roi webcast series · 2020. 8. 19. · roi webcast series unit-level roi: ... $20 $40 $60 $80 $100...

ROI Webcast Series

Unit-Level ROI:

Increase the Impact of Strategic Resource Allocation – With COVID-19 In Mind

June 11, 2020 1:00-2:15 pm EST

2

Your presenters for this webcast

Ken KaiserVice President, CFO, and Treasurer,

Temple University

Paul FrigaClinical Associate Professor UNC CH, Co-

founder of ABC Insights

Randy GentzlerVice President for Business and Finance

and Treasurer, Loyola University

Maryland

Laura HubbardVice President for Finance and

Administration, the University at Buffalo

Measuring Balancing Driving

Tremendous pressure for change in higher education – before and after Coronavirus and potential recession

• Investment in facilities, and services to attract top students, faculty and staff

• Investment in research infrastructure to support top faculty

• State and Federal laws

• Title IX

• Research Administration

• Facilities and Athletics

• Continued cuts in state appropriations

• Nascent limitations on increasing tuition

• Declining projections in traditional students

Demand-Side Pressures Revenue PressuresRaising Regulatory

Compliance

BUDGET AND COST MANAGEMENT

3

COVID-19 AND LOOMING RECESSION WILL DRIVE GREAT NEEDS FOR EFFICIENCIES

Source: The Time Is Right For Higher Education To Embrace Benchmarking (Beisser, S; Friga, P; Krasnov, J.; Phillips, M.) Measuring Balancing Driving

The ABC Insights Framework for ROI in Higher Education

4

Efficiency Effectiveness

Grow Resources

Increase Academic Program Returns

Optimize Administrative Spend

Improve Faculty Productivity

Increase Employee Performance

Drive Student Success

ABC Insights® ROI = More efficient and effective universities will result in higher returns for investment

Source: www.abc-insights.comMeasuring Balancing Driving

http://www.abc-insights.com/

5

Explore and prioritize administrative efficiency initiatives per the ABC Insights ROI Framework

Optimize Administrative Spend

Assess level of investment vs strategy

0

1

2

3

4

5

6

7

8

9

10

0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0

Low High

Hig

hLo

w

Po

ten

tial Im

pact

Level of Effort

ABC Insights ROI Framework Analysis Of Potential Initiatives – University of XYZ

Chart Key

Size of Bubble: Level of FTEs

Consolidate Purchasing

Cut Staff

Re-engineer Processes

Outsource

Centralize/Shared Services

Modernize Technologies

Merge Multiple Locations

Increase Spans of Control

Decrease Energy Use

Manage Debt

Source: www.abc-insights.comMeasuring Balancing Driving


Agenda


Within a School

Comparing Schools

The AIM Ratio

Measuring Efficiency at the Unit-Level at Buffalo

Balancing Efficiency and Effectiveness at Temple

6

Prioritization

Effectiveness

Efficiency

Driving Return on Investment During COVID-19

ROI Framework

Perspectives

Scenarios

Agenda


Within a School

Comparing Schools

The AIM Ratio



7

Prioritization

Effectiveness

Efficiency


ROI Framework

Perspectives

Scenarios

ABC Insights helps to improve the efficiency and effectiveness of higher education

Our Vision: Become the trusted partner and thought leader for analytics, benchmarking, and insights in higher education

Our Mission: Improve sustainability of higher education by helping universities become more efficient and effective


Administrative expenses are divided into 9 categories – “SAM” or Standard Activities Model

Implementation Cycle


The first step is to calculate your University’s Administrative Intensity Measure (AIM)

FY18

$441,325,273

of total spend analyzed from

the FY18 data file

$156,931,552

mapped into ABC’s Standard

Activity Model (SAM) –

Administrative Spend

35.6%

Measuring Balancing Driving 10

Take a deeper look at administrative spending investments

FY19

$507,620,701

Total Cash Compensation - All W2 Employees

Total Labor Spend in FY19 Data File

FY17

Total Cash Compensation - All W2 Employees

Total Labor Spend in FY17 Data File

$416,750,853


We noted that the administrative spending has gone up

$416.75 M

$441.33 M

$507.62 M

$143.07 M$156.93 M

$189.15 M

$0.00

$100.00

$200.00

$300.00

$400.00

$500.00

FY17 FY18 FY19

Rese

arc

h A

dm

in S

AM

Sp

en

d

Millio

ns

Total Labor Spend

Total Labor Spend vs. SAM Spend FY17 AIM FY18 AIM FY19 AIM

34.3% 36.6% 37.3%

SpendCompound Annual

Growth Rate (CAGR)

