cutting edge developments from georgia

“Creating A More Educated Georgia”

Cutting Edge Developments from Georgia

Shelley C. Nickel Timothy M. Renick Curtis A. Carver Jr.

Vice Chancellor for Planning Vice President for Enrollment Management and Student Success and Vice Provost

Vice Chancellor and CIO

Board of Regents for University System of Georgia

Georgia State University Board of Regents for University System of Georgia


Agenda

• Strategic Overview

• Case Study: A Georgia State Perspective

• Technical Enablers

• Questions, Comments, a Conversation


USG Strategic Imperatives

• Academic Excellence and Degree Completion

• Economic Development and World Class Research

• Accountability, Efficiency and Innovation


University System of Georgia’s Strategic Initiatives

• Complete College Georgia• Student Affordability (Control Cost of Tuition, Fees and Textbooks)• Alternative Delivery Methods (Online Education and MOOCs) • Enrollment Challenges (Projections and Enrollment Management)• Military Outreach• Performance-Based Funding (Formula Review and Implementation)• Economic Development• Teacher Preparation• System Efficiencies and Savings:

– Consolidation– Academic Program Review – Shared Services (Payroll and Benefits, Financial Aid and Procurement)

• Capital Needs:– Space Utilization and Facility Needs– Repair and Renovation vs. Building New– Public-Private Partnerships and Privatized Housing (Limit Debt) 4


University System of Georgia’s Strategic Initiatives

• Complete College Georgia• Student Affordability (Control Cost of Tuition, Fees and Textbooks)• Alternative Delivery Methods (Online Education and MOOCs) • Enrollment Challenges (Projections and Enrollment Management)• Military Outreach• Financial Challenges (Institutional Priorities)• Performance-Based Funding (Formula Review and Implementation)• Economic Development• Teacher Preparation• System Efficiencies and Savings:

– Consolidation– Academic Program Review – Shared Services (Payroll and Benefits, Financial Aid and Procurement)

• Capital Needs:– Space Utilization and Facility Needs– Repair and Renovation vs. Building New– Public-Private Partnerships and Privatized Housing (Limit Debt) 5


The University System of Georgia’s Commitment to

the Completion Initiative

6

“Creating A More Educated Georgia”7

In The Global Economy of the 21st Century, 90 Percent of the

Fastest-Growing Jobs Will Require Postsecondary

Education.

In The Global Economy of the 21st Century, 90 Percent of the

Fastest-Growing Jobs Will Require Postsecondary

Education.


Education, Employment, & Earnings

8


More individuals getting more meaningful degrees and obtaining them at a higher rate than today.

(Based on data from Georgetown CWD, IPEDS, American Community Survey, and System data)

20252012


(adapted from Complete College America; Data source: NCHEMS – “Student Pipeline - Transition and Completion Rates from 9th Grade to College” 2002 HS data, 2006 IPEDS)


Complete College GeorgiaAreas of Emphasis

• Partnerships with K-12 for College Readiness• Commitment to Collegiate Access,

Affordability, & Value• Development of New and Flexible Pathways

for Degree Completion• Ensure Student Support for At-risk Student

Populations• Maintain and Improve the Quality of Teaching

and Learning11


The Completion Agenda in the Context of USG Enrollment Trends


Total Headcount Enrollment Fall Semester 2003-2013

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

240,000

250,000

260,000

270,000

280,000

290,000

300,000

310,000

320,000

Fall Semester

Num

ber o

f Stu

dent

s


Policy Changes


Policy Changes (cont.)


Total Credit Enrollment and FTE (Full Time Equivalent)


Number of Ga. HS Graduates and First-time Fall USG Students

2003 2004 2005 2006 2007 2008 2009 2010 2011 201235000

45000

55000

65000

75000

85000

95000

Ga. HS Grad-uates

First-Time, Full-Time Fall USG Students

Year

Num

ber o

f Stu

dent

s


1999-00

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

2007-08

2008-09

2009-10

2010-11

2011-12

2012-13

2013-14

2014-15

2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

2022-23

2023-24

2024-25

2025-26

2026-27

2027-28

50,000

60,000

70,000

80,000

90,000

100,000

110,000

120,000

Number of Georgia High School Graduates Actual and Projected

Actual Public Plus Private (GOSA and NCES)

WICHE Projected Public and PrivateNum

ber

of S

tude

nts


2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 20140

500

1,000

1,500

2,000

2,500

Tuition Fees

State College Tuition and Fees


National Decline in Grants to Low-Income Students


GA Household Median Income (2000-2012)

*Adjusted for inflation

2000 2005 2010 2012 -

10,000

20,000

30,000

40,000

50,000

60,000

$56,576$53,612 $53,227

$47,209


2010 2020 20300.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Black White Hispanic Other

