Strategies for an Economic Downturn

Learn effective strategies for making data driven decisions to keep your operations afloat during tough economic times

Presenters

Laurie Radke, DeanCorporate Training & Economic DevelopmentNortheast Wisconsin Technical College 920-498-6995Laurie.radke@nwtc.edu

Charlene Templeton, Executive DirectorCommunity and Professional ProgramsAnne Arundel Community College410-777-2662ctempleton@aacc.edu

Presenter

Charlene TempletonExecutive DirectorCommunity and Professional

ProgramsAnne Arundel Community College

What is Data-Driven Decision-Making?

• Use of data and relevant background information, to inform decisions related to planning and implementing program strategies at all levels of the institution.

• “Achieving the Dream”

Why is Data-Driven Decision-Making Important?

• Research shows that if planning is based on assessment information relevant to the desired courses/programs you want to offer, the probability is increased that they will meet financial and FTE goals.

• Meet student needs

Going From “if you build it they will come” to Making Informed Decisions• Data-driven decision making is a relatively recent idea

that has emerged in the last 10-15 years in response to the perceived lack of informed decisions due to:– Most institutions rely on a transaction processing

system as the primary platform to support their needs for information and analysis

– Many institutions use advanced applications of academic analytics most frequently in student services and least frequently in grants and continuing education management

– Use of analytics varies in functional area– Data was experiential

Reasons to Implement Data-Driven Decision-Making• College administrators and legislators demand for

evidence based results• Quality improvements in all current reporting information• Increased awareness of financial/programming

information• Staff is being held more accountable for making sound

business decisions.• Consider information about the demographic and

instructional variables that influence programs • Identifying trends, cycles and seasonability in time• Ability to understand the economic/business landscape

and respond to it

Choices of Technology Platforms• Level 1 – Transactional system• Level 2 – Operational data storage in

conjunction with an extract, transform and load tool – queries

• Level 3 – Enterprise data warehouse and/or multiple data marts used in conjunction with an load tool, online analytical processing tools or executive dashboard.

Process For Making Data-Driven Decisions

Anne Arundel Community College’s Operations Staff

• Processed 62,000 + registrations• Section maintenance of 12,000 +

sections• 5,000 + room assignments• Generated 7,500 + student evaluation

packets• Generated 4,500 + faculty contracts• Responded to over 35,000 telephone

calls

AACC Noncredit Enrollment

FY 2008 FY 2009

AACC Weekly Enrollment Report

0.59180.85

34.73.77

52.5917.77

1140.060.0832.5

417.6524.7918.7120.04

84.821.76010.3600.020

75.4753.68

4.47124.33

66.07115.81

531.6730.9418.89

352.820

158.153573.36

0.37123.8

28.682.5848.27

22.881148.33

090.96

409.5122.5219.4619.58

82.865.240.022.130.100.34

78.259.69

10.86115.44

77.3496.33

604.3223.0517.06

352.540.54

143.433606.43

0.00 500.00 1000.00 1500.00 2000.00 2500.00 3000.00 3500.00 4000.00

Women

TEPD

Technology

Seniors

OCO

NG

LLY

HCAT

FON

EXTL

ESL

CWSO

CCT

Correctional

CNS

Center on Aging

FY08 & FY09 Comparison Totals

AACC CE Eligible FTE - FY2009/2008 Comparison

5/4/2009

5/5/2008

AACC Weekly Dashboard

Indicator FY 2009:Q1 FY 2009:Q2 FY 2009:Q3 FY 2009:Q4 Total2010

BenchmarkFunded Productivity FY 09 to Date Goal

5. Online Class Enrollment Non-Credit Eligible FTE 3606.43 3,819b. Noncredit 387 210 343 218 1,158 1,750 Credit OE FTE (HRM & EDU) 320.33 313

24. Workforce DevelopmentCAPS Contract Credit (HRM & EDU) 16.13 20

a. Headcount 6,366 5,593 5,747 17,706 18,736 Total 3942.89 4,152b. Enrollment 11,079 9,352 10,021 30,452 42,169

25. Licensure or CertificationNon Funded/Funded Elsewhere Productivity

FY 09 to Date Goal

a. Headcount 784 886 507 2,177 4,661 Non-Credit Non-Eligible FTE 357.6 520.0b. Enrollment 920 1,057 618 2,595 6,644 CWS Contract Credit 70 60.0

26. Number of business organizations provided contract training (provided by K. McArthur from FY07 data) CAPS Contract Credit (OCC) 22.96 12.046 27 20 93 98 Total 450.56 592.0

27. Contract Training (Cheryl and IR)a. Headcount 9,981 18,200b. Enrollment 19,785 40,541

28. Employer satisfaction with contract training (%) (provided by CWS)Very satisfied 69% 71.4% 95%

Satisfied 31% 28.6%Neutral 0% 0.0%

Dissatisfied 0% 0.0%Very Dissatisfied 0% 0.0%

29. Noncredit community service and LLL courses (General Education)a. Headcount 4,986 4,990 5,307 15,283 15,632b. Enrollment 8,474 9,545 9,825 27,844 39,075

30. Basic Skillsa. Headcount 1,757 1,134 1,645 4,536 4,960b. Enrollment 2,425 1,134 2,070 5,629 7,993

MHEC Indicators Enrollment Summary

AACC Continuing Education Workforce Development Dashboard Summary FY 2009Week of May 4, 2009

Resources• Economic Modeling Specialist Inc.

http://www.economicmodeling.com/• Official websites for your state

http://www.maryland.gov• Data Mining

http://www.statisticsjobs.com/http://www.SASjobs.com

• NCCET http://www.nccet.org/

• League of Innovationhttp://www.league.org/index.cfm

• Websites - Listings in other community college catalogues

Presenter

Laurie Radke, DeanCorporate Training & Economic

DevelopmentNortheast Wisconsin Technical College 920-498-6995Laurie.radke@nwtc.edu

Data Beyond Delivery

• Data is critical when making decisions related to infrastructure and process

• Growth and sustainability is expected

But We Are In A Recession

• Did you know historically the most innovative time for the United States was during the Great Depression

• Think, create and innovate

Operational Challenges

• Decreased Budget• Reduced Staffing• Increased demand for services• Skilled worker shortage• Decrease in traditional revenue

streams

When the data tells you to build capacity and you don’t have $$$• Become “Lean” – to increase

capacity to serve more with the same– Lean Office

• Maintain a continuous improvement model

• Build Strategic partnerships

Continuous Improvement

• Three Key Objectives– 1. Identify waste and variation in your

process– 2. Apply tools to reduce and/or

eliminate waste and variation

– 3. Make your process flow

Lean/Six Sigma

• Define Lean- A systematic approach to identify and eliminate waste (non-value added activities) through continuous improvement.

• Define Six Sigma- is an organized approach to continually improve the performance of a process by discovering the causes of variation

Characteristics of Six Sigma

• Data and measurement based• Uses wide range of statistical tools

and root cause analysis skills• Uses wide range of project

management skills• Follows a disciplined series of steps• Team oriented

Partnerships

• Data indentifies customer need• Required to build content and

capacity without budget or staff• Partnership and collaborate• Develop MOU with outside vendor

– CrossRoads- simulated driving – Optima – Lean consulting– Ed2go

Questions and Answers

Presenters

Laurie Radke, DeanCorporate Training & Economic DevelopmentNortheast Wisconsin Technical College 920-498-6995Laurie.radke@nwtc.edu

Charlene Templeton, Executive DirectorCommunity and Professional ProgramsAnne Arundel Community College410-777-2662ctempleton@aacc.edu