San Diego and Imperial Counties Student Success Technology ...myworkforceconnection.org/wp-content/uploads/2018/... · faculty continually add to each student’s profile such that

SanDiegoandImperialCountiesStudentSuccessTechnologySummaryReport

PreparedbyTheAdaCenterforWestEdOctober25,2018

TheAdaCenterBackground

• Foundedonthebeliefthattechnologyisnotasilverbullettoanyproblem,butwiththerightplanningandimplementation,softwarecanplayanimportantroleinadvancingstudentsuccess

• SupportsnationalinitiativessuchastheBill&MelindaGatesFoundation,AchievingtheDream,theAspenInstituteCollegeExcellenceProgram,AACCPathways,developingopen-accessresourcesforthefield.

• Workdirectlywithcollegesandstatesystemsinneedoftechnologyevaluation,implementation,andintegrationsupport.Institutionsparticipatethroughacohortmodeltakingplaceinthewinter,spring,andfall.

AdaLovelace

FounderofScientificComputing

MeetTheAdaCenter’sNamesakeHigher Education Technology and Process Support

Learn more at theadacenter.org

AcrossSeptember– October2018TheAdaCenterconductedapreliminaryassessmentoftheSanDiegoandImperialCounties(SDIC)studentsuccesstechnologylandscape.Thiswasaccomplishedthrougha‘TechnologyMapping’workshopwithrepresentativecollegeteamsonSeptember27,2018andahandfuloffollow-upinterviewswithcollegestaff.Informationincludedinthisassessmentisself-reportedfromstaffatthefollowinginstitutions:

ThegoalofthispreliminaryreportistosupportSDICindetermininghowitcanbetterleveragetechnologytosupportguidedpathwaysgoals.TheAdaCenterwasunabletoreachImperialValleyCollegeforparticipationinthisexercise.

ProjectGoalsandMethodology

TableofContents

I. SummaryofFindings– ThemesAcrossInstitutions

II. PreliminaryCollegeandDistrictTechnologyMaps

III. CollegeandDistrictOpportunityAreasandSuggestedNextSteps

IV. Appendix:DeeperOverviewofCollegeandDistrictChallengeAreas

3

• PalomarCollege• MiraCostaCollege• GrossmontCollege• SanDiegoCityCollege• SanDiegoContinuingEducation

• SanDiegoMesaCollege• SanDiegoMiramarCollege• SouthwesternCollege• CuyamacaCollege

SummaryofFindingsSDICinstitutionshopetocreateaclearstudentcasemanagementframeworkacrossthestudentjourney.Insuchastructure,informationaboutanindividualstudentiscontinuallycollected,andthenusedtopersonalizethatstudent’spath.Staffandfacultycontinuallyaddtoeachstudent’sprofilesuchthatstudentsaren’trequiredto“telltheirstory”manytimestodifferentoffices,andit’spossibletodiscernwhenastudentisat-riskofgoingoffpath.

Institutionsacrosstheregionareindifferentplaceswithexecutingonthisvision.PalomarCollegehasbeenalong-timeuserofHobsons– Starfish,acasemanagementandearlyalerttool.Today,they’refocusedonengagingfacultyinStarfishreporting,anddelineatingwhichcommunicationscomefromStarfishvs.theLMSvs.ConstantContactvs.othersources.TheteamsatMiraCostaandSouthwesternareactivelyexploringcasemanagementtools,suchasEAB,Starfish,Aviso,Salesforce,andothers.Grossmontisdevelopingahomegrownearlyalerttool,andtheSanDiegoCommunityCollegeDistrictistryingtobecreativewiththetoolsattheirdisposal,likeSARS appointmentschedulingandExcel.

Asinstitutionsintheregionactivelyrefinetheirstudentonboardingandcareerexplorationapproaches,there’sanopportunitytothinkdeeplyabouthowinformationcollectedaboutastudent’sinterestsandcareergoalscanbeusedtoguidetherestoftheirjourneyattheinstitution.Gettingcasemanagementrightduringonboardingiskeytosuccessfullypersonalizingthestudentexperienceforeverythingthatfollows.

