Student Management Services Review · Student Management Services Review Report ~ Final Report Page 5 of 35 2.0 Context In July 2009 the Provost commissioned a review of Student Management

Student Management Services Review Report ~ Final Report Page 1 of 35

Student Management Services Review

Final Report of the Working Party

20 April 2010


Table of Contents

1.0 EXECUTIVE SUMMARY 3

2.0 CONTEXT 5

2.1. Rationale of the Review 5

2.2 Strategic Alignment 6

2.3 Benchmarking 7

2.4 Terms of Reference & Report Format 7

3.0 STUDENT MANAGEMENT PROCESSES – THE CURRENT STATE OF PLAY. 8

3.1. Processes 8

3.2 People 10

3.3 Current Faculty Student Management Model 11

4. STRUCTURE 11

4.1 Strengths, Weaknesses and Blockages within the existing Student Management Services structure 12

4.2 Student Management Functions 13

4.3 Central Student Management Services Functions 14

5. FACILITIES – WHAT WILL THE INTEGRATED MODEL LOOK LIKE? 15

6. TECHNOLOGY 15

7. HUB AND SPOKE: INTEGRATING THE CENTRE, FACULTIES AND DEPARTMENTS 16

8. SUPPORTING STUDENT MANAGEMENT PROCESSES 17

9. IMPLEMENTATION TIMESCALE 19

1. Short Term (under 6 months) 19

2. Mid Term (6 – 12 months) 19

3. Long Term (12 – 24 months) 20

APPENDIXES 21

REFERENCES 21


1.0 Executive Summary As part of the Macquarie University transformation agenda during the period July 2009 to February 2010 an internal review of the key business processes, and their associated resources and functions for Student Management Services was undertaken During this time a working party from all key stakeholders to the process met for twelve formal meetings and a number of sub working party meetings dedicated to communication, information technology and other key functions relating to the management of student administration activities were also held. This review took into consideration the short and long term needs for supporting our student base and providing for them the support, services and activities that ensure Macquarie University positions itself to address these needs and ensure our services meet these needs. This report provides an analysis and evaluation of our current service delivery for Student Management Services. The report also investigates and analyses service delivery across other higher education institutions benchmarking our services with those that have been recognised formally for providing excellence in student administration services. The major findings of this review identified that there is duplication in processes across Centre and Faculty which are fragmented without a clear understanding of where they can find the services they required. It is clear that a service model which has integrated service provision is required to ensure we are utilising our limited resources more effectively that ensure we provide our students with consistent, streamlined processes. Central to this review was analysis of the use of our staffing, physical resources and how we could benefit from further use of technology, existing and expansion across the University. The overarching objectives of the review is to improve service delivery of student administration services, engender a client service culture across the University and establish a common set of shared services to support the objective of flexible and responsive services structure. Our aim is to move from a focus on administrative convenience and efficiency to a student focused and service orientated approach. Whilst it is clear that student needs will vary between the different cohorts and the stage within the student lifecycle our processes, systems and functions in the current models do not facilitate clear and known responsibilities of the Centre and Faculty and/or Departments. Streamlined and standardised processes and procedures is a key outcome that will be delivered through the implementation of this review. The recommendations for student administration support services which follow capture the current and future needs imperative to sustained enhancement of the student experience for our students from initial contact through to their completion of studies. Further, our recommendations will move us to a collegial, transparent and interconnected model of services to our students. RECOMMENDATION 1 The implementation of a student lifecycle approach to all activities relating to Student Management Services that is accessible, consistent, simple, agile, responsive and transparent. RECOMMENDATION.2 A central student administration centre, nominally called Student Central, should be located in a central location close to other services for students. This hub and spoke model has non academic activities at the Centre and academic activities at the Faculties.


RECOMMENDATION 3 Identify non academic related services within the faculties to ensure that support of learning, teaching and research activities are undertaken as their core functions and all of the non-academic related services are transferred to the Centre. RECOMMENDATION 4 The Change Management Plan within the Student Management Services implementation includes the review and aggregation of secretariat functions. RECOMMENDATION 5 The enrolment functions undertaken by SBSS should be transferred to the current Student Administration Services area to create a seamless service to students. RECOMMENDATION 6 Investigate an appropriate location to incorporate the facilities required to facilitate the review outcomes for the Student Administration Services integrated model and service centre. RECOMMENDATION 7 A formal review and business case be developed for technology solutions to support the objectives of this Student Management Services Review will be undertaken during the first six months following the approval of the review outcomes. RECOMMENDATION 8 Develop service agreements between Centre and Faculty that will support the delivery of consistent quality services. RECOMMENDATION 9 Review all relevant position descriptions related to student administration functions for alignment to the proposed model and structure, both at the Centre and in Faculties. RECOMMENDATION 10 Specific people in departments and faculties will be designated as advisors. This element of their position will be included in their position descriptions and/or workload. RECOMMENDATION 11 Training programs will be developed and implemented for student administration and academic advisors to inculcate a customer service ethic. Excellence in customer service will be recognised and rewarded. RECOMMENDATION 12 That an implementation and resourcing plan be developed with a Steering Committee appointed to govern this program of work, once approved. The Working Party submits this Student Management Services Review Report to the Executive for endorsement to move to the development of the implementation plan.


2.0 Context In July 2009 the Provost commissioned a review of Student Management Services. This review has been undertaken in consultation with key stakeholders internal to the University and through a process of external benchmarking with other higher education institutions. It continues the broader program of transformation of the University and acknowledges that student administration services are a pivotal element in putting students at the centre of the University community. The review working party was broadly based, with members being drawn from both faculties and offices to ensure an inclusive view and comprehensive input. Members were guided by clear terms of reference aligned to the University’s values and mission. Student administration services provide information, advice and administrative support to students, both current and prospective. The portfolio encompasses a number of central functional areas including the Academic Registrar’s Office (which includes Coursework Studies Section including Student Enquiry Service, the Centre for Open Education and the Academic Program Section), the Office of Revenue Services and Student Business and Systems Solutions. The Office of the Dean of Students provides an escalation point for students requiring administration and/or academic advice and support. The new academic structure that came into effect January 2009 has identified opportunities to further streamline and standardise processes across faculties and central offices in all administrative functions. As a result, there are newly defined faculty administrative and academic support processes, which link with academic departments and other administrative units of the University including Macquarie International, MGSM and others. The review scope included the full student lifecycle for both current and prospective students up to, but not including, graduation processes. Further student support services provided by U@MQ were excluded from the review.

