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Streamlining Student Affairs Judicial Processes by Applying Six ...
 

Streamlining Student Affairs Judicial Processes by Applying Six ...

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    Streamlining Student Affairs Judicial Processes by Applying Six ... Streamlining Student Affairs Judicial Processes by Applying Six ... Presentation Transcript

    • Assessing Student Affairs Processes: A pilot study International Assessment and Retention Conference - 2007 Josh Brown Liberty University Greg McCurdy Centra Health Mark Davis Centra Health
    • Overview
      • What we did
      • What resulted
      • What we’re doing
      • What you can do
    •  
    • What we did
      • Context
        • Assessment at Liberty University divided into Curricular & Co-curricular responsibilities
        • Attained varying levels of assessment
          • Frequency – attendance, cost, etc.
          • Satisfaction – locally developed instruments
          • Satisfaction with GAP analysis (Noel Levitz SSI)
          • Engagement (NSSE)
          • Focus Groups
          • Process Analysis
            • Process Engineering, Six Sigma, ISO 9000
    • What we did
      • Six Sigma
      • Roots of Six Sigma can be traced to Carl Frederick Gauss (1777-1855) as a measurement standard with the normal curve
      • Walter Shewhart, in the 1920’s, used six sigma as a measurement standard in product variation
      • Bill Smith receives the credit for coining the term “six sigma” while working as an engineer with Motorola
      • In the early 1980’s, Motorola chairman, Bob Galvin, desired a measurement by which defects per million opportunities could be shown and the after effect resulted in $16 Billion in savings
      • Since then, companies such as Honeywell (Lawrence Bossidy) and GE (Jack Welch) adopted the six sigma method as a means of doing business, not just a quality management tool like TQM (W. Edwards Deming)
    • What we did
      • Six Sigma Process: DMAIC
      • D efine problem from the voice of customer ( V.O.C. )
      • M easure extent of problem by collecting data to be able to create metrics
      • A nalyze data for sources of variation
      • I mprove process by addressing root causes, identify high-impact benefits
      • C ontrol processes through continuous improvement mechanisms
    • What we did
      • Step One: Define
      • Define problem from the voice of customer
      • Directive came from VPSA:
        • “ We need to streamline the judicial life process.”
      D MAIC
    • What we did
      • Step Two: Measure
      • Measure extent of problem by collecting data in order to create metrics
      • S.I.P.O.C. - a six-sigma tool, will be utilized to create metrics for analysis
        • S uppliers
        • I nputs
        • P rocesses
        • O utputs
        • C ustomers
      D M AIC
    • What we did
      • S IPOC: Suppliers
      • Conducted inquiry sessions with all levels of persons in the judicial process:
        • Session One: RA’s & RD’s
        • Session Two: Associate Deans (DOM/DOW)
        • Session Three: Head Deans and VPSA
        • Session Four: Students who experienced the judicial process at various levels
        • Session Five: Administrative Assistants, Secretaries, and Student Workers overseeing data entry
      D M AIC
    • What we did
      • S I POC: Inputs
      • Student Handbook
      • Violation & Incident reports
      • Data entry at RD level
      • Res Life staff: manually sorting reports
      • “ Why do we need to process warnings?”
      • Difference between practice and policy: confusion of appeal process
      • “ There are too many hand-offs of paperwork.”
      • “ We handle data differently than the other office.”
      D M AIC
    • What we did
      • SIP O C: Outputs
      • Lack of communication of appeals
      • Appeal process is slow/inconsistent
      • “ I am not sure of the process.”
      • Not enough qualified counselors on campus
      • Differing approaches: men-discipline, women-counsel
      • Dean on-call schedule is confusing as it varies too frequently
      • Fines are confusing and don’t seem to be achieving their intended purpose
      • Too many logs! (cont.)
      D M AIC
    • What we did
      • SIP O C: Outputs
      • RA Official Correspondence Log
      • Call Slip Log
      • Non-Return Log
      • Permission Slip Log
      • Violation Report
      • Incident Report – Residence Hall
      • IR-Type Log
      • Case Load Log
      • Discipline Community Service Log (twice)
      • FERPA Log
      • Probation Log
      • AW Log
      • Student File Database
      • File Log (who has what)
      • Self-Reports Log
      • No Contact Agreement Log
      • Permission Restriction Log
      D M AIC
    • What we did
      • SIPO C : Customers
      • Students
      • Student Leaders: RA/RD/Deans
      • Res Life
      • Dean of Men & Dean of Women
      • VPSA
      • Sodexho – community service
      • LUPD
      • Counselors
      • Faculty/Staff
      • Campus Pastors
      D M AIC
    • What we did
      • Step Three: Analyze
      • Analyze data for sources of variation
      • Three analyses conducted:
        • Process Maps – this is the “P” in SIPOC processes & is implemented at this stage