Institutionswhohavesuccessfullyimplementedcasemanagementsystems,likeNortheastWisconsinTechnicalCollegeandtheCommunityCollegesofPhiladelphia,haveexperiencedsignificantretentiongainsfromtheirtechnology-mediatedadvisingapproach.Theseinstitutions,andotherswhohaveexperiencedcomparablegains,havefocusedonthesurroundingbusinessprocesses,configuration,andmomentum-buildingcommunicationthat’sessentialtomakingcasemanagementtoolseffective.

UniversalNeedforTechnology-SupportedCaseManagementFramework

SummaryofFindings

ThetencommunitycollegesintheSanDiegoandImperialCountyregionalconsortiafaceauniquesetofchallengesandopportunitieswithleveragingtechnologytosupportpathwaysefforts.Theseinstitutionsnotonlyhaveuniquegovernancestructuresforinformationtechnology,theyalsohavedifferenttechnologystacksandsoftwareprocessmaturity.

Thisdiversityofcircumstanceisgreatnewsforpeerlearningacrosstheconsortia,however,itposesachallengetocentralizedpurchasingintheconsortia.TheprimaryStudentInformationSystems(SISs)usedacrosstheconsortiaincludeOraclePeoplesoftandEllucianColleague.Further,severalinstitutions—includingtheSanDiegoCommunityCollegeDistrict—arecurrentlyinthemidstofimplementinganewERPorupgradingtheirSIS.WithoutaconsistentStudentInformationSystemacrosstheregion,thereareintegrationlimitswithathird-partysoftwaretooldesignedtocreateaunifiedpathwaysexperienceintheregion.ShouldtheSDICregionbeinterestedinaunifiedguidedpathwaystool,theHoustonGPSprojectistheclosestproxyforaregionwithuniqueSISs.

OnehelpfulaspectofStudentInformationSystemdiversityisthatthere’sanopportunityforimpactfulpeersharingacrosstheconsortia.Inparticular,theSanDiegoCommunityCollegeswouldbenefitfromaPeoplesoftdemonstrationfrompractitionersateitherMiraCostaCollegeorPalomarCollege.BothMiraCostaandPalomarhavesuccessfullyusedPeoplesofttoimprovethestudentexperience,andareinapositiontohelpbuildmomentumforstaffintheSanDiegoCommunityCollegeDistrict.ForteamsacrossSanDiegoCityCollege,SanDiegoMesaCollege,SanDiegoMiramarCollege,andSanDiegoContinuingEducation,itwouldbemeaningfultoseethelightattheendofthePeoplesoftimplementationtunnel.

UniqueStudentInformationSystemsPoseObstacleforRegionalITApproachButEnableImpactfulSharing

SummaryofFindings

WiththeexceptionofCuyamacaandGrossmont,institutionsintheregionalconsortiasharedtheyhavenotheavilyfocusedonstudent-facingtechnologytools.CuyamacaandGrossmontuseamobileapplicationcalledGradGuru thathasthecapacitytosupportstudentonboardingand“nudge”studentstowardpersonalizedinterventionsandresources.Aswithcasemanagementandearlyalerttools,thesemobileapplicationsareonlyassuccessfulastheimplementation,configuration,andcommunicationprocessesthatsurroundthem.Butforinstitutionsthathaveeffectivelyimplementedmobileapplications,studentsprovideglowingfeedback.

AmongTheAdaCenter’sstudentinterviewsatinstitutionsthathaveimplementedamobileapplicationtoconnectstudentswithcampusresources,thecampusmobileapplication—alongwiththeLMSmobileapplicationandthestudentportal—arerankedthetoolsthat“mostcontributedtohelpingmereachmygoals”.Mobileapplicationsthathelpstudentsnavigatecollegearetakingoffasanewvendorcategoryinhighereducationtechnology.InadditiontoGradGuru,therearedozensofsoftwarevendorsthatofferinstitutionstheabilitytocreatemobileapplicationsandnudgingframeworks.ToolsrangeintheirabilitiesandITrequirements,however,manybasictoolscanbeimplementedwithoutaheavyliftfromcollegeIT.