Source: Governor's Office of Planning and Budget, Series 2012

Georgia Residential Population Projections by Race as a Percentage of the Total

Population


USG Enrollment Actual and Projected (CVIOG)

150,000

170,000

190,000

210,000

230,000

250,000

270,000

290,000

310,000

330,000

350,000

26,474 additional students; 8.55% growth


Bottom Line on Enrollment

• Enrollment is driven by many factors• We have control over some of those factors• Managing enrollment is a top priority• Focus in budget hearings• Financial aid task force• CCG Plans targeting non-completers• Marketing plans


USG Consolidations


Objective

The University System of Georgia is preparing students for the 21st century economy and citizenship. Today the System must look internally to ensure that it has a 21st century structure, providing a network of institutions offering the proper range of degrees and opportunities in research and service to students and faculty.

The purpose of campus consolidation is to increase the system’s overall effectiveness in creating a more educated Georgia.

26


Guiding Principles

The following principles guided the consolidation analysis; each principle was considered equally in this analysis:

1. Increase opportunities to raise education attainment levels.

2. Improve accessibility, regional identity, and compatibility.

3. Avoid duplication of academic programs while optimizing access to instruction.

4. Create significant potential for economies of scale and scope.

5. Enhance regional economic development.

6. Streamline administrative services while maintaining or improving service level and quality.

27


Implementation Principles

• Principles– Leadership – A clear, unified leadership structure shall be

established and maintained.– Simplicity – Consolidated institutions will merge functions and

merge leadership positions; inefficient and complex reporting relationships will be avoided.

– Oversight –The Regents’ Special Committee on Consolidation shall oversee consolidation efforts and results.

– Transparency – Consolidation results will be monitored and presented to interested parties. Lessons learned will be actively shared with all participating institutions.

– Maximize use of distance education.

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Initial Steps

• Initial Steps– Create Steering Committee for Implementation (for

merged institutions)• Key stakeholders to include faculty, staff, students,

alumni, foundation, community leaders• Cabinet Members• USO Point of Contact

– Designate implementation leader• President

– Establish Reporting Format / Key Indicators

29


Phase One – 8 institutions into 4University of North GeorgiaSouth Georgia CollegeMiddle Georgia State CollegeGeorgia Regents UniversityPhase Two – 2 into 1Kennesaw State University


Lessons Learned

• Leadership Matters• Communicate, communicate, communicate• Takes a lot of time and effort• Culture is the hardest to change• Different versions and modifications to

technology slow it down

31

USING PREDICTIVE ANALYTICS TO ENHANCE STUDENT SUCCESS

Timothy M. RenickVice President for Enrollment Management and Student Success

Vice Provost

ACE MEETING, ATLANTAJUNE 1, 2014

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

0.90

Bach

elor

's D

egre

e A

ttai

nmen

t Rat

e(m

ovin

g 3-

yer a

vera

ge)

Bottom Income Quartile

Second Income Quartile

Third Income Quartile

Top Income Quartile

82.4%

40.2%

14.9%

36.1%

16.5%

10.9%

6.2% 8.3%

Baccalaureate Degree Attainment by Age 24 by Family Income Quartile

1970 to Present

Source: New York Times, “The Reproduction of Privilege,” March 12, 2012

THE CHALLENGE IN FRONT OF US

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34

Fall 2007 Fall 2008 Fall 2009 Fall 2010 Fall 2011 Fall 2012 Fall 201320%

25%

30%

35%

40%

45%

50%

55%

60%

31% 32%

40%

48%51%

56% 58%Pell

New Freshmen

CHANGING DEMOGRAPHICS

35

TARGETED PROGRAMS

Structured Interventions

Data based

Pilot Programs. Revise.

Revise again

Promote successful programs to donors and funders

Scale up to maximize impact

36

36

Supplemental Instruction (SI)

1

2

3

4

2.41 2.60 2.68 2.55

2.15 2.06 1.89

2.82

3.24 2.93

2.74 2.64 2.73

2.26

BIOL POLS PHIL CHEM ACCT PHYS CRJU

No SI

SI No SI

SI No SI

SI No SI

SI No SI

SI No SI

SI No SI

SI

MAXIMIZING EXISTING RESOURCES

Average course GPA

Non SI: 2.41

SI: 2.91

One-Year Retention

No SI: 83.5%

SI: 91.2%

Students Benefitted 2012-13:

9,700

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College Algebra Prior to Change: DFW rates were 43%

Fall 2012: DFW rate of 21% Number of Students enrolled in courses taught

through the MILE, 2012-13: 7,500+ Additional passing grades: 1,650

COURSE REDESIGN

38

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Panther Retention Grants

Provide emergency funds to students who are registered for classes but who are dropped for non-payment

