A Collaborative Multi-institutionalApproach to Business ProcessImprovement                 #E122_OL03                     ...
Which Type of Institution Do YouRepresent?   4 Year Public   4 Year Private   2 Year Public   2 Year Private   Other
Which Functional/Technical Area doYou Work In?   Student   Financial Aid   Student Accounts Receivable   HR/Payroll  ...
Today’s Topics About the Tennessee Board of Regents and  the Business Process Improvement Project The Process Findings/...
About the Tennessee Board of Regents (TBR) Public post-secondary education system established in 1972 consisting of 6  un...
About the Business Process Improvement(BPI) Project Objective: Development of a “Common Process  Foundation” Desired Out...
The Process Consultant Led and All Inclusive Executive Sponsors and Leadership Workshops and Sessions (continued)  •   ...
Workshops and Sessions Kickoff (a crash course in BMP) Discovery & Planning Sessions  • Process prioritization, planning...
Findings and Observations Schools are more alike than different Desire to maintain control of customer-  facing branding...
Strengths   Colleges share a base process set   Customer service orientation   Many good and best practices in use toda...
Challenges Legacy silo mentality IT support challenges Few opportunities to develop robust  stewardship and governance ...
4 Quick Takeaways Need for ERP system (Banner®) functional  user training Desire to develop functional user groups ERP ...
Specific Process Initiatives Summary - 255 distinct initiatives that drive to  defined process improvements in the areas ...
Sample Initiatives      Area                                       ObservationHuman Resources    Work with the finance off...
Sample Initiatives (continued)       Area                                   ObservationFinancial Aid   Work with foundatio...
Initiatives By TBR Strategic Plan Goal                                          Access                                    ...
Initiatives by Functional Area                                            All                                            4...
Common Process FoundationBenefits Portability of Customer Service Consistent use of common rubrics Enhanced technology ...
Implementation Roadmap Current Activity  • RFP Process  • Develop appropriate governance structure Activity After RFP Aw...
Categorization into ‘Streams’                         Stream 1                           45%          Stream 2            ...
Prioritization Matrix
Dale SimsTennessee Board of Regents    dale.sims@tbr.edu                                         Questions?Thomas Danford ...
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TBR Business Process Improvement EDUCAUSE12

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On-line presentation at EDUCAUSE 2012: The Tennessee Board of Regents embarked on a multi-institution business process realignment project for the system's 13 community colleges. The project identified 255 initiatives that defined process improvements in multiple ways, including process optimization, policy, and training. This session chronicled the project from its innovative approach through lessons learned.

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TBR Business Process Improvement EDUCAUSE12

