Author: Israel Guzman

Data-Informed Improvement through the Lens of the Academic Leader – Nuventive Webinar

Posted on by Israel Guzman

“Data-Informed Improvement through the Lens of the Academic Leader”

Data can be like a magnifying glass, which is both good and bad, depending upon which side of the lens you’re on. Either you see things more clearly, or you feel uncomfortably under surveillance. True leaders know that transparency is the best way to go, vs. struggling to hide unflattering information – the news is probably out there anyway. The key is to facilitate the successful use of information by faculty, staff, and leaders to collaboratively tackle problem areas. As faculty and deans come and go, it’s critical to understand where you’ve been, what you’ve tried, and where to focus efforts for improvement, so you can help deliver on your institution’s objectives.

In this webinar, you’ll learn:

1) How data is tied to the academic structure and strategic plans

2) How best to present data to various constituencies, including faculty and boards

3) How to have the right data readily available for the decisions at hand

4) How to manage personnel transitions and keep the focus on using data-informed improvement

Resources

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Resources

As faculty and deans come and go, it’s critical to understand where you’ve been, what you’ve tried, and where to focus efforts for improvement, so you can help deliver on your institution’s objectives.

Length: 57 minutes

ZogoTech

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ZogoTech 

ZogoTech is an end-to-end data analytics platform that enables colleges and universities to integrate information sources, transform raw data into actionable intelligence and put it in the hands of the end users that need it to improve enrollment, progression, and student success. Over the past 20 years, administrators, faculty, and staff at 200 campuses across the US have trusted ZogoTech to help them democratize access to data and make better decisions.

D2L Brightspace

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D2L Brightspace

D2L is a global learning innovation company, transforming the way the world learns—helping learners of all ages achieve more than they dreamed possible. We’re leading the way into the era of personalized learning, driven by the belief that everyone deserves access to high-quality education. Our growing global workforce is dedicated to making the best learning products to leave the world better than they found it. Learn more about D2L for K-12, higher education, and businesses at www.D2L.com. 

Canvas-LMS-Partner-DRAFT

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Canvas LMS by Instructure

Instructure (NYSE: INST) is an education technology company dedicated to elevating student success, amplifying the power of teaching, and inspiring everyone to learn together. Today the Instructure Learning Platform supports tens of millions of educators and learners around the world. Learn more at www.instructure.com.

Microsoft-Partner-DRAFT

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Microsoft

Nuventive is a member of the Microsoft Certified Partner Program and works closely with the company on a number of education-related initiatives. Nuventive was named Microsoft’s Public Sector Education Partner of the Year in 2018.

Integrating Higher Education Strategic Plans:

Posted on by Israel Guzman

Thought Paper by Dr. Jim Moran


After designing strategic plans, we often ask: Are we all on the same page? Or are we all headed in the same direction? One of the key issues that systems or universities face in achieving their intended outcomes is whether all units are working in concert.

As upper-level administrators, we diligently work with our constituencies up and down the organization to set operational and achievable goals. Yet, we must realize that the actual work toward achieving those goals is made “on the ground” by dedicated staff and faculty who have goals of their own. The task, then, is how to gather information and data that recognizes efforts that propels us to larger goals without undermining the goals of individual units. Towards this end, we need to develop a structure that creates strategic plans for the overall system or university and seamlessly integrates these plans with the strategic plans of our subunits, be it institutions, schools, colleges, or departments.

I have witnessed various approaches at different universities. In some cases, the president or chancellor requests each unit to detail what they are doing to meet the intended outcomes set out by the university itself—sometimes requiring the unit to address each of the 53 goals outlined in the university strategic plan.

In my experience, what typically happens in such cases is that units tend to provide brief responses, merely fulfilling the request without truly aligning with each of the outcomes—some of which may not have significant relevance to the unit.

                At times, the unit may lack the specific data to adequately respond. In one example, the university articulated a goal to increase federal research funding but didn’t separate federal dollars from other research grants and contracts in their reports to deans and chairs. Furthermore, this goal was only relevant to specific departments on campus that could genuinely compete for federal grants.

