Reinventing the ADAPT ALWAYS. Student Experience ......Reinventing the Student Experience (RiSE)...
Transcript of Reinventing the ADAPT ALWAYS. Student Experience ......Reinventing the Student Experience (RiSE)...
Reinventing the Student Experience (RiSE)Providing Service to Meet the Changing Needs of Students
American University:
Scott A. Bass, Provost
Karen Froslid-Jones, Assistant Provost, Institutional Research and Assessment
Peter Starr, Dean, College of Arts and Sciences
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
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Session Learning Outcomes
Appreciate the need to narrow the distance between today’s students and the structures that support them;
Gain insights into how one can integrate a comprehensive approach to assessment in an overall framework for institutional change;
Draw on models and best practices inside and outside of higher education to develop new ways of approaching the student experience.
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American University
Faculty research Student retention Ratings by credit rating
agencies New facilities Undergraduate admissions
Admit Rate2014: 46%
2016: 26%
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Research Findings
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
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PLAN WISELY.
Successis never final.
Planned change is part of being successful.
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“The institution commits to student retention, persistence, completion, and success through a coherent and effective support system sustained by qualified professionals, which enhances the quality of the learning environment, contributes to the educational experience, and fosters student success.”
Standard IV: Support of the Student Experience
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“In light of the changing demographics of the undergraduate student body, the University as a whole…should carefully consider how best to support the more diverse student body and ensure that its engagement in AU’s special opportunities, sense of belonging, degree of satisfaction, and retention and graduation rates is carefully monitored and regularly assessed.”
2014 Middle States Visiting Team Recommendation
Increased diversity (socioeconomic, racial, political, other identities)
Issues of adjustment
High stress levels
Technologically savvy students
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Middle States Results in Context of Global Challenges to the Student Experience
American University
Current DataSystems
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Student Health (PyraMed)Campus
Housing (StarRez)
Counseling Center
(Titanium)
Student Organization
Network (Community)
New Student Orientation (Transition)
Volunteer Tracking
(EngageNet)
Student Conduct/
Care Network (Advocate)
Event Scheduling
(25Live)Diversity & Inclusion Advising
(Titanium)
International Students Info
System
(Custom)
Academic Support
(ClockWorks)
Eaglebucks/ Dining Dollars
(BbTS)
Meal Plan Portal
(Custom)
Student Info System
(Colleague)
Student Planning (Ellucian)
Graduation (Colleague,
custom)
Advising (Custom)
Financial Aid (Colleague,
custom)
Billing (Eagle Finance)
Retention (MapWorks)
Learning Management
System (Blackboard)
Studio Abroad
(Terradotta)
Grading System (custom) Faculty interaction
Advisor Interaction
Early Warning
Advising Appts
(Custom)
Employment Outcomes (Custom)
Career Services (Symplicity)
Student Issues
(iSupport)
Grad Admissions (Recruiter)
UG Admissions
(Custom)
Fitness Center
(Fusion)
Event Attendance
Alumni Management &
Engagement (iModules)
Fund Raising (Advancement)
OCL AA
System Manual Process
LEGEND
DAR Pres
Disparate systems set up for individual
functions
Islands of data, no integrated database
Unable to synthesize data for alerts or interventions
Adapted from the RiSE: Case for Change presentation, October 9, 2015
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When demographic, social, or economic conditions change rapidly, the relatively entrenched nature of social institutions means that a mismatch develops between existing social structures and desired or socially “optimal” practices. ”
http://www.dol.gov/oasam/programs/history/herman/reports/futurework/conference/families/lag.htm
Matilda White Riley
“Structural Lag
Research Findings
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A 20th Century bureaucracy for a 21st Century student population?
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What if you had the opportunity to redesign student services from scratchto help today’s undergraduates?
