Technology as a tool for Integrating Academic Services/Shaping the “One Stop Shop”

1. Technology as a tool for Integrating Academic Services/Shaping the “One Stop Shop” Winona State University Tania Schmidt and Paul Stern

2. What Technology Can’t Fix Alone for Your “One Stop” • Can’t create communication between constituent groups • Can’t give support for integration from leadership • Can’t provide “buy in” from constituent groups • Can’t provide clear guidance as to a series of business process questions • Can’t provide the inertia for continued growth within your team

3. What Can Technology Do for a “One Stop Shop” • Provide a context of communication between groups • Student-Service Provider • Department-Department • Department-Unit • Provide a context within which to display data • Intentional contextualization of seemingly disparate data… • Provide a set of tools to evolve services within… • Ask people to dream for the perfect hammer • It can provide a standard framework for improving processes

4. Some History • A group of individuals was assembled within the timeline of 2003-2004 to begin to explore the process of establishing a One-Stop-Shop. • A very important piece to consider is having a wide scope of representation and clear leadership as to goals. • Included were Directors from various Student Service Departments. • Original members included Faculty from a variety of areas, the Registrar, Director of Financial Aid, Director of Career Services, Director of Advising Services, Advising Services Office Manager, IT Development Lead, Director of Housing/Residence Life, and others.

5. Why Integrate? • Student/Customer Perspective • Greater Student Success and Retention • Functional vs Structural alignment of problem solving strategies • More Globally informed Customer Service Staffing • Looking at a front line able to process inter-departmental issues • Centralized physical space for Student Services • Coordination of Unit/University wide information • Catalog-One source of information • Integrated/Functional Web based presence(s) • Tracking the student experience from matriculation to graduation. • Leveraging technology to provide data based on customer perspective instead of SIS module, department, etc.

6. Our Service Model • Three modes of Service: • Walk up Counter • Call Center • Web Based Services (Portal, Ask WSU-CRM Technologies, chat, online forms, portal etc.). • All three modes of service work on the principal of having a “Generalist” able to answer about 80%-85% of questions that are offered. • Much like a drill down menu, in cases where needs are more specific or require a counselor from one of these departments, those professionals are made available to offer their services.

7. Just because….

8. What we had BEFORE Integration • SIS-modular based information superhouse • Communications-Campaign tool • FAQ/Internet Question and Answer • Scanning Operation • Email tool • Chat-customer facing

9. What We Needed • Increased informational value of SIS data • Communications tool added features…part of student notes • FAQ-Internal/external audiences • Email and chat tool-connected to the rest of the picture… • A place to store data not connected to the SIS • A continually evolving mechanism for facilitating online processes (forms, workflows, etc.) • Chat-Internal enterprise system

10. The Vision Mostly, what we were looking for was a way to meaningfully connect all of the disconnected data about our students… Easy to find, easy to understand information giving a global perspective-this would better equip our service providers to serve our students… A way to better equip our students to understand what we (the Institution) are expecting of them and the tools that empower them to meet those expectations… Service providers with greater departmental cross-functionality—imagination.

11. Technology as a solution… • CRM • Campaigns • Knowledge Base – Internal and External • Chat – External • Document Imaging • Online Forms and Workflow • Communicator • Communication (internal)

12. CRM-shared tool belt • CRM as a value added tool • Grown from the ground level up • What information do people need to solve common problems? • What information is needed that lives in areas outside of the SIS or other shared areas? • Added value to student information (SIS) • Additional information on student interactions • Notes • Recent communications • Strong reporting possibilities

13. Personal/Workgroup dashboards

14. Students…the reason we are all here!

15. Student Information

16. Student Information

17. Student Information

18. FAQ Database-Service Provider View

19. Editing is as easy as typing…really

20. Just to make sure we haven’t lost you…

21. Communication Interaction • Our Communications strategies move from zero contact to engaged contact communication. • ASK utility-Customer Facing FAQ • Communications Campaigns • Follow -up communications to students who do not interact with initial contacts • Tracked email campaigns followed with other modes of communication • In two years-”open” percentage of emails from 10% to 40% • Future Development of Mobile Apps • Our stance on texts at the moment