Total Labor

Spend10.4%

SAM spend 15.0%


9,826

7,355

3,983

1,674791 908

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

School A School B School C School D School E School F

We looked to analyze schools – starting with enrollments

FY19 total fall enrollment* by UB school/college

Measuring Balancing Driving*Student numbers from UB Institutional Analysis 13

And by administrative spending

$12.53

$8.19$6.84

$3.04$1.80 $2.18

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

$14.0


Millio

ns


Total SAM spend in colleges/schools

$1,276$1,110

$1,716 $1,818

$2,279 $2,402

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000


And also by administrative spending per student


SAM spend in colleges/schools per student*

$209.9$278.7

$692.2

$318.8

$173.7

$421.7

$0

$100

$200

$300

$400

$500

$600

$700

$800


FY19 Student Services spend per student in academic units


Student Services spend in academic units per student*

$93.5$118.2

$186.3

$86.9$100.6

$131.4

$0

$20

$40

$60

$80

$100

$120

$140

$160

$180

$200


FY19 Academic Advising spend per student in academic units


Academic Advising spend in academic units per student*

MemberUS News Top Public

rankOpEx Employees (IPEDS)

Student Fall Headcount (IPEDS)

Research Expense

University at Buffalo 31 (tie) $1.1B 5.5K 30.6K $280.5M

Auburn University 44 (tie) $1B 7.0K 29.8K $107.1M

Florida State University 18 (tie) $1.2B 7.0K 41.4K $173.5M

Miami University of Ohio 39 (tie) $590.2M 4.3K 24.4K $13.3M

Temple University 44 (tie) $1.2B 9.0K 40.0K $198M

University of California Davis 11 $1.4B 13.4K 37.4K $541.2M

University of Colorado - Boulder 44 (tie) $1.6B 9.2K 35.3K $463.5M

University of Delaware 39 (tie) $934.3M 4.7K 23.8K $145.4M

University of Massachusetts Amherst 24 (tie) $1.1B 6.0K 30.3K $139.1M

University of North Carolina - Chapel Hill 5 (tie) $3B 13.9K 29.9K $824.1M

University of Oregon 44 (tie) $913.6M 5.1K 22.9K $76.1M

University of Wisconsin 13 $2.5B 16.8K 43.0K $808.1M

Virginia Tech 30 $1.4B 8.3K 34.6K $311.9M

US News Top Public Schools rankings benchmark set


19,910 19,665 19,067

13,01211,640

10,456 9,800 9,704

6,2774,410

0

5,000

10,000

15,000

20,000

Benchmark 1 Benchmark 2 Benchmark 3 Benchmark 4 Benchmark 5 Benchmark 6 UB Benchmark 7 Benchmark 8 Benchmark 9

FY18 School A benchmarks’ enrollment

Measuring Balancing Driving*Student Fall FY18 enrollment based on individual university’s institutional research 19

Fall 2018 School A total enrollment*

Total SAM spend per student at benchmark School A

$2,868

$1,699 $1,697$1,538 $1,530

$1,111 $957 $944 $922$724

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

Benchmark

8

Benchmark

1

Benchmark

4

Benchmark

3

Benchmark

7

U Buffalo Benchmark

2

Benchmark

9

Benchmark

5

Benchmark

6

Measuring Balancing Driving*Student Fall FY18 enrollment based on individual university’s institutional research 20

Total SAM spend per student at benchmark School A

FY18 Benchmark Avg: $1430.91

$331

$189 $176 $172$153

$128$88

$63$38 $33

$0

$50

$100

$150

$200

$250

$300

$350

Benchmark 4Benchmark 8Benchmark 1Benchmark 3Benchmark 2Benchmark 7 U Buffalo Benchmark 9Benchmark 5Benchmark 6

Academic Advising spend per student in School A – possibly underinvesting?

*Student Fall FY18 enrollment based on individual university’s institutional research

FY18 Benchmark Avg: $142.49


Academic Advising spend in academic units per student*

Summary Observations for increasing ROI at the Unit Level – Buffalo


Start with measuring desired outcomes and

then gather relevant benchmarking data to

assess areas of over or under-investment

Strategically examine all administrative positions

and classify them as to unique nature (e.g.

