12121

1© 2015 ELLUCIAN. CONFIDENTIAL & PROPRIETARY | Session 12121

Governing the Chaos

Henry DeVries, Ellucian

Digi Edwards, Ellucian

Carie Ann Potenza, Ellucian

Becky Weaver, Ellucian

April 13, 2015

Session 12121


Transformative

Technology

Major Trends in Higher Education Worldwide

Engaging

Students

Accountability

and Outcomes

GlobalRevenue

Pressures and

Austerity

Education

Access and

Readiness

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http://www.google.com/imgres?q=twinning+education+programs&hl=en&biw=1152&bih=534&tbm=isch&tbnid=1Jc2wUGcnJs-UM:&imgrefurl=http://ec.europa.eu/education/programmes/elearning/index_en.html&imgurl=http://ec.europa.eu/education/archive/elearning/images/eTwinning_logo_for_small_format.png&w=846&h=324&ei=huI8UNz3HqHr6wGn_YHYAw&zoom=1&iact=hc&vpx=617&vpy=36&dur=5382&hovh=139&hovw=363&tx=133&ty=124&sig=114908312922004796712&page=2&tbnh=74&tbnw=193&start=10&ndsp=15&ved=1t:429,r:3,s:10,i:115

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Higher Education Challenges

• Revenue management: recruitment, retention, fundraising

• Increasing enrollment, capacity, revenue generation

• Tuition pressures and affordabilityFunding Pressures

• Optimizing resources, containing costs

• Process transparency, agility, improvement

• Financial visibility, discipline, controls, metrics

Operational Efficiency

• Services and tools to keep learners on track

• Diverse, flexible pathways to learning

• Improving learning outcomes (retention, completion, etc.) Student Success

• Timely, reliable, useful information for each stakeholder

• Measuring and documenting performance, outcomes, compliance

• Data-driven decisions and discovery-based planningAccountability

• Faster, more flexible access to information and services

• Managing and keeping up with pace of technology change

• Education experiences that set your institution apart

Constituents’ Expectations

• Cultivating relationships with constituents of all types

• Partnerships with donors, peer institutions, industry, etc.

• Shared services, community source, resources, information, best practices

Engaging the Community


1 Ellucian Research on Governance

2 Discussion

3 Where do we go from Here?

Agenda


Research Overview


“The Chaos”

When will my project

get done?Initiative Du Jour!

My dog’s Agile,

does that help you?

Please wait for the next

available…

I’m not accountable

for that, are you?

What plan?She said we were doing that?

What strategy?

Who made that

decision?How did that

become a

priority?Just add it to the

backlog, please

This stakeholder didn’t

agree to that

MOOC

BYOD

It’s IT’s fault

Collaborate?

Can I get more

resources?


Where Do We Start to Stop the Chaos

Ellucian’s Value & Power of Governance


Governance Research Participants

President Joanne Jaeger Tomblin

Community College 2,000 StudentsPresident Dr. Dale K. Nesbary

Community College 5,300 Students

Vice Chancellor of Academic Affairs

Laurien Alexandre

and

Chancellor Felice Nudelman

Private 5 Campuses in 4 States

Vice President of Business and Fiscal

Affairs Mark Polatajko

Public Research 17,800 StudentsAssociate Vice President of

Student Live W. Wayne Young, Jr.

Private University 7,730 Students

Vice President of Information Technology TJ Rains

Private University 6,300 Students


Before We Embark On Our Journey

Think About the Following…

• Does our strategy reflect input from all the right stakeholders, and do all those

stakeholders share a common understanding of our institution’s goals? If not, how

can we engage the right group of stakeholders around the right set of priorities?

• Does the cabinet have access to the right data needed to make informed analyses

and decisions? Do we have the right metrics to measure our progress?

• Is our priority setting and decision making sufficiently transparent so that

stakeholders across campus share a common understanding of its goals and

design?

• Are the right stakeholders responsible for and held accountable for successful and

efficient execution of our strategy, and do they have a seat at the right table in

order to shape the policies we expect them to execute?

• Do we collaborate to resolve issues and make good decisions for our institution?


Chief Information Officer Perspective


CIO Perspective

Value of Governance

• Improved understanding of IT decisions

• Stakeholder participation in decision-making

• Shared responsibility for results

• Appropriate allocation of IT resources

• Expectations for IT are met or exceeded

“…it’s about putting

structure and accountability

around how an IT

organization aligns IT

strategy with business

strategy and academic

strategy”

TJ Rains, Vice President of

Information Technology


CIO Perspective

Knowing and Measuring Effectiveness

• Goals are developed

collaboratively via cabinet

• CIO is better able to align the

work that IT does in support of

these goals

• These goals are better

understood by stakeholders

across the campus

• CIO becomes a trusted advisor

for the leadership on campus

“…you have proven results

that maintain your

relevance to those

constituent groups in each

one of your units.”




