SISLink11 - More efficient scheduling, more effective results - Sarah Collins (Ad Astra Information...
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Transcript of SISLink11 - More efficient scheduling, more effective results - Sarah Collins (Ad Astra Information...
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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
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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)
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Scheduling Approaches
Reg
istr
atio
n M
od
elCurriculum Model
Fixed (Lock Step)
Elective (Course Choice)
Open (Competitive) – Class Level N/ARoll forward from last
like term
Open (Competitive) – Course LevelGenerate 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
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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
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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
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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
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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 AnalysisAre 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
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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?
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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
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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
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TimetablingOptimization and Ad Hoc
Tools
Visual Representation
Global and Ad Hoc
Constraints
Optimization of
Time/Day/Space
TimetablingPost Optimization Bottleneck
/ Infeasible Management
Student Conflict Management
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Instructor Assignment
Courses/Campuses
Authorized to Teach
Availability Profiles
Term Type Association
Teaching Load
Pre-Scheduling
Analysis
Business Solutions
Scheduling
OutputsReports
Calendars
Data Exports
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ReportingAnalysis, List and
Dashboard Reporting
CalendarsPublic and Private Views
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• ATE: Data import/export hub
– Text, XML, Web Service, Direct Database
– Batch/Scheduled, Real-time
• API
Data Exports
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Western Kentucky UniversityFounded: 1906Located: Bowling Green, KYEnrollment: 21,000Offering: 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 CollegeFounded: 1969Located: Overland Park, KSEnrollment: 20,869Offering: 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.”
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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 UniversityFounded: 1878Located: Mississippi State, MSEnrollment: 17,824Offering: 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
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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: 1845LOCATED: Waco, TexasENROLLMENT: 14,614OFFERING: 151 undergraduatedegree 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 DataManual
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
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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 coursesStudents
Allocating key resources to
maximize efficiency and
capacityInstitution
Systematically solving complex
and time consuming scheduling
tasks
Schedulers
Eliminating confusion and
double-bookings inherent in
manual scheduling systems
Schedulers/Institution
Level Impact Beneficiaries
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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.
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