Presentation to the

Richard Bland College Committee of the William and Mary Board of Visitors

February 5, 2014

Leapfrogging and Innovation Driving Educational Quality & Value

THEN

Moments

NOW Ascending into the Cloud

Student

Partners Faculty

Office 365, MSVL, BI, Salesforce, My Support Team, Donors Telecommunicaons. Staff

Administraon Board GOAL: USE TECHNOLOGY TO ADD EDUCATIONAL VALUE

Customers demand anyme/ MOOCs + anywhere access to learning, which we can now deliver via Service- technology innovaons in: learning Research 1) Business Intelligence Learner 2) Mobile Devices (iPhone, Android, Google Glasses, iPads, etc.) Intern 3) Social Media (Facebook, Live-lab Google+, Twier, LinkedIn, etc.) Driving Outcomes

• Unified framework for student academic Connect Digital support JIT: 360 degree anyme, • Increase producvity anywhere and streamline business process • Eliminate Zero-server RBC- Broadband campus access momentum blockers 19 • Reduce incremental licensing costs (operang costs) • Carbon neutrality The Shift: Leapfrog

Manage: Graduate Relaons |CRM Reduconism: Instrucon: Anyme Operaons | |Anywhere paper Automate: Process Library |Technology | Intelligence| Access Paper-free: One Stop |360 ECM |Mobile degree Sustainable: Carbon Aract: Brand | Neutral| Zero-server | Online | Athlecs Cloud Leapfrogging at College

Now & Then Onward

M i n u te s

Weeks Building Robust Student Success Systems Student Advising

Streamline

Transform Automate & Solidify Student Success

Engage Sustainable

Connect

Social Networks Demo

Main Street Virtual Learning

Velaris

Main Street Virtual Learning Why leapfrog?

The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew.

--Abraham Lincoln Business Intelligence

Detail View Leapfrog

RBC | Now RBC | Then & Onward Dashboard: Point and click | 5 Reports: Paper | 3 Reports: 7 step minutes months technology aided @: Cloud | 25GB @: On-premise | process | 1 month Social 100MB @: On-premise | Collaboration: Social 2GB Office 365 with # Collaboration: Social Purchasing: none Collaboration: Automated | 1 day Purchasing: Paper Network drives Learning: & Manual |2 weeks Purchasing: Anytime | Learning: Custom workflow anywhere | Classroom Learning: Hybrid Library + Technology

Past | Present | Future • Paper reports (picture) | electronic format| Static dashboard| Now direct dynamic dashboard on big data: e.g. Velaris • Email | large email | physical and virtual/ social collaboration: eg. Office 365 and library renovation • Paper process | electronic: e.g. eva • Individual | virtual server | cloud+virtual: e.g. salesforce • ERP | App| Automated • Type | click | touch| speak • Paper records | digitize| e-socialize: Library Enrollment Update 2019 Enrollment Goal:

To achieve an enrollment target of 2,000 students/1,500 FTES by: (1) aligning enrollment- related policies, pracces and services with the mission, vision, brand and strategic enrollment management (SEM) goals; (2) facilitang and inspiring learning through proven and innovave teaching and support methodologies; (3) designing and implemenng a research-based, comprehensive and creave first-year learning experience; and (4) improving retenon, graduaon and transfer rates. Return of Baseline Enrollment – Housing “Bubble” Bursts

Actual FTE 1,400

1,200 1,190 1,168 1,169 1,108 1,000 1,095 1,048 919 800

600

400

200

- 2008 2009 2010 2011 2012 2013 2014

Actual FTE

RBC–19: Target 1,500 FTE Admissions Standards Enforced - Apps↑ / Admits↓

Driving Quality Improvement - 2012 vs. 2013

Decrease Admit Rate: 69% | 47% Developmental Course Enrollments: 74% | 64% Pell Eligible: 52% | 48%

Increase Applicaons: 930 | 1181 Yield Rate: 69% | 75% Average GPA: 2.86 | 2.95 Entering Freshmen GPA’s: Trending Upward

50% 45% 40% 35% 30% <2.5 25% 2.5 to 3.0 20% >3.0 15% 10% 5% 0% 2011 2012 2013 Graduates: Trending Upward

