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University Continuous Improvement | |||||||
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President's Medal for Team ExcellenceThe President's Medal for Team Excellence recognizes ASU classified and administrative staff, service professionals, and faculty groups that have demonstrated excellence in working together to improve the quality of institutional life, student life, teaching or Research. Recipients2001-2002
ASU Interactive Single Sign-On 2000-2001
ASU West Mobile Computer Classroom Team
1999-2000
Day of Hire Task Force 1998-99
ASU West Courtyard Cafes Planning Team 1997-98
Electronic Messaging Team 1996-97
University Libraries Reference Services Team (awarded with distinction) 1995-96
Decal Sales Total Quality Service Team - Gold level 1994-95
Travel Reimbursements TQS Team - Gold level President's Medal Award Recipients for 2001-2002ASU Interactive Single Sign-OnAccess to Internet-based university services, such as Admissions, Financial Assistance, Change of Address, Accounts Receivable Payment, Grades, Class Schedule and ASU email, is essential to the success of prospective, current and former students. These are core services for students and other University constituents. Previously, students were burdened with keeping track of multiple login credentials, which made access confusing and difficult; and there were many different on-screen presentations for the student to navigate through. Each presentation was dependant on the programmer who developed the application. The Interactive Single Sign-on team's mission was to simplify those login processes enabling convenient and effective service delivery. ASU Windows 2000 Active Directory Implementation ProjectThe ASU Windows 2000 Active Directory Implementation Team was established in March 1999 to develop an approach to Windows 2000 Active Directory implementation that would provide for maximum possible integration capability for units and interoperability with non-Windows 2000 servers and services at ASU. The team was made up of assigned members and volunteers who were all Windows server administrators at ASU, and these team members worked for over 2 years on the design and implementation of the final architecture of the ASU Windows 2000 Active Directory (AD.ASU.EDU). Buysense TeamThe Buysense Team developed and implemented a Web-based ordering system that places catalogs that feature University contract pricing on the user's desktop and allows users to simply click on the items they need without having to be trained to use the University's financial management system. Buysense is the first electronic ordering system in higher education that is fully integrated to a financial management system. This integration allows Buysense orders to be checked against fund availability in Advantage, the University's financial management system. Buysense also pushes line item detail of items orders into Advantage. Payment requests are also integrated with Advantage, so that suppliers are paid faster and all expense detail is posted to the appropriate fund account. This initiative cut the expected time from requisition to delivery from the current eight days in Advantage to two days in Buysense. This 400 percent reduction in delivery time will enhance the University's ability to meet its missions of instruction, research, and public service. The Buysense project places the University on the forefront of using the Web to enhance business processes. Herberger College Web Development TeamThe 2000 naming of The Katherine K. Herberger College of Fine Arts provided a unique opportunity to forge a fresh identity. During a multi-month strategic assessment, the college identified key stakeholders of its six top-ranked academic and research units and developed "promises" that would permeate its branding efforts:
In a comprehensive audit of communications, the college's Web site surfaced as a product with great potential - and great need for improvement. It had evolved over time, with many authors, learn-as-you-go design and lengthy print-based documents for content. It needed a total remake, but the Communications Group had neither the budget for expensive outside consultation, nor the time and right combination of talent and technical expertise to handle the task alone. What emerged was a multi-talented, cross-functional team supported by a faculty-staff advisory group. President's Medal Award Recipients for 2000-2001ASU West Mobile Computer Classroom TeamTo provide better and more flexible course scheduling of tight computer classroom resources, the ASU West Mobile Computer Classroom Project studied and implemented a wireless, internet-ready classroom. Testing state of the art equipment, they created a configuration that could be used by classes of any size up to 45 students that needed infrequent access to computer workstations, ASU West resources and software, and internet access. Arizona Collaborative for Excellence in the Preparation of Teachers (ACEPT)A team of eleven ASU science, mathematics and science/math education faculty have collaborated for five years with faculty from ten Maricopa Community College District (MCCD) colleges and Diné College (DC) (formerly Navajo Community College) to improve undergraduate science and mathematics teaching for all students, with the parallel and coincident goal of better preparing future K-12 teachers. The ACEPT development team wrote the proposal that, through a competitive review process, received the financial support of the National Science Foundation for the five-year period ending in June of 2000. This team then guided the project through five years of funding, ultimately contributing to the better science and mathematics preparation of all students