| Retired
Action Project - Mapping and Improving System Processes in the Virtual
College
1. Description
To clarify and improve the system and processes associated with
the development, production, and scheduling of courses and academic
programs/certifications delivered through the operation of the Virtual
College.
2. Related AQIP Categories
Primary 6-Supporting
Institutional Operations
Related 1-Helping Students Learn
Related 3-Understanding Students' and Other Stakeholders'
Needs
Related 5-Leading and Communicating
3. Rationale for Action
The Virtual College is an increasingly important part of Fort Hays
State University operations and will play an ever important role
in future University growth. Efficiency of its procedures is paramount
to the completion of this important role.
4. Areas Affected
Admissions, Center for Teaching Excellence and Learning Technologies
, Registrar's Office, academic units at all levels, Virtual College,
Provost's Office, Institutional Assessment
5. Processes Affected
Application, registration, recruitment, enrollment, scheduling,
contract process time tabling, course development, course delivery
- redefinition of policies and procedures, processes and adherence
to established goals
6. Process Measures
Project Management tracking process; efficiency of process areas;
competency development milestones
7. Outcome Measures
Compilation of a policy/procedure reengineering; completion rate;
contract approval efficiency; course application process efficiency;
course development timeline efficiency; course materials acquisition
efficiency; reengineering process of student learning assessment
8. Keeping Focus
Emphasize critical nature of Virtual College efficiency to University
operations. Emphasize that Virtual College operations is a factor
in University funding and the overall state funding process.
2004 Annual Update Information
Action Project retired end of 2004.
1. Describe the past year's accomplishments and the
current status of this Action Project.
After completion of the mapping
of the Virtual College policies and procedures several changes have
been initiated to respond to concerns. Within the last year FHSU
has seen significant advances in this action project specifically
in the area of personnel reallocation, enrollment management, and
change of bookstore partnership. Each of these changes was precipitated
by close attention to the policies of the Virtual College (VC) and
the large enrollment growth at FHSU. In the area of personnel, the
President and Provost decided to alter the administrative structure
of the Virtual College. The position of Assistant Provost for Strategic
Partnership and Dean of Distance Learning was added. The Dean of
the Virtual College position was changed to Director of the Virtual
College to reflect the increased emphasis on process orientation
for operations. The essential result of the separation of the positions
was an increased focus on both partnership management (captured
by the first position change) and on operational efficiency (captured
by the second position change). Additionally, in order to improve
high quality operations, an Assistant Director position will be
hired soon. The second major accomplishment, though not directly
related to policies and procedures, emerges from the significant
growth in student enrollment in the Virtual College. In AY2003 a
record number of students enrolled in Virtual College classes (5306,
compared to 4362 in AY2002 and 3883 in AY2001). Additionally, this
growth came not only from increased domestic students, but also
an increase from our international partnerships. Increases of this
magnitude may have serious consequences for immature processes,
but all accounts indicate that the system has weathered this large
increase. One indicator (time dedicated on add/drop processing has
dropped) best displays how the staff has dealt with this increase.
Other indicators also show promising results. Be assured, we will
continue to closely monitor the effects of growth on the VC. Finally,
in Fall 2003 FHSU made the decision to replace its old bookstore
partner and bring the operation back to campus under a partnership
with Barnes & Noble. Significant planning and building changes
were required, but the project unfolded according to the ambitious
schedule for a Summer 2004 implementation. This migration went off
without a hitch for the summer. As we speak, the bookstore operation
is beginning to close the books on a very busy Fall rush which held
many challenges. Bookstore management is now reflecting on the shortcomings
of their plan and is launching new changes (increased personnel,
adjustment of ordering timeline) to help them avoid any problems
detected from the Fall 2004 rush. Given that these policies and
procedures were essentially completed last year, we anticipate that
this goal will be discontinued. But the importance of the Virtual
College to the University warrants constant ongoing monitoring for
procedural issues.
2. Describe how the institution involved
people in work on this Action Project.
In order to implement these significant changes, a
wide range of campus constituents were consulted. Students have
been the obvious benefactors to the increased dedication to process
focus. But top administration played a central role in the reallocation
of personnel. Our international partners played an essential role
in the substantial increase in VC enrollment. Our partnership with
Barnes & Noble played a crucial role in the success of the new
bookstore operation. More specifically, one of the most crucial
partnerships came from the very close working relationship between
the former Assistant Dean (before reallocation) and various campus
key personnel (Registrar, Student Financial Aid Director, Student
Fiscal Services Director). This partnership was essential in order
to quickly deal with situations falling outside the typical processing
done.
