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SISLink11 - More efficient scheduling, more effective results - Sarah Collins (Ad Astra Information Systems)
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SISLink11 - More efficient scheduling, more effective results - Sarah Collins (Ad Astra Information Systems)



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  • 1. 1 More efficient scheduling. More effective results. Sarah Collins Ad Astra Information Systems Agenda • Common scheduling approaches and challenges • Business solutions for managing operational capacity, efficiency and student success • Case studies of North American colleges and universities effectively using Astra solutions • Ad Astra’s plans for launching a European office
  • 2. 2 US Higher Education Market Source: The Chronicle of Higher Education Our Clients • 490 Clients – 800+ Campuses – Serving over 3.5 million students – 60+ Clients over 25,000 student enrollment • 70% University (4 year) • 25% Community College (2 year) • 5% Proprietary (2 and 4 year)
  • 3. 3 Scheduling Approaches RegistrationModel Curriculum Model Fixed (Lock Step) Elective (Course Choice) Open (Competitive) – Class Level N/A Roll forward from last like term Open (Competitive) – Course Level Generate from scratch (optimize) N/A Prescribed (Institution Created Registrations) Generate from scratch (optimize) N/A Status Quo Approaches to Scheduling Course offerings based on instructor aspirations or guesses and misaligned with student need Class schedules rarely realigned with changing instructor resources or student demand The Common Need for all Approaches Pre-Scheduling Analysis Instructors request rooms for location or technology rather than matching room size to section size Students are not planning, causing them to register for the wrong courses in the wrong order
  • 4. 4 Institutional / Student Success Noel-Levitz Survey on Student Satisfaction Notes: generally low student satisfaction in Executive Summary and Biggest Challenges at their Institution: • 4-Year Public - #1 issue is “Inability to get the courses I need with few conflicts” • 4-Year Private - #1 issue is “Inability to get the courses I need with few conflicts” • 2-Year Community College/Technical - #1 issue - “Classes aren’t offered at times I’m available.” #2 issue - “Inability to get courses I need with few conflicts” Many Believe Their Institution Is Efficient and at Full Capacity The 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
  • 5. 5 National Data Shows Significant Excess Capacity The Reality – Inefficiency and Underutilized Capacity 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 times Students taking more credits than necessary for a degree Only 26% of sections are 80-100% full Source: Education Advisory Board interviews and analysis; Ad Astra Information Systems 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 The Problem Is Not Lack of Capacity but Specific Bottlenecks Degree Requirements
  • 6. 6 Strategy, policy and software configuration must match intuitional goals and mission and be based on data. Applying Metrics Common Approach READY – FIRE - AIM Our Approach: Data Informed Software Implementation Recommended Approach READY – AIM - FIRE
  • 7. 7 Pre-Scheduling Analysis Business Solutions Scheduling Outputs Students Academic Plans Academic History Metrics Constraints Historical Demand Academic Plans Program Demand Course Demand Pre-Scheduling Analysis Metrics Area Business Problem Metric Growth Capacity How much can we grow? How quickly can we grow? When will we run out of space? •Space Utilization •Seat Fill Rates •Standard Week •Enrollment Ratio •Balanced Course Ratio Space Bottlenecks Where are the problem areas? How do we build policy that is relevant? What kind of space to build/renovate? •Prime Time Utilization •% of Sections Scheduled in Prime Time •Utilization by Room Type •Dominant Schedule Pattern s •% of Rooms Centrally Scheduled •% of Rooms w/ Min Tech Capabilities Course/Student Demand Analysis Are we offering enough classes/seats? Are we offering the right mix of classes? •Historical Enrollment Analysis •Enrollment Trends •Predictive Program Analysis •Program Analysis •Student Plan Analysis •Addition Candidates •Reduction Candidates
  • 8. 8 0% 10% 20% 30% 40% 50% 60% Min Max Mean Goal Space Utilization (standard week) Comparative Metrics 0% 10% 20% 30% 40% 50% 60% Min Max Mean Goal Class Addition Candidates 0% 20% 40% 60% 80% Min Max Mean Goal Non-Dominate Meeting Pattern Usage 0% 20% 40% 60% 80% 100% Min Max Mean Goal Enrollment Ratios Student Planning The Student Academic Planner is a tool that allows students to provide insight into their intent. View completed, in progress and incomplete requirements. What is their goal graduation date? Do they plan to enroll in all semesters, including summer? Do they plan to take courses full time or part time?
