Managing the Implementation of New Business Processes Presented by Michele Neary, Northwestern University 2010 IACRAO Annual Conference

 Private university founded in 1851  Three campuses  Evanston  Chicago  Doha, Qatar  11 distinct schools  2,500 full-time faculty members

 Freshman class size of 2,128 students  Full-time students: – Undergraduates: 8,397 across 6 schools – Graduate/Professional: 7,870  Part-time students in the School of Continuing Studies: 1,100  Total enrollment: approximately 19,000

 Degrees Conferred  Total 5,905  Bachelor’s: 2,110  Graduation Rate  4-year: 86%  5-year: 92%

Graduation petition and certification process for 5 of the 6 undergraduate schools  Time-consuming process  Stakeholders not speaking the same language  Limited use of technology to facilitate the process  Degree auditors in the role of advisors  No established deadlines

 Identify process/procedure ripe for change  Involve relevant stakeholders  Develop project goals and timeline  Implement changes  Collect feedback

 Understanding the existing process  Internal office perspective  External perspective  Issues/concerns/questions  Relevancy of the current process  Does each step add value?  Is there a more efficient way?

 Communicating early and often  Building consensus  Obtaining buy-in

 What is the scope?  What changes should be made?  When should the changes be implemented?  What are the goals and objectives?

 Communicating the plan  Redefining roles and responsibilities  Ensuring access to appropriate resources

 Ongoing and ad hoc  Formal debriefing session  What’s working? What’s not?

 Access to the system  Accuracy of the degree audit reports  Communication with students / advisors  Reliance on old “worksheets”

Michele Neary Associate University Registrar Northwestern University Phone: