Business Process Redesign (BPR) to Improve Operational Efficiencies through a Systematic Redesign and Centralization of Systems and Processes
Concurrent Session 5
UAGC’s Academic Operations teams have spearheaded a Business Process Redesign (BPR) of the institution’s work, centralizing many of the 3rd party systems into a Faculty management portal. This presentation will outline the approaches taken in the design and migration of services over to the system and the successes and challenges from that migration. In addition, the presenter will outline how the teams implemented a focus on continuous improvement through the application of Active Learning Theory and Total Quality Management practices.
Over the last 18 months, the University of Arizona Global Campus’s (UAGC) Academic Operations teams have spearheaded a complete Business Process Redesign (BPR) of the institution’s work, centralizing many of the 3rd party systems and processes into one, centralized faculty management portal/system supported through APL nextED. The objective with a redesign of a business process is ideally to reduce the time required, decrease the cost of executing the business process, improve the quality of the service delivered, and improve the ability of the business process to react to variation. The Academic Operations department, through the migration of multiple functions and processes across multiple systems and locations, over to one centralized system. This was an undertaking designed to complete a full overhaul of all business processes related to the faculty experience in all aspects of the faculty lifecycle at UAGC.
The Academic Operations teams, led by the Faculty Systems & Data team, has successfully launched multiple phases for rolling out the new faculty portal that is eliminating reliance on numerous third party systems that support a number of processes, including Faculty profiles and recording of professional experience, teaching, and activity reporting, distribution and execution of faculty contracts, Peer Review reporting (Instructional Quality Report IQR), and Professional Development and training. This presentation will outline the successes and challenges experienced with the initial migration of processes from numerous 3rd party products, as well as our internally supported academic operations systems and services, to a centralized faculty management portal/system supported by APL nextED. This will include the initial project plan, challenges encountered, and future projection and planning for next phases. The presenters will outline the approaches taken in the design and migration of services over to the system as well as our communication strategy with Full Time and Associate Faculty.
In addition, the presenters will outline how the Academic Operations teams have implemented a focus on continuous improvement through the application of Active Learning Theory. “Active learning approaches often embrace the use of cooperative learning groups, a constructivist-based practice that places particular emphasis on the contribution that social interaction can make (Brame, 2016). The Academic Operations team, and the Center for Excellence in Teaching and Learning (CETL) department have embraced Active Learning for the initial development and migration of processes as well as the overall quality and changes within the new system working with key stakeholders across the institution. Through a collective approach focused on process improvement and improved operational efficiencies in all functions and processes, the teams are seeing immense efficiency increases that are now managed through the new faculty management portal/system. The Academic Operations Department is committed to creating a Community of Support and engaged employees in the overall growth and development of the Faculty Portal System.