“Strategic,” ”Core,” or “Currently Utilized”)

Change resource allocations accordingly based on data from processes listed above.

Agenda

Balancing Driving

Within a School

Comparing Schools

The AIM Ratio



23

Prioritization

Effectiveness

Efficiency

Measuring


ROI Framework

Perspectives

Scenarios

24

We set out to improve administrative operational efficiency and effectiveness

• ABC drafted survey with questions aimed at assessing levels of customer satisfaction across SAM activities

• Both quantitative and qualitative questions were incorporated

• ABC and Temple Staff tested the survey for clarity and instrument utility

• Temple emailed the survey to a sample size of alumni and all full-time faculty and staff

• Using Qualtrics as the instrument, 2,700 survey responses were captured over a two-week period

• Data was then exported from Qualtrics for analysis

• Quantitative data was averaged to assess numerical ranking of satisfaction

• Qualitative comments were individually analyzed, with key insights ascertained from the first hundred responses

• Key insights were then assigned to subsequent comments and summed to capture the frequency

Survey Creation Data Collection Content Coding

Balancing DrivingMeasuring

25

The survey yielded 2,716 quality responses

*Response times in excess of 35 minutes were considered outliers and excluded from the average

Respondents by Type

Staffn=1,777

Facultyn=709

Alumni n=230

58% of respondents chose to identify school or unit

Staff: *7.6 minutes average completion; 44% did not finish the survey

Faculty: *7 minutes average completion; 32% did not finish the survey

Alumni: *2.4 minutes average completion; 78% did not finish the

survey


26

Overall responses across decentral categories are positive

3.8 3.5

3.9

3.83.9

3.7

4.2

3.7

4

1

1.5

2

2.5

3

3.5

4

4.5

5

Good

Fair

Poor

Very Poor

Very Good

4

3

2

1

5

Scale Used

Average of 3.8

Balancing DrivingMeasuringSource: Temple Survey, n=2,716

27

Overall responses across central categories are even higher

4 4 43.9

4

4.5 4.2

3.8 3.9

1

1.5

2

2.5

3

3.5

4

4.5

5

Average of 4

Balancing DrivingMeasuringSource: Temple Survey, n=2,716

Good

Fair

Poor

Very Poor

Very Good

4

3

2

1

5

Scale Used

28

We derived actionable feedback for improvements

“Cleared communication, instruction or how to advance, within wage ranges

and grades.”

“Better communication between groups. Work as One Temple, not

individual units.”

“There needs to be an intensive customer service training with special attention to how to talk to people and

what an appropriate response time is. I experience none of these issues with

Payroll and HR functions.”

Respondents want an

increase in two-way

communication with

leadership & other

units

Many respondents felt as

though increasing

training and

development of staff

would benefit the

university overall

Increasing transparency

surrounding policies at

Temple, recruitment of

new employees and

issues that arise, was

advised

Some respondents felt

that they were currently

lacking in sufficient

information about

Temple processes and

practices

81

4119 21

28

12

15 7

3

4

11

0

20

40

60

80

100

120

Communicate More More Training at

Temple

Increase Transparency Disseminate

Information

Top Survey Responses

Alumni

Faculty

StaffOf all respondents

emphasized increasing

communication as a key to

improvement

17%

1 2 3 4


1

1.5

2

2.5

3

3.5

4

4.5

5

-0.5-0.4-0.3-0.2-0.10.00.10.20.30.40.5

29

ABC Human Capital Matrix (Template)

Analysis Factor

• Communication: Total Headcount

• Development: Funds Raised

• Facilities: Square Feet Cleaned

• Finance: Total Employee Headcount

• General Admin: Total Headcount

• HR: Total Employee Headcount

• Information Technology: Total Headcount

• Research Admin: Total Research Awards

• Student Services: Total Student FTE

Streamline Showcase

InvestReimagine

Cam

pu

s C

ust

om

er

Sati

sfact

ion

(h

igh

er

= g

reate

r sa

tisf

act

ion

)

Administrative Labor Investment per Analysis Factor (relative to peers)

HIGH LOW

HIG

HLO

W


Bubble sizeTotal Administrative Labor Investment (cash

compensation only)

1

1.5

2

2.5

3

3.5

4

4.5

5

-100%-50%0%50%100%150%200%

30

ABC Human Capital Matrix (5.0 Scale)

Streamline Showcase

InvestReimagine

Cam

pu

s C

ust

om

er

Sati

sfact

ion

(h

igh

er

= g

reate

r sa

tisf

act

ion

)


