The Accounting Department at AiP uses assessment to fulfill the college's mission and goals. In FY'12, they assessed two initiatives: monitoring the internal collection process and providing effective customer service. For collections, they implemented a four-step communication approach which slightly improved past due accounts and collections. For customer service, they assessed survey results and implemented staff trainings, which led to a small improvement in scores. Going forward, they will continue assessing these areas and using data to improve outcomes in support of AiP's mission.
Bottom line benefit - Lean tools and Culture ChangeDavid Bovis
Only 25% of lean projects succeed!
Duxinaroe specialise in the factors which deliver that success and we also detail how to sustain it.
Innovation is our forte!
The Duxinaroe methodology delivers change to process and people.
Other approaches promote tools and techniques with a primary focus on making change to process.
This often ignores the change that people have to make when adjusting to new methods and expectations. Failing to plan for this can cause increased time-lines & budgets while reducing the benefits and sustainability of process change.
We have a successful track record delivering sustainable organisational development, continuous improvement, Change and Lean projects across Europe since 1994.
We help you analyse and identify your root cause issues. We then help you create a delivery plan, conscious of the change requirements in process and people. We then provide the skills and resources required to execute that plan.
Through
Training and workshops
Coaching and Application
Consulting Services
Duxinaroe Deliver Results!
Bottom line benefit - Lean tools and Culture ChangeDavid Bovis
Only 25% of lean projects succeed!
Duxinaroe specialise in the factors which deliver that success and we also detail how to sustain it.
Innovation is our forte!
The Duxinaroe methodology delivers change to process and people.
Other approaches promote tools and techniques with a primary focus on making change to process.
This often ignores the change that people have to make when adjusting to new methods and expectations. Failing to plan for this can cause increased time-lines & budgets while reducing the benefits and sustainability of process change.
We have a successful track record delivering sustainable organisational development, continuous improvement, Change and Lean projects across Europe since 1994.
We help you analyse and identify your root cause issues. We then help you create a delivery plan, conscious of the change requirements in process and people. We then provide the skills and resources required to execute that plan.
Through
Training and workshops
Coaching and Application
Consulting Services
Duxinaroe Deliver Results!
SUCCESS STORY: Reducing Activity Planning Lead Time by 81%GoLeanSixSigma.com
Find out how UC San Diego employees are improving student life with Lean Six Sigma. In this Success Story, Darlene and Kymberly discuss how they made it easier for students to register campus dining events. Find out how they went from 38 steps to only 7! Now students can get to the BBQ 5 times faster!
Benefits realisation: a tool to help evidence the benefits and importance of ...CYP MH
CYPMH conference 2016 Future in Mind Vision to Implementation
Benefits realisation: a tool to help evidence the benefits and importance of children and young people’s participation - The GIFT Team with Young Sessional Workers
Definition of the Key Performance Indicators + infographics, explaining types of KPIs and data visualization.
Originally posted here with the article: https://www.kpi.com/blog/2016/02/03/intro-to-key-performance-indicators-infographic/
SUCCESS STORY: Reducing Activity Planning Lead Time by 81%GoLeanSixSigma.com
Find out how UC San Diego employees are improving student life with Lean Six Sigma. In this Success Story, Darlene and Kymberly discuss how they made it easier for students to register campus dining events. Find out how they went from 38 steps to only 7! Now students can get to the BBQ 5 times faster!
Benefits realisation: a tool to help evidence the benefits and importance of ...CYP MH
CYPMH conference 2016 Future in Mind Vision to Implementation
Benefits realisation: a tool to help evidence the benefits and importance of children and young people’s participation - The GIFT Team with Young Sessional Workers
Definition of the Key Performance Indicators + infographics, explaining types of KPIs and data visualization.
Originally posted here with the article: https://www.kpi.com/blog/2016/02/03/intro-to-key-performance-indicators-infographic/
30 60 90 day on boarding production planCalvin Naylor
Financial ABC Bank Center On-Boarding
30/60/90 days Production Plan 2016:
Attached is a sample of my 30 60 90 days On-Boarding Performance Plan, I created in 2009 and have successfully used to gain an understanding of a new business or location, I started managing. This plan has helped me improve employee morale, productivity and increase revenue in several sites I have taken over in the past 17 years. I hope it will assist you with understanding some of the basics of creating a 30 60 90 day on-boarding plan.
