Data democratizationUsing Veera Bridge at CCSNH to empower data-driven

decision-making for student success

Charles AnsellChief Operating Officer at CCSNH

• Leads information technology, data and analytics, finance, and student success

• Previously was Senior Associate Vice Chancellor Strategy and Academic Governance at the City Colleges of Chicago

• Holds a Master’s of Science in Business Information Technology from DePaul University and a Bachelor of Arts in Political Science from Carleton College

Data democratizationUsing Veera Bridge at CCSNH to empower data-driven

decision-making for student success

6/28/2018 4

CCSNH’s mission centers on student success and access,

aligning with workforce and educational attainment needs

• 40% are 25 and

older.

• 43% are first-

generation

• 63% of our

students are

part-time

CCSNH serves 26,000

students annually, which

translates to roughly 2.5

percent of the adult

population of New

Hampshire any given

year is a CCSNH

student, once you

exclude dual-credit /

dual-enrollment students

CCSNH mission is on student success as much as access

5

CCSNH Mission Statement

Our purpose is to provide residents with affordable, accessible education and

training that aligns with the needs of New Hampshire’s businesses and communities,

delivered through an innovative, efficient, and collaborative system of colleges.

CCSNH is dedicated to the educational, professional, and personal success of its

students; a skilled workforce for our state’s businesses; and a strong New

Hampshire economy.

65 by 25 Vision

To maintain NH’s positive economic indicators, including low unemployment and

high per capita income, NH will need 65 percent of adults with education beyond

high school. CCSNH is committed to achieving this vision by 2025.

Strategic goals, which inform metrics and operations

CCSNH reports student success measures via 65 by 25 and

Complete-College-America-aligned efforts, as well as to IPEDS

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65 by 25 effort leads to CCNSH scorecard

ANNUAL SCORECARD

• Total awards • Total enrollment

• STEM awards • NH HS enrollees

• Grad rates

An arm of the National Center for Education

Statistics, itself a DoE branch, the Integrated

Postsecondary Education Data System - IPEDS

– publicly hosts hundreds of student success,

academic, financial aid, and operational metrics.

All institutions must report data to IPEDS.

Agencies that judge community college

performance - notably DoE’s College Scorecard

and the Aspen Institute College Excellence

Program – rely on IPEDS data.

All except NH HS is reported to

IPEDS

Student success measures for KPI Scorecard support 65 by 25,

CCSNH mission, and alignment with reporting agencies

Rationale Regular Tracking

Total enrollment

(headcount)

Already 65 by 25. Directly measures access mission

fulfillment, pipeline on total awards

Daily during reg. cycle

Total awards The “65” in 65 by 25. Basis for other targets. Break into degrees / certs, programmatic

Fall-to-fall

retention

Leading indicator for the two above. Measure on term-to-term basis, weekly

during reg. cycle

FT 150% grad

rate | PT 300%

Most common student success measure. 2/3 of CCSNH

population is part-time – we already track both for IPEDS.

Monitor retention and CH accumulation of

specific cohorts

Matriculation

from local HS

Essential for pipeline for NH 65 by 25. Rate needs to grow

to maintain enrollment levels as HS class goes down

Unclear on cadence, targeting bi-weekly

during registration cycle.

Success in

remedial Math and

English

Success in gatekeeper from placing into remedial,

whether then enrolling in traditional or co-req. Speaks to

access mission and 2/3 of incoming students

Will vary by College initiative

Avg. credit-hours

earned, on plan,

per-semester

Aligns with planning success, and optimal pace per-15-to-

Finish

To check against plan, requires, minimally,

use of DegreeWorks.

Transfer post-

completion

By emphasizing post-completion, incentivizes reverse

transfer efforts and retaining students over encouraging

them to transfer out.Will need to be a lagging indicator. College-

tracking varies based on transfer and

career services offered.Median earnings

post-completion

By emphasizing post-completion, incentivizes completing

degree. Will need to track by program.

1

2

3

4

5

6

7

8

9

CCSNH is dramatically increasing data capacity to have a highly

metrics-driven approach to realizing 65 x 25 aims via Student GPS

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Student GPS (track weekly in reg, then monthly)

• % in semester-by-semester plans to degree completion

• % in intentional plans (engineering, instead of “undecided”)

• Avg. credit-hour load• % immediately eligible for

introductory English or Math• % in transfer plans to NH 4-years

(i.e., 8-semesters)

Retention (also enrollment driver)• Term-to-term retention

Successful graduates• % NH Employment and median

earnings of graduates from workforce programs and other NHES-based data sources

• Per-program enrollment, transfer, and graduation rates to influence enrollment patterns into programs with clear economic and transfer value.

• % transferring, % credit hours received, and % of all transfers occurring in-state

Degrees and certificates awarded• Total degrees and certificates

awarded• % completing within 2-/3-/4-/5-

year timeframes

Within-term successOutside classroom• % per reg. hold• % SAP issues• % reach and

satisfaction per service

Inside classroom• % Pass rateHW-N -> midterms -> finals

• % Per drop reason

• % Attendance• % satisfaction

Students must complete in programs of value

Which requires students 1) make relevant academic plans 2) persist on them 3) learn

To move to a metrics-driven culture we must

Continue managing to quantitative targets for key measures

Build a data infrastructure to ensure our execution of strategic initiatives does not lag behind culture change

FY 18

Actual

FY 19

TargetFY 18 YTD Status

Actual as

% Target

Student Success

Total enrollment TBD TBD TBD TBD TBD

Total awards TBD TBD TBD TBD TBD

Fall-to-fall retention TBD TBD TBD TBD TBD

FT 150% Grad Rate TBD TBD TBD TBD TBD

PT 300% Grad Rate TBD TBD TBD TBD TBD

Matriculation from NH HS TBD TBD TBD TBD TBD

Transitions from remediation TBD TBD TBD TBD TBD

Avg. CH earned for matriculated students TBD TBD TBD TBD TBD

Transfer post-completion TBD TBD TBD TBD TBD

Marketing / Communications

Correlation marketing -> admissions TBD TBD TBD TBD TBD

% new students from marketing TBD TBD TBD TBD TBD

Impressions from social media TBD TBD TBD TBD TBD

Positive media stories TBD TBD TBD TBD TBD

Yield – Prospects to applicants TBD TBD TBD TBD TBD

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Principles and process of performance dialogs

DialogsLong-term

outcomes

Metrics Dialogs

OperationsLeading

indicators

Description Description

• Overview of outcomes / KPIs

with less frequency

• E.g., 65 by 25 metrics

• Frequency depends on

organizational level

• E.g., Monthly CFO

meeting.

• Overview of effectiveness and

efficiency factors that influence

outcomes

• Identify actions to improve

outcomes

• E.g., Action Items

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More Guiding Principles for Performance Dialogs

System-wide

ownership for our

goals

Leadership and

management

capacity

Culture of data

inquiry

Culture of action

and accountability

• The purpose of Performance Dialogs is to provide a process to continually review and refine organizational practices using a data-driven, evidence-based lens

• Every individual in the organization has ownership and responsibility in realizing goals

• Our system must have leaders at all levels model change management mindsets and behaviors

• Train, develop, and coach individuals to identify problems through data and work with their teams to address the problems proactively and effectively

• Train and develop individuals to quickly analyze data to solve organizational problems

• Encourage individuals to creatively and persistently inquire using data to understand complex problems

• Develop agility to address problems and follow-through• Accountability system needs to be simple, transparent

Description

Veera Bridge assistance in empowering individuals

within organization via data democratization

6/28/2018 12

Different people use different attributes, depending on job family, to get data they need

Usually specify by College

Excel export critical, especially for retention

campaigns

• Student ID

• Major

• Classes

• Credits Attempted

• Whether registered for next semester

• Other fields as specified by tables Veera uses

to find information

Recap: Veera Bridge assists CCSNH in bringing

data democracy and strong performance dialogs

6/28/2018 13

CCSNH’s mission centers on student success and access, aligning

with workforce and educational attainment needs

CCSNH reports student success measures via 65 by 25 and

Complete-College-America-aligned efforts, as well as to IPEDS

Student success measures for KPI Scorecard support 65 by 25,

CCSNH mission, and alignment with reporting agencies

CCSNH is dramatically increasing data capacity to have a highly

metrics-driven approach to realizing 65 x 25 aims via Student GPS

Performance dialogs are essential for improving student outcomes

Veera Bridge assists in empowering individuals within organization

via data democratization