Part Two of the Redesign Change Proposals
SERVICE:
Service Delivery - Services to Students Organization
Current Situation:
Lane provides a variety of services to students that are delivered by individual departments with functional specialties. Exhibit 1 below illustrates an overview of the service categories that the redesign team identified to describe services to students. Service categories include information dissemination, enrollment, financial transactions, and support services. Within each service category there are several process owners (i.e., primary providers) and additional providers (i.e., secondary providers). Appendix D-6 provides a detailed outline of each service category as well as process owners and additional providers.
Responsibility for information dissemination is shared by most departments, Computer Services, and Institutional Advancement. Each department develops content information specific to its functional specialty and some departments also create their own publications. Computer Services provides programming to link information in electronic formats and make it accessible for employee use. Institutional Advancement collects department information, develops general College information, and oversees production of major publications (e.g. class schedule, catalog).
Enrollment, which includes admissions, registration, records management, and photo ID, is handled by multiple process owners and additional providers. Provisions for admission and registration are dependent on the type of student (i.e., credit or non-credit), location of the service, and type of instructional program. Records are managed and maintained on a mainframe student database as well as individual databases. The photo ID is used primarily for charging a variety of services and usually obtained by credit students. The OSRL survey indicates that half of respondents possess an ID and those who do not are much more likely to be non-credit students than those who do (ninety-two percent compared to eight percent). Only thirty-six percent of the respondents without an ID are interested in obtaining one.
Financial transactions include financial aid, the procurement of books and supplies, and the extension of credit. The administration of financial aid and procurement of books and supplies is handled primarily by process owners. Additional providers handle peripheral activities that are usually related to exceptions. Financial transactions are handled by one primary process owner (College Finance) and generated at multiple additional provider sites. The type of transaction is usually dependent on the location of where the goods or services are provided and whether the fees are registration related, non-registration related, or both.
Support services are available to assist students with identifying both academic and personal goals, and provide students with resources that will ensure success. Support services include academic advising, testing, retention or success functions, career counseling, and job placement. The Counseling Department is the primary process owner of academic advising with several additional providers located on and off campus. Testing is conducted to assess skill levels, place students in appropriate classes, and determine a studentís ability to benefit from a Lane education. While most testing is conducted at the main campus, some programs and instructional departments also administer tests. Retention (i.e., success) functions focus on individual student characteristics and needs. Job placement services are provided by a variety of additional providers who each focus on specific aspects of a studentís career and work issues.
Lane has been successful in meeting the needs of the various types of students it serves. According to the OSRL survey, sixty-eight percent of survey respondents indicated they are very satisfied with their overall experience with Lane services. However, Laneís efforts to meet student needs have resulted in specialized functions and a fragmentation of services. Service delivery is based on either individual function priorities, type of student (credit or non- credit), location of service, and/or student interest or need. Employee responsibilities are specialized with little cross-training within or between functions. The number of additional providers is evidence of each providerís attempts to accommodate their investment in serving students. This can lead to a stronger employee and student affiliation with the service instead of the college as a whole. There is minimal sharing of resources and coordination of services. This results in a duplication of effort and inconsistent delivery of service.
During input sessions, employees commented on the inaccuracy and inaccessibility of information that could help them negotiate the various services and associated policies and procedures. Employees stated that they have created an informal network of individuals within functional areas to obtain information. Identifying the right individual is either by default or from experience. Also, if an employee leaves either temporarily or permanently, the network doesnít function. Some employees who are located off campus are disconnected from the main campus due to a lack of technological and information resources.
Part Two of the Redesign Change Proposals
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