Maximizing Resources to Support Student Success Initiatives Speakers: Robert Donley, Iowa, Executive...
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Transcript of Maximizing Resources to Support Student Success Initiatives Speakers: Robert Donley, Iowa, Executive...
Maximizing Resources to Support Student Success Initiatives
Speakers: Robert Donley, Iowa, Executive DirectorJoanne K. Itano, Hawaii, Associate Vice President for Academic AffairsTom Shaver, Ad Astra, Founder and CEO
Moderator: Stephanie Davidson, Ohio, Vice Chancellor, Academic Affairs
HIGHER ED SCHEDULING INDEXSPRING 2015: 110 PEER INSTITUTIONS
0
10
20
30
40
50
60
FOUR YEAR PRIVATE
COMMUNITY COLLEGE
FOUR YEAR PUBLIC
© AD ASTRA INFORMATION SYSTEMS™, L.L.C. SPRING 2015: HIGHER EDUCATION SCHEDULING INDEX
TM
43%
26%
32%
© AD ASTRA INFORMATION SYSTEMS™, L.L.C. SPRING 2015: HIGHER EDUCATION SCHEDULING INDEX
TM
FIRST YEAR COURSEBOTTLENECKS
(4 YEAR PUBLIC)37%
© AD ASTRA INFORMATION SYSTEMS™, L.L.C. SPRING 2015: HIGHER EDUCATION SCHEDULING INDEX
TM
47%ROOM HOUR UTILIZATIONFOR CLASSROOMS(STANDARD WEEK)
© AD ASTRA INFORMATION SYSTEMS™, L.L.C. SPRING 2015: HIGHER EDUCATION SCHEDULING INDEX
State’s Single Public Higher Education System
• Headcount enrollment: approx. 60,000
• 1 research/doctoral campus
• 2 baccalaureate campuses
• 7 community colleges
• Education centers throughout the islands
• Primarily commuter campuses
• No majority ethnic/racial group
• Every campus is Native Hawaiian-serving
• Hawai‘i Graduation Initiative
• Hawai‘i Innovation Initiative
• 21st Century Facilities
• High Performance Mission Driven System
University of Hawaii Strategic Directions2015-2021
GOAL
Increase the educational capital of the state by increasing the participation
and completion of students, particularly Native Hawaiian, low-income
students and those from underserved regions and populations and
preparing them for success in the workforce and their community.
Hawai‘i Graduation Initiative
“55% of Hawai‘i’s working age adults to have a 2- or 4-year college degree by the year 2025.”
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 20250%
55%
43% 43% 42% 43%42% 42% 43% 0.473
% o
f Pop
ulati
on w
/ Deg
ree Current Trend
GOAL
2025
CumulativeDegree Gap:
56,803 degree holders
Source: NCHEMS & U.S. Census Bureau, American Community Survey, 1-year estimates, 2006 to 2012
• Number of degrees and certificates
• Graduation and transfer rates (IPEDS)
• Graduation and transfer rates (SAM)
• Enrollment to degree gap for Native Hawaiians
• Enrollment to degree gap for students receiving Pell
Outcome Measures
High Performance Mission Driven System
GOAL
Through cost-effective, transparent and accountable practices, ensure
financial viability and sustainability to ensure UH’s ability to provide a
diverse student body throughout Hawai‘i with affordable access to a superb
higher education experience in support of the institutional mission of the
university, which includes commitments to being a foremost indigenous-
serving university and advancing sustainability.
Board of Regents
• Governing board
• Approved Strategic Directions and productivity goals
• Campuses responsible to meet these goals
• System role is to set direction
• Collaborate with campuses to meet goals
• Performance funding
Higher Education Landscape
Cost Pressure
Revenue Pressure
Internal Pressures
Student Desires
Competitive Landscape
Administrative costs are expanding rapidly…
Increasing enrollment numbers Complex administrative
services Expense growth
Revenue challenges
Federal and State funding Volatile returns on endowment investments
Limited philanthropy and grant funding opportunities Public pressure to keep
tuition low
Competitors are evolving…
Tuition rates are steadily climbing faster than inflation
Increased competition attracting top students and faculty
Internal pressures limit change…
Risk adverse culture Consensus-driven decision
making
Student expectations are increasing…
Better amenities and increased technology
Clear return on investment with job and career
placement Lower tuition and fees
Trends in Higher Education including cost pressures, student expectations, and increased competition are forcing colleges and universities to transform
Higher education institutions face many, often competing forces
Make Iowa a top destination for learning, teaching and innovation through excellent and affordable higher education
What is the vision of
TIER?
TIER is a Board-led, administrative and academic review of the Regent Universities to identify opportunities to operate more efficiently and effectively
What is TIER?
TIER Program Overview
Why is TIER needed?
Raise Quality – Contain Costs
Efficiency
Continue to be good stewards of public dollars
Increase our efforts to be as efficient and effective as possible both administratively and academically
Effectiveness
Continue to provide quality, affordable education
Simplify our operations to better align our resources to the core mission of each university
Transformation
The status quo is unsustainable
Redesign our Universities to be the model of higher education for the future
Utilize technology to provide improved access to Iowa’s quality education
TIER was established to continue to improve effectiveness, alleviate cost pressures and realize savings to be reinvested in our core mission
Board selects Deloitte Consulting LLP, and begins the assessment
17 potential opportunities for deeper analysis were
identified
Board votes onadministrative opportunities
Detailed Analysis/Business Case
Summer-Fall 2014
Diagnostics/ Benchmarking
Spring-Summer 2014
Phase1 3
Phase2
TIER is a multi-phased program focused on both administrative and academic opportunities to best position Regent Universities for the future
TIER Timeline and Milestones
Board adjusts timeline for academic opportunities
# Administrative Business CaseSourcing & Procurement
SP-01Strategically source targeted spend categories
Information Technology
IT-01Streamline the distributed IT model for common technology services
IT-02Transform the central ITS service delivery model
IT-03Simplify system applications across the three universities
IT-04 Modernize IT infrastructure to reduce costs
Finance
FN-01 Consider Finance Shared Services
Human Resources
HR-01Revise HR operating model and streamline distributed services
HR-10Establish clear policy for Professional and Scientific staff search committees
Facilities
FAC-03
Reduce utilities and operational costs by limiting use of buildings during evenings and summer at UNI
FAC-04
Reduce energy consumption by investing in energy mgmt. initiatives at UNI and ISU
Student Services
SS-05 Create a common application portal
SS-08Standardize "manual" calculation of the Regent Admission Index
# Academic Business Case
Strategic Space Utilization
SSU-03Improve utilization of classroom space through scheduling policy
SSU-04Optimize faculty allocation through a data-informed, student-centered course schedule
Academic Programs – Organization Excellence
APOE-01
Improve enrollment management by strengthening academic programs
APOE-06
Develop system-wide Institutional Research reporting and data sharing
Academic Programs – Student Success
APSS-01Improve student access through distance education
17 of the multiple opportunities identified were selected for detailed analysis based on their potential for improved service and efficiency
• Degree audit system
• Developed by flagship campus and used systemwide across ten campuses
• What if?
• Helped us implement
• Automatic admission
• Reverse credit transfer
• Academic maps
STAR
• STAR as arbiter of degree requirements
• GPS – guided pathway system
STAR at UH
• Registration via STAR
• Are we offering the courses we need?
STAR
• Technology can have a large impact with successful implementation
• Major impact on advising
• Use STAR not paper check sheets
• Believe in the technology and not manually recheck
• Are the right courses being offered?
Implementation