2.1. Rationale of the Review The project review was developed to address the strategic objectives of the University for the delivery of high quality, customer-focused services which meet the needs of our students. Further, there was a clear need to develop and maintain effective service mechanisms for staff and students and to integrate support services both centrally and at the faculty and department level. A significant driver for this review is the recognition that cultural change needs to be initiated in the delivery of student administration services at Macquarie University if the broader program of university transformation is to succeed. In addition, a number of internal and external factors make a review of current arrangements for student administrative support essential at this time. Externally, from 2012, the government will allow Registered Training Providers (RTOs) to enter the Higher Education sector and to compete openly for domestic students, traditionally the domain of Universities. Previously our students were delivered on a quota basis. This review took into consideration the short and long term needs for supporting our student base. Excellence in administrative services to students can be a strategic advantage to the University as every touch-point is a critical factor in influencing a positive student experience. Whilst students are drawn to the University by its academic offerings and reputation, their perceptions on leaving are frequently shaped by the quality of their experiences in every aspect of their university engagement, including administrative processes. The recommendations for student administrative support services which follow capture the current and future needs imperative to sustained enhancement of the experience of our students.


A whole-of-University strategy for the provision of student administration services needs to be seen in the context of external policy pressures and internal structural changes. This report provides the considered view of the Working Party as to how best to structure administrative units to support students and provide for Macquarie University’s expected growth and expansion. The objectives of the review were:

• to improve delivery of student administration services; • to engender a client service culture across the University; • to establish a common set of shared services to support the objective of flexible and

responsive service structures; • to streamline administrative processes to achieve seamless service provision (the

‘one-stop’ shop approach); • to provide staff with technology and tools to assist service delivery; and • to clarify and delineate student administration roles and functions across central and

faculty services. The recommendations arising from this review have been developed and designed to identify strategies that will reinforce and implement a culture where students are at the centre and the forefront of our service models. The working party recognised that there are best practice models in pockets across Macquarie University which continue to deliver excellent and service orientated student administration activities. However, the aspiration is to achieve seamless delivery of equally high standards of student-centred administration services consistently and uniformly across campus. In achieving this aspiration we will move from siloed activities which fail to deliver seamless, transparent and consistent support services to a student centred model as outlined below:

Moving From Moving To Focus on administrative convenience and efficiency

Student focused and service orientated approach.

Disjointed and inconsistent management of student administration services.

Streamlined and standardised processes and procedures.

Siloed functions with distinct areas managing one activity.

Collegial, transparent, interconnected hub and spoke model.

Dispersed provision of services across the campus.

Integrated model.

2.2 Strategic Alignment Meeting the needs and expectations of students is a central feature of understanding our student experiences and was evident in all discussions of the Working Party. Placing students at the centre of all our activities was paramount during the review. When reviewing current practices the Working Party members ensured that we captured the current and future needs. The implementation of the new Academic Structure and the creation of central faculty activities highlight opportunities that exist for standardisation of processes across the University. In developing the recommendations in this report, we have attempted to take into account other cross University initiatives such as:

• the Campus Hub Project; • the Postgraduate Curriculum Renewal; and • the Report of a Graduate Coursework Centre/s January 2009.


2.3 Benchmarking During the course of this review a number of benchmarking activities were undertaken, including a review of models used by other higher education institutions; AUQA data on best practice; and research findings such as those provided by Hanover Research Council1. These investigations contributed to the development of the recommendations of this review. External benchmarking assisted the working party to identify how other institutions manage this complex area. Contact was made with the following universities in order to identify contemporary practice.

• Curtin University of Technology, Perth • University of Technology, Sydney • The University of Sydney, Sydney • The University of Western Sydney, Penrith • Wollongong University, Wollongong • University of Melbourne’s Information Centre and • Charles Sturt University.

2.4 Terms of Reference & Report Format The terms of reference for the Student Management Services Review are outlined in Appendix One. The guiding principles for the review were established to ensure that we deliver services to students that are accessible, consistent, simple, agile, responsive and transparent. The report provides information about the background, rationale and strategic alignment of the Student Management Services at Macquarie University and outlines the operationalisation of the recommendations into five key areas:

1. Processes 2. People 3. Structure 4. Facilities 5. Technology

For effective management, these elements cannot work in isolation of each other. If one is ‘out of sync’ it affects synergies and places pressure on other elements. For example, ineffective technology will require additional human resources to manage; untrained trained staff will put pressure on processes; misalignment of processes across the organisation, will result in poor quality outcomes and duplication of effort.

The approach taken reflects the following:

• a student centred focus; • a framework which ensures a human interface for students in their dealings with the

University; • the provision of effective technology solutions that enable support for students; and • alignment in the operationalisation of strategies within all business units, including,

where possible, including Macquarie International, Macquarie City Campus and MGSM.

The report includes the timeframes for adoption of the recommendations if approved.

1 Hanover Research Council October 2009 “Organization of Student Admissions Systems in Higher Education’ prepared for Macquarie University.


3.0 Student Management Processes – the current state of play. The diagram below represents the student lifecycle; beginning with first contact then progressing to applications and offer processes, admissions and enrolments and candidature management and support through to completion. Throughout the student lifecycle and through each of the ‘touch points’ with the University four factors need to be considered:

• Strategic alignment with other University policies, priorities and initiatives; • People, namely the human resource function needed to support the enterprise; • Processes which operate at the centre and at the faculty level; and finally the • Technology with is needed to support and facilitate an efficient and effective system.

RECOMMENDATION 1 The implementation of a student lifecycle approach to all activities relating to Student Management Services that is accessible, consistent, simple, agile, responsive and transparent.

3.1. Processes The Working Party highlighted that Macquarie University needs to develop better integrated, end-to-end processes for delivering student administrative services if we are to meet our objective of being student centred. At a time of increasing student numbers service enhancement will be achieved through improved and standardised processes, streamlined and centralised activities and the utilisation of contemporary technology. The student administration cycle comprises four elements: inquiries, admissions, enrolments and candidature management.


