Create a One-Stop Shop for your students

1. Create a One-Stop Shop for your students Stuart D. Jones, Ph.D. Vice President for Enrollment Management, Trine University

2. Create a One-Stop Shop for Your Students Workshop Objective To provide success strategies to assist your college in creating a one-stop shop for students.

3. Create a One-Stop Shop for Your Students Agenda Why Choose a One-Stop Shop? • Models of Service Delivery • Tiers of Service Delivery • Modes of Service Delivery • Motives for a one-stop • Benefits of a one-stop Case Study • Averett Central at Averett University Is a One-Stop Right for Us? • At the Heart • Considerations • Critical Questions • Next Steps

4. Why Chose a One-Stop Shop?

5. Why Chose a One-Stop Shop? • Provides seamless and integrated student services. • Integrating a one-stop shop on your college campus allows you to personalize service and change the administrative experience for your students, providing them with the tools they need to easily manage their own education.

6. Traditional Model for Delivering Decentralized Services Student Customer Service Counter Service Counter Service Counter Service Counter Location 1 Location 2 Location 3 Location 4 Admissions Student Accounts Financial Aid Registrar’s Office Help!

7. Improved Model for Delivering Centralized Services (One-Stop) Student Customer Service Counter One Location Admissions Accounts Receivable Financial Aid Registrar’s Office One-Stop Center

8. Tiers of Service Delivery Beginning Stage: Tier One = One-Stop Center Service Experts Tier Two = One-Stop Center Specialists Evolutionary Stage: Tier One = Self Service Tier Two = One-Stop Center Service Experts Tier Three = One-Stop Center Specialists

9. Modes of Service Delivery Email Phone In Person Website

10. Campus Motives for a One-Stop Why • Change the way we do business: from silos to synergies • Provide great student customer service • Remove barriers and obstacles for students How • Provide the vision, space, support, technology and tools to support change • Improving how we collect, store, retrieve, and share information • Creating a business and service philosophy…not just a location

11. Benefits to a One-Stop Good to Great • Staff become challenged to do things better • Student satisfaction will improve (if you do it right) Adversary to Ally • Communication and working relationships between administrators and staff members improves Silo to Synergy • Effective collaborations, communications , and understanding lead to better processes Recruitment Tool • Emphasizes student centric philosophy and value proposition

12. Questions up to this Point?

13. Case Study

14. Averett Central at Averett University

17. Why do we need it? Averett Central is the fulfillment of various student and staff recommendations originating from feedback sessions with the president to mainstream or centralize student services. It aligned with Averett’s Strategic Plan to “provide student-centered services and support to all students in an environment of mutual respect,” and to provide facilities that “will assist in the recruitment and retention” of students.

18. Who is it? Averett Central centralizes the offices of the Registrar, Student Accounts, and Financial Aid into one convenient location supported by Student Services Coordinators who provide front-line student support and satisfaction in providing students campus-wide information. • Where is it? Averett Central will be located on the 1st floor of Main Hall, and online at: www.averett.edu/averettcentral

19. What is it? The main purpose of Averett Central is to provide superior student/staff interaction and services in an easy-to-find campus location. Averett Central is the place where students can go to accomplish the “business” of being in school. Here, students will be able to request, receive, and retrievethe wealth of student information they need – all forms, course registration, account information/payment, etc. – without having to run all over campus to do it. This centralized service center is a point of contact for assistance and problem resolution, and a place where students will go to find friendly faces whose sole purpose is to help.

20. Project Planning Began in February 2011 - Creative Envisioning and Logistical Planning Session

21. Opened Averett Central in mid August 2011 • 7 months after initial concept: $425K total cost

22. 1) Planning Team - representatives from all campus areas including faculty and students 2) Averett Central Leadership Team - senior administrator, directors/managers from financial aid, student accounts, registrar’s office 3) Facilities Team - senior administrator for facilities, contractors, floor plans, timelines, etc. 4) Marketing Team - “coming soon” communication to all constituents 5) Technology Team - computer/phone transitions, self-service kiosks, Wiki web site, copiers, etc. 6) Change Management Team - all staff meetings, customer service training, performance expectations, etc.

24. Many More to Choose From

25. Questions about Averett Central?

26. Is a One-Stop Right for Us?

27. At the Heart of a One-Stop The goal of setting up a one-stop center is based on the desire of the institution to provide exceptional customer service to its students. • Students come to college and pay large sums of money to learn – not to spend time figuring out how to navigate the internal processes of the college. Students hate the business of being a student, so make it easier for them. • Small colleges today must differentiate themselves based on numerous factors, one of which is excellent service. • Today’s student customers have a sense of entitlement. They want issues resolved quickly. They are used to receiving excellent customer service via web processes and expect the same from their college. • One-stop centers should look at processes from the student perspective. Map current processes to determine if all are really needed (do they add any value?). Remove unnecessary steps or processes.

28. Considerations for a One-Stop • Are student business offices decentralized in location? - Do students get the runaround between registrar, bursar, financial aid, etc.? • Are student business offices maximizing collaborative planning, communications, operations and synergies? • What is your student/customer service level? How do you measure this? • Have you surveyed students regarding their service satisfaction? • Have you surveyed student business services staff regarding their satisfaction levels in working with peer departments? • If you went with a one-stop model which offices would be included? • Have you talked with student business functions across campus to get their input about the challenges or advantages of centralized operations? • What support would you have to measure your effectiveness if a one-stop is implemented?

29. Critical Questions for Starting a One-Stop • To ensure success these critical questions need to be addressed: 1) Will the initiative be driven by senior administration including the president? 2) What senior administrator is the champion for the project? 3) Is the departmental leadership (bursar, registrar, financial aid, admissions) in consensus agreement about creating a one-stop shop? 4) Do you have a designated space on campus to centralize offices and staffs or do you have to build a new center? 5) Do you have funding for this project? 6) Why do you believe you can succeed when 80% fail?

30. What Are the Next Steps? • Articulate the need – justification for the one-stop • Create the vision, build the anticipation • Empower ownership and buy-in from staff • Appoint a champion to lead • Start the planning • Form planning teams • Appoint front line service providers and do training • Create a timeline to completion for each team • Anticipate hurdles and prepare to jump over them • Open house to celebrate success!

31. Final Questions?