Concept
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Support
$150,000 Grant 18-month assessment of the student
experience Development of blueprint for changes
to structures, organization and culture
This phase was completed in August 2016
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Walking in Their Shoes
Examining Their World From Where They Are
Steering Committee
Task Force
Organizational Model Subcommittee
Technology
Assessment
Expert Identification
Financial and Human Resources
Faculty Engagement
Communications Strategy
Organizing forSuccess
Leadership
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29Task Force Members
20Steering Committee
Members
60 Innovation Lab
students participants
70Focus Group or Journaling
student participants
155Leadership Retreat faculty and
staff participants
250Teaching Conference Plenary faculty and staff participants
59January RiSE Retreat faculty,
staff, and student participants
2 External experts speakers
brought to campus
Stakeholder Engagement
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Research Findings
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Assessment and Research Findings
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Parent and Student
Focus Groups
Student Focus Groups
Faculty Focus Groups
Development of Student Life Cycle
Staff Focus Groups
Leadership Retreat
Student Retreat
Bench-markingData Analysis
(Retention, etc)
Secret Shopper Program
Student Semester-
LongJournals
Survey Data
Senior Staff Management
Interviews
Analysis of Staff
Positions and Roles
Assessment of the Student Experience
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Four Personas of AU Undergraduates
The First Year
The Financially
Focused
The Cultural Traveler
The College
Wise
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Communication
Social adjustment and inclusion
Resources
Complexity of university
− Policies− Structures
Common Themes among Students
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Lack of resilience and developmental differences in students
Policies and Organizational structure
− “pinch points”
Culture
Common Themes among Staff and Faculty
Developing a Philosophy of Service
Student Responsibility
Student Support
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Research Findings
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PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.
What did we learn from “experts” outside of higher education?
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To the Cleveland Clinic we go…
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Cleveland Clinic
Relationship-centered communication and the role of empathy
− Organization-wide training
Make the Cleveland Clinic a great place to work and patient experience will improve
Work on the patient experience must be very intentional
− Organized and data driven
− Tracking behaviors, not just satisfaction
− “Office of the Patient Experience”
− Ombudsman
Constant innovation, piloting ideas
Research Findings
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.
Emerging Ideas, Pilots, and Plans
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Work to build a relationship-centered culture that values an integrated, holistic student experience
Develop structures that make the student experience a top priority
Use technology to enhance communication, both with our students and on their behalf
Foster innovation through establishment of a Design Lab
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Our Commitment(as expressed to Mellon)
RiSE programs should be…
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Integrative Standards:AU’s “APIs”
Data-driven Holistic Agile Connected
Communicative Integrated ScalableMeasurable
Transparent Empowering ProactiveEnabling
Nurturing Replicable Reflexive Transparent
AU Experience 1 and 2 courses with peer mentors
Individualized financial aid advising/ outreach for all first year students and parents
Progress on removing “pinch points” such as service duplication, unnecessary forms, burdensome fees, etc.
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Examples of 2016-2017 Pilots and Progress
Office of the Student Experience
Integrated Advising
Faculty Engagement
Technology and Communication
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Examples of Projects Under Development for 2017 and Beyond
Institution-wide data gathering, dissemination
Authority for problem solving
Cross-unit collaboration and integration
Leadership “rounding”
Advancing culture of “One AU”
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Office of the Student Experience
Integrated first-year counseling
University-wide standards and training for school/college advisors
Thoughtful co-location of student services
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Integrated Advising
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Faculty Engagement
Educating and engaging faculty in student support
Devising strategies to improve faculty/staff interactions
Exploring ways to change the reward and merit system to better reflect work with students
Integrated student-centered data management and planning
Integrated and shared student alert system, with risk profiles and multiple access points
Dashboard for students, accessible on mobile devices
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Technologyand Communication
Research Findings
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
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Building a Culture of Continuous Improvement
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Building continuous improvement into hiring, onboarding, and evaluation of all employees
Developing a culture of experimentation and risk taking
Integrating results into planning and budgeting
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Creating Opportunities to Innovate and Improve
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
PLAN WISELY.ACT BOLDLY.ADAPT ALWAYS.
To Learn More….http://www.american.edu/provost/RiSE/[Note: slides for presentation posted here.]
#AURiSE
#MSCHE2016
AMERICAN UNIVERSITY:
Scott A. Bass, Provost, [email protected]
Karen Froslid-Jones, Assistant Provost, Institutional Research and Assessment, [email protected]
Peter Starr, Dean, College of Arts and Sciences, [email protected] 36