  • 9. 9 Understanding Course Demand Courses organized by action needed Data Filters Class Supply Class Demand Demand Type Historical TrendsMultiple Analysis Types Student and Program Analysis Understanding Course Demand
  • 10. 10 Pre-Scheduling Analysis Business Solutions Scheduling Event Management Sectioning Instructor Assignments Timetabling Simulated Registration Sectioning or Simulated Registration Optimization Results Sectioning: Section and Student Schedule Optimization Simulated Registration: Registration Modeling for Conflicts Views of master timetable and student schedules
  • 11. 11 Timetabling Optimization and Ad Hoc Tools Visual Representation Global and Ad Hoc Constraints Optimization of Time/Day/Space Timetabling Post Optimization Bottleneck / Infeasible Management Student Conflict Management
  • 12. 12 Instructor Assignment Courses/Campuses Authorized to Teach Availability Profiles Term Type Association Teaching Load Pre-Scheduling Analysis Business Solutions Scheduling Outputs Reports Calendars Data Exports
  • 13. 13 Reporting Analysis, List and Dashboard Reporting Calendars Public and Private Views
  • 14. 14 • ATE: Data import/export hub – Text, XML, Web Service, Direct Database – Batch/Scheduled, Real-time • API Data Exports
  • 15. 15 Western Kentucky University Founded: 1906 Located: Bowling Green, KY Enrollment: 21,000 Offering: More than 170 undergraduate programs and 50 graduate programs •Consolidating activities saved between $50,000 and $70,000 in pilot year •Doubled savings by shutting down five academic buildings from mid-May to mid-August •Used Optimizer to schedule remaining buildings •University President implemented a 7:30 a.m. – 3:00 p.m. work day during the summer and closed all buildings at 3:00pm •Facilities management receives a weekly report showing all activities to schedule air conditioning based on use “We saved $185,000 in 2010 on utility and electrical costs alone. This doesn’t even include related costs such as janitorial and other services.” Johnson County Community College Founded: 1969 Located: Overland Park, KS Enrollment: 20,869 Offering: More than 50 degree and certificate programs “If we had a scheduling policy that had any teeth in it, we would be a more efficient campus. We’re already making great progress. The Strategic Scheduling Check-Up has given us the tools and data we need to create and enforce such a policy.”
  • 16. 16 Data Informed Instructor Hiring Policy •Created a Faculty Hiring Rubric to gauge true need •Rubric scores the potential need by its effect on accreditation, initiatives, strategic plan, internal burden and external demand •External demand is based on sections needed divided by sections offered •Requests must meet a minimum score before new hires are approved Action Items •Eliminated unneeded courses to alleviate space challenges •Toured campus to review the classroom inventory • Address inequitable allocation and wasted space caused by departmental room ownership •Increase enrollment capacities, by two seats per section, to meet demand and control costs Mississippi State University Founded: 1878 Located: Mississippi State, MS Enrollment: 17,824 Offering: Undergraduate and graduate degrees in 102 fields of study “We put all the technology in the 100 and 200+ seat rooms thinking we were getting the most bang for our buck,” Stokes says. “We didn’t realize that we really needed it in our 30, 40 and 50 seat rooms.” As a result, smaller classes that needed technology were taking up the large rooms. “With our academic scheduling policy, we are working toward the understanding that all of the instructional space on the university campus belongs to the university— not just one college or department. Having a policy such as this is vital for success, because you can’t overcome the problems associated with building and room ownership issues without it.” •Primary bottleneck identified was technology classrooms •Average of 83.08 percent utilization in those rooms, leaving MSU virtually no room to grow
  • 17. 17 Check-Up showed that Baylor had 38 percent usage of classrooms and 23 percent usage of other room types “This was a wake-up call for some people. We learned that we were not doing a good job of spreading our classes outside of our prime scheduling time,” says Ferguson. They also discovered what types of space were creating bottlenecks, which would help guide renovation and aid future planning.” •Utilization Task Force was formed to create an academic scheduling policy •Developed policy to open departmentally owned spaces to general classes after the departments scheduled •Enforced more centralized scheduling allowing spread for freshman and sophomore sections beyond prime time; gives juniors and seniors better access to courses needed to graduate FOUNDED: 1845 LOCATED: Waco, Texas ENROLLMENT: 14,614 OFFERING: 151 undergraduate degree programs, 76 master’s programs, 30 doctoral programs, juris doctor Simple Math, Big Savings Proprietary schools are achieving impressive efficiencies through optimization and voluntarily transformed business practices. Enterprise Data Manual Schedule Optimized Schedule Number of Terms per Year 10 10 Number of Campuses 1 1 Students 1273 1273 Sections per Term 194 152 Average Enrollment per Section 14.62 18.32 Academic Delivery Cost Direct Instructor Cost per Section $2,400 $2,400 Direct Instructor Cost per Term $465,600 $364,800 Direct Instructor Cost per Year $4,656,000 $3,648,000 Instructor Cost Savings per Term $100,800 Instructor Cost Savings per Year $1,008,000 Section Elimination Factor 22% Sections Eliminated 42
  • 18. 18 Market Entrance Strategy • Relocate dedicated employee by summer 2012 • Focus on learning: process and business need research • Identify 1-3 institutions that align closely with our existing solutions • Partner on initial institutions’ success prior to aggressive market expansion • Add technical resources from Netherlands Serving Optimizing Centralizing Automating Student Success through Improved access to required courses Students Allocating key resources to maximize efficiency and capacity Institution Systematically solving complex and time consuming scheduling tasks Schedulers Eliminating confusion and double-bookings inherent in manual scheduling systems Schedulers/Institution Level Impact Beneficiaries
  • 19. 19 Disclaimer All materials and information provided in this session is intended only for the use of licensed Astra Schedule clients. Intended recipients shall not sell, transfer, publish, disclose, display or otherwise make any of this information available to others. Dissemination of any material or information obtained during this Webinar is strictly prohibited. © Ad Astra Information Systems, LLC.