HIGH LOW

HIG

HLO

W

Development

Finance (smaller)

Comm

Research Admin

HR

General Admin

Facilities Student Services IT


Analysis Factor











compensation only)

3.4

3.5

3.6

3.7

3.8

3.9

4

4.1

4.2

4.3

4.4

-100%-50%0%50%100%150%200%

31

ABC Human Capital Matrix (Narrow Band)

Streamline Showcase

InvestReimagine

Cam

pu

s C

ust

om

er

Sati

sfact

ion

(h

igh

er

= g

reate

r sa

tisf

act

ion

)


HIGH LOW

HIG

HLO

W

Development

Finance (smaller)

Comm

Research Admin

HR

General Admin

Facilities

Student Services

IT


Analysis Factor











compensation only)

Summary Observations for increasing ROI at the Unit Level – Temple

32

Start with and continually evaluate spend

against benchmarks to discover efficiency

opportunities.

Equally important is to find a way to measure

effectiveness of administrative services from the

perspective of faculty and staff

All part of effort for continuous improvement that we take from both a central and decentral approach


Agenda

Driving

Within a School

Comparing Schools

The AIM Ratio




33

Prioritization

Effectiveness

Efficiency

ROI Framework

Perspectives

Scenarios

Measuring Balancing

34

Higher education is under a dramatic transformation period

COVID-19 Scenario Matrix

DrivingMeasuring BalancingSource: Under Covid-19, University Budgets Like We’ve Never Seen Before; Friga, Paul N. The Chronicle of Higher Education

3. New Normal• Cut expenses or draw endowment/debt 2-5%

of operating expenses

• Stabilize campus and pursue major growth

• Moderate changes to academic programs –

focus on administrative efficiencies

4. Constrained• Cut expenses or draw endowment/debt 10-

25% of operating expenses

• Stabilize campus and selective growth

• Major changes to administrative and academic

programs and processes

1. Unchartered• Cut expenses or draw endowment/debt 25-


• Expand online offerings through partnerships

• Consider major changes to programs and/or

closure

2. Transition• Cut expenses or draw endowment/debt 5-


• Invest in online offerings

• Look for revenue generation opportunities

Location Virtual

Location On-campus

Net Negative Revenue Impact

Minor

Net Negative Revenue Impact

Major

33%

10%

21%

9%

5%

52%

7%

52%

AAC&U Presidents

ABC Insights CFOs

Presidents and CFOs believe the impact will be significant on their respective campuses

Presidents Say

"I worry about cuts in state and county funding. … I worry that I won't have the

workforce resources to help lead the economic recovery."

"Beyond the well-being of our students and staff, which comes first, I am worried about the lack of sufficient relief for higher education from state and federal

governments."

"Sharply declining revenue due to loss of paying students and a new ‘free college’

program in our state."

"All income streams are under stress — tuition, development, endowment."

CFOs Say

“State subsidy will be reduced, auxiliary funds will be reduced due to lack of

events, athletics impacted negatively."

“We are expecting 25% cuts in State support as well as enrollment impacts.”

“Lost revenue is the main issue and the need to maintain physical infrastructure

without revenue”

“Out of state revenues account for [a majority] of our revenue.”

10%

33%

29%

19%

5% 5%

9%

21%

40%

12%11%

7%

0-4.9% 5-9.9% 10-14.9% 15-19.9% 20-24.9% 25%+

Expected Potential Decreases to Revenuein FY21

AAC&U Presidents

ABC Insights CFOs

35DrivingMeasuring Balancing

Source: ABC Insights Internal Analysis; Paul Friga, Chronicle of

Higher Education; ABC Insights AAC&U Survey of Presidents, April

1, 2020 n=142; ABC Insights Survey of CFOs n=21

Presidents and CFOs are generally aligned about potential actions to mitigate financial impact, with a few exceptions (1/2)

62%

86%

68%

29%33%

75%72%

55%

40%

13%

Hunker Down Layoff Staff Across the Board Cuts Cut R&D Cut IT

AAC&U Presidents

ABC Insights CFOs

Future Considerations in Dealing With COVID-19





37

Presidents and CFOs are generally aligned about potential actions to mitigate financial impact, with a few exceptions (2/2)