Asinstitutionsintheregionpartnertocreateaneffectivestudentonboardingplan,itwouldbehelpfultodiscusstherole oftechnologieslikemobileapplications,careerexplorationtools,andacademicplanningtools.ItwouldalsobehelpfultolearnabouttheGradGuruexperiencefromGrossmontandCuyamaca.Designingastudentmobileapplicationtosupportstudentonboardingandconnectstudentswithcareerresourcescouldbeanexcellentuseofconsortiaprofessionaldevelopment.

OpportunityforCollectiveImpactbyFocusingonStudent-FacingTechnologies

MiraCostaCollegeSoftwareToolInventoryAcrossGuidedPathways

HelpStudentsChooseandGetonaPath

SupportStudentLearning

ContinuallyImprovetheStudentExperience

EngageandPrepareProspectiveStudents

HelpStudentsStayontheirPath

ClarifythePathtoStudentEndGoals

PeoplesoftCampusSolutions

Canvas

Blackboard

CareerCoach(EMSI)

DegreeWorksandEducationPlanner(Ellucian)

CollegeScheduler(Civitas)

SARS

DataWarehouse

Tableau

Maxient

I-Link

CraniumCafe

CampusLabs

currIQunet

TES

Assist.Org JAIN,GradLeader,careerresources

PearsonMyMathLab,hostdigitallearningtools

SURF(Peoplesoft)

Sling

MiraCostaCollegeOpportunityAreasandRecommendedNextSteps

TheAdaCenterconductedaTechnologyOpportunityAssessmentatMiraCostaCollegeinSpringof2018.Asaresult,TheAdaCenterhasamoregranularsenseofMiraCostaCollege’sgreatestopportunityareas.

LikemanyofMiraCosta’speers,MCislookingtocreateacohesivecasemanagementandearlyalertsystemframework.Aspartofevaluatingacasemanagementtool,TheAdaCenterrecommendsthatMCconductathoroughneedsassessmentacrossstudent-facingdepartments– advising,enrollment,financialaid,careerservices,tutoring,andothers– exploringthespecificcasemanagementcapabilitiesthesedepartmentsarelookingfor.Aspartofthisexercise,TheAdaCenteralsorecommendsthatMCconductastudentcommunicationsaudit,mappingwho,how,andwhendifferentindividualsandsystemscommunicatewithstudentsthroughouttheirjourneyatMC.

Onastrategiclevel,TheAdaCenterrecommendsthatMCcreatea3-yeartechnologyplanthat’scontinuallyreviewed.Tocreatethisplan,TheAdaCenterrecommendsforminga‘DataStewardCommittee’withleadershiprepresentativesacrossfunctionalareas,institutionalresearch,andIT.TheserecommendationsweresharedwithMiraCostainSpringof2018.

PalomarCollegeSoftwareToolInventoryAcrossGuidedPathways







Peoplesoft

CanvasComevo

SARS

AdAstra

ConstantContact

HobsonsDegreePlanner

HobsonsDegreePlanner

StarfishEarlyAlert

OnBase

PalomarCollegeOpportunityAreasandRecommendedNextSteps

PalomarCollegehasmadegooduseofthesoftwaretoolsattheirdisposal,suchasConstantContact.UsingHobsons,ConstantContact,andPeoplesoft,they’vecreatedacasemanagementsystemthatcanpersonalizestudentcommunications,monitorstudentprogression,andsendbatchmessagestoprospectiveandenrolledstudentsthatmeetaparticularcriteria.

TheCollegeishopingtodeepenitsuseofHobsons,scalingthetool’salertingand‘kudos’capabilitiesacrossfaculty.WhileTheAdaCenterhasn’thadachancetoexplorePalomarCollege’sutilizationofHobsonsDegreePlannerandAdAstra,manyofPC’speercollegeshaverunintochallengeswithimplementingthesepathwaystoolstoscale.BothofthesetoolsarerelativelynewtoPalomar.

Additionaltechnology-relatedopportunityareasforPCmayincludeembeddingcareerexplorationandtransferplanningtoolsthroughoutthestudentjourney,LMSbestpracticeutilizationamongfaculty,andcreatinga‘systemsdelineation’mapofwhichactivitiesareaccomplishedinvariousinformationmanagementsystems.