CIO Perspective

Dysfunction Red Flags

• Projects are incomplete, abandoned, or

poorly implemented

• Poor or non-existent communication

among stakeholders

• Morale may decline, budgets are not met

• Institutional failure to leverage information

technology to improve teaching, learning,

and administrative practices


CIO Perspective

Things to Consider to Improve Governance

• Ensure that colleagues have a deep

understanding of how educational

technology can help them achieve their

goals

• Enable stakeholders to understand IT

finance

• Engender shared decision-making and

shared responsibility around IT

• Foster an environment where decisions,

priorities, and strategies endeavor to

reflect the broad interests of the

institution

“On an annual basis,

institutions must

realistically evaluate where

they are and where they

need to be in order to

ensure successful

collaboration across the

university…”




Senior Student Affairs Officer

Perspective


Student Affairs Perspective

Value of Governance

• Co-creates the institutional culture with

engaged and committed stakeholders; ensures

a publicly owned, common & transparent

approach toward students

• Prioritizes and maintains focus on shared

strategic goals affecting student enrollment

and the student experience

• Appropriately aligns operational resources

and efforts to minimize detractors and

maximize enhancing factors

• Ensures KPIs are met, resources are managed

effectively and processes function seamlessly

– less ‘friction’

“As a Catholic and Jesuit

comprehensive university,

Creighton is strongly

mission-driven. The

university works hard

through its strategic

planning process to be

intentional in ensuring that

goals of its different units

align …”

W. Wayne Young, Jr.

Associate Vice President,

Student Life


“…for example… Creighton’s

oversight of the assessment

of student learning is very

much interdepartmental,

engaging key staff from

many different university

units in collaboration to

advance (our) goals for

student learning”

W. Wayne Young, Jr.


Student Life



• Institution knows and is

responsive to prevailing trends,

legislation and other cultural

forces affecting students

• Data has integrity; is reliable for

end users, reporting and decision-

making

• Student engagement, satisfaction

and success measures are above

target



Dysfunction Red Flags

• Lack of clarity around strategic goals

• Reactive, ‘response du jour’ initiatives

• Blaming or lack of acceptance of

responsibility between business units when

issues arise

• Lack of ownership; unwillingness to ‘try’

• Lines (humans), load failures (systems),

incorrect data, unhappy students and

parents

• Poor communication, low morale




• Student affairs work aligned to strategic and

operational goals

• Seamless service from application >

matriculation > learning > degree completion

• Systems and processes support application

> degree completion

• Student affairs work supported by others

across campus

• Student data used in decision-making

• Accuracy and reliability of student data

ensured

“…the model reflects an

expectation that, moving

forward, Creighton will

need a more integrated

administrative structure to

help it engage in more

multidisciplinary and

interdisciplinary initiatives.”

W. Wayne Young, Jr.


Student Life




• Enrollment of ‘best fit’ students

• Student learning, engagement and

growth, individually and collectively

• Adherence to best professional and

legal standards

• Productive internal partnerships

• Informed planning, decision-

making, and resource allocation

• Effective coordination,

collaboration, and communication

“The… structure will create

systems to nurture even

stronger cross-campus

relationships in support of

student affairs initiatives…

and help the university’s

student affairs function… play

an even stronger role in the

student learning process.”

W. Wayne Young, Jr.


Student Life


Chief Academic Officer Perspective



Value of Governance

• Clarification of the decision-making

process – which decisions are

collaborative and which are

unilateral?

• Strategic deployment of resources

• Attainment of institutional goals for

teaching, learning, research, and

service

• Effective communication,

partnerships, and coordination

It is critical for us to

“recognize, support, and

further integration, while at

the same time honoring the

unique differences of our

campuses as they serve

their local and regional

communities.”

Laurien Alexandre,

Vice Chancellor of

Academic Affairs




• Consensus on the academic

strategy and direction

• Alignment of campus efforts

and resources

• Stakeholder perceptions that

the process is clear,

participatory, effective, fair, and

transparent

• Collegial partnerships among

key leaders and constituents

“There are institutions

that…live and breathe their

missions, but rarely do you

see an institution that also

aligns its organizational

structure capacity and

communications and

governance around it.”

Felice Nudelman,

Chancellor



Governance Dysfunction Red Flags

• Lack of alignment between individual unit

agendas and institutional priorities

• Inefficient decision-making and execution

• Lack of clarity of decision-making

processes

• Declining constituent morale, engagement,

and trust

• Failure to meet accreditation standards or

institutional effectiveness targets




• Empower decision-making at the local

level while clarifying the decisions to

be made on the institutional level

• Foster a process of decision-making

through consensus

• Establish clear communication

channels between the council and the

campus

• Use “disappearing” task forces

• Remember governance is “a work in

progress”

“It’s not just treating

governance as a

throwaway; it’s treating

governance as part of the

core.”