        • Fishbone Analysis
        • SWOT Analysis
      D M A IC
    • What we did D M A IC
    • What resulted D M A IC
    • What resulted D M A IC
    • What resulted
      • SWOT Analysis
      • Strengths
        • Skilled staff
        • Judicial process affords student appeal
        • Education of student handbook
      • Weaknesses
        • Communication breakdown
        • Inconsistent processes
        • Lack of technology to integrate processes
        • Paper workload with many hand-offs
      D M A IC
    • What resulted
      • SWOT Analysis
      • Opportunities
        • Software integration upgrade
        • Office PC’s interconnect all Student Affairs
        • Educational development through residence hall Peer Judicial Councils
      • Threats
        • Reactive vs. proactive
        • Legal aspects: FERPA
        • Overstressed staff, burnout, and turnover
      D M A IC
    • What resulted
      • Step Four: Improve
      • Improve process by addressing root causes and identify high-impact benefits.
        • Critical-to-success-factor chart
        • Prioritizing benefits and efforts
        • Final recommendations
      DMA I C
    • Application
      • You and your group members have been hired by Liberty University as judicial consultants to remedy this process.
      • For the next few minutes, use the collective knowledge and experience of your group to provide at least four recommendations for the university to improve its judicial processes.
      • Please place your recommendations on the provided note cards.
    • Application
      • Critical-to-success factor chart
      4 3 2 1 Total Cost Efficient Service People Ideas
    • What resulted Critical-to-success Factor Chart DMA I C
    • What resulted Prioritizing Benefit & Effort DMA I C
    • What resulted
      • Final Recommendations
      • Acquire a centralized student database that can integrate judicial operations
      • Streamline judicial process and structure
      • Eliminate conflicts of interest in the current process
      • Involve students in the appeal process
      • Equip the division of SA with the necessary qualified counselors
      DMA I C
    • What resulted
      • Step Five: Control
      • Control processes through continuous improvement mechanisms :
        • Formulate action plans for implementing strategies
        • Establish an ongoing QA program
      DMAI C
    • What we’re doing
      • Since the conclusion of the Six Sigma judicial study, Student Affairs has begun the following for a Fall 2008 implementation:
        • Purchased a new judicial software package
        • Created & implemented a student court for judicial appeals
        • Revised judicial organizational chart
        • Redefined and clarified roles (as result of above)
        • Eliminated policies from student handbook
        • Created policies from student handbook
    • What you can do
      • Six Sigma Tips For Educators
      • Know your customers
        • Identify them (SIPOC)
        • Listen to them (VOC)
        • Understand and define their needs (CTQ)
      • “ Know thyself”
        • Examine your processes (SIPOC / mapping)
        • Measure your performance (baseline; DPMO; Sigma; statistics)
    • What you can do
      • Six Sigma Tips For Educators
      • 3. Know what to do next
        • Get to the roots (fishbone; hypothesis testing; VA/NVA)
        • Define the ideal state (gap analysis)
        • Brainstorm your opportunities (SWOT; prioritization matrix)
        • Drive change (force-field analysis)
      • 4. Know how to do it
        • Decide on your method (project vs. go-do)
        • Open the toolbox
        • Start with what you have
    • What you can do
      • Recommended Resources
      • Academic
        • Assessing Organizational Performance in Higher Education (Miller, 2007) http://www.josseybass.com/WileyCDA/WileyTitle/productCd-0787986402.html
        • Continuous Process Improvement in Higher Education (Inozu & Whitcomb, 2007) http://www.novaces.com/pdfs/CoF_NovacesWhitePaper_r1std.pdf
        • Process Improvement to Achieve Institutional Effectiveness (Lake, 2005) www.ncci-cu.org/Visitors/Documents/ processimprovement 070905AC.ppt
      • Business
        • Six Sigma for Dummies (Gygi, DeCarlo, Williams & Covey, 2005)
        • The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing Their Performance (Pande, 2000)
    • Presenter Bios
      • Josh Brown is currently the Associate Director of University Assessment for Liberty University, coordinating the assessment of all co-curricular departments. He possesses an earned Master's of Student Development from Azusa Pacific University. Email – [email_address]
      • Greg McCurdy is currently the manager of the Radiation Oncology Department at Centra Health, where he utilized the six sigma philosophy and instruments to hone difficult processes in a medical setting for increased workflow efficiency. He is concluding his Master's of Higher Education at Geneva College. Email – [email_address]
      • Mark Davis is currently a process engineer with Centra Health, where he is assisting with the implementation of a system wide healthcare improvement initiative called CH2. He holds a degree from William & Mary and a Six Sigma Black Belt from Villanova. Email – [email_address]