1. Building Systems to Support High Impact Practices
Dr. Kimberly Bogle Jubinville – Associate Dean, School of Business
Jane Yerrington – Assistant Dean, Academic Affairs
Julia Lee – Associate Director of Institutional Research
University College – Southern New Hampshire University
Alyssa Czanrnecki-Duplisssie – Director of Graduate Program
Van Loan School - Endicott College

2. Outline Introduction/Organization/Background
Explanation of Services and Systems
Discussion/Questions
Understanding the questions to ask and how to start development, without resources to build systems

3. Introduction
Small Liberal Arts College in New England – which is part of a larger University with diverse units
Graduate School – associated with a small residential New England College
Charge at both and resources at both
Explanation and discussion on building systems to track, implement and understand the impact of new strategic initiatives on one traditional college unit within the University.
Explanation and discussion on the initial steps in how to build a system attached to a university which has limited alignment.

4. Setting the Stage … Strategic Planning Accreditation and Site Visits
In the middle of the process OR
The driving Force
Accreditation and Site Visits
Incorporation
Roles and Responsibilities
Incorporate into existing role(s) …
New Resources …

5. Positions & Services
Processes in place to streamline administrative duties
Comprehensive coding
Relationship development
Office moves/consolidation
Creation of new positions/programs
Dean of Student Success
Director of Learning Assessment
Degree in Three (DiT)
Implementation of new processes
Course Scheduling Inventory (CSI)
Advising
ITS
Behavioral Intervention Team (BHI)
The Learning Center
Career Development Center
Implementation of new software/systems
Digital Measures
Advocate
Customer Relationship Management (CRM)
Curriculum and Policy Management

6. Systems & Reporting
Need for high quality and defensible data to better evaluate high impact practices and interventions.
From anecdotal/decentralized reporting from multiple business and academic units to a central unit with specialized functions to manage report requests.
All-around consensus on the need and value of high quality and defensible data that lead to better evaluation of high impact practices and interventions. Instead of anecdotal/decentralized reporting from multiple business and academic units, a central unit was created with staff specializing in data extraction, manipulation, analysis and presentation. Multiple but similar ad-hoc requests led to standardized reports that made available in a central location accessible by all designated stakeholders. Automated processes reduce drain on staff to reports to