transfer credit evaluation (TRAN)Enterprise Systems and Services (ESS) Office use this code as p y ( )
a “trigger” to populate the top row of ZHAHOPE with the appropriate HOPE fund code and set it to a “Pending Evaluation” statusAn SQL report generates a list of all students in a HOPE
Pending status in for HOPE evaluators to properly complete the evaluation processTransfer grades are now included by Registrar’s Office before
HOPE evaluation occurs; therefore GPA accumulations are easierHOPE evaluators now concentrate on checking the “other” HOPE
eligibility requirements residency 7 year limit etceligibility requirements – residency, 7-year limit, etc.
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LOAN PROCESSING
Accurate Loan Awards Based on Grade LevelStill a work in progress!
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FINANCIAL AID WORKFLOWS
We are about three steps behind our Admissions and Registrar counterparts in the configuration of the technology to assist with the workflow process but we are getting therethe workflow process, but we are getting there.Verification; C-flags; Professional Judgment
By “hitching our wagon” to the workflow improvements in the other Enrollment Services offices, we have also improved our turnaround , ptime in awarding students while also improving our accuracy of Financial Aid awardsPreviously, Financial Aid packages did not include HOPE at the
b i i f kbeginning of peak season.Once HOPE was evaluated and awarded, packages had to be
adjusted due to reduced financial need with the addition of HOPE.Reduced number of repeated “touchpoints”Reduced number of repeated touchpoints
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QUESTIONS???
Please share with us ways yyou have improved customer service through collaboration and workflow improvements
Dr Philip Hawkins phawkin4@kennesaw eduDr. Philip Hawkins – [email protected]
Cheryl Matson – [email protected]