  1. 1. A Collaborative Multi-institutionalApproach to Business ProcessImprovement #E122_OL03 http://bit.ly/QHMwFjDale Sims, Vice Chancellor for Business and FinanceTennessee Board of RegentsThomas Danford, Chief Information OfficerTennessee Board of Regents November 7, 2012
  2. 2. Which Type of Institution Do YouRepresent? 4 Year Public 4 Year Private 2 Year Public 2 Year Private Other
  3. 3. Which Functional/Technical Area doYou Work In? Student Financial Aid Student Accounts Receivable HR/Payroll Finance IT
  4. 4. Today’s Topics About the Tennessee Board of Regents and the Business Process Improvement Project The Process Findings/Observations Specific Process Initiatives Benefits Roadmap
  5. 5. About the Tennessee Board of Regents (TBR) Public post-secondary education system established in 1972 consisting of 6 universities, 13 community colleges, and 27 technology centers with programs in 90 of Tennessee’s 95 counties 200K+ Students, 14K+ employees, and an annual budget in excess of $2.4B Comprehensive Banner® suite implementation (Student, Finance, HR/Payroll, AR, Financial Aid) across all colleges and universities Operational Data Store and Enterprise Data Warehouse (ODS/EDW) used by 4 of the universities and all 13 of the community colleges
  6. 6. About the Business Process Improvement(BPI) Project Objective: Development of a “Common Process Foundation” Desired Outcomes: • Common Student Experience • Leverage Operational Knowledge • Facilitate Training • Mitigate Risk • Address Complete College Tennessee Act (CCTA) Requirements
  7. 7. The Process Consultant Led and All Inclusive Executive Sponsors and Leadership Workshops and Sessions (continued) • Kickoff • Discovery & Planning Sessions • BPM Sessions Deliverables Briefings and Presentations
  8. 8. Workshops and Sessions Kickoff (a crash course in BMP) Discovery & Planning Sessions • Process prioritization, planning, and alignment • Discovery Process Business Process Modeling Sessions • Across all functional areas • Construction of future state process models • Validation of process models
  9. 9. Findings and Observations Schools are more alike than different Desire to maintain control of customer- facing branding Sharing of best practices understood but not realized Acceptance is inversely proportional to the distance from the customer
  10. 10. Strengths Colleges share a base process set Customer service orientation Many good and best practices in use today Innovative approaches at many schools Cross college collaboration
  11. 11. Challenges Legacy silo mentality IT support challenges Few opportunities to develop robust stewardship and governance mechanisms Negative perceptions of common processes (e.g. loss of control/autonomy) Impact of CCTA not well understood in the colleges Need for strong leadership
  12. 12. 4 Quick Takeaways Need for ERP system (Banner®) functional user training Desire to develop functional user groups ERP capabilities not being fully utilized or relied upon ERP and BPM provide no strategic advantage
  13. 13. Specific Process Initiatives Summary - 255 distinct initiatives that drive to defined process improvements in the areas of: • Business process optimization (137) • Documentation development and maintenance (1) • Supporting investment decisions (12) • Performance measurement (2) • Planning (for improvement) (16) • Policy and business rule review (60) • Requirements identification (4) • Stewardship (3) • Training & knowledge development (20)
  14. 14. Sample Initiatives Area ObservationHuman Resources Work with the finance office to determine the best practice for managing group positions, pooled positions and reconciliation. Review the results of the BPM for HR with finance leadership; pursue process improvement across the business units.Student Accounts Banner return of Title IV funds and Title IV authorizationsReceivable functionality should be utilized to assist in complying with the Title IV regulations for federal financial aid.Financial Aid College financial aid directors, admissions and registrars offices evaluate the needs of TELS recipients to determine a system wide best practice for handling transfer credit.Student Records Explore the feasibility and effort associated with implementing a 2- way interface between Banner and D2L. "One stop shop" for instructors to record grades.Student Records Consistency for learning support – review the consistency of RUBRIC and use of the learning support module where applicable.Recruiting and Review transcript requirements, policies, and procedures. DetermineAdmissions where there are opportunities for consistency that would benefit the student.
  15. 15. Sample Initiatives (continued) Area ObservationFinancial Aid Work with foundations to establish earlier deadline for selecting scholarship recipients, facilitating their incorporation into initial financial aid packaging cycle. Provides student with an earlier, more complete picture of their aid package and any remaining unmet need. Also minimizes chance of an over-award requiring manual adjustment.Financial Aid Consider a system level approach to loan default management, including consideration of use of a third party vendor. Currently, practices and results appear to vary among institutions.Admissions Use of Self-Service Admission functionality is limited, requiring more manual processing by both student and institution staff. Increased use of this functionality should be considered. Training on its implementation and use should be provided both to new implementers and existing users.Finance Continue collaboration across the colleges to define a standard reconciliation process for all transactions posting to the General Ledger.
  16. 16. Initiatives By TBR Strategic Plan Goal Access 7% Student Success 20% Resourcefulness & Efficiency Quality 71% 2%
  17. 17. Initiatives by Functional Area All 4% Finance Student (all) 9% 18% Student Accounts Receivable Financial Aid 15% 25% Human Resources 29%
  18. 18. Common Process FoundationBenefits Portability of Customer Service Consistent use of common rubrics Enhanced technology support for functional users Better reporting and analytics Consistent performance measurement Process and system knowledge will be more transferable/shareable Compliance with CCTA
  19. 19. Implementation Roadmap Current Activity • RFP Process • Develop appropriate governance structure Activity After RFP Award • Prioritize initiatives (2 streams) • Create workgroups • Review initiatives and validate • Implementation and training
  20. 20. Categorization into ‘Streams’ Stream 1 45% Stream 2 55%
  21. 21. Prioritization Matrix
  22. 22. Dale SimsTennessee Board of Regents dale.sims@tbr.edu Questions?Thomas Danford Thank-you!Tennessee Board of Regents http://www.linkedin.com/in/tdanford #E122_OL03 http://twitter.com/tdanford thomas.danford@tbr.edu

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