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

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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

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43%

26%

32%

© AD ASTRA INFORMATION SYSTEMS™, L.L.C. SPRING 2015: HIGHER EDUCATION SCHEDULING INDEX

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FIRST YEAR COURSEBOTTLENECKS

(4 YEAR PUBLIC)37%

© AD ASTRA INFORMATION SYSTEMS™, L.L.C. SPRING 2015: HIGHER EDUCATION SCHEDULING INDEX

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47%ROOM HOUR UTILIZATIONFOR CLASSROOMS(STANDARD WEEK)

© AD ASTRA INFORMATION SYSTEMS™, L.L.C. SPRING 2015: HIGHER EDUCATION SCHEDULING INDEX

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ENGAGEMENTQuestion #1

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

IMPLEMENTATION & TRANSFORMATION

Question #2

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

IMPLEMENTATION & TRANSFORMATION

Question #3

• 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

MAINTAINING MOMENTUM

& LESSONS LEARNED

Question #4