Grossmont-CuyamacaDistrictSoftwareToolInventoryAcrossGuidedPathways







CareerCruising

GoogleDocs

GradGuru

EllucianColleague

CollegeCentralNetwork

Blackboard Nuventive

SARS

CollegeSource

EllucianColleague

Grossmont-CuyamacaDistrictOpportunityAreasandRecommendedNextSteps

Grossmont-CuyamacaCommunityCollegeDistricthasanextensiveengagementwithStrataInformationSystemstosupporttheconfigurationandimplementationofEllucianColleague’sself-servicesuite.Inadditiontothedistrict’sfocusoneffectiveSISimplementation,theyarepilotinganumberoftechnology-relatedinitiativessuchasCollegeCentralNetworkandahomegrownearlyalertsystem.

TheteamatGrossmontCollegesharedadesireforabettercasemanagementsystem.Asoftoday,uniquedepartmentshavetheirownprocessesfornote-takingaboutstudentinteractions,andcommunicationwithstudentsisoccurringthroughmultiplesystemsandprocesses.

Inaddition,staffatGrossmontsharedadesiretomoreintentionallylinkcareerandtransferplanningconversationswithprogramandcourseselection.Aswithmanyinstitutions,technologiesthatmanagetheseactivitiesaren’tintegrated.Thecollegecareercentershaveawealthofcareerplanningresources,however,manyofthemaren’tfullyutilizedacrossthestudentbody.

ForTheAdaCentertofullyunderstandtechnologyopportunityareasatGrossmont–Cuyamaca,itwouldneedtohavemoreextensiveconversationswithdistrictandcollegestaffrepresentingadvising,IT,institutionalresearch,andenrollmentdepartments.

SouthwesternCollegeSoftwareToolInventoryAcrossGuidedPathways







EllucianColleague

Canvas

MyLearningPlan

ExcelEdPlansalongwithE-SEP

CareerCruising

Jobspeaker

SARS

AdAstraCraniumCafeComevo

MBTI

VirtualJobShadow

Homegrownprogramreport

SouthwesternCollegeOpportunityAreasandRecommendedNextSteps

SouthwesternCollegehasthekeybuildingblockstoeffectivelyimplementacasemanagementtooltosupporttheirguidedpathwaysefforts– theyhaveacross-functionalteamengagedintheirguidedpathwayswork,commitmentfromITandcollegeleadership,astabletechnologystackinCanvasandEllucianColleague,andalackofexisting,entrenchedcasemanagementpracticeswithinindividualdepartments.

StaffatSouthwesternareexcitedaboutatechnologyresourcethatcouldhelpthemgathera360-degreeviewofastudent, enableintegratedacademicandcareerplanning,andbettermanageprospectivestudentinteractions.TheAdaCenterandSouthwesternspokeabouttheprosandconsofseveralofthemarket-leadingcasemanagementtoolslikeSalesforce,EAB,Aviso,Civitas,Hobsons,andothersduringtheSeptembertechnologyworkshop.However,adeeperneeds,technologyreadiness,andbusinessprocessassessmentwouldlikelyhelpSouthwesterndiscernwhichtechnologycapabilitieswouldbestsupporttheirstudentsuccessandequityefforts.

SanDiegoCommunityCollegeDistrictSoftwareToolInventoryAcrossGuidedPathways







PeoplesoftImplementation*

Canvas

SARS

Excel HomegrownfacultyearlyalertportalthroughISIS

Homegrowneducation

planningtoolthroughISIS

CareerCruising

SanDiegoCommunityCollegeDistrictOpportunityAreasandRecommendedNextSteps

ThefourinstitutionsthatcomprisetheSanDiegoCommunityCollegeDistrictareinthemidstofamulti-yearOraclePeoplesoftimplementation,atransitionfromahomegrownSIScalledISIS.ThePeoplesoftprojectisbeingmanagedatadistrict-level,andtheexactimplementationandrolloutplanhasyettobesharedwiththefunctionalarealeadsateachoftheinstitutionsinthedistrict.