                Experience has led me to believe that a more effective approach to tracking and detailing progress in the overall strategic plan at the system or university level is to ask each unit to create its own strategic plan and then integrate these plans with the overall strategic plan.

                Each individual plan should identify desired outcomes, actions to achieve those outcomes, a periodic assessment of the results of those actions, and a subsequent re-evaluation of the next steps based on that analysis to help generate relevant information.

                Using data relevant to the unit enhances the odds of yielding meaningful data and information for improvement. In this way, the outcomes and actions will hold value for the individual unit and, in turn, produce more usable information.

                A structure that allows each unit to identify which of their actions and outcomes connect to or have relevance for the larger system’s strategic plan provides the mechanism for adequate reporting on progress towards the broader strategic plan, especially if the relevant information contains both anecdotal stories and hard data. Note that not every outcome for individual units needs to connect to the broader strategic plan, but some are certainly expected to do so. Individual units will, and perhaps should, have unique efforts to advance the success of their units.

However, I have seen a case where none of the individual units have outcomes or actions that connect to a specific goal in the broader strategic plan. In that case, one might want to consider whether that goal is appropriate or whether a communication strategy needs to be employed to demonstrate the relevance of that goal. Nonetheless, the level of connectedness is a data point in itself that should prompt action.

                Such a structure becomes even more valuable if it is searchable. That is, if one can search for a term such as “student success” and receive a report of all units working towards that goal, including the specific actions taken and even the demonstrated success of those actions. Such a structure that allows for identifying successful strategies also encourages the sharing of those strategies across individual units to leverage that success. Units can and should learn from each other, despite the sometimes siloed environment within an institution or the competitive nature of units seeking recognition or funding enhancements. The ability to compile both data and select stories enhances the capacity to influence boards and the public about the efforts for real and continuous improvement.

                This thought paper aims to propel higher education strategic plans from the shelf to the daily calendar through a focus on higher education data-informed improvement. The structures outlined here are relevant at any level of an organization—for systems, institutions, schools, colleges, student affairs, and other offices reporting to a vice president or director. The intent is to ensure all units, while unique in their individual needs and goals, are also seamlessly connected to the broader effort. The intent is to acknowledge that while upper administration may set broader goals, the work toward success occurs in the individual units. The challenge lies in providing for this connectedness, devising easily generated reports, and yielding relevant information for improvement with a tool that is relatively easy to use up and down throughout the organization.

Integrating Higher Education Strategic Plans: Thought Paper by Dr. Jim Moran

Posted on by Israel Guzman
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Posted on by Israel Guzman

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After designing strategic plans, we often ask: Are we all on the same page? Or are we all headed in the same direction? One of the key issues that systems or universities face in achieving their intended outcomes is whether all units are working in concert[1].

As upper-level administrators, we diligently work with our constituencies up and down the organization to set operational and achievable goals. Yet, we must realize that the actual work toward achieving those goals is made “on the ground” by dedicated staff and faculty who have goals of their own. The task, then, is how to gather information and data that recognizes efforts that propels us to larger goals without undermining the goals of individual units. Towards this end, we need to develop a structure that creates strategic plans for the overall system or university and seamlessly integrates these plans with the strategic plans of our subunits, be it institutions, schools, colleges, or departments.

I have witnessed various approaches at different universities. In some cases, the president or chancellor requests each unit to detail what they are doing to meet the intended outcomes set out by the university itself—sometimes requiring the unit to address each of the 53 goals outlined in the university strategic plan.

In my experience, what typically happens in such cases is that units tend to provide brief responses, merely fulfilling the request without truly aligning with each of the outcomes—some of which may not have significant relevance to the unit.

At times, the unit may lack the specific data to adequately respond. In one example, the university articulated a goal to increase federal research funding but didn’t separate federal dollars from other research grants and contracts in their reports to deans and chairs. Furthermore, this goal was only relevant to specific departments on campus that could genuinely compete for federal grants.

