President and CEO, Achieving the Dream Karen Stout Data Drives Destiny

President and CEO, Achieving the Dream

Karen Stout

Data Drives Destiny

Copyright © 2015, SAS Institute Inc. All rights reserved.

“We need to have information coursing through our systems, disturbing the peace, imbuing everything it touches with new life. We need, therefore, to develop new approaches to information---not management but encouragement, not control but genesis.”

Margaret Wheatley

2014 NETWORK SURVEY RESULTS

“In order to lead, a community college president needs a

narrative & numbersnarrative & numbers.ATD has provided

bothboth.”- An Arkansas College in the

Network since 2007


ACHIEVING THE DREAM

FIVE PRINCIPLES

Committed Leadership

Use of Evidence to Improve Programs

and Services

Broad Engagement

Systemic Institutional

Improvement

Equity

INGREDIENTS CULTURE OF EVIDENCE

10+ YEARS OF ACHIEVING THE DREAM

2004 - 2010 2010 - 20142010 - 2014 2014 - 20192014 - 2019

Achieving the Dream was conceived as a national initiative conceived as a national initiative by a visionary group of partners

and investors, led by Lumina Foundation

With support from its partners, investors, and Network, Achieving the

Dream became an independent national independent national

nonprofit organization nonprofit organization in

Achieving the Dream is moving forward to leverage the lessons leverage the lessons learnedlearned over its first 10 years with the goal goal of catalyzing systemic of catalyzing systemic institutional changeinstitutional change at all its colleges

ATD’s reach has expanded to over 200 colleges across 35 over 200 colleges across 35 states and the District of Columbiastates and the District of Columbia

Together, we changed the conversationchanged the conversation from valuing student access to higher education to prizing access and success for all access and success for all studentsstudents

STUDENT SUCCESS ATD BY THE NUMBERS

•


“ATD has changed community colleges in

a way that will neverneverbe the samebe the same.”

-A Washington College inthe Network since 2006


#1 CHANGE OBSERVED ON CAMPUS






THE DEGREE IN WHICH COLLEGES PARTICIPATION IN THE ATD NETWORK HAS TRANSFORMED APPROACH TO HELPING STUDENTS SUCCEED

00 11 22 33 44 55 66 77..44 88 99 1010

INSTITUTIONAL CAPACITY

FRAMEWORK(R)EVOLUTION

INSTITUTIONAL CAPACITY ASSESSMENT TOOL

STUDENT SUCCESS

What We Know

and

What We Don’t Know

THE CHALLENGE

“No bird soars in

a calm.”

---Wilbur Wright

“A bird when soaring does not seem to alternatively rise and fall as some observers thought. Any rising or falling is irregular and seems to be disturbances of fore-and-aft equilibrium produced by gusts. In light winds the birds seem to rise constantly without any downward turns.”

---Page 54, The Wright Brothers

ATD NETWORK DATA IMPROVING STUDENT OUTCOMES TAKES TIME

Perhaps we know more about the WHAT thanwe want to admit and we needhelp with the HOW and the WHO.

“Our learning lies in the telling of our stories.”

---David Price, Open: How we will work, live and learn in the future

WHAT DO WE KNOW?

WHAT WE KNOW CONNECTION, SCALE, CUSTOMIZED, DESIGN

• Interventions that are not connected and scaled

are not yielding strong returns • New generation of developmental reform to

connected, customized and accelerated rather

than as stand alone pre-requisite• Entry to transition systems must be redesigned

WHAT WE KNOW EQUITY, LEADERSHIP, CONNECTION

• Equity-minded design is essential and must be

intentional and comprehensive • Leadership matters• We must find new ways to be part of a larger

connected and dynamic system

WHAT WE KNOW GUIDED PATHWAYS

• Our “cafeteria” approach

must move to one with

meta majors and fewer

program choices with

aligned courses and

strategically placed and

custom designed

academic and non-

academic supports

WHAT WE KNOW

Our decade of small experiments with

incremental outcomes

suggests that we must

be willing to transform our structures,

more proactively.

SSI STUDENT SUCCESS INVENTORY

WHAT WE DON’T KNOW

• What non-academic supports are required at

what times for what students?• What blend of academic and non-academic

supports make a difference for what students?• How do we secure significant gains for the most

underprepared students?

WHAT WE DON’T KNOW

How can we support colleges in designing colleges for whole transformation?

How do we support faculty and build deep engagement?Innovation needs to be “caught” not imposed.

How do we design our colleges to be fully equity minded?

How do we ensure that our colleges are adequately funded to place a focus

on student success (fear of enrollment loss)?

How do our colleges work through the tensions associated with the necessary

reallocation of dollars to support this work?

THE HOW

Applicant receives packet

Communications Management

(CRM)

New Student Registration Session

Portal, WebAdvisor, Starfish, SEP,

Email, Blackboard

Communication to accepted students

CROA reports and Outlook (CRM)

Placement Testing

Accuplacer & virtual proctoring

Recruitment –Prospect – Applicant

(CRM)

Educational Planning

Student Educational Planning (SEP)

Focus 2 Montco Money

PA TRAC

Holistic Evaluation

Image Now (Transcript

Capture/Evaluation)

2nd Semester & Beyond

Student Success Network

SEP, Starfish (Advisor/Student

Dashboards)

New Student Orientation

+ OrgSync

(Online Orientation Tool)

Completion, Commencement, Transfer and/or Job Placement

PA TRAC, PA Job Gateway, College Central

College Ready?

YES

NO

On-line prep Ex: Plato, My Foundations Lab

APA Citation: Stout, K. (Speaker) (2014, December 5). Rethinking Successful Pathways to Credit Coursework. Maryland Association of Community Colleges Summit on Completion. Lecture conducted from, Catonsville.

@drkastout



MATURITY OF CAPABILITY BY STAGE

• Level One: Analytically Impaired• Level Two: Localized Analytics• Level Three: Analytical Aspirations• Level Four: Analytical Institutions• Level Five: Analytical Competitors

• Davenport and Harris, Competing on Analytics

Training & Development

Planning Systems

Organizational Structure /

Architecture

THE ANATOMY OF AN ANALYTICAL CULTURE

THE BUILDING BLOCKS

Reporting & Analysis

Tool

Mission / Commitment

Analytical Ecosystem



THE BUILDING BLOCKS


Mission / Commitment

Explicit commitment to data-informed decision making

Leadership buy-in, involvement, and investment



THE BUILDING BLOCKS


Planning Systems

Deep, broad, and inclusive strategic and annual planning systems

Measureable long, medium, and short -term goals aligned with key performance indicators

Touches whole organization



THE BUILDING BLOCKS


Organizational Structure / Architecture

Values and supports IR and IT

Solid data & technology governance systems

Venue for honest faculty, staff, administrator, and student discussions



THE BUILDING BLOCKS



Provided to employees at all levels to gain prescribed level of analytical competence



THE BUILDING BLOCKS


Reporting & Analysis Tools

E.g. Kaplan and Norton’s* balanced scorecard

Shared with and easily accessed by all employees

Unit and course –based success cards to consider the “what if?”

* HBR 1992

VALUE OF EDUCATION

Documents

President and CEO, Achieving the Dream Karen Stout Data Drives Destiny