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

Texas Regional Ad Astra SummitBenchmarking, Metrics,

Comparative Metrics

Getting the most out of your resources7/09/12Presented by:

Jeff LowryVice President of Client Success

Texas Regional Ad Astra Summit

Why is this Important• Attainment Goals Require Increased Enrollments• Access Initiatives Require Increased and

Diversified Enrollmentso 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


Roadblocks• Complexity

o Space Management practices historically focus on overall utilization v. Capacity Management™

o Program capacity management requires detailed analysis of changing curriculum and student needs

• Cultureo Resistance to change, especially if the need to change can’t be

demonstrated (roll forward schedules)o Decentralized, autonomous decision-making entities (academic

departments)

o Existing reporting and analysis is usually focused on compliance v. strategic resource management


Many Believe Their Institution Is Efficient and at Full CapacityThe Perception – “We’re Full”

• Hard to Find Classrooms When Instructors Need Them

• Students Unable to Get Into the Courses They Need to Graduate on Time• No Available Space to Launch New

Programs

• Classes Are Overcrowded

• Dormitories at Capacity

• The Most Popular Majors Turn Students Away


National Data Shows Significant Excess Capacity

The Reality – Inefficiency and Underutilized Capacity

Source: Education Advisory Board interviews and analysis; Ad Astra Information Systems

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

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

Underutilized Rooms

Underutilized Instructor Resources

Wasted Credits

Students repeating the same course two or more timesStudents taking more credits than necessary for a degree

Only 26% of sections are 80-100% full


The Problem Is Not Lack of Capacity but Specific Bottlenecks

Bottlenecks Limit Efficiency and Capacity

Typical Bottlenecks

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

Degree Requirements


Enrollment Ratio by Course

Total X210 X300 X333 X341 X390 X412 X698

80%

138%

46%40%

83%75%

67%

50%

Often a Single Course Limits Enrollment for an Entire ProgramSection Bottlenecks Set Capacity

Section Enrollments for Program X

100% Section Capacity

…But a single course is oversubscribed, potentially creating a bottleneck….

….While other courses are well below capacity

Overall the program appears to have capacity to grow….


Strategy, policy and software configuration must match institutional goals and mission and be

based on data.

Applying Metrics


Common ApproachREADY – FIRE - AIM

Data Driven Decision Making

Recommended Approach

READY – AIM - FIRE


Key Focus Areas

Capacity: Analyze and address capacity bottlenecks

without compromising quality.

Efficiency: Align academic space, courses and faculty to

best serve students and the

institution.

Student Success:

Improve students’ access to

required courses to enable on-time

completion.

Texas Regional Ad Astra SummitMetrics 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 effectivenesso Student Completion Velocity (proactive graduation rate)o Required course “Addition Candidates” (courses wherein need

exceeds seats offered)o 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


Assessing the Opportunities

• Relieve Tuition Pressure• Removing Unneeded Offerings/Reduce Adjunct

Instructional Costs• Energy/Janitorial/Security Savings• Deferred Construction/Renovation Expenses


What is a Strategic Checkup?• Analysis of Historical Schedules• Report on Effectiveness of Existing Scheduling

Practiceso Space Managemento Course Offering Management

• Framework for Better, More Strategic Scheduling

• On-Site Presentation of Findings/Recommendations

• Policy Management and Enforcement Infrastructure


Course Offering Dashboards

0%20%40%60%80%

100%

Enrollment Uti-lization

Astra UMeanGoal

20%

22%

24%

26%

Balanced Course Ratio

Astra UMeanGoal

0%

5%

10%

15%

20%

25%

Addition Candidates

Astra UMeanGoal

0%5%

10%15%20%25%

Reduction Can-didates

Astra U MeanGoal Linear

(Goal)


Capacity Dashboards

30%

35%

40%

45%

50%

55%

Space Utilization

Astra UMeanGoal

40%

45%

50%

55%

60%

Prime Ratio

Astra UMeanGoal

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

18,000 20,000 22,000 24,000 26,000

Enrollment CapacityEnrollmentExisting CapacityEnrollment RatioOptimize RoomsMeeting PatternsPrime Ratio


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


Demonstrating the Opportunities

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


Benchmarking, Metrics, Comparative Metrics

Contact InformationJeff Lowry, Vice President of Client Success

Office: 913-652-4144 Email: [email protected]

Twitter: @AstraJeffwww.aais.com

mailto:[email protected]






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