3. Describe your planned next steps for
this Action Project.
It is anticipated that this action project will be
retired at the end of 2004. Even with retirement of this project
there are definite next steps. First, continued attention will be
paid to the bookstore operation so that the Spring 2005 rush is
free of the problems noted from the Fall 2004 rush. Second, the
ripple effects from the personnel changes in the VC will take at
least a year to see. Continued focus on personnel development and
clarification of roles can only assist the people in these new positions.
4. Describe any "effective practice(s)"
that resulted from your work on this Action Project.
Perhaps the best example of an effective practice
is the strong collaborative relationship built between key university
stakeholders. This cross-functional team certainly displays that
collaboration among the major players before problems occur is in
the best interest of all parties.
5. What challenges, if any, are you still
facing in regards to this Action Project?
Perhaps the largest challenge comes from the fact
that the VC continues to grow. Anticipating future problems “on
the fly” has become a trademark of those individuals working
with the VC. The primary future challenge comes from building and
implementing a strategy of “sustained growth and quality”
in the face of so many new opportunities and partnerships being
available. FHSU’s strategic planning process is beginning
to look for ways to assist departments that are dealing with this
growth, but the problem is making sure resources are not too far
behind the actual growth.
2003 Annual Update
Information
1. Describe the past year's accomplishments and the
current status of this Action Project.
One might expect that since this action project had moved so quickly
over the first year, that this year might be somehow less aggressive.
This has not been the case. As reported last year, the process maps
of the Virtual College were complete in January 2002. Those process
maps were posted and feedback was sought. Additionally, the process
maps continue to be a substantial part of the operations training
of the Virtual College. Since the process maps have been implemented,
there has been key personnel change in the department that has occurred
without any noticeable delay, some of this has no doubt been attributed
to having clearer focus on the various processes. The Virtual College
has done more than simply print off the static flowcharts and put
them in a notebook. They have actually sought substantial revision
to each of the processes that was mapped based on changes necessitated
through the implementation of new technology or to help other users
that needed those forms in other parts of the organization. Some
of the processes have been revised twice due to technical changes,
and some of the processes have been folded into other processes
to reduce the number of decision points and processing time along
the way. One of the most substantial process revisions has centered
on the online enrollment process. A special rapid decision group
has met informally over the past year to handle problems as they
arose with this function. All the changes that have been made were
based on user needs and input, and users tested the changes for
maximum utility before deployment. A final substantial process change
in the Virtual College dealt with the software used to order books.
Over the past two years, this process has undergone significant
change to meet the growing need for quicker processing of more orders.
It is inevitable that these processes will change more in the coming
year.
2. Describe how the institution involved people in work
on this Action Project.
Once the processes were mapped and studied extensively, the major
work left centered on the successful implementation of those standard
processes. In most cases implementation would be a relatively easy
process, but putting the processes to work in the Virtual College
was a little more difficult. In order to successfully make these
processes work, it took dedication from the entire Virtual College
team as well as many of the key staff from other parts of campus.
Several “tweaks” had to be made along the way, and it
is very likely that more will occur due to changes in actual workflow.
It should be noted that the data gathered on this action project
notes that the processes are having the desired effect overall,
and this is largely due to clearer information being provided to
the users in the form of process maps and training.
3. Describe your planned next steps for this Action
Project.
The next step in this action project involves more of the tweaking
of processes. Our action project dealing with the student information
systems upgrade will have a significant impact on these processes,
and the Virtual College has been a major stakeholder in that
process. Additionally, over the next year the Virtual College
is hopeful that real time online enrollment will be available,
thereby reducing lag time in enrollment. Finally, the Virtual
College operation will be impacted by possible changes in the
method in which books are delivered to students. This has been
one of the processes under the most scrutiny over the last three
years, and it is expected that change is imminent this year.
4. Describe any "effective practice(s)" that
resulted from your work on this Action Project.
The only major effective practice emerging from this action project
would be the persistence to change processes as the environment
demands. Personnel in the Virtual College have quickly learned
that fast response to market demands and stakeholder needs is
the only way to make their arrangement work.
5. What challenges, if any, are you still facing in
regards to this Action Project?
The challenges faced last year (some were still uncomfortable
with electronic forms) have largely disappeared. Next year, the
most serious challenge to the success of this action project
will be the ability to share information in a timely manner.
Process changes are great, but all users must be aware of the
changes. As the bookstore operation undergoes change, it will
be necessary for extensive training be provided to make the change
as smooth as possible.
|