graduating from ASU and, through the teacher education programs, to the better understanding of science and mathematics by children in K-12 educational system. President's Medal Award Recipients for 1999-2000Day of Hire Task ForceThe Day of Hire Task Force came together in November 1997 to improve the employment/orientation process for over 1,000 new benefits-eligible employees hired at ASU each year. The employment/orientation process begins at the time a candidate accepts an offer of employment and includes the new employee receiving a New Employee Packet, attending a three-part New Employee Orientation, completing employment/payroll and benefits forms, obtaining temporary and permanent ID cards, obtaining temporary and permanent parking permits, and obtaining a computer account. Representatives from Human Resources, Purchasing, Parking, and Information Technology worked together to redesign and streamline the process. In 1997, newly-hired benefits-eligible employees had to make at least 7 trips to 5 different locations to submit paperwork and obtain services. The employment/orientation process was a disjointed, time-consuming, and inconvenient process. By 1999, the following improvements were accomplished:
New Employee Orientation now welcomes new employees to ASU, assists them with completing necessary forms and obtaining services, acquaints them with the university's organization and mission, helps them understand that they are important contributing members of the university and of the state, and sets them up for a successful career at ASU. Education Tax Credits Reporting TeamASU's Education Tax Credits Reporting Team was established to satisfy the mandates of the federal Taxpayer Relief Act of 1997 by
One of the team's primary goals was to make information easily available to students, so they could determine their eligibility for the tax credits. Summary reports (1098-Ts) and ASU Student Supplemental Reports were mailed to 62,732 students on February 1, 1999. Because of the thoroughness of the information ASU provided, fewer than 450 students called for more information, and the informational web site experienced just over 2,500 hits. This project incorporated good planning, cross-departmental teamwork, and efficient use of limited resources within a tight time frame. Even with these constraints, the team met the IRS reporting requirements and exceeded the student information requirements. By maintaining a strong focus on the students' needs, ASU compared extremely favorably with other post-secondary institutions in satisfying these requirements. Executive Team for the Graduate Admissions Reengineering ProjectTeam members of the Graduate Admissions Reengineering Project (GARP) have reengineered the admission process for graduate study at ASU and implemented multiple supporting technological enhancements. An average of 21,500 applications are processed each year by Graduate Admissions with 11,000 of these arriving during the peak period between November and March. Through the efforts of the team:
Attracting top students is vital for Arizona State University to continue its rise to one of the nation's top educational institutions. The changes made to the admissions process will enhance and support the university's efforts to bring the country's best to Arizona. President's Medal Award Recipients for 1998-99ASU West Courtyard Cafes Planning TeamProvost Elaine P. Maimon organized a Planning Committee to develop a concept and implementation plan for the first major fundraising event in the history of ASU West. Key considerations were community perceptions, fundraising, strategy, type and scope of event, target markets, internal staffing capabilities, underwriting possibilities, and budgetary concerns. After weeks of brainstorming and research, the Courtyard Cafes gala was conceived--an evening event featuring a silent auction, music and food from a variety of ethnic traditions to "celebrate our diversity through music." The campus venue would offer a continuous schedule of bands playing in each courtyard on campus. Through the dedication of the Office of Institutional Advancement and volunteers, Courtyard Cafes met its primary goal of creating a $10,000 scholarship endowment and surpassed expectations of attendance (450), corporate support (10 underwriters), silent auction donations (99), volunteer assistance (66), and campus camaraderie (improved relationships and morale). By careful study of goals and objectives, sound methodology and planning, and the use of available expertise, the gala will now serve as the campus’s annual signature event. ASU Main Campus Human Resources Integrated Service Delivery ModelThree years ago, the Main Campus Human Resources Department undertook a multifaceted program review to assess our effectiveness in meeting the needs of ASU and to identify recommendations for improvement. Based on information provided through an internal self-study and customer feed back, an External Review Team concluded that the HR organizational structure hindered the ability of HR staff to adequately serve the university community. In response to this finding, Human Resources appointed three broad based teams to design a new organizational structure that would be future-oriented; provide seamless services; view HR through our customers’ eyes; ensure consistent, timely information; provide high quality programs and services; and enable continuous improvement. In July 1998, Human Resources fully implemented a new integrated service delivery model to meet the needs of 21st century ASU:
