This document provides an overview of implementing the SSC-Campus student success platform. It discusses assembling leadership teams to drive the initiative, including identifying a program sponsor, owner, administrators, technical leader, and value leaders. It also outlines engagement teams to represent stakeholders. The document reviews phasing rollout to focus on specific features, users, and departments. Finally, it discusses strategies for building buy-in among team members and users, such as recruiting enthusiastic participants and creating a strong communications plan.

1. ©2016 The Advisory Board Company • eab.com
The First 100 Days
with SSC–Campus
Best Practices for Building Your
Team and Maintaining Momentum

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3Today’s Moderators
Amanda Johannsen
Dedicated Consultant
AJohannsen@eab.com
202-568-7930
Ginny Lee
Senior Director
GLee@eab.com
202-266-5756

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4
What Makes Campus Different From SSC–Foundation and GradesFirst?
Welcome to SSC–Campus!
Workflow
Documentation, collaboration,
and case management tools that
facilitate coordinated care behind the
scenes of the student experience
Interaction
Communication, scheduling, and direct
engagement tools that enable staff to
use insights to promote successful
behaviors and choices
Analytics
Data visualizations and analyses that
provide staff with the insight to
inform critical student success
activities and decisions
Uncovering Insights Hardwiring Insights Into the Student Support System
SSC-CAMPUS
Predictive
Risk Scoring
Historical
Institution
Reports
Shared
Notes and
Documentation
Appointment
Scheduling
Program
Dashboards
Progress
Reports and
Alerts
Multi-Modal
Communications
Major
Explorer
Automated
Campaigns
Campus-Wide
Case Management
Student
Kiosks
AVAILABLE IN SSC-FOUNDATION ADAPTED FROM GRADESFIRST
Advanced
Filtering and Lists

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5
Implementation Overview: Milestones for SSC–Campus Implementation
What Do We Mean by the “First 100 Days”?
Months 1-3 Months 4-6 Months 7-9 Months 9+
Planning & Data Gathering Configuration & Site Build Validation & Sign Off Training & Launch
Kickoff &
Discovery Onsite
Implementation
Strategy Webinars
Leadership & Specialist
Training Onsite
User Training
Onsite (Phase I)
• Campus
Communication
Kickoff
• Configuration
Settings
• Needs Assessment
• Workflow Audit
• Workflow Definition
• Predictive Model
Discussion
• Communication &
Training Planning
• Institution Reports
Demo
• Institution Platform
Demo
• Specialist Training
Workshop (Phase I)
• Discovery (Phase II)
• Specialists Lead or
Co-lead Initial User
Training
• Campaign
Brainstorm
User Training Roll
Out (Phase II)
• Specialists Train
Additional Users
Data
Validation
Webinar
Institution Reports
Sign-Off Webinar
Go Live
Planning &
Foundations
Webinars
Platform Sign-
Off Webinar
Training Support
Sandbox site
Office Hours
eModules
User Guides

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6Meet Today’s Panelists
Farrah Jackson Ward
(Program Owner)
Chair, Mathematics &
Computer Science
Katherine Sweeney
(Value Leader)
Director, Academic
Advisement Center
Background:
• Public research university
with ~9,000 students, part of
the Univ. System of Georgia
• Previously had both GradesFirst
and SSC—Foundation
• Limited rollout within
Academic Advisement
Center (13 advisors)
Leslie Dare
(Technical Leader/
Value Leader)
IT Director
Background:
• Public research university
with ~34,000 students
• Previously had
GradesFirst Athletics
• Rebranded SSC–Campus as
“Student Success GPS” with
tagline “Go. Plan. Succeed.”
• Limited rollout with pilot
schools began in February
Background:
• HBCU in North Carolina
with ~1,600 students
• Previously had GradesFirst
only (for three years)
• Rebranded SSC–Campus
as “E4U”
• Advising component went
live in March

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ROAD MAP
1
2
3
7
Building Buy-In and Momentum
Assembling the Right Teams
Open Q&A

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8
Overview of SSC–Campus Leadership Team Roles
Who Will Be the Key Members of Your Team?
Program
Sponsor
Key ResponsibilitiesRoles
• Overall program and organizational champion
• Ensures support and holds team accountable
• Dedicated Consultant
• Business Analysts
• Software Engineers
• Research and Cohort
Services Team
• Product Manager
• Data Scientist
EAB Team
Program
Owner
• Demonstrates familiarity with the current
institutional initiatives for advising and broader
student success
• Leads overall effort to engage the users who
will be using the product and maximizing value
derived from the program
• Senior Leadership
• Deans and Department
Chairs
• Advising Unit Directors
• Advisors and Other
Student Support Staff
• Faculty
• Students and Parents
Campus Stakeholders
Application
Administrator
• Primary owner of user activation, roles,
permissions, and configurations
• Triage end user support and focus on end
user experience
1
2
3
Value
Leaders
• Primary point of contact with campus stakeholders
• Involved in planning and oversight of day to day;
ensures support for initiative, driving
communication and advocacy at all levels
• Lead engagement teams
5
Technical
Leader
• Demonstrates familiarity with IT systems
infrastructure; drives technology initiatives forward
• Leads effort to ensure configuration and data
extraction/transfer/maintenance go smoothly
4