The following processes characterise student administration in relation to these elements:

• Initial Contact. These activities include initial contact, publications, course information, school career events and other targeted information sessions.

• Applications and Offers Process These activities include managing the application, assessment and offer process, letters of offer, responding to general enquiries and providing advice on pathway options and admission schemes.

• Admissions and Enrolments. The function includes pre-enrolment orientation, academic advising through to study and support information. In addition, assessing credit for previous studies, the formal admission process, student fees, student campus cards and other administrative matters are included in this function.

• Candidature management. Supporting students through their candidature includes such activities as degree transfers, withdrawals, advising on degree rules and policy, scholarship administration and candidate support, exam operations and administration, ongoing support ensuring student enrolment is correct, provision of transcripts through to assessment of course completions and on to graduations.

Marketing and student recruitment and processes such as examinations, grade and other appeals, special consideration, graduation statements and student finances are all integrated into the student administration cycle. In reviewing the administrative activities associated with student administration services the Working Party identified those which they believe should be handled at a central office and those which require specific academic program advice and should be managed in the faculty and/or individual departments. Each of these elements was disaggregated into tasks. Appendix Three identifies and presents the constituent tasks for each of the elements of the student administration cycle. The Working Party used this distinguish between the tasks that are centralised and those which are undertaken at the Faculty level. As a result, and in order to achieve the best outcome, it was agreed that student facing administration and services should be addressed in the first instance by a central student administration centre while specific and related academic programs advice should be managed at the Faculty and Department level. The survey of the Heads of Department confirmed the views of the Working Party that all student facing activities are best handled at the centre and only those enquiries of an academic nature should be addressed at the faculty and/or department. The efficiencies and cost saving opportunities for managing student enquiries at a central office allows academics and faculty/ department staff to better utilise their limited resources towards academic program support for students. The improvements would include:

• reinvestment of faculty and departmental resources into higher value roles; • the opportunity for Departments to add-value to relationships instead of focusing on

administration; • streamlining and standardising of processes; • minimising confusion for students about processes, policies and procedures; • clear communication for students of ‘who to speak to and about’; • reduction in duplication and effort of service staff, enabling an overall cost saving in

efficiencies; • reduction in duplication and effort of student time and energy; • an opportunity for publication of clear, consistent, quality information and advice; • development of a structure and facilities that support a ‘one stop’ concept. During the course of the review the Working Party felt that an ‘integrated model’ would be a better description of the concept of delivering a centred, single point of service to students.


3.2 People The current structure of administrative support to students is disjointed and opportunities exist to remove duplication of effort between the centre and faculties. There is a lack of clarity around where responsibilities lie and the lines of responsibility are opaque. There are a number of acknowledged strategies and improvements initiated between and across the Central and Faculty functional areas. The Coursework Studies Section works closely with Faculty Student Administration Managers with regular meetings to discuss such matters as consistency in delivery of policy and processes. The Enrolment Review Group has cross-campus representation to proactively plan enrolment processes and carry out reviews after every enrolment period, with the focus being on service improvement. Further a number of programs have been developed and implemented to ensure staff within the Student Enquiries, Coursework and Revenue Services areas are working cohesively. The intention of this review is to ensure these practices continue to develop and improve effective and professional relationships and outcomes. Some administrative elements of the University are already operating in a highly centralised way including, for example, the existing Coursework Studies Section. As we enhance our student administration services and ensure faculties address purely academic activities the centralised ‘single source of truth’ will be implemented providing accurate services to staff and students. Strategic resourcing will be implemented to ensure services are appropriately resourced at the relevant times. Following the structures of Curtin University and the University of Wollongong, the Working Party supports the concept of a centralised ‘one stop shop’ to facilitate synergies across faculties and international operations for the long term management of student administration processes at Macquarie University. Both Curtin and Wollongong Universities have systems and processes in place which address the staffing of their central activities to cover peak periods through the use of casual employees. This has been arranged through a process of utilising students as employees and creating an induction program where students from previous peak periods train new starters. Both institutions find this a very effective use of student employees who relate well to new and prospective students. Macquarie University also has similar structures and processes in place to manage the key peak periods utilising casual staff. It is recognised that the level of cross skilling which will be required to manage the expected growth may need to be addressed to ensure professional quality and an appropriate standard of service is provided.


When reviewing the Student Administration Services staff/ student ratios across institutions as outlined in Appendix Six it is noted that these may not represent a true reflection of like activities and modelling.

3.3 Current Faculty Student Management Model Under an integrated model that is the core of the hub and spoke model proposed, the responsibilities of non academic student administration services will be under the central Student Administration area. At a Faculty level the responsibility of all academic student administration services will fall within the role of the Faculty Student Administration Manager. During the implementation of the new Academic Structure at Macquarie University in 2008 for the January 2009 commencement, all four faculties had a position of Manager Student Administration Services (Grade 9) created. The full position description for these positions is noted in Appendix Four. As part of the structural and management changes relating to this review it is noted that the current position description would need to be reviewed in light of the recommendations within this report as they relate to functional responsibilities and separation of duties in relation to academic versus non academic student administration functions.

4. Structure An effective student services model would ensure seamlessness between the activities of the centre and those of faculties. It can best be described as a hub and spoke model, where some functions are centralised and others are delivered at the faculty level. At its best it will foster a culture of collaboration and co-operation to support students during the lifecycle of their candidature at MQ. Importantly, it requires effective communication between the various academic and non academic providers of student support and administration. This hub and spoke model has the following characteristics:

• it clearly differentiates the responsibilities and activities between what is to be managed at the centre and at the faculties;

• it reduces duplication of effort; • it improves service to students; and • is efficient and effective in its delivery of administrative support to students

The preferred model is an integrated one whereby the student centred central office is co-located with other key student services areas in the areas known within Macquarie University as the Campus Hub. This model, nominally called Student Central, would bring together a number of student oriented activities. This model is advantageous as it develops synergies and efficiencies across a variety of services provided to students and is student friendly, has a customer service delivery ethic and is flexible in that it is able to meet the differing rhythms and complexities of the academic year. Such a model recognises that strong relationships will need to be developed between the centre, faculties and other student related services providers. Accordingly the Working Party are of the view that the model should have at its ‘hub’ a Student Central Unit which will work reciprocally with the faculties to ensure seamless delivery of student administration services. The underlying premise of the model is that all non-academic activities remain at the centre RECOMMENDATION.2 A central student administration centre, nominally called Student Central, should be located in a central location close to other services for students. This hub and spoke model has non academic activities at the Centre and academic activities at the Faculties. A centralised facility (Student Central) would physically co-locate but not necessarily manage the following functions and activities:


• Initial Contact • Admissions • Student Enquiries - all channels • Enrolments • Accommodation • Student Financials • Candidature Management – through to completion and graduation.

