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
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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.
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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