As little as $300 has meant the difference between a student dropping out and being able to continue on the path to a college degree

Grants Awarded:

Fall 2011: 41

Spring 2011: 132

2012-2013 AY: 2,600

TARGETED FINANCIAL HELP

39

Georgia State’s Web-Based

GPS Advising System

A collaboration with the EducationAdvisory Board and four other schools

Based on 10 years of RPG data at Georgia State and 2.5 million grades

Live, nightly feeds from Banner and daily alerts to advisors if students have missed any of the markers

Predictive analytics for each student’s success in individual majors and courses

Tracks 700+ alerts for risk factors

ADVISEMENT

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Graduation Rate in Major by Introductory Course

Grade

The Difference Between Satisfying a Requirement and Being on Track

ALERTS BASED ON HISTORICAL DATA

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STUDENT HISTORIES

42

MAJOR MATCHING

Predictive Analytics for Courses and Majors

43

• University Advisement Center student visits in first 12 months: 33,979

• Pre-Term Registration Corrections: 2,000+

• Required Advising for Major Changes: 6,536

PRELIMINARY RESULTS

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PRELIMINARY RESULTS

46

GROWING NATIONAL ATTENTION

THE WALL STREET JOURNAL

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Georgia State Degree Conferrals

07-08

08-09 09-10

10-11 11-12 12-13 5-Yr

Change

5,857 6,188 6,419 6,901 7,365 7,590 +30%

MAKING A DIFFERENCE

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MAKING A DIFFERENCE

20% 30% 40% 50% 60%0%

10%

20%

30%

40%

50%

60%

GRADUATION AND pELL rATES OF uRBAN rESEARCH univer-

sities

Pell Rate

Gra

du

ati

on

R

ate

Georgia State

49

White African American Hispanic15

30

45

60

75

90

31.6% 25.6% 22%

50.8% 55.2% 66.4%76.9% 75.8%

95.2%

Ten Years Ago Today Today, with Clearinghouse Data Added

MAKING A DIFFERENCE

Graduation + Retention + National Student Clearinghouse Data

50

Top 100 Degree Producers2012 Bachelor's Degrees Conferred to African Americans

Nationally

Total%

Grads %Chg

Institutions State 2010-2011

1Georgia State University GA 1262 31% 17%2FAMU FL 1224 94% 5%3North Carolina A & T State University NC 1172 90% -6%4Jackson State University MS 966 94% 4%5Howard University D.C. 953 93% -10%6University of Central Florida FL 939 9% 10%7University of Memphis TN 862 32% 0%8Troy University AL 859 32% 4%9University of Florida FL 859 10% 11%

10University of South Florida-Main Campus FL 845 12% 6%11University of North Texas TX 835 13% 11%12Temple University PA 831 15% -5%13University of Maryland-University College MD 809 25% 11%14Florida Atlantic University FL 808 18% -3%15Virginia Commonwealth University VA 805 19% 13%

Source: Diverse Issues in Higher Education

MAKING A DIFFERENCE

Cutting Edge Developments from Georgia

Dr. Curtis A. Carver Jr.Vice Chancellor and CIO

Board of Regents

Technical Enablers1. Private Cloud2. Virtual Library System3. Learning Management

System4. Student Information

System5. Student Advising

System

6. Predictive Analytics7. IT Contract

Management8. Collaboratives9. Transfer Articulation

Private Cloud: PeachNetPeachNet: A 2,700 mile private cloud providing a suite of services that:

– Provide virtually unlimited bandwidth for academic use to USG institutions.

– All but one institution dual homed– Campus focused services such as:

• storage as a service;• backup as a service; and,• virtual data centers as a service that cost 40% less than Amazon;

PeachNet In FY15Governor Deal and Chancellor Huckaby are investing in PeachNet:

– Affects 189 K-12 school districts, 6,000 schools, and 1.6 million students;

– Increases each school’s bandwidth as provided by DOE by a factor of 33; and,

– Creates the technical infrastructure to offer 300 degrees and 9,000 college courses through GeorgiaONmyLINE regardless of where they are in the state.

Virtual Library SystemGALILEO:

– Georgia’s virtual library serving over 2,000 institutions;– GALILEO Interconnected Libraries, the library

management system for more than 14 million holdings; – Digital Library of Georgia, online gateway to Georgia's

history and culture• 452,416,154 searches;• 30,666,340 articles downloaded;• $22,871,532 projected 2013 savings to duplicate GALILEO.