Note: Student recruitment activities and those related to international students will continue to be managed by Marketing and Macquarie International with close integration and alignment to the Centre and Faculties.

4.1 Strengths, Weaknesses and Blockages within the existing Student Management Services structure The Working Party has explored the strengths, weakness and blockages within the existing Student Management Services structure. In undertaking this analysis the key objective was to identify the blockages being experienced by students that impact on the outcome of a good student experience. The strengths include:

• individual commitment to achieving the best possible student experience throughout the University;

• Macquarie University’s good reputation for friendly, welcoming student support; • results of internal surveys; • strong retention/ completion rates; • major improvements in quality enhancement and policy development; and • a commitment to the provision of academic advising and student support.

The weaknesses outlined included:

• services are delivered in a fragmented in way; • MI is outside of the current central student administration portfolio; • duplication, conflicting and inconsistent service provision and processes; • undefined communication and strategic resourcing for student administration support

services; • communication between centre and faculty; between faculties and intra faculties, and

between faculties and departments as well as the centre fails to provide the framework for a student centred approach;

• the lack of technology and tools to support student administration are impacting on our ability to deliver holistic services;

• we lack the funding/resources/tools to support service provision; • the lack of risk management practices. • we are reactive in our approach rather than proactive and strategic • responsibility for the student experience is fragmented of across separate portfolios. • insufficient modelling to support planning and implementation.

The main blockage identified by the Working Party is the fragmentation of responsibilities for the student experience across portfolios, and lack of modelling and risk management.


4.2 Student Management Functions During the course of the review, the functions under the representing student administration services The proposed functions within the central Student Management Services model at Macquarie University is outlined in the following table. The table at Annexure Three outlines the full functions identified for student administration across the University and which area/s has responsibility.


4.3 Central Student Management Services Functions The functions of the central Student Management Services include:

On further analysis these functions were then identified as either student facing or those typically found within the back office operations.

RECOMMENDATION 3 Identify non academic related services within the faculties to ensure that support of learning, teaching and research activities are undertaken as their core functions and all of the non-academic related services are transferred to the Centre. At present SBSS is responsible for the enrolment process for internal coursework students. As part of this review it has been recognised that the location of this administrative function, which is separate from the overall focus of the SBSS unit should be transferred to Coursework Studies to create a seamless "whole of life cycle" approach. RECOMMENDATION 4 The enrolment functions undertaken by SBSS should be transferred to the Student Administration Services area to create a seamless service to students. The current Student Administration Services area within the University provides secretariat services for Academic Senate and the coursework, academic program and appeals committees that report to Academic Senate. The review of these activities was noted in the


DVC & COO Review and it is confirmed that these committees will remain within the Student Administration Services area. Opportunities to aggregate these secretariat functions into one area within Student Administration Services will be reviewed during implementation. RECOMMENDATION 5 The Change Management Plan within the Student Services implementation includes the review and aggregation of secretariat functions. Further, the future structure of the University’s Student Management Services will recognise the difference in support requirements for postgraduate and undergraduate students, in line with the current Postgraduate Curriculum Renewal White Paper.

5. Facilities – what will the integrated model look like? The existing facilities in terms of physical location, technology and environments for students are inadequate for the existing student enquiries area and expected growth at Macquarie University. Much of the student administration services are currently located in the Lincoln Building. The physical design of this building works against a student centred approach. If the aspiration is to be more student focused and friendly then it will be necessary to find more suitable, centrally located space. The current planning for a Campus Hub will hopefully provide an opportunity for relocation. It is essential, nonetheless, that the recommendation for the establishment of ‘Student Central’ be implemented to ensure that student centred administrative support services are achieved. The benchmarking exercise underscored the importance for improvements in facilities design and location if Macquarie University is to compete successfully in the Australian higher education market in terms of student administration services. It is noted that the development of an appropriate facility to support the vision of an integrated model for student central may take several years to implement and be ready for occupancy and delivery of services. The delay in provision of an appropriate physical facility needs to be offset with the development of a series of projects that will address the recommendations of this review whilst ensuring a best practice student centric model is retained as the vision for Macquarie University. RECOMMENDATION 6 Investigate an appropriate location to incorporate the facilities required to facilitate the review outcomes for the Student Administration Services integrated model and service centre.

6. Technology Macquarie University needs a technology platform to support the high quality student-focused service approach described above. It must provide solutions that are holistic, effective and efficient. At present Macquarie has a university-wide student system that is used by students as well as central administration and faculty staff to support the student lifecycle. It includes support for a number of areas of online student self-service, such as enrolments and exam result release, as well as support for the flexibility of Macquarie’s curriculum. All students, past and present, can access their student information online. However, to support the goals of accessibility, consistency, responsiveness and transparency in administrative services, much more is required. We need new and improved technology tools to address the following areas: • Customer Relationship Management (CRM) and student enquiry management (to enable

us to be proactive in this area, instead of reactive). Students and staff should be supported by not only the physical one-stop shop but also a virtual one-stop shop. Many


other Australian universities have already recognised the strategic importance of investing in these technologies to provide a seamless enquiry management approach for students; to provide improved responsiveness to student requirements; and to provide the analytic information to enable continuous quality improvement in service provision as well as campaign contact capabilities. This is essential to providing a long term, strategic approach to managing the University’s relationship with its future and current students.

• Workflow processing, to automate more student administration activities to improve

productivity, to make savings through efficiencies and to enhance responsiveness. • Additional student self service functionality such as the provision of integrated online

applications and online payments. • More timely and efficient communication with students. Opportunities may exist in the future to reposition existing staff from front line service personnel to other roles as technology platforms and solutions enhance information provision generic services to our students, present and future. RECOMMENDATION 7 A formal review and business case be developed for technology solutions to support the objectives of this Student Administration Services Review will be undertaken during the first six months following the approval of the review outcomes.