ASU West Campus Announcement TeamThe ASU West Campus Announcement project was chartered to help improve the overall level of information that ASU West faculty and staff have about operations and events that are of interest to them. The result of the project was implementation of a new service at ASU West that permits faculty and staff to send e-mail announcements to various segments of the community using either a simple Web interface or their Outlook mail clients. The service was put into operation November 3, 1998. Results from the first two months of operation reflect that the service is being used for its intended purpose, and that it is meeting a need that had been expressed by many people over many years. Graduate Admissions Re-engineering Project Admissions Process Coordination TeamThe Admissions Process Coordination Team redesigned the process of evaluating applications for admission to graduate study at Arizona State University. During peak cycle, over 10,500 applications with supporting materials are processed by Graduate Admissions Staff. By totally redesigning the process, the team improved service to its customers by:
Efficiencies gained include:
Attracting top students is vital for Arizona State University to continue its rise to one of the nation’s top educational institutions. The redesigned admissions process should enhance and support the university’s effort to bring the country’s best to Arizona. President's Medal Award Recipients for 1997-98Electronic Messaging TeamThe Electronic Messaging Team (E-Team) consists of 5 staff members that provide customer and technical support for 56,000 electronic mail (e-mail) users at Arizona State University. The E-Team supports the use of messaging systems such as Office Vision, ASUMail, Pine, Simeon, Netscape and Microsoft Exchange. During the last year, the E-Team embarked upon a project to implement a new electronic messaging system for ASU that included two major phases.
The product chosen, and currently being deployed, is Microsoft Exchange. It is a groupware product that is enabling University employees to better communicate, collaborate, and coordinate through use of its integrated e-mail, directory, Public Folders and scheduling capabilities. Student Accounts and Accounts Receivable Phase I Application Team"On a lot of these processes, students are shielded somewhat from how complex the system is by the heroic efforts of staff" - Lou Ann Denny, Registrar, ASU Insight, January 13, 1995. The Student Accounts and Accounts Receivable Team, a cross functional team representing the Comptroller's Office, Applications and Consulting Information Technology and the Student Financial Assistance Office, developed a three phase plan to move the existing Accounts Receivable system from an antiquated batch system to an on-line system supportive of self-service and one-stop service. In May 1997, Phase I of this project was completed, delivering an application to customers throughout the university community. For the first time, staff customers are able to view account history on-line, produce ad hoc reports, and automatically audit accounts. The application facilitates audit procedures providing staff the ability to respond to student's inquiries four times more quickly than before. The application also facilitates on-going analysis and has set a foundation for future development. This nomination seeks recognition for the Student Accounts and Accounts Receivable team for excellence in implementing the SAAR Phase I application. DARS TeamThe DARS Team is responsible for the implementation of the Degree Audit Reporting System, an on-line system used primarily for tracking a student's progress toward degree completion. A collaborative group with members from Applications and Consulting Information Technology (ACIT) and the Division of Undergraduate Academic Services (DUAS), the team has been together since the fall of 1995 and has:
DARS has also been used to streamline labor intensive, time consuming student processes, such as establishing English Composition equivalencies and replacing the undergraduate Program of Study. Student Process Reengineering Project Coordinating TeamThe Student Process Reengineering Project (SPRP) was organized in the fall of 1993 to review and act on opportunities to improve Arizona State University's student academic support and student business processes. Sponsored by the Senior Vice President and Provost, Vice President of Student Affairs, and Vice President of Information Technology, the project pioneered new approaches to continuous improvement at ASU. This application for the President's Medal Award is made on behalf of thirteen individuals who committed twenty hours a week during the month of September 1995 to create a bridge between the design phase of SPRP and the implementation phase. This intensive team effort produced an implementation plan for new and improved student services that was innovative, cost effective, and consistent with the project's vision. In addition, the team created a Student Services Delivery Model that will guide continuous improvement to student business services into the next century. Many higher education institutions have made contact with the project manager as a result of posting the Student Service Delivery Model at our project's Web site and through presentations at regional and national conferences. Universities as far away as Shenshen, China have asked for more information on ASU's Student Service Delivery Model and now it is being deployed. Here in the states, institutions such as MIT have acknowledged the value of the Student Service Delivery Model as a benchmark for their student services reengineering project, and in early 1997 the SPRP project manager and co-leader of the coordinating Team was invited to University of Maryland at College Park to deliver a presentation on the Student Delivery Model and project management. ASU WEST
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