GALILEO in FY15Affordable Resources:

– Lower the student cost of education by creating free textbooks for the 50 most popular courses;

– Start with eCore, our popular online courses cover the first two years of the student experience; and,

– Incentivize institution and faculty involvement through grants and venture funding.

Learning Management SystemGeorgiaView: Desire2Learn (D2L) learning management system (LMS) on our private cloud. Some metrics:

– Largest D2L private cloud implementation in the world.– 250,000 students log in daily

(increasingly using mobile devices);– 50,000,000 hits a day (and growing) on a private cloud

platform that simply always works; – 87,024 active courses in Fall 2013.

This is a 44% increase from previous semesters.

Example: My Georgia State Class• 214 course components

(links, presentations, documents);• 55 YouTube movies I authored:

– 10,926 views and – 37,513 minutes of consumed content;

• Competency-based assessment: six quizzes, midterm and final all of which can be completed online and when the student is ready;

• Max Instructor ratings (5.0/5.0) from the students for the last two years.

GeorgiaView in FY15• 7 predictive analytics pilots

• Learning management system maturity model

• Added 50 new third-party solutions in the first year thus increasing rate of innovation adoption by a factor of 75.

Student Information System

GeorgiaBest: Common student information system for all 31 USG and 28 TCSG institutions

– Optional system hosting with 8 institutions participating

– 69% cost savings compared to public cloud offerings from Ellucian or more than $1 million a year;

– More than $2 million in annual savings through centrally developed common modules;

GeorgiaBest in FY15Task: Accelerate the integration between the LMS and SIS so that the institutions have greater agility in offering new courses or sections of existing courses based on student demand.• Current System: Daily.• New Basic Cable: Several times a

day with no additional funding.• Premium Cable: Transfers

information every 15 minutes. Currently available but very expensive.

Student Advising System

DegreeWorks: Common student information system for all 31 USG and 28 TCSG institution

– 13 institutions hosted centrally• 51% cost savings compared to public cloud offerings

from Ellucian or, • $425,000 in institutional savings each year.• Lowering institutional hosting costs by an additional

$5,000 from $65,000 to $60,000 per year in FY15 to create additional institutional savings.

DegreeWorks in FY15Goal: intrusive advising

– Allow advisors to block schedule classes while within the advising system;

– Harvest the projected class schedules to predict faculty and course loads;

– Block students from viewing courses that will not count for their degree.

Predictive Analytics

• 7 Educational Advisory Board implementations • 7 Desire2Learn pilots• 2 Oracle OBIEE pilots• Leverage points:

– Administration– Faculty

Predictive Analytics in FY15

Given that there are sixteen institutions in predictive analytics pilots or implementations, there exists the potential to explore offering EAB and D2L analytics to all institutions so as to empower operational and tactical innovation.

IT Contract ManagementThe Point: USG’s single point-of-contact for contract management and software store that saves our institutions tens of millions annually. Saved Georgia taxpayers tens of millions of dollars annually through 2014 initiatives such as:

– Adobe: This unlimited license contract saved the system $38 million compared to large company discount pricing, or more than $10 million based on academic pricing.

– Blackboard: Negotiated a 72% increase in scope (18 to 31 institutions) at same annual cost AND no annual escalators for five years.

– LANDesk: Has been sold to fewer than half our 31 institutions to date, but has already resulted in a savings of $793,000.

The Point in FY15• Strengthen social

collaboration components

• Strengthen strategic partner engagement:– Strategic vendor days– Conferences

• Explore external contract review

CollaborativesINGRESS (Intra-Georgia Registration Sharing System): USG’s uniquely innovative multi-institution registration tool, facilitating multi-institution collaborative course offerings.

– Helped 28,055 students graduate faster by leveraging the educational capabilities of the entire state;

– Twenty institutions currently use – two more are scheduled to join this fall;

– Explore greater adoption of eCore for student success.

What is GATRACS?The Georgia Transfer Articulation Cooperative Services (GATRACS) is a partnership between the following:

• University System of Georgia (USG)• Technical College System of Georgia (TCSG)• Georgia Independent College Association (GICA)• Georgia Department of Education (GADOE)• Georgia Student Finance Commission (GSFC)

How does GATRACS help Georgia students?It provides students transferring within these system with a step-by-step process to determine course transfer credits between institutions, statewide.

Participating Institutions:USG = 31

TCSG = 25

GICA = 17

Total institutions = 73

Over 18,000 students have used the GATRACS Portal as of May 2014.


Questions, Comments, a Conversation

Shelley Nickel Timothy M. Renick Curtis A. Carver Jr.

Vice Chancellor for Planning Vice President for Enrollment Management and Student Success and Vice Provost

Vice Chancellor and CIO

Board of Regents for University System of Georgia

Georgia State University Board of Regents for University System of Georgia