100%

Reengineering Operational Process

Providing Room & Board Refunds

Freezing Hiring Implementing Furloughs

Laying Off Staff

Increasing Part-time Faculty

Increasing Non-tenure Faculty

Drawing Down Endowment Principle

Cutting Benefits Providing Tuition Refunds

How Many Participants Anticipate Taking the Following Actions

96%

ABC Insights AAC&U

100% 85%

ABC Insights AAC&U

95% 83%

ABC Insights AAC&U

90% 57%

ABC Insights AAC&U

85% 55%

ABC Insights AAC&U

20% 30%

ABC Insights AAC&U

20% 28%

ABC Insights AAC&U

19% 27%

ABC Insights AAC&U

45% 21%

ABC Insights AAC&U

9% 12%

ABC Insights AAC&U

Yes No

DrivingMeasuring Balancing




38

Campus leaders plan cuts to administration and academics, with an emphasis on the former

0%

59%

41%

1%

86%

13%

None Some Significantly

How Significantly Participants Anticipate Cutting Academic

Programs in FY21

14%

86%

0%

50% 48%

2%

None Some Significantly

How Significantly Participants Anticipate Cutting Administrative Costs in FY21

AAC&U Presidents

ABC Insights CFOs



1, 2020 n=142; ABC Insights Survey of CFOs n=21DrivingMeasuring Balancing

Finance Budget

Department Support

Fundraising

Custodial

ELR

Academic Advising

Development Other

HR Class …

Facilities Capital

Planning

Research …

0

2

4

6

8

10

12

1.01.11.21.31.41.51.61.71.81.92.0

The ABC Insights Efficiency Study identifies areas for administrative opportunities

ABC normalizes FTE by relevant analysis

factor for each sub-activity

ABC quantifies the potential savings in dollars

using university’s average salary per FTE for the

sub-activity

ABC calculates the total FTE that would be

reduced if the benchmark’s average FTE per

analysis factor was reached

ABC calculates the percent difference if FTE per

analysis factor is higher than benchmark average

Methodology

Annual Spend is cash compensation (no benefits) for each

activity and sub-activity; Comparable Efficiency Percent is

calculated on a normalized FTE basis (analysis factors vary

by activity and sub-activity), Size of bubble is approximate

efficiency opportunity in dollars

Low High

Hig

hLo

w

Po

ten

tial Im

pact

Level of Effort

ABC Insights ROI Framework Potential Opportunity– University of XYZ $1B

Total Opportunity across 32 institutions

$29MAverage opportunity

per institution


40

ABC Insights drives to efficiency and effectiveness

Efficiency Effectiveness

Grow ResourcesIncrease enrollments and revenue

Increase Academic Program ReturnsRationalize academic offerings based upon demand

Optimize Administrative SpendAssess level of investment vs strategy

Improve Faculty ProductivityTeaching and research

Increase Employee PerformanceRecruit, train, evaluate, develop, and reward

Drive Student SuccessIncrease retention, graduation, and earnings

ABC Insights ROI = More efficient and effective universities will result in higher returns for investment

Source: ABC Insights – www.abc-insights.com DrivingMeasuring Balancing


41

Looking forward – 2021 and Beyond


• Smaller universities?

• Leaner/restructured administrative operations?

• Restructured governance?

• New ways of/metrics for measuring ROI?

• Broader use of data in decision-making?

• Increased collaboration between centralized and decentralized units?

• Identifying resources for strategic reinvestment?

Covid-19 Related Articles (click here for actual articles and slides, and below for Chronicle online link)

• Scenario Planning for Coronavirus (March, 2020)

• The Great Recession Was Bad for Higher Education. Coronavirus Could Be Worse (March, 2020)

• The Hard Choices Presidents Will Have to Make (April, 2020)

• How to Steer Your Campus Through a Recession (April, 2020

• Under COVID-19, university budgets like we’ve never seen before (April, 2020)

• How Congress can save colleges (April, 2020)

• How to Address the Elephant in the Room: Academic Costs (May, 2020)

• Why Colleges Should Plan for an Exclusively Online Fall (May, 2020)

• This Is an Existential Time for Higher Ed: An Interview with Gordon Gee (June, 2020)

• Will College Athletics Survive? Should They? (June, 2020)

42

COVID-19 response to date (suggested pre-reading/skimming)

Virtual Forum Series Part 1 (click link for recording)

• Why Coronavirus will change higher ed more than the great recession

• What a college should NOT do during a recession

• Preparing your budget with Coronavirus in mind

• Optimizing academic programming in the post Coronavirus era


Virtual Forum Series Part 2 (click link for recording)