Experience has led me to believe that a more effective approach to tracking and detailing progress in the overall strategic plan at the system or university level is to ask each unit to create its own strategic plan and then integrate these plans with the overall strategic plan.

Each individual plan should identify desired outcomes, actions to achieve those outcomes, a periodic assessment of the results of those actions, and a subsequent re-evaluation of the next steps based on that analysis to help generate relevant information.

Using data relevant to the unit enhances the odds of yielding meaningful data and information for improvement. In this way, the outcomes and actions will hold value for the individual unit and, in turn, produce more usable information.

A structure that allows each unit to identify which of their actions and outcomes connect to or have relevance for the larger system’s strategic plan provides the mechanism for adequate reporting on progress towards the broader strategic plan, especially if the relevant information contains both anecdotal stories and hard data. Note that not every outcome for individual units needs to connect to the broader strategic plan, but some are certainly expected to do so. Individual units will, and perhaps should, have unique efforts to advance the success of their units.

 

However, I have seen a case where none of the individual units have outcomes or actions that connect to a specific goal in the broader strategic plan. In that case, one might want to consider whether that goal is appropriate or whether a communication strategy needs to be employed to demonstrate the relevance of that goal. Nonetheless, the level of connectedness is a data point in itself that should prompt action.

Such a structure becomes even more valuable if it is searchable. That is, if one can search for a term such as “student success” and receive a report of all units working towards that goal, including the specific actions taken and even the demonstrated success of those actions. Such a structure that allows for identifying successful strategies also encourages the sharing of those strategies across individual units to leverage that success. Units can and should learn from each other, despite the sometimes siloed environment within an institution or the competitive nature of units seeking recognition or funding enhancements. The ability to compile both data and select stories enhances the capacity to influence boards and the public about the efforts for real and continuous improvement.

This thought paper aims to propel higher education strategic plans from the shelf to the daily calendar through a focus on higher education data-informed improvement. The structures outlined here are relevant at any level of an organization—for systems, institutions, schools, colleges, student affairs, and other offices reporting to a vice president or director. The intent is to ensure all units, while unique in their individual needs and goals, are also seamlessly connected to the broader effort. The intent is to acknowledge that while upper administration may set broader goals, the work toward success occurs in the individual units. The challenge lies in providing for this connectedness, devising easily generated reports, and yielding relevant information for improvement with a tool that is relatively easy to use up and down throughout the organization.

 

[1] The information discussed is relevant at both the system and university levels, to simplify the discussion the examples will tend to focus on universities.

 

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How can Higher Education Assessment Software help with declining enrollment?

Posted on by Israel Guzman

Unlocking the Future: How Higher Education Assessment Software Can Rejuvenate Declining Enrollments


Among recent headlines in Higher Education, declining enrollment rates are a major concern. The factors contributing to this decline are multifaceted, ranging from demographic shifts to evolving student preferences. However, amid these challenges lies a beacon of hope – the transformative potential of Higher Education Assessment Software.

As academic institutions grapple with dwindling enrollment numbers, they find themselves at a critical juncture. Traditional recruitment and retention methods are no longer sufficient to attract and retain the modern student population. This is where Higher Education Assessment Software steps in, offering a dynamic toolset to address these enrollment challenges head-on.

Understanding the Enrollment Dilemma
Before delving into the myriad benefits of assessment software, it’s essential to understand the intricacies of the enrollment dilemma. Demographic shifts, changing economic conditions, and the rise of online education have combined to create a competitive environment. Students now have more options than ever before, making it imperative for institutions to differentiate themselves effectively.

The traditional approach to student recruitment often relies on generalized marketing strategies that lack personalization and resonance. To reverse the tide of declining enrollments, institutions must adopt a more data-driven and student-centric approach.

Empowering Personalization through Data
Here’s where Higher Education Assessment Software steps onto the stage, armed with the power of data-driven decision-making. This software empowers institutions to collect, analyze, and interpret a wealth of information about their student body. From learning preferences to performance metrics, every interaction can be tracked and evaluated. With this data in hand, academic leaders can craft personalized learning experiences that cater to the unique needs of individual students. No longer will education be a one-size-fits-all endeavor. Instead, institutions can tailor their offerings to meet students where they are academically, thereby enhancing engagement and retention rates.