SISimplementations,especiallyfromhomegrownsystemswithlotsofcustomizations,areextremelyintensiveundertakings.TheyconsumelargeamountsofITresources,butalsolotsoftimefromfunctionalareaslikeadvising,enrollment,financialaid,andtheregistrar’soffice.Eachofthesedepartmentsmustmanageextensivebusinessprocessretraining,systemsconfiguration,anddataauditing.LargesystemslikeSBCTCinWashingtonandMiamiDadeCollegeinFloridahaverecentlyundergonesimilarprojects– MiamiDadeCollegemovedawayfromtheirhomegrownSISandSBCTCisstilltransitioningfromtheSBCTC’shomegrownSIStoPeoplesoft.Alloftheseprojectstooklongerthanexpected.However,institutionsthathavesuccessfullyimplementedPeoplesoftarelargelyhappywiththemigration.Studentsfindcourseregistrationandpaymentfeaturestobefareasier,andPeoplesoftisinapositiontoeffectivelyintegratewiththird-partystudentsuccesstools.

ThegreatestopportunityforSanDiegoisgettingthePeoplesoftimplementationright.Todoso,itwillbeimportanttoengagecollegestaffinthevisionoftheproject,startingwitharelevantfeaturedemonstrationforeachfunctionalareathatwillbeimpactedbythePeoplesoftimplementation.

ImperialValleySoftwareToolInventoryAcrossGuidedPathways







EllucianDegreeWorks

StarfishEarlyAlert

CraniumCafe

*ImperialValleywasunabletoattendtheworkshopanddidnotrespondtoTheAdaCenter’sphoneoremailoutreach.TheaboveinformationwasgleamedfromwebsearchesandconversationswithotherorganizationsthathavevisitedImperialValley.

Appendix:StudentInteractionManagementaVeryThornyButWorthyChallengetoTackle

• Students‘tellingtheirstory’manytimestodifferentoffices

• Acrossadmissions,administrativeoffices,studentsupportoffices,andacademicdepartments,differentprocessesexistforcapturingstudentinteractions

• Historyofsendingstudentsmultipleemailsforthesame‘calltoaction’,withslightlydifferentinformation

• Hardtopersonalizethestudentexperiencewithoutaccessible,holisticviewofstudent

• Moststudentcommunicationisgeneralratherthanpersonalized

• Eachdepartment(andsometimeseachindividual)hasdifferentstrategiesforoutreachingtostudents

CurrentProcesses DocumentedChallenges CommonStudentReactions

• Confusionandsubsequentmistakesduringkeymilestones

• Disconnectfromcollegecommunicationsand,attimes,thecollegecommunity

• Surpriseandshockwhendiscover‘offtrack’,attimesfollowedbystop-outordrop-out

• Languageusedforstudentcommunication(e.g.,matriculationguide)isoftennotstudentfriendly

Appendix:CaseManagementandEarlyAlertSoftwareIsOnePieceofFixingthisStudentExperienceChallenge…

• Casemanagementandearlyalerttoolsenablefaculty,studentservicesstaff,andcounselorstomonitorstudentprogressandcoordinateinteractionswithstudents.Severaldozenvendorsoffercasemanagementandearlyalerttools,eachwithvariancesincapabilities,user-interface,andworkflow.

• Themostrobustcasemanagementandearlyalerttoolsaredesignedtomanageandcoordinateallstudentinteractionsacrossthecollege.Thetoolsincrementallybuildprofilesofeachenrolledstudentandlogstudents’interactionswithstaff,participationincampusactivities,andperformanceintheclassroom.

• Moresophisticatedtoolscreateautomaticnotificationsforstaffwhenastudentisdeemed‘atrisk’ofdroppingout.Manyofthesetoolsalsoincludebuilt-incommunicationsmechanismsthatenablestafftosendtargetedcommunicationstostudentswhocouldbenefitfromoutreach.

Appendix:TheOtherEssentialPieceisProcess

Recommendation#1Forcasemanagementsoftwaretoimprovethestudentexperience,eachdepartmentmustcommittologgingstudentinteractionsinthetool,inastandardformat.Theymustalsocommittostreamliningandprioritizingstudentcommunications.

BecauseSDICinstitutionshavealargenumberofspecializedprocesses,implementingastudentinteractionandcommunicationsoftwarewillrequiresignificantdepartmentfeedback,businessprocessupdating,case-making,andtraining.