Calvin Naylor
Call Center Executive
Measuring Performance: Linking Money To Mission4Good.org
In the mission-oriented nonprofit world, it can sometimes be difficult to get your team to focus on the relationship between money coming in and the organization’s ability to effectively deliver programs and services to its constituents. While top-line measures are exciting they can also be distracting and counterproductive if they are not properly accounted for and effectively presented. Peeling back the covers on your finance organization can help your team, executive director, staff and board members truly understand your financial situation and see how finances directly impact programs. Financial operations reviews deliver insight. Reviews help organizations move beyond budgets and expenses into staffing, policies and processes. You will learn…
• The 5 “must ask” questions
• The 3 reports you should study
• The secrets of financial management
• How to determine financial viability of new programs and link money with mission
I want to be known as a results oriented professional that can deliver quality oriented strategies through productive, logical and mindful statistics for any prospective employer.
Business Intelligence Group Manager, including the Business Analyst Department, Marketing Department and Data Architect Department, with MBA, 4+ years of analytical experience and 2+ years of managerial experience
2. AiP Mission Statement:
To provide an education in design, media
arts, and culinary that prepares students for
individual and professional success.
How does the Accounting Department help to
fulfill the mission of AiP???
3. The Strategic Planning Process:
During this process, the Accounting
Department creates an Institutional
Effectiveness Plan to ensure we are
supporting the mission of the college, as well
as the goal of Operational Effectiveness.
4. Review of the FY’12
Institutional Effectiveness Plan:
Two Initiatives where assessment was utilized
to make improvements:
#1 – Monitor/Refine internal collection process
#6 – Provide effective customer service
5. Review of the FY’12
Institutional Effectiveness Plan:
#1 – Monitor and refine internal collection
processes to reduce collection outsourcing.
Reviewing process determined that we were not
doing enough to communicate with students
regarding past due account balances.
Additionally, bad debt has been steadily increasing
year over year.
6. Review of the FY’12
Institutional Effectiveness Plan:
Ways to improve communication with
students regarding past due accounts?
Implemented four step communication
approach:
Automated Phone Call
Personalized Letter
Account Hold
Personal Follow-Up Phone Call
7. Review of the FY’12
Institutional Effectiveness Plan:
By implementing an effective communication
approach we hoped to:
Reduce the number of past due accounts each month.
Increase internal collections
Decrease overall bad debt
While results were not as favorable as we had hoped,
the process of communication and collection on past
due account has improved slightly.
8. Review of the FY’12
Institutional Effectiveness Plan:
#6 – Provide effective customer service to the
college community.
Are we providing the best customer service
possible?
9. Review of the FY’12
Institutional Effectiveness Plan:
Utilized the Noel Levitz Survey
Winter 2011 results indicate all Gap Scores greater
than 1.0, higher than what we prefer.
#11 – 1.93 Gap Score
#20 – 1.13 Gap Score
#57 – 1.72 Gap Score
We need to improve customer service!
10. Review of the FY’12
Institutional Effectiveness Plan:
Ways to improve customer service?
Implemented several management initiatives:
Regular staff meetings, where a portion of time is
allotted to discuss customer service. Review difficult
situations from prior week
One on one coaching during or immediately after
customer service experience
What was done right?
What was done wrong?
How could a situation have been handled differently?
Professional Customer Service Training in the near
future
11. Review of the FY’12
Institutional Effectiveness Plan:
Winter 2012 Noel Levitz Results indicate a
small improvement in customer service.
#11 – 1.98 Gap Score
#20 – 1.10 Gap Score*
#57 – 1.68 Gap Score*
*Gap score reduced from prior year
12. Going forward to FY’13:
Continued focus on these two assessment
areas to improve results
Continued use of assessment and related data
to improve outcomes in FY’13
Other areas for potential improvement?
Other ways to incorporate assessment and utilize
related data to improve our ability to fulfill AiP’s
mission