Enhancing Curriculum Relevance
One of the primary drivers of enrollment decline is the perceived lack of relevance between academic programs and real-world job opportunities. Students are increasingly seeking degrees that directly translate into career success. Higher Education Assessment Software enables institutions to bridge this gap by providing insights into industry trends and employer expectations.

By leveraging these insights, academic leaders can adapt their curriculum offerings to ensure alignment with the needs of the job market. This proactive approach not only attracts more students but also enhances graduates’ employability, fostering a positive feedback loop that boosts institutional reputation and credibility.

Nurturing a Culture of Continuous Improvement
Another crucial aspect of assessment software is its ability to foster a culture of continuous improvement. Traditional academic structures often operate in silos, making it challenging to identify and address areas for enhancement. Assessment software breaks down these barriers by providing a centralized platform for collaboration and data sharing.

Faculty members can use the software to assess student performance, identify learning gaps, and develop targeted interventions. This iterative process enhances teaching methods, resulting in a more engaged student body and improved academic outcomes. As students experience tangible growth, word-of-mouth recommendations can further bolster enrollment figures.

Empowering Predictive Analytics
The era of guessing is over. Higher Education Assessment Software harnesses the power of predictive analytics to anticipate student behaviors and trends. Academic leaders can proactively identify at-risk students and intervene before issues escalate, providing tailored support to ensure their success.

This not only enhances student satisfaction but also has a direct impact on retention rates. When students feel understood and supported, they are more likely to remain enrolled and ultimately graduate. This positive cycle contributes to a stronger institutional reputation and an increase in applications from prospective students.

The Road Ahead
In the face of declining enrollments, academic leaders must embrace innovative strategies that adapt to the changing educational landscape. Higher Education Assessment Software emerges as a beacon of hope, offering personalized learning experiences, curriculum relevance, a culture of improvement, and predictive analytics.

As the academic world evolves, institutions that invest in assessment software position themselves as pioneers of change. By leveraging the power of data and technology, they embark on a journey toward revitalizing enrollment numbers and ushering in a new era of education.

In the end, it is clear that the realm of higher education is on the brink of a transformational shift. The key to unlocking this transformation lies in embracing the capabilities of Higher Education Assessment Software, such as the highly regarded and Nuventive Improvement Platform. As the enrollment landscape changes, institutions that harness its potential will emerge as leaders in the field, poised for growth and equipped to meet the challenges of the future.

So, to all the academic leaders out there, as you navigate the uncharted waters of declining enrollments, remember that the answer might just lie in the realm of assessment software. By embracing this innovation, you have the opportunity to not only reshape your institution but also redefine the future of education itself. Change is on the horizon, and it begins with the choices you make today.

In the spirit of navigating uncharted territories, we invite you to explore the possibilities that lie ahead. The right Higher Education Assessment Software can set your institution on a course towards success. One of these platforms is the Nuventive Improvement Platform, which has helped countless academic leaders around the globe. Unveil a new chapter of excellence with the guidance of a trusted partner that empowers institutions to soar to new heights.
 

Why use Higher Education Assessment Software instead of a DIY approach of PDFs, Word Docs, and spreadsheets?

Posted on by Israel Guzman

Defining Higher Education Assessment Software


In the ever-evolving landscape of higher education, the pursuit of excellence remains a constant. With each passing year, academic leaders find themselves facing new challenges that demand innovative solutions. One such challenge is the process of assessment – an indispensable tool for gauging student performance and institutional effectiveness. While the conventional DIY approach involving PDFs, Word Docs, and spreadsheets might have sufficed in the past, the advent of Higher Education Assessment Software is ushering in a new era of efficiency, accuracy, and collaboration. In this article, we delve into why academic leaders should consider transitioning from traditional methods to embrace the benefits offered by modern assessment software.
 