7. Hub and Spoke: Integrating the Centre, Faculties and Departments The model for Student Central outlined by the Working Party is effectively a hub and spoke model where responsibilities and accountabilities are clearly defined. The Centre has responsibilities for all non-academic student facing administration activities. The faculties have responsibility for:

• Program advising • Programs and the creation of all units of study

The following activities are deemed by the Working Party to be aligned with the roles of Faculties and Departments however the involvement of Central staff is critical for their success:

• Examinations • Assignment Collection • Waivers • Grade Appeals • Special Consideration • Assessment of Previous Studies, (CPS) for Exemption

The aim of the implementation of the new academic structure was undertaken to ensure that the University was functioning well and achieving its aims in the current academic and global environment and to ensure that Macquarie University operations were efficient and effective. As an evolving environment it was felt that further reviews would be undertaken following the Faculty and Department implementations. The transition period through early 2009 highlighted that further changes may be required to ensure that our structure is capable for facilitating the ambitions of Macquarie University for achieving excellence in research and teaching, student support and engagement. The Working Party has identified further opportunities to review the current structure of the Faculty student administration centres to ensure that resources in the Faculties and Departments are focused on academic activities and are not tied to administrative functions that would be better met from central administrative service personnel.


RECOMMENDATION 8 Develop service agreements between Centre and Faculty that will support the delivery of consistent quality services. RECOMMENDATION 9 Review all relevant position descriptions related to student administration functions for alignment to the proposed model and structure, both at the Centre and in Faculties.

8. Supporting Student Management Processes The Working Party identified a number of opportunities available to the University to better address its student administrative processes. The development of models, systems and processes designed to provide streamlined and consistent services to students is paramount in the recommendations of the Working Party. The key opportunities include: Integration of Services The centralisation of activities in a centrally located campus student hub will bring all service areas together providing a single key reference point for students. The Working Party’s recommendation for the co-location of like services, including the recommendation to co-locate other key areas such as Macquarie International and other support functions such as counselling and career services, provides students with access to all administrative support areas in one physical location. Online Technologies As referenced in Section Five online technologies are crucial to the optimisation of student administration services at Macquarie University. The introduction of online technologies to promote and also answer student enquiries for both existing and prospective students is a key feature of the recommendations, not only of this Working Party, but of individual business unit’s requests over the last 12 – 24 months. The introduction of a student customer relationship management system (CRM), similar to those in operation at other universities, will allow Macquarie to respond quickly and accurately to the needs of our students. The implementation of online CRM and student enquiry management technologies would allow the University to further enhance its understanding of our prospective and current student bases. It would also allow the University to develop profiles for its students and maintain a record of enquiries, building training programs for staff on key areas and quickly and efficiently providing the answers required for students, as and when they are requested. Immediate investment in technologies and in the supporting infrastructures would certainly allow Macquarie University to be at the forefront of managing the full student lifecycle processes more effectively. Advising Students The Working Party recognised that the level of academic support will be different across each faculty and academic program but is committed to the on-going provision of appropriate academic support for students. The Working Party highlighted that best practice initiatives (such as that in the Division of Linguistics and Psychology for which a 2008 Carrick Award citation was received) should be used as models to develop programs across the university. The Working Party considered initiatives such as flexible academic advising for new students in highly structured programs. As a result, a pilot will take place in 2010 to allow new


students in the Bachelor of Chiropractic Science program to enrol online without compulsory on campus attendance for academic advising. RECOMMENDATION 10 Specific people in departments and faculties will be designated as advisors. This element of their position will be included in their position descriptions and/or workload. Workload It is recognised that the workload for any Student Administration centre is seasonal by nature. Therefore it is important to ensure adequate steps are in place to manage peak periods such as enrolments. RECOMMENDATION 11 Training programs will be developed and implemented for student administration services staff and academic program advisors to inculcate a customer service ethic. Excellence in customer service will be recognised and rewarded. Developing a Service Culture Service Times Extended for Students – moving beyond the traditional 9 to 5 model The development of a central service hub will provide a transparent and accessible support base for students. The expansion of services to students (in line with other facilities including food outlets and library services) would support both postgraduate and undergraduate students and other cohorts who are on-campus outside of normal business hours. Service staff would be required to work shift hours, similar to those already in place with ITS and Library staff, to better support our entire student population. Service kiosks already operate in the Library and from January 2010 ITS will have a central service providing IT support outside of the traditional hours. A traditional 9 to 5 model no longer meets the needs of our students, as many of postgraduate and part-time students attend campus after these hours. Accordingly, if we are to be student centred, we need to re-think some of our operating practices. The cultural changes that would arise from this shift in service focus would reflect our commitment to all student cohorts and recognise their importance to the University. Given the nature and scope of this review some changes will need to be made immediately; while others will require a longer time frame. Accordingly we have identified what needs to happen in the short, mid and longer term. Improved Communications During the course of the review, a number of sub-working parties met to investigate components of the review in greater detail. One of the sub groups looked at the Communication Channels that would identify significant opportunities for improvements in student communication. The improvements involve strategies for both inbound and outbound communication. As part of the implementation plan, the following recommendations from this sub group would be further investigated for implementation:

• A single entry point for inbound phone enquiries. o The University needs a single entry point phone number to channel inbound

phone enquiries with an IVR (interactive voice recognition) to filter the enquiry types and support direction to the correct location.

o Many of the existing student enquiries are directed from the main switchboard which is not an effective or efficient use of resources.

• Improvements in the information presented through our web presence.


• The development of a communication policy and strategy to enhance service service across the University, not just in Student Administration Services.

9. Implementation Timescale In order to transform student administration services function and to achieve alignment with the broader transformation processes at the University, updating technology, investing in people and provision of facilities are crucial to success. In presenting this time scale we have segmented the activities into 3 broad timeframes – short term – under 6 months, mid term 6 to 12 months and long term 12 to 24 months. To adhere to these timeframes it is recognised that resources will need to be allocated. Recommendation 12 That an implementation and resourcing plan be developed with a Steering Committee appointed to govern this program of work, once approved.