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9
Leverage Your Executive Leadership as a Strategic Ally
Program Sponsor
A Strong Program Sponsor:
Provides Visible Support
• Attends kick-off and major onsite meetings
• Ensures that provost and other executives
invested in student success are apprised of the
initiative’s progress
Inspires Change
• Serves as a figurehead on campus and beyond
• Delivers a clear and consistent message of
support to stakeholders
• Helps to secures resources and remove
roadblocks where necessary
Approves High-Level Choices
• Participates in regular “sponsor update” calls
• Signs off on major milestones
A Program Sponsor Does NOT Need to:
• Get “into the weeds” of the initiative
• Be the main point of contact for SSC
1
In what ways have
you leveraged your
Program Sponsor?
Do’s and Don’t’s

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10
The True Owner—and Main Point of Contact—of the SSC–Campus Initiative
Program Owner2
Why Is This Role So Critical?
Responsible for Driving Change, Leads Effort with Institutional Expertise
Six Characteristics of Successful Program Owners
Engaged
Collaborative,
“Team Player”
Flexible Goal-Oriented
Proactive/Willing
to Take Initiative
Confident Leader Who Can
Hold Others Accountable
EAB Team
Executive
Leadership
Deans and
Faculty
Advisors and
Frontline Staff
Media
Program
Owner

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11
What Consultants Have Seen Go Wrong
Common Program Owner “Pitfalls”
Engaged
Collaborative,
“Team Player”
Flexible Goal-Oriented
Proactive/Willing
to Take Initiative
Confident Leader Who Can
Hold Others Accountable
Six Characteristics of Successful Program Owners
Case in Brief:
“Irene Inflexible”
Irene is unable to cope
with setbacks. She…
• Has unrealistic
expectations for the
implementation timeline
and product roadmap
• Rejects key process or
project milestones
assuming they “won’t
work” on her campus,
rather than helping adjust
and adapt
• Responds negatively and
vocally to unanticipated
delays or challenges
Case in Brief:
“Billy Bulldog”
Billy is engaged, but plows
ahead without input. He…
• Doesn’t keep his SSC
consultant in the loop or
accept support
• Doesn’t acknowledge
that all technologies
are different, and
implementation requires
coordination and
flexibility
• Doesn’t listen to or
strive to understand
stakeholder concerns
Case in Brief:
“Stephen
Shortsighted”
Stephen has trouble seeing
the big picture. He…
• Waits to complete one
milestone before becoming
informed about the next
• Doesn’t connect SSC to the
institution’s strategic goals,
often more concerned with
his own short-term goals
• Does not anticipate or
communicate challenges to
his SSC consultant

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12
Experts on Campus Focused on Site Performance and User Success
Application Administrators3
Application Administrator
Expert with an understanding of the overall student
support structure on campus, basic technical
knowledge, and larger roll out strategy
Responsibilities:
• User Roles/Permissions Set Up
• Understand and create user roles
• Manage permissions by user and by role
• Initial Site Set Up/Site Configurations
• Own building locations and services with
workflow team along with other site
configurations
• Ongoing Support
• Maintain user access, roles, and permissions
• Modify any site-wide configurations
• Collect issue reports and enhancement requests
• Continue to work with EAB Team on larger items
Role Developed for In-House Coordination and Sustainability
What would appear in
the “job description” for
a strong Application
Administrator?

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13
Partnering with EAB to Get the SSC–Campus Site Live
Technical Leaders
*For institutions who have opted to leverage DAS Full or DAS Lite.
4
Technical Business Analyst
(Data Acquisition Services)*
Gathers the data from your SIS, or
provides scripts allowing you to do so
on your own. Main point of contact for
questions pertaining to the data/tables.
Business Analyst (BA)
Manages the process in which
EAB gathers, validates and
automates data from your SIS
Your Dedicated EAB Technical Team
Your Partners, Bringing Knowledge from Hundreds of SSC Implementations
Technical Project Manager
• Responsible for managing
the technical implementation
• Serves as the main point
of contact for the SSC BA
• Facilitates technical activities
as necessary across parties
at the member institution
Registrar’s Office Rep.
• Familiar with the functional
use of the data
• Helps to identify data that is
critical to campus workflow
• Assists in the data validation
process to compare
information between SSC–
Campus and the SIS
Database Administrator (DBA)
• Responsible for guiding the
use of the SIS throughout the
data extraction process
• Helps identify the SIS
tables to use when crafting
extraction scripts. The
SSC BA relies on the DBA
for institutional data storage
questions.
Typically: IT Director Typically: Assistant Registrar Typically: Database/IT Analyst

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14
Opportunity to Enfranchise a Wide Range of Constituents
Value Leaders5
What Are Value Leaders?
Individuals that spearhead specific
initiatives within the SSC enterprise, such
as user training, workflow integration,
campaign planning, faculty engagement,
success marker development, and
historical insight analysis
Roles and Responsibilities:
• Lead efforts to engage department
leaders and users to derive value from
the overall implementation of SSC—
Campus
• Contribute expertise to communication
efforts and strategy
• Oversee Engagement Teams
(some additional Value Leaders serve
as individual contributors)
Who are your Value
Leaders and how do
they represent different
corners of your
campus?

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15How It All Fits Together
Engagement Teams
SSC Leadership Team
Program Sponsor
Value Leaders
(lead Engagement
Teams)
The SSC–Campus Leadership and Engagement Team Structure
Workflow
Development
Training and
Development
Success Marker
Development
Campaign
Coordination
Program Owner
Application
Administrators
Specialists
Program Owner Tech Leader

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16
Critical to Scaling Your Efforts, Ensuring That All Stakeholders Have a Voice
Engagement Teams
Engagement Teams
Goalsand
Objectives
Represent various
stakeholders to influence
key functionality,
configurations, and
identify duplication
Early engagement and
ongoing participation in
technology training and
development activities
Coordination and
collection of success
marker submission
milestones
Alignment and
coordination of various
proactive outreach
activities across campus
Members
• Faculty Advisors
• Advising Leads
• Tutoring and
Academic Support
Leadership
• Advising and Tutoring
Representatives
• Technology Trainers
• Faculty Development
Chair
• Advising Leads
“Specialists”
• Faculty Chair
• Curriculum Liaisons
and Representatives
• Advising Leadership
• Tutoring Leadership
Workflow
Development
Training and
Development
Success Marker
Development
Campaign
Coordination
Timing
• Assemble team later
in implementation
• Assemble team
immediately
• Assemble team later
in implementation
• Assemble team
immediately

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ROAD MAP
1
2
3
17
Building Buy-In and Momentum
Assembling the Right Teams
Open Q&A

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18
How Did You Phase Your Roll Out (and Coordinate) to Best Serve Your Campus?
Rome Wasn’t Built in a Day
Risk Analytics
Predictive modeling
and historical insights
Student Appointments
Interactive scheduling
accessible to students
Advisor Case
Management
Including notes and
advising reports
Faculty Early Alerts
Instructor-submitted
performance alerts
Student Kiosks/
Tutoring Centers
To track engagement
with support resources
Considerations for Each Phase
Feature Sets User Types
+ Specific Departments, Colleges, or Units
Coordinating
efforts on a single
platform…
…but with
different
permissions
and functions
Administrators
Advisors/Advising
Directors
Students Faculty
Tutors/Front Desk
Staff/Other Student
Success Professionals

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19
How Do You Motivate Team Members and Users on an Ongoing Basis?
Strategies for Building Buy-In
The best Engagement Team members are
interested, enthusiastic, and self-motivated
staff—recruit them wherever possible!
Seek Enthusiastic Participants With
Varied Skills
If possible, loop in the communications or marketing
department at your institution: they are often
experts in branding to your specific stakeholders
Create a Strong Communications Plan
that Will Work for Your Stakeholders
Encourage feedback from users—both positive and
negative—and ensure that you have a system in
place for incorporating or responding to it
“Run to Criticism” by Setting Up a
Mechanism to Collect Feedback
Don’t Underestimate the Power of
Thoughtful, Personalized Invitations
Making the Ask of Your Team Members Managing Rollout to Users
Consider hand-written letters or emails from
leadership telling participants they have been
“selected” based on their skills or expertise

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20
Describing SSC–Campus and Its Benefits (Based on Advisor Feedback)
NEW RESOURCE: Communicating with Advisors
“SSC–Campus is a comprehensive
student support and analytics
platform that helps advisors, faculty,
and other staff guide students to
success through data-enabled,
coordinated care.
Built based on a decade of research
and thousands of conversations with
advisors, SSC-Campus was
designed to help advisors
overcome their most pressing
challenges. The platform provides
student risk analytics for tailored
support, communication and
scheduling tools, comprehensive case
management, and access to a library
of research and strategies from
advisors across the country.”

21. ©2016 The Advisory Board Company • eab.com
ROAD MAP
1
2
3
21
Building Buy-In and Momentum
Assembling the Right Teams
Open Q&A

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22
Submit Your Questions Through the “Questions” Box
Open Q&A
Farrah Jackson Ward
(Program Owner)
Chair, Mathematics &
Computer Science
Katherine Sweeney
(Value Leader)
Director, Academic
Advisement Center
Leslie Dare
(Technical Leader/
Value Leader)
IT Director

23. ©2016 The Advisory Board Company • eab.com
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