The Limitations of Tradition
Before we explore the merits of Higher Education Assessment Software, it’s important to acknowledge the limitations of traditional methods. While PDFs, Word Docs, and spreadsheets have been stalwarts in education, they exhibit shortcomings that hinder progress. These static documents are often time-consuming to update, maintain, and share, leading to version control issues and potential inaccuracies. Collaboration can become a daunting task, as multiple contributors struggle to synchronize their inputs. Additionally, as institutions increasingly focus on data-driven decision-making, the manual collection and analysis of data from these documents can prove to be a significant bottleneck.
 
The New Paradigm: Higher Education Assessment Software

In contrast to the constraints of the DIY approach, Higher Education Assessment Software offers a seamless transition to a more dynamic and efficient assessment process. Here are the key reasons why academic leaders should consider making this transition:

1. Real-Time Collaboration: Assessment software facilitates real-time collaboration among faculty members, administrators, and other stakeholders. With cloud-based solutions, teams can simultaneously contribute, edit, and review assessments, eliminating version discrepancies and streamlining the feedback loop. This feature not only saves time but also enhances the accuracy and reliability of assessment data.

2. Centralized Data Management: Storing assessment data in PDFs, Word Docs, and spreadsheets scattered across different platforms can lead to data silos and security concerns. Assessment software centralizes data storage, making it easily accessible while maintaining data security and privacy. This centralized repository fosters a holistic view of institutional performance, enabling informed decision-making.

3. Automation and Efficiency: Higher Education Assessment Software automates various aspects of the assessment process, from data collection to analysis. This automation reduces manual effort, minimizes human error, and ensures consistency in assessment procedures. Consequently, educators can dedicate more time to analyzing insights and improving teaching methodologies.

4. Customizable Reporting: The software offers robust reporting capabilities that enable academic leaders to generate customizable reports on student performance, program outcomes, and institutional effectiveness. These reports can be tailored to meet specific accreditation requirements, enhancing transparency and accountability.

5. Alignment with Accreditation Standards: Accreditation is a crucial aspect of higher education institutions. Assessment software often comes equipped with tools to help institutions align their assessment practices with accreditation standards. This alignment simplifies the accreditation process, reducing stress on faculty and administrators.

6. Data-Driven Insights: In today’s data-driven world, the ability to glean meaningful insights from assessment data is paramount. Assessment software provides sophisticated analytics tools that enable academic leaders to identify trends, patterns, and areas for improvement. These insights guide evidence-based decision-making, driving institutional growth.

7. Student Engagement and Success: The ultimate goal of assessment is to enhance student learning and success. Modern software can integrate with learning management systems (LMS) to provide a holistic view of student performance. This integration enables educators to intervene promptly when students are struggling, fostering a supportive learning environment.
 
Conclusion
As the landscape of higher education continues to evolve, so too must our approaches to assessment. The limitations of traditional methods involving PDFs, Word Docs, and spreadsheets are becoming increasingly evident in the face of modern challenges. Higher Education Assessment Software represents a paradigm shift that empowers academic leaders to streamline assessment processes, collaborate effectively, and make informed decisions.

By embracing assessment software, institutions can break free from the constraints of manual data management and experience a new level of efficiency, accuracy, and collaboration. It is a step toward an education ecosystem that is not only efficient but also focused on the holistic growth and success of both institutions and students.

In the pursuit of academic excellence, it’s essential for academic leaders to recognize the benefits of Higher Education Assessment Software and consider making the transition. This evolution is not just about embracing technology; it’s about embracing progress and innovation for the betterment of higher education as a whole. As you explore the possibilities presented by this software, you’ll find yourself equipped to lead your institution into a future that is data-rich, collaborative, and continuously improving.

So, as you ponder the best path forward for your institution’s assessment practices, consider the transformative potential of modern assessment software. It’s time to embrace a future where assessment becomes not just a requirement, but a catalyst for growth and excellence.

In this pursuit of progress, a range of solutions is available that encapsulates all the aforementioned benefits. The realm of Higher Education Assessment Software awaits your exploration, and platforms such as the highly regarded and flexible Nuventive Improvement Platform are at the forefront of this transformative journey.