1. Short Term (under 6 months)

• The Student Management Services Review Report and recommendations be adopted and a program of work scoped for implementation.

i. This involves the development of a series of projects to address the various aspects of this review and the management of which will be overseen by a Steering Committee.

• The development of a University wide Service Charter that defines and clarifies the mutual expectations of students and staff.

i. The outcome of this development will be University wide service level agreements for all service operations.

ii. The development of a Macquarie University Student Administration Services Charter that aligns to the University Service charter.

• Liaison with Campus Hub Project to ensure requirements are understood and planned for implementation.

• Development of key communication plan with students and staff on proposed improvements.

2. Mid Term (6 – 12 months)

• The implementation of identified improvements, including the service kiosk improvements, through the transition period until all central services can be co-located.

• Identify and review the roles within the Faculty and Departments which are non-academic functions in light of review recommendations.

• Build relationships and procedures that are aligned and optimised including the standardisation of:

like processes with Macquarie International, MGSM and Graduate Centres

standardising processes with Macquarie City Campus Clarify all front line services to optimise and align all non-academic

activities in the Centre and the faculties. • Identify the non academic activities within the Faculty and Departments and align

them to the Centre processes. • Define requirements for student administration technology and identify technological

improvement plans and ensure funding approval. • Development of new structures to support the Student Management Services for

Macquarie University. • Redevelop position descriptions and staff in the central student administration

services team/s. o Development of key skills required for staff


o Development of training programs through the HR Organisational Development Unit and/or external providers.

• Revision of positions in Faculties and Departments which undertake student administration services activities.

o Development of key competencies and requirements of staff to support learning, teaching and research activities.

o Development of key requirements to manage, support and administer academic program support processes.

3. Long Term (12 – 24 months)

• Evaluate the effectiveness of the changes in the hub and spoke model with the centre and the faculty.

• The implementation of a central Student Centre Hub – refurbishment/ relocation/co-location implemented

Note: Current timeframes from the Campus Hub Project would indicate that a physical facility to implement a Student Central centre for Student Management Services would be available approximately eighteen months following the completion of the new Library building.


APPENDIXES

References AUQA Good Practice Database www.auqa.edu.au/gp/search/detail_print.php?gp_id=2748 Caulfield Student Service Centre Development Campus Experience Business Plan 2009 – 2012 (Incorporating Campus Engagement; Campus Wellbeing; and Campus Facilities, Accommodation and Services – 30 September 2009.) Hanover Research Council October 2009 “Organization of Student Admissions Systems in Higher Education’ prepared for Macquarie University. Macquarie@50 Vice Chancellors Vision Statement Professor Steven Schwartz, Vice Chancellor and Principal Macquarie University Review of DVC and COO Portfolio, June 2009 Vice Chancellors Office, Macquarie University Survey, Student Administration Services Review Heads of Department November 2009 – Managed by the Student Administration Services Review Working Party


RECOMMENDATIONS RECOMMENDATION 1 The implementation of a student lifecycle approach to all activities relating to Student Administration Services that is accessible, consistent, simple, agile, responsive and transparent. RECOMMENDATION 2 A central student administration centre, nominally called Student Central, should be located in a central location close to other services for students. This hub and spoke model has non academic activities at the Centre and academic activities at the Faculties. RECOMMENDATION 3 Identify non academic related services within the faculties to ensure that support of learning, teaching and research activities are undertaken as their core functions and all of the non-academic related services are transferred to the Centre. RECOMMENDATION 4 The Change Management Plan within the Student Services implementation includes the review and aggregation of secretariat functions. RECOMMENDATION 5 The enrolment functions undertaken by SBSS should be transferred to the Student Administration Services area to create a seamless service to students. RECOMMENDATION 6 Investigate an appropriate location to incorporate the facilities required to facilitate the review outcomes for the Student Administration Services integrated model and service centre. RECOMMENDATION 7 A formal review and business case be developed for technology solutions to support the objectives of this Student Administration Services Review will be undertaken during the first six months following the approval of the review outcomes. RECOMMENDATION 8 Develop service agreements between Centre and Faculty that will support the delivery of consistent quality services. RECOMMENDATION 9 Review all relevant position descriptions related to student administration functions for alignment to the proposed model and structure, both at the Centre and in Faculties. RECOMMENDATION 10 Specific people in departments and faculties will be designated as advisors. This element of their position will be included in their position descriptions and/or workload. RECOMMENDATION 11 Training programs will be developed and implemented for student administration and academic advisors to inculcate a customer service ethic. Excellence in customer service will be recognised and rewarded. RECOMMENDATION 12 That an implementation and resourcing plan be developed with a Steering Committee appointed to govern this program of work, once approved.


Appendix One: Terms of Reference – Student Administration Services Review

Review of Student Service Processes

Project Objective The objective of the proposed review of Student Services is to develop an integrated, aligned student service process for Macquarie University students. In 2007, a Macquarie University review of Student Support Services defined the role of Student Services as ‘The role of Student Services within universities is to provide an integrated student support and development service which is focused on students’ academic and personal needs throughout their academic career.’ This review objective will build on this original definition to ensure Macquarie University improves the student experience from initial contact, through to their acceptance and completion of studies. Project Background Through initiatives outlined in Macquarie@50 and across the University including the recent Academic Restructure and Curriculum Renewal programs Macquarie University is focused on ensuring its processes to students meet its strategic goals. The recent organisational realignment arising from the Academic Restructure has introduced opportunities for further streamlining of the institutional processes which support students. This review will ensure that these processes are student centred in their approach and that processes in the Faculties are aligned to those in the central offices to create a seamless experience for students. Recent evidence from the results of the Course Experience Questionnaire (CEQ) indicate that’s Macquarie University is not as student centred as we would like and the results clearly demonstrated the need to improve our student satisfaction scores. The review of Student Services processes will ensure that the Student Centre and provision of services to Macquarie University students encapsulates the objectives of the One Voice, One Image program. Project Scope The scope of this project will be a full review of the student services processes at Macquarie University, including synergies with Macquarie International. The focus of this project is a full review of the existing processes and an analysis of the student experience from admission through to, but not including, the graduation process. The project will identify:

• What processes are currently undertaken at Macquarie University and by whom?

