Benchmarking, Metrics, Comparative Metrics Getting the most out of your resources 7/09/12

1. Benchmarking, Metrics, Comparative MetricsGetting the most out of your resources7/09/12 Presented by: Jeff Lowry Vice President of Client Success

2. Why is this Important • Attainment Goals Require Increased Enrollments • Access Initiatives Require Increased and Diversified Enrollments • Remedial Courses Create Extra Capacity Challenges • Limited Budgets to Support Growth • Perception that Capacity is Static (Can’t Expand without Budget Increases) • Benchmarking metrics allows for a more cohesive approach to successful change management

3. Roadblocks • Complexity • Space Management practices historically focus on overall utilization v. Capacity Management™ • Program capacity management requires detailed analysis of changing curriculum and student needs • Culture • Resistance to change, especially if the need to change can’t be demonstrated (roll forward schedules) • Decentralized, autonomous decision-making entities (academic departments) • Existing reporting and analysis is usually focused on compliance v. strategic resource management

4. Many Believe Their Institution Is Efficient and at Full Capacity The Perception – “We’re Full” • Hard to Find Classrooms When Instructors Need Them • Classes Are Overcrowded • Students Unable to Get Into the Courses They Need to Graduate on Time • No Available Space to Launch New Programs • Dormitories at Capacity • The Most Popular Majors Turn Students Away

5. National Data Shows Significant Excess Capacity The Reality – Inefficiency and Underutilized Capacity Source: Education Advisory Board interviews and analysis; Ad Astra Information Systems Underutilized Rooms Average classroom utilization is 42% Four-year public average is 44% Four-year private average is 42% Two-year average is 41% Classrooms are only 60% full when in use Underutilized Instructor Resources Sections enroll only 72% of max enrollment Four-year public only 72% of max enrollment Four-year private only 70% of max enrollment Two-year only 73% of max enrollment Only 26% of sections are 80-100% full Wasted Credits Students repeating the same course two or more times Students taking more credits than necessary for a degree

6. The Problem Is Not Lack of Capacity but Specific Bottlenecks Bottlenecks Limit Efficiency and Capacity Typical Bottlenecks Degree Requirements Specific Size Classrooms Tech-Enabled Classrooms Primetime Classrooms Gatekeeper Courses A bottleneck is defined as any room, time period, or section at greater than 80% utilization

7. Enrollment Ratio by Course Often a Single Course Limits Enrollment for an Entire Program Section Bottlenecks Set Capacity Section Enrollments for Program X Overall the program appears to have capacity to grow…. …But a single course is oversubscribed, potentially creating a bottleneck…. 100% Section Capacity ….While other courses are well below capacity

8. Strategy, policy and software configuration must match institutional goals and mission and be based on data. Applying Metrics

9. Data Driven Decision Making Common Approach READY – FIRE - AIM Recommended Approach READY – AIM - FIRE

10. Key Focus Areas

11. Metrics and Management Systems • Gather readily available schedule and facilities data from SIS and/or scheduling systems • Synthesize data into a common format to facilitate peer institution comparisons • Benchmark current effectiveness • Student Completion Velocity (proactive graduation rate) • Required course “Addition Candidates” (courses wherein need exceeds seats offered) • Required course “Time Change Candidates” (courses wherein seats should be offered at different times) • Make targeted, high-impact changes and track progress • Data-Driven Academic Scheduling Policy to Enforce Minimum levels of Department Efficiency/Effectiveness

12. Assessing the Opportunities • Relieve Tuition Pressure • Removing Unneeded Offerings/Reduce Adjunct Instructional Costs • Energy/Janitorial/Security Savings • Deferred Construction/Renovation Expenses

13. What is a Strategic Checkup? • Analysis of Historical Schedules • Report on Effectiveness of Existing Scheduling Practices • Space Management • Course Offering Management • Framework for Better, More Strategic Scheduling • On-Site Presentation of Findings/Recommendations • Policy Management and Enforcement Infrastructure

14. Course Offering Dashboards

15. Capacity Dashboards

16. Why is this type of analysis important? • Space Utilization is a Measurement, not a Strategy for Improved Efficiency • Better Allocation of Prime Rooms at Prime Times is a Strategy for Improved Efficiency • Course Offering Management is rarely Practiced or Measured at an Institutional level • Analysis of Student Demand for Courses is a Strategy for Improved Course Offering Effectiveness and Financial Sustainability

17. Demonstrating the Opportunities • Application(s) • Strategic Scheduling Checkup • Platinum as a Service Reports/Study • Dashboards • Repeatable Processes with Reporting

18. Benchmarking, Metrics, Comparative Metrics Contact Information Jeff Lowry, Vice President of Client Success Office: 913-652-4144 Email: jlowry@aais.com Twitter: @AstraJeff www.aais.com