• Strategic HR – Critical During a Crisis

• How Online Education Can Save Higher Ed

• Change Management in Higher Education

• A Strategic and Financial Look at Collegiate Athletics In 2020 and Beyond

https://abc-insights.com/covid19-resources/


https://www.chronicle.com/article/The-Great-Recession-Was-Bad/248317

https://www.chronicle.com/article/The-Hard-Choices-Presidents/248423

https://www.chronicle.com/article/How-to-Steer-Your-Campus/248439

https://www.chronicle.com/article/Under-Covid-19-University/248574

https://www.chronicle.com/article/How-Congress-Can-Save-Colleges/248608

https://www.chronicle.com/article/How-to-Address-the-Elephant-in/248692

https://www.chronicle.com/article/Why-Colleges-Should-Plan-for/248869

https://www.chronicle.com/article/This-Is-an-Existential-Time/248907

https://www.chronicle.com/article/Will-College-Athletics/248956

https://zoom.us/webinar/register/rec/WN_m_SmmE5zR--ezdP-BIu2Bw?meetingId=3cNxcerZ1lJIQavItx_WZKkRT7breaa81SUZ_PoOnk2_LDBLa9_4z19dKzkzrXss&playId=&action=play&_x_zm_rtaid=aqHhWwX2QmqnkzjHfzOh4A.1588868090035.df6279495cef22b97e259f449bdd38ce&_x_zm_rhtaid=818

https://zoom.us/webinar/register/WN_joy1iA21QzKxh_6cwQ-6BA?mkt_tok=eyJpIjoiTkRsbVpqaG1NVFJoTVdGaSIsInQiOiJvV2RFSzhjQ2lYQzFNWEtJK0hkc0UwSFZVNXc0UkhcL3hYVnl0NUhHdlBLcEZDa2VZNWdzZEFxY25GM1M2RjRnXC9KbTVcL1ZpQXRYaEhNcHphOXRVaWgwOHUrdjhOR25SeG1tMlUrYWVNWVlcLzB1NHpNejlIa3owSHRZMWcxK1hSOUEifQ%3D%3D

https://zoom.us/webinar/register/WN_6dtXSb0kQvWdXy4Rl51qhQ?mkt_tok=eyJpIjoiTldaaFl6VTBNVGMwT1RnMyIsInQiOiJDWHhKSnlpcGNrR0RYalgxK05qNEpzQ2ZzaitWU2w1OFZqTFpqWHBqXC9KcTlNcnhjVVQwS1QzTEU4ek1UNjZIa2RzOTZyQlJyUlZZZllsZ2ZoU094M1MwYWY3VzR5YzFpeGFId1Y5ZjhkOGRoZ3l0VHo2bFRyWnNTelZqeCtvVkEifQ%3D%3D


https://zoom.us/webinar/register/WN_ETwuh-j4SMO0DzoJwKsLHg?mkt_tok=eyJpIjoiWkdGaE5EYzBOemMzT0RJeiIsInQiOiJFYlZVdFwvTVwvT0JNVGx2VWpGTmpTYVg4MEh2cWVhZHNVZTdVOVwvUWgwMDVxekJVU3NFT3V0djIxYUVlMUxiT3ZDV3dNbFdTUFZoSm02S0ZUOGVVUDM5Vk9heTZHZjZENmdHRjdxWWlub3lCY21wQk4rbzZoNnl1b2h2YUx2VUZ2NyJ9


https://zoom.us/webinar/register/WN_tiKBUiRnTWKb5z-C-jiFkg?mkt_tok=eyJpIjoiWldOaU1tTmlZVGN4TTJKaiIsInQiOiI3YkxhNmJhbmJBS0dSVmtVWWNiRVUxU1NOZThEMnFYUWtZYnV1U1wvTVRcL0tnQ1I5ajhTNEJhN1Zucm5rdXNOQXFFZFpKMnVPSWlwbjN3UUs4dVFDSis0XC9Wck1McTA3Zk5DWmZaUG1XOGduXC82XC94c3ROOFQ1bW5PN1p0WWY3Q2lcLyJ9


43

Agenda

Within a School

Comparing Schools

The AIM Ratio



Prioritization

Effectiveness

Efficiency


ROI Framework

Perspectives

Scenarios


roi webcast series · 2020. 8. 19. · roi webcast series unit-level roi: ... $20 $40 $60 $80 $100...

Documents