• What processes are working well? • What structures are in place to support these processes?


• What obstacles, blockages or impediments; both in terms of structure and processes, are in the way of Macquarie University in achieving a student centred student administration process?

• How Macquarie University can improve its student services processes to enhance satisfaction?

• What structural changes need to be introduced to support these changes? The project report will provide information of the structure recommended that will support the functional and administrative processes required for students at a central and faculty level which will allow Macquarie University to introduce a truly student centred operations. Out of Scope The project scope does not include the Graduation processes nor does it look at student service processes that are specific to research students. Working Party It is proposed that this project be managed through a Working Party to oversee the project phases and to provide recommendations to the Senior Executive Group on changes to improve student service processes across Macquarie University. The proposed Working Party members are: The Student Administration Services Review Working Party was chaired by Professor Judyth Sachs, DVC Provost. The members of the Working Party were: Karen Davies Program Manager, Office of Provost

Julian DeMeyrick Dean of Students

Jason Elias Manager Student Recruitment, Marketing Unit

Colin Hawkins Academic Registrar

Alan Henry Student Administration Manager, Faculty of Economics and Business

Mathew Janissen Assistant Director, Revenue Services

Suzanne Kelly Director Student Business & System Solutions

Carolynne Paine Assistant Academic Registrar, Academic Programs Section

Kathlyn Smart Assistant Academic Registrar, Coursework Studies Section

Sue Spinks Coordinator Writing Skills, Faculty of Human Sciences

Alison Taylor Executive Director International Programs Macquarie International

Kathy Vozella Director of Marketing

Jonathan Yeo Regional Marketing Coordinator, Macquarie International TERMS OF REFERENCE The terms of reference for this Working Party include, but are not limited to:

• Oversee all aspects of the review of Student Services processes. • Review current state assessment documentation.


• Determine and deliberate on issues, scope, project strategies, training, and implementation for the Student Services process review.

• Approve and recommend solutions, strategies and process re-engineering programs to enhance the student experience at central and faculty levels.

• Determine what policies, procedures and guidelines will need to be updated. • Report to the Senior Executive Group on the review progress.

Project Approach The approach to the review of the Student Service processes will include the following key steps.

1. Project Plan and Confirmation of Proposed Project Process. This step will include the formal confirmation by the Working Party of detailed objectives and scope of the review. This plan will include the outline of the timeframes, deliverables and resources. It is expected the review will be complete by 30 November 2009 so that recommendations can be delivered before the 2010 enrolment process.

2. Current state assessment.

a. Review of central student service functions, in particular the student enrolment process flow.

i. Outline of existing process steps, procedures and guidelines followed by staff.

ii. Review staffing levels, experience and functions of staff members. iii. Review training, development and succession planning strategies.

b. Review student services functions in all Faculties.

i. Outline of existing process steps, procedures and guidelines followed by staff.

ii. Review staffing levels, experiences and functions undertaken at Faculty and Department levels.

c. Conduct focus group meetings with students and staff within each Faculty

and central administration. Note: It is proposed to engage students to facilitate the student focus groups.

d. Analyse duplications, impediments and student frustration points in the process.

3. Benchmarking other Higher Education Student Services Processes. It is proposed as part of this review to benchmark student services provided at Macquarie University against similar services at other Universities as well as against guidelines from AUQA and others. This will ensure that all recommendations for change to student services arising from this review are consistent with best practice in the sector. The project team will conduct a site review of at least two higher education institutions, as nominated, to gain detailed information about Student Services processes for those institutions.

4. Recommend strategies for improvements to Student Service processes. These recommendations will include short term strategies to be implemented for the 2010 enrolment process. The recommendations will also include information on the following:


a. Boundaries between central offices and the Faculties. b. Training, development and liaison points for student administration processes

delivered by central offices and Faculties.

5. Develop Implementation Plan.


Appendix Two: Project Timeline and Expected Deliverables


Appendix Three: Student Management Services Table – Location of Administrative Activities – Working Party Meeting October 2009.

TASK/S

CENTRE

FACULTY

DEPARTMENT

STUDENT ENQUIRIES

Student Enquiries Excluding Academic Advice

Enquiries ●

Academic Advice ● ●

Student Enquiries – Web interface

Systems and Tools

●

e-student, Blackboard, Password re-set, student

portals, IT issues

●

Fees management ●

Payment of fees ●

Assistance with paying fees ●

Commonwealth Loan schemes ●

Course Information ●. ● ●

Alternative entry and pathways

●


TASK/S

CENTRE

FACULTY

DEPARTMENT

CANDIDATURE MANAGEMENT

Enrol CPS ●

waivers ● ● ●

Advisers ●

Advice of Absence

Absence for: exams, assignment lodgement etc

● ●

Leave of Absence from a course of study

● ●

ENROLMENT

Pre-enrolment Preparation ● ● ●

Student Orientation – post enrolment

● ●

Student Assignments (submission, return, Disposal protocols)

● ●

Campus Card – Student ●

Student Transport Concessions

●

Student Loan Scheme

Administration ●

Enquiries ●

Student Files & Records (tracking register)

●


TASK/S

CENTRE

FACULTY

DEPARTMENT

Appeals Against Exclusions

●

AMIS (Users approvals, audits, training)

●

Course Admission ● ● Sets criteria for PG

Courses

Enrolment – Class Management ●

●

Exams – timetable preparation, papers, scripts and disposal

● Faculty/Dept Input Faculty/Dept Input

Exams – Special Consideration ● Faculty/Dept Input Faculty/Dept Input

Exams – Results Entry ● Faculty/Dept Input Faculty/Dept Input

Exams - Appeals ● Faculty/Dept Input Faculty/Dept Input

Exams – Change of Grade ● Faculty/Dept Input Faculty/Dept Input

Exams – Meetings ● Faculty/Dept Input Faculty/Dept Input

Exams – Sign off reports ● Faculty approves following Dept

processing

Faculty approves following Dept processing

Exams – special conditions ● Centrally coordinated activity with input from

Depts. Plagiarism

● University Policy

Compliance within Faculty/Dept

Compliance within Faculty/Dept

Graduation (qualification, procession, ceremony volunteers, speakers)

● Centrally managed activity with input from

Faculty re logistics

Centrally managed activity with input from

Faculty re logistics


TASK/S

CENTRE

FACULTY

DEPARTMENT

Student Prizes (file management, prize giving)

● Central Policy/ Faculty & Dept decisions

Central Policy/ Faculty & Dept decisions

L&T (schedule of programs/units, committee, transitions support, individual cases, website)

● ●

Summer School, Vacation Units, Bridging Courses

● All areas with Dept

Leading

● ●

Handbooks & Publications ● Source of Truth at

Centre.

Faculty/Department to feed information.

Faculty/Department to feed information.

Timetabling – Classes

●. Faculty/Dept managing rooms not on central timetable.

Faculty/Dept managing rooms not on central

timetable. Student Engagement & Student Societies

● Student Engagement across all three areas with Centre managing.

● ●

Information Day/Open Day ● Requires Faculty Input

Partnerships, Outreach (school visits, HSC Enrichment Day)

● Requires Faculty Input

Assignment Register

● ●

Course Outline Archives - Unit Outlines Online (UGO)

●

Course Completions and Problems

● Requires Faculty Input

Administration – Degree Transfers

●


TASK/S

CENTRE

FACULTY

DEPARTMENT

Administration – Withdrawals ●

Administration – Overall entitlement

●

Administration – CPS Exempt ●

Administration – Special Considerations

● Requires Dept Input.

Administration – Course Completions and Problems

●

Administration – Scholarships and Scholarship Administration

●

Administration – Exams ● ●

Administrations – Graduation ●

Academic – Study and course advising

● ●

Academic – Exemptions ● ●

Academic – Waivers ● ●

Confirmation of Qualifications ●

Enrolment status letters ●

Academic Transcript requests Central activity


Appendix Four: Position Description Excerpt for the Student Administration Services Manager in each Faculty. Under the new Academic Restructure implemented in January 2009, the new Faculties have Student Administration Managers Grade HEW9. The roles and responsibilities of these positions are summarised below:

• Provide advice, information and guidance to the Faculty executive to ensure compliance with the University’s Calendar of Governance, Legislation and Rules.

• Manage the implementation and administration of new and existing units and coursework programs and student administration polices together with the development, implementation and review of procedures that support the strategic goals in learning and teaching of the University, Faculty and Departments.

• Manage all aspects of student and course administration within the Faculty including the annual planning cycle for all core Learning and Teaching and student support activities including:

o Student engagement, enquiries and support, admissions and enrolments, class management, timetabling, student progression, examinations, appeals, grievances, assignment collection and distribution, graduation, prizes and prize giving; and

o Programs administration including the undergraduate and postgraduate Schedule of Units and Programs and Faculty program entries in the Undergraduate Handbook and other publications.

• Provide advice and support to the Associate Dean, Learning and Teaching in the development, implementation and review of academic programs, undertaking high level research and analysis of relevant information, reports and data on a broad range of student and course related matters.

• Develop and maintain a focus on student engagement and high level support through the development and management of a students services centre within the Faculty.

• Develop and implement effective and sustainable quality assurance processes for student support services and programs administration within the Faculty.

• Manage and maintain the Faculty’s strong and effective working relationships with all sections of the Office of Provost, the Academic Registrars Office and Macquarie International and ensure compliance with the University’s processes and deadlines.

• Provide strategic advice and executive support to the Faculty’s Learning and Teaching Committee and the Faculty Board, ensuring compliance with University’s Calendar of Governance.


Appendix Five: Benchmarking Data on Student Administration Activities at other Higher Education Institutions As noted within the report, statistical analysis undertaken within Macquarie University and across other higher educational institutions may not be a true reflection of like activities and modelling. The following data has been sort direct from other institutions and from a report from the Hanover Research Council. The benchmarking activities of other higher education institutions highlighted that their support models varied as follows:

Institution Staff/ Student Ratio University of Melbourne, Victoria

1:246

University of New South Wales, Sydney

1:1576

University of Technology, Sydney

1:500

Queens University Belfast (Hanover Statistics)

1:1785

Texas University, United States of America (Hanover Statistics)

1:555

Current Student Administration Services Staffing at Macquarie University

Business Unit Staff Numbers Coursework – Student Enquiries Team 1 x HEW8, 1 x HEW6, 4 x HEW5 = 6 staff

Casual support is added during peak and enrolment periods, focused on telephone staff and transport concessions.

Coursework – Administration Teams (Commonwealth Loans Scheme)

1 x HEW8 and 1 x HEW6 = 2 staff Busy periods 1x FT casual (1 month p.a.)

Coursework – Admissions PG&UG 1 x HEW9, 2 x HEW7 & 2 x HEW6 = 5 staff Busy periods 2x FT casuals (4-5 months p.a)

Coursework – Candidature Management 1 x HEW9, 2 x HEW7 & 2 x HEW6 = 5 staff Busy periods two FT casuals (2 months p.a.)

Coursework – Communications Coordinator 1 x HEW7 - Busy periods 1x FT casual (1 month p.a.)

Centre for Open Education 1 x HEW1o Manager supported by 23 staff with grades from HEW8 – 3 including part time resources.

Academic Programs Committee 1 x HEW10 Manager supported by 2 x HEW8 and 1 HEW6. In addition the team has 4 x 7HEW, 2 x HEW6 and 2 x HEW4.

In addition the Faculties have staff in their Student Administration areas, which are structured differently across each academic area have the following staff supporting student administration processes.

Business Unit Staff Numbers Faculty of Arts 6 positions at Faculty Office Faculty of Business & Economics 6 FTE positions at Faculty Office supported

by Casual Student Advisors (23 in to1 tal) Faculty of Human Sciences 2.3 FTE at Faculty Office with 5.8 FTE

Psychology, 1 FTE IEC, 3.7 FTE Linguistics, 0.3 MUSEC

Faculty of Science 3 positions at Faculty Office supported by 1 casual position. PAL Mentoring has 1.5 FTE.


Appendix Six: Table of Student Management Activities incorporating the functions within Macquarie International.

Documents

Student Management Services Review · Student Management Services Review Report ~ Final Report Page 5 of 35 2.0 Context In July 2009 the Provost commissioned a review of Student Management