80

70

60

50

40 Academic Suspended Students RBC graduates 30

20

10

0 Fall 2011 Fall 2012 Fall 2013 President’s & Dean’s Lists: Trending Upward

120

100

80

60

40

20

0 Fall 2011 Fall 2012 Fall 2013

President's List Dean's List Fall to Fall Retention: Trending Upward

3-Year Average 58.00%

57.00% 57.07%

56.00% 56.33%

RBC 19 - Baseline 55.00%

54.00%

53.00% 53.17%

52.00%

51.00% 2011 2012 2013 3-Year Average Retenon

RBC – 19: Target 63.33% Applications: Historical High

Fall Applicaon Trends (FR,TR,RA) by Quarter, 2012-2014 900

800

700

600

500

400

300

200

100

0 Fall 2012 Fall 2013 Fall 2014

Sept-Dec. Jan.-Mar. Apr.-June July-Aug. Application Funnel, Fall 2014

2000 Applicaons 1800 Completed Applicaons

1200 Admied Students

730 Enrolled Students Monthly Goals to reach 2000 applications, Fall 2014

2500

2000

1500

1000

500

0 Sept.- Dec Jan. Feb. March April May June July August Actual Goals Enrollment Projections Headcount, Fall 2014

Re-Admied Students 35

Transfer Dual Enrollment Students 65 Students 400

First Year 1646 Returning Students 630 Students Students 516 Finance and Administration Update RBC FY13 E&G Sources of Funds

41%

59%

Commonwealth of $5.5M Tuion & E&G Fees $3.9M Major Reduction in Administration Cost Cuts for reallocaon FY13 Reallocaons for FY14 Total $1.86M Total $1.86M

17% 33% 27%

19% 64%

40%

Enrollment Program Operaons Enrollment Program Operaons Re-Investment in Academics and Student Services

RBC E&G Uses FY13 RBC FY14 Budgeted Total $9.3M E&G Uses Total $10.1M

39% 49% 42% 45%

12% 13%

Instruction $3.7M Instruction $4.6M Student Services $1.3M Student Services $1.1M Operations $4.2M Operations $4.5M The Real Cost of Quality Improvement

• Higher Admissions Standards • Reducon in FTE Shorall Developmental Courses

THE TRANSFORMATION • Investment is Required Enhanced to Reverse Enrollment Student Improved Trend Experience Revenue Student Shorall Quality

Affordable Educaon •Increased Housing Capacity (+100 beds) in F13 •Target 100% Occupancy by Residenal FY 2015 Occupancy FY 2014-2015 – What’s next? Invest in Quality and Student Success - RBC-19/TJ21 Enrollment – Recruitment & Retenon Programs and Delivery - Aligned with Demand Operaonal Efficiency – Reduce administrave costs

What Does This Look Like? Employee Development & Hire New Talent Build Programs and Services Enhance Communicaons Build Efficient and Effecve Systems and Infrastructure

Invest in Our People Quality Experience at an Affordable Price is Our Promise Pay Compeve Salaries and Benefits - New Peer Group STEM-h + Pay Differenals by Discipline

FY2014-2015 – How Will We Fund the 2014-2015 Initiatives?

• Increase Enrollment – 1500 FTE goal by 2019

• Maintain State Support - Governor’s proposed budget increases investment in RBC

• Compeve Pricing Strategy Ø First two years of four-year programs Ø Tuion re-set Ø Outpace Online competors RBC Tuition & Fees Lower Than PELL Grant In-State Full-Time Undergraduate Tuion & E&G Fees

COLLEGE OF WILLIAM & MARY $15,463 VIRGINIA MILITARY INSTITUTE $14,404 $12,458 VIRGINIA COMMONWEALTH UNIVERSITY $12,002 $11,455 $11,340 CHRISTOPHER NEWPORT UNIVERSITY $11,092 $9,908 UNIVERSITY OF MARY WASHINGTON $9,660 $9,176 $8,976 $8,820 UNIVERSITY OF VA - WISE $8,509 VIRGINIA STATE UNIVERSITY $7,784 $7,226 RICHARD BLAND COLLEGE $4,020 Pell is $5,550 VA COMMUNITY COLLEGE SYSTEM $3,900 THANK YOU