22. Customer Self-Help • The Web Interface • This is how the public can access an FAQ knowledge database • Zero contact customer self-help for common problems that have been received. • Pass through authentication via Active Directory • Creates a contact record attached to agent, student, and shared relationships to student where appropriate • Anonymous public access

23. Ask WSU

24. Chat

25. Can’t Find it in FAQ • Anyone can ask a question from this site. • Creates a contact record-Viewable across our shared workgroups • Moving around on the site creates a hit record that appears to logged in chat agents • Workflows route email inquiries to appropriate departments • Interaction from public traffic is limited to basic navigation/clarification types of questions • Interactions from other groups tracked through active directory authentication

26. Communication Campaigns • Interdepartmental planning for intentional communication campaigns • Shared calendar space for communication across 8 departments • Limiting email communication with students • Reducing number • Increasing focus • Getting information to customers/students in a timely fashion • Proactively anticipating problems before they arise • Tracking email success rates • Following up with other means of communication where necessary

27. Our Shared Task Calendar…

28. Scanned Documents in our Shared Portal • Our scanning environment: • 2.5 million documents and counting • 8 million pages • 200+ document types (document libraries) • Individualized permissions on all those types • Multiple digital workflows capable from each type • Single point of retrieval across all of campus – with permissions based in the directory services system • 60+ workflows • Able to navigate across multiple campuses • Able to pull into CRM workarea

29. Intranet Portal Shared worksites • Libraries that allow groups to share documents • Workspaces for collaboration • Custom Forms: • Online forms pertinent to departments and areas (not just all of campus) but direct work communication with the Hub. • Task related. • Developed for the usefulness for both the faculty/staff and the students, depending on permissions you may see an entirely different list of links, but the location is central to both!

30. Training • Monthly Training- • Planned training takes place where our Integrated Academic Services (IAS) area all meet and cover relevant topics. • Area based trainings take place by floor on an ongoing basis through smaller “café” style training sessions. • Meetings occur weekly among IAS Directors. • Monthly full floor meetings occur at the Warrior Hub • Issues • Upcoming university cycle based business • Training needs • Training Manuals (transition from paper)

33. Student Resource Center-Our Student Driven Satellite • Student Generalist “Experts” provide informed answers to commonly asked student questions at this satellite site of the Hub. • Students providing answers for students creates a relaxed atmosphere where asking a question has a greater degree of comfort. • Students have “been there” before and can understand more clearly what a student might be looking for in the area of resolving a problem. • Students likely have first hand experience in dealing with related issues for themselves as they have gone through their education here.

34. Future Development (last year’s goals) • Finishing up a short study on what others are doing in integrated shops around Minnesota-use this to inform our decision making as we continue to evolve. • Continue to grow our internal communication mechanisms. • Using continuous process reassessment to determine where we may able to build greater efficiency… • Consolidation of CRM technologies to store all of our customer interactions from matriculation to graduation-beyond where possible • Documentation of business processes within CRM-staff facing area based on security structure. • Dashboard from CRM to pull from SIS for front line staff. • Expand messaging of student holds within SharePoint-Intranet. • Continue to move away from paper forms wherever possible. • Proactively communicate with students • utilize CRM based data to help shape messaging to become more effective.

35. Future Goals (in the real future) • Continue to grow CRM-more departmental “buy in” outside of our area • Begin to centralize academic/curriculum data so departments feel as though we truly are the informational Hub –whether it is for students or for academics. • Central means central and we’re reliable! • Base development of increased functionality on input from those “on the ground” • Web presence-continue to develop our web presence to be integrated • Continue to train on changes which occur within the SIS and web registration pieces—changes for which we often have no say or warning. • Look for further integration across workgroups.

36. Thanks for your attention • Thoughts?