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

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Richard Bland College Committee of the William and Mary Board of Visitors 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 producBvity 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 Richard Bland 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 Virginia $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 Experience Trend Student Revenue 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 EffecBve 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 UNIVERSITY OF VIRGINIA $12,458 VIRGINIA COMMONWEALTH UNIVERSITY $12,002 VIRGINIA TECH $11,455 LONGWOOD UNIVERSITY $11,340 CHRISTOPHER NEWPORT UNIVERSITY $11,092 GEORGE MASON UNIVERSITY $9,908 UNIVERSITY OF MARY WASHINGTON $9,660 JAMES MADISON UNIVERSITY $9,176 RADFORD UNIVERSITY $8,976 OLD DOMINION UNIVERSITY $8,820 UNIVERSITY OF VA - WISE $8,509 VIRGINIA STATE UNIVERSITY $7,784 NORFOLK STATE UNIVERSITY $7,226 RICHARD BLAND COLLEGE $4,020 Pell is $5,550 VA COMMUNITY COLLEGE SYSTEM $3,900 THANK YOU .
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