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Dr Stephen Weller, Deputy Vice Chancellor (Administration) and COO, Australian Catholic University and President, Association for Tertiary Education Management delivered this presentation at the inaugural Student Experience conference in 2013. A quality student experience is a critical component when examining the attributes a university offers a prospective student. It is equally as important sector wide, in producing highly educated, well rounded and qualified individuals that make up the future of the national workforce. As a result, it is crucial for universities to assess not only ways they can improve their institution’s student experience but ways they can differentiation themselves in an increasingly competitive marketplace. Factors that holistically impact student experience include the interconnections between student services, methods of course delivery and the use of technology along with all that this entails. The Inaugural Student Experience Conference will endeavour to address these complex and challenging issues within the context of the evolving Higher Education sector. For more information about the event, please visit the conference website http://www.informa.com.au/studentexperienceconference
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THE STUDENT EXPERIENCE IN A SHARED SERVICES ENVIRONMENT
Dr Stephen Weller
Chief Operating Officer & Deputy Vice-Chancellor
AUSTRALIAN CATHOLIC UNIVERSITY
PRESENTATION OUTLINE • Consideration of student experience as a driving focus for the Sector with
strategic emphasis on recruitment, retention and attainment
• Concept of shared services to support mission and strategic direction and achieve organisational efficiency and effectiveness
• Current developments in the Sector regarding changed business models of activity and Sector approaches towards Shared Services
• Alignment of student experience and shared services through Strategic Enrolment Management and Student Life Cycle
STUDENT EXPERIENCE
A positive student experience has an impact on student retention and further study. Maintaining and improving the quality of teaching, learning and the student experience is a critical factor in the success of universities, both domestically and in the international student market.
Transforming Australia’s HE System, 2009.
STUDENT EXPERIENCE
AUSSE, Barometer, CEQ and the GDS surveys are well established measures that are undertaken sector wide and consider the course experience and the destinations of graduates.
“Student success does not arise by chance. It requires an intentional, structured, and proactive set of strategies that are systematic and carefully aligned to the goal of student success”.
Professor Vincent Tinto
First Year Experience Symposium
Brisbane, 2009
W HAT IS SHARED SERVICES?
SHARED SERVICES CRITERIA
EY UNIVERSITY OF THE FUTURE • Streamlined Status Quo
Some universities will continue to operate as broad-based
teaching and research institutions, but will transform the way they deliver their services and administer their organisations.
• Niche Dominators
Some universities will fundamentally reshape and refine the
services and ‘markets’ they operate in, with a concurrent
shift in their business model, organisation and operations.
• Transformers
Private providers and new entrants will carve out new
positions in the traditional sector, creating new markets that
merge parts of the higher education sector with other sectors.
EY UNIVERSITY OF THE FUTURE Aspects of the EY Transformer Model
• Extend the definition of a higher education ‘customer’
• Disaggregate the value chain to create new areas of specialisation
• Combine traditional education services with services in related industries
• Build a sales model that is predominantly digital and specialist ‘face to face’ services sourced from partners.
• Outsource student services, while retaining ownership of their customer relationships
• Outsource their full suite of back-office functions
SECTOR SHARED SERVICES APPROACHES
• JCU and integration of finance, HR, IT, marketing & student admin. with emphasis on integrated Student Centres
• VU and move to achieve substantial reductions in expenditure and centralise all services with review of academic structure
• Swinburne and initiation of Integrated Services Model aligned with academic restructure and campus closures
SECTOR SHARED SERVICES APPROACHES • UTAS and development of Campus Service Centres for
services around finance, HR, IT, marketing & student admin.
• La Trobe and the announcement of substantial savings through move to two colleges and ‘reduction of bureaucracy’
• ACU and implementation of Futures Project to continue growth of university with Academic Realignment and adoption of Shared Services Review for professional services
SHARED SERVICES OPPORTUNITIES
AACRAO Consulting – Shared Enrolment Services as a potential SEM Strategy. Glen (2009)
SHARED SERVICES OPPORTUNITIES
• Alignment of services that support the aspiration & motivation of students
• Alignment of services that align around a common goal of student success
• Relationship of Future Students, Current Student & Former Students
• Relationship between Marketing, Student Admin. and Faculties
• Identification of recruitment, retention & attainment for student experience
• Identification of the student as the ‘business driver’ in Shared Services
STRATEGIC ENROLMENT MANAGEMENT
Conceptually, strategic enrolment management (SEM) is “a comprehensive
process designed to achieve and maintain the optimum recruitment, retention, and attainment of students where optimum is defined within the academic context of the institution” (Dolence, 1993, 1997)
The principal tenet of the Student Life Cycle model is that “enrolment management focuses largely on managing the relationship between the student and institution through a process of seamless service delivery within and outside the classroom, where the resources of the institution are brought to bear on meeting the needs of each individual student”
(Wallace-Hulecki & Seagren, 2013)
STUDENT LIFE CYCLE
Managing Change with Strategic Enrolment Management Wallace-Hulecki & Seagren, 2013
SHARED SERVICES & THE STUDENT EXPERIENCE
• Student Life Cycle as the framework for student recruitment, retention and attainment aligned to an Enrolment Plan in Demand Driven Market
• Student Life Cycle as the framework for service delivery that is both collaborative and competitive in an environment of Shared Services
‘focus on who receives the service’
as opposed to
‘focus on who delivers the service’
QUESTIONS & COMMENTS
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