3. BPM Implementation & Efficiency
Assessment
• Survey Launched September 2014
• Surveys were specific to 5 Functional
Areas at each of the 13 colleges:
– Finance
– Financial Aid
– Human Resources/Payroll
– Student (Admissions and Records)
– Student Accounts Receivable
• 89% Response Rate
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4. BPM Implementation & Efficiency
Assessment
• 3 Major Process/Task Questions
– Plans to Implement Process Standard
– Status of Process Standard Implementation
– Performance Impact of Process Standard
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8. BPM Efficiency Impact
• Constraints and Realities
– Cost and workload savings absorbed by other
resource-strained processes
– Reduced impact on capacity gains due to
stable or declining volume loads
• Factors for Efficiency Gain Variance
– Campus levels of preexisting inefficiency
– Technical expertise within the institution
– Extent of change necessary for adoption
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10. BPM Efficiency Impact – Financial Aid
High Impact Process
• TD Client
Automate the import/export of federal financial aid files
• Adoption (11/12)
– Avg. Reported Annual Cost Savings: $8,369
– Avg. Reported Annual Office Hours Saved: 548
– Avg. Reported Quality Impact (errors per 100): 3.7%
– Avg. Reported Capacity Increase: 800
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11. BPM Efficiency Impact – Financial Aid
High Impact Process
• Banner for Return of Title IV
Using the Return of Title IV within Banner
• Adoption (8/12)
– Avg. Reported Annual Cost Savings: $13,059
– Avg. Reported Annual Office Hours Saved: 392
– Avg. Reported Quality Impact (errors per 100): 3.4%
– Avg. Reported Capacity Increase: 400
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12. BPM Efficiency Impact – Financial Aid
High Impact Process
• Automated Job Scheduling
Automation for scheduling routine processes
• Adoption (12/12)
– Avg. Reported Annual Cost Savings: $33,829
– Reported Annual Office Hours Saved: 188
– Reported Quality Impact (errors per 100): 3.5%
– Reported Capacity Increase: 667
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13. BPM Implementation & Efficiency
Assessment - Conclusion
• Evidence of Process Standard Adoption
• Institution-specific Evidence of BPM Benefits
• Potential Annual $2.8 Million Efficiency Impact
for System
• Impact Varies by Process and by Institution
• Opportunities for Collective Gains in Efficiency
• Assessment Informs Larger Efficiency Study –
Huron Consulting Group
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14. Huron Efficiency Study
• Identify potential cost saving areas for
review and assessment
• Select set will be further developed into
business cases
• Identifying the best opportunity and
model for shared services
• Cover the non-core business functions
(i.e., non-academic)
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15. Huron Efficiency Study
• Non-Core Business Functions
– Student Services & Enrollment Management
(Registrar’s Office, Financial Aid & Admissions)
– Human Resources
– Finance
– Procurement
– Auxiliaries & Facilities
– Information Technology
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16. Huron Efficiency Study
• 10-week Project
• Task 1: Understanding Business Process
Work Completed and Current State
• Task 2: Communication Plan
• Task 3: Campus Meetings
• Task 4: Prepare Findings, Present, and
Gain Consensus
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Editor's Notes
I would suggest that you just remind them of the 1st 3 bullets and mention that you are going to give them an update on efficiencies (as requested)
Training Phase is Complete
Ahead of Schedule & Under Budget
Evidence of Sustainability
While the outcomes of this study show evidence of improvements in efficiency, the assumptions made about how these improvements can be realized at each campus must factor several constraints and realities. One, the cost savings (estimated) reported in this study come mainly from a reduction in some form of consumption – part-time hours, user fees, materials, etc. These savings may be repurposed in other areas, which may not be clearly apparent from a budgetary perspective. Two, the reduction of hours spent managing these processes may not result in lower part-time costs or an elimination of a position. This may be due to an absorption of these free hours by other resource-strained processes within a particular office. Three, the ability to realize gains in capacity will be highly dependent on the probability of production volumes increasing in the future. For small institutions, and functional areas with stable volume loads, the probability of experiencing these gains is low. As an overall measurement of potential gains, the level of efficiency improvement will vary due to (1) the level of preexisting inefficiency at each campus, (2) the required technical skill and expertise within each office, and (3) the extent of procedural change necessary to adopt these new process standards.
Hey Kenyatta,
I’m not an expert on this portion but it allows a school to use processes to perform the calculations instead of it being a manual process.
I seem to remember that if a school doesn’t update the ESTS code (Enrollment status) then it makes a portion of it manual. ESTS is what is used to mark the student as total withdrawn from the school. If they don’t do this they have to go to a form (sfawdrl ) to determine the date they withdrew and mark them as withdrawn.