• Conductathoroughauditofstudentcommunications,documentingactivitiesinamastercommunicationsmatrix.

• Usingauditresults,determineaframeworkformanagingstudentcommunications

• ReviewstudentfriendlinessoflanguageonCollegeWebsite,andotherstudent-facingmaterials(RecommendGunningFogIndex)

• Solicitdetailedinputfromeachstudent-facingdepartmentaboutkeycomponentsofastudentinteractionstool,alongwiththeirperspectivesonpoliciesforensuringutilization.

• Documentingtrade-offsinthisprocessiscritical.Forexample,iftutorsareexpectedtotakenotesaboutstudentprogress,theymustshortentutoringsessionstoallowfornote-takingtimeonthepartofthetutor.

BestPracticeistoCompletetheFollowingActivitiesBeforePurchasingaCaseManagementTool

WhyProcessMatters Recommendation#2

Appendix:ProspectiveStudentCRMAPossible‘FirstStep’inComprehensiveStudentInteractionManagement

Duetonewcomplexityintoday’senrollmentclimateandafocusonstudentonboarding,manyofSDIC’speersareinvestinginCustomerRelationshipManagement(CRM)softwareforAdmissions.

TheseCRMstypicallymanagestudentinteractionsfromthefirstpointofcontactwithprospectivestudentsthroughapplicationandnewstudentenrollment.

AdmissionsCRMsperceived’ReturnonInvestment’currentlyoutpacesthe‘ReturnonInvestment’ofCRMsforotherstagesofthestudentlifecycle,andcanbeahelpfulfirststepinmovingacollegetowardamorecomprehensivestudentinteractionmanagementsystem.

MostCommonHigherEdCRMs:• EllucianRecruiter• Salesforce• HobsonsRadius• Symplicity(Ascend)• MicrosoftDynamics

Admissions-FocusedCRMs:• Liaison• TargetX

AdmissionsCRMAnticipatedImpact• IncreasedOverallConversionsand

TargetPopulationConversions• ImprovedStudentReadinessand

AttachmenttoInstitution

LicenseFeeEstimate:• $30,000through$80,000annual

StateoftheField

Collegeswhoaremosthappywiththeirvendorcontractstypicallyworkthroughaprocesssimilartothebelow:

Leadershipteamarticulatestheoryforhowsoftwarewillhelpthecollegemeetitsgoals

Inconsultwithdatastewardscommittee,leadershipteamcreatesasoftwareevaluationrubricandassignsasoftwareevaluationgroup

Softwareevaluationgroupexaminesatleastthreevendors,seekingbidsandleveragingtherubrictoformarecommendation

PresidentorChancellornegotiatesfinalvendorcontractwithsupportfromsoftwareevaluationteam

Appendix:IdealSoftwareDecision-MakingProcess

• Twotypesofcostsfromsoftwarevendors– implementationfeeandrecurringannualfee

• Dependingonthevendor,thefollowingfeesmaynotbeincludedinthequotedprice:• Necessaryintegrationwithyourexistingdatasystemsand/orthecostofmanuallyloadingpaper

informationintoanelectronicdatabase• Changemanagementsupporttoaligncollegebusinessprocesseswithtechnologyprocessrequirements• Trainingofkeyendusers

• Thestickerpriceneverincludesthecostofredeployingleadership,staff,andfacultytimetoimplementandintegratethenewtechnology

Appendix:AccountingfortheRealPriceofSoftware

Averageone-timeimplementationcostfor‘multi-solution’software

$60,000 $120,000Averagerecurringcostof‘multi-solution’studentsuccesssoftware

$40,000Averagerecurringcostof‘pointsolution’softwaresuchasanEarlyAlerttool

$800,000Averageyear1costofimplementinga‘multi-solution’

studentsuccesssoftware*

*Implementationactivitieslikelyincludeguidedpathwaysreformworksuchasupdatingacademicplansorimprovingstudentonboarding

Appendix:LeveragingProspectiveStudentDatatoEncourageEnrollmentandSuccess

StrategiestoMitigate:

• Increasingly,collegesarecollectingcriticalinformationaboutprospectivestudentsinaCRM,suchasdemographics,careergoals,andpossiblefinancialbarriers

• DuetolackofCRMintegrationwithothercollegetechnologies(e.g.,casemanagementsystems),thatinformationisnotbeingtransitionedtothenextstageofthestudentexperience,missinganopportunitytobettersetstudentsupforsuccess

Challenge

ThetopbarriertotransferingCRMdataintoacasemanagementsysteminvolveshowprospectivestudentinteractionsaretracked.LookintoassigningprospectivestudentsaproxyforanenrolledstudentIDnumber

Assembleaworkinggroupacrossenrollment,advising,IT,andIRtodeterminewhichCRMdataaremostcriticaltoongoingstudentadvising.ByusingtheSISasaconnector,it’softenpossibletotransferkeydatafromtheCRMtoaCaseManagementtool

Appendix:ImplementingAcademicPlanningTools

Challenge• Manycollegesareadoptingtechnologiestohelpstudentscreatesemester-by-semesteracademicplans,movingstudentsawayfromselectingcoursesadhocfromaclunkyregistrationsystem

• Butacademicplanningtechnologiesrequirecomplexintegrationwithacollege’sregistrationanddegreeauditsystem,andevenmorecomplexhumaninputs.Oftenthesesystemsdisplayinaccurateinformationtostudentsandrequireamajorongoingimplementationliftfromfacultyandadvisors

Beforepurchasinganacademicplanningtechnology,cleanupyourdegreeauditandensureyouhaverecommendedcoursesequencesarticulatedinexceloranotherwidelyusedelectronicformat

Ensureyouhaveabi-annualprocessforreviewingsuggestedcoursesequencesandstudentcourse-takingpatterns.Thisamajorcollege-wideinitiative,involvingfacultyacrossdepartments,advisors,IR,andscheduling.

StrategiestoMitigate:

Appendix:LinkingTransferandCareerPlanningToolswithCourseSelection

• Whilemostcollegeshavepurchasedatleastonecareerexplorationtool,theseresourcestypicallysitincareerservices,unusedbythevastmajorityofstudents

• Duetotherealitiesofthevendormarket,historictransferandcareerplanningtoolsarenotintegratedwithcourseselectionandregistrationsystems.Studentsoftenpickamajorwithouteveraccessingtheamazingcareerplanningtechnologiesavailableatthecollege.

Challenge StrategiestoMitigate:

Embedcareerplanningtechnologiesinyournewstudentorientationand/orinkiosksaroundnewstudentenrollmentandadvisingoffices.

Considerthemeritsoftechnicallylinkingcareerplanningandacademicplanningtools.Anewcategoryoftechnologymergesthesepreviouslyisolatedtechnologies.

Appendix:EncouragingFacultyandStaffAdoptionofCaseManagementandEarlyAlertTools

• Today’searlyalertandcasemanagementtoolsdependonfacultyandstaffengagementandinput.

• Withoutfacultyreportingonstudentchallengesintheclassroomandwithoutnote-takingacrossadvisingandstudentservicesfunctions,thesecarenetworksceasetoprovideaholisticviewofstudentneedsandinterventionopportunities

Challenge StrategiestoMitigate:

Preparetolaunch(orre-launch)amajorcommunicationcampaign withfacultyandstaffonthemeritsofearlyalertandcasemanagementsystems.Successfulcampaignsofteninclude:

• Explanationofthe‘why’behindthereformandhowcollegeinfrastructureisbeingsetuptoeffectivelyrespondtoinformationcapturedinthesystem

• Dataontheeffectivenessoftheseinterventions,especiallydataonhowtechnology-aidedinterventionscanhelpcloseachievementgaps

• Examplesofhowcoordinationacrossstudentservicesandfacultyhelpedaspecificstudentatthecollege

• Strategiesforclosingtheloopwithfacultyandstaff,andongoingevidencethatthesesystemsareeliminatinginequitiesratherthandeepeningthem

Documents

San Diego and Imperial Counties Student Success Technology ...myworkforceconnection.org/wp-content/uploads/2018/... · faculty continually add to each student’s profile such that