Felice Nudelman,

Chancellor


Where Do We Go From Here


Signs of Overall Governance Dysfunction

• Cabinet level conversations remain focused at the unit

level, seldom rising to encompass strategy for the

institution as a whole

• Discussants have insufficient access to metrics that would

help them make better decisions

• When critical discussions are on the agenda, not all the

right players are at the table at the right time

• Decisions are not communicated effectively to staff who

need to know

• There is little or no follow-up to ensure that decisions have

been executed, and to measure the effectiveness of that

execution


Things to Consider: Summary

• The Student Voice

• Closer alignment of daily operations with the

institution’s mission, goals, and strategic plan

• Better institutional priority setting, decision

making, action planning, and execution

• An ethos of collaboration and cooperation across

campus—and across institutional silos

• Better cross-campus communication

• Better allocation of resources

• Better benchmarks for assessing institutional

progress and outcomes

• Establishing a score card to measure progress

30© 2015 ELLUCIAN. CONFIDENTIAL & PROPRIETARY | Session 12121Program Management

Organizational Effectiveness Services

Enabling Optimal Performance

Enterprise Architecture

Key Performance Indicators

AssessPlan

Transform

Perform

Survey

Revitalization

Change Management

Governance

Enable

Measure

BenchmarkEffectiveness

Operational Size

Future StateRoadmap

Communication

Management

Strategic

Program

Prioritization

Efficiency

Program Management Office


Ellucian Enterprise Governance Model


Ellucian Governance Maturity Model

Nonexistent Beginning Low Performing Progressing High Performing

Decisions Individuals making and

enacting decisions

Individual units making

decisions mostly without

regard to other areas

Some decisions made

with input from more

than one functional area

Governing body meets to

make key decisions

Automation facilitates decisions

and approvals, garnering input

from across all areas

Strategic Planning Exclusive Somewhat Inclusive Occurring with some

link to BI

Inclusive planning process

but lacks mechanism to

track execution success

Inclusive, sets measurable

objectives and tracks success

Communication Nonexistent Inconsistent, sporadic Consistent but low tech,

prone to error

Systematic communication,

documentation practices still

lacking

Systematic, automated

communication, technology

leveraged to facilitate.

Documentation practices set and

maintained.

Collaboration Inconceivable Inconsistent, sporadic Consistent but not yet

inclusive enough

Inclusive but not yet

strategic

Inclusive, strategic in the work

accomplished

Performance Metrics None Beginning to understand

the importance and

usefulness of

performance metrics

Some reports and

analysis occurring,

beginning work toward

KPIs

Some KPIs in place,

analysis performed

Dashboards and KPIs in use

across many of the exec

leadership. Forecasting is a part of

the strategic planning inputs.


Where Are You in Your Maturity?

Decisions Is there a documented process on how initiatives/projects get prioritized and resourced?

Is there a set of standard criteria leveraged to weigh initiatives competing for resources to drive prioritization?

Is there clear ownership around who makes decisions?

Strategic Planning Is the strategic planning process documented and transparent across the institution?

Is it clear on how anyone can provide input to influence the strategic planning process?

Is there clarity on who owns monitoring the execution and achievement of the strategic plan?

Is there a governance charter in place?

Communication Are there tools / technology that is consistently used to communicate priorities, decisions and status?

Do you consistently communicate decisions?

Is there clear ownership around who delivers communications?

Collaboration Are individual unit strategies and initiatives aligned with each other and with the institution’s?

Do stakeholders perceive they are valued contributors to the decision-making process?

Do faculty, staff, and administrators work together to solve problems and achieve goals?

Are students part of collaborations?

Performance

Metrics

Is there an institution wide strategic planning dashboard that is transparent and stays updated on progress towards

achieving the strategic plan?

Is there a clear and agreed-upon definition of success for each goal and objective?

Are stakeholders able to access reliable and timely data to make effective decisions?


“Before We Go” Poll:

I’d Be Interested in Ellucian Providing a Benchmark On…

• Governance

• Business process efficiency

• IT process / organizational structure

• Employer skill needs of new hires

• I don’t need as I get everything from other sources today

• We have access to data but would like someone to benchmark

for us


Questions & Answers


Please complete the online session evaluation form.

• Via your registration account Log into your registration account at

https://ellucianlive2015.smarteventscloud.com/connect/

publicDashboard.ww

• choose the link to “Surveys.”

Session ID 12121

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12121

Business

higher education challenges

remedial education

online education

consumerization of education

austerity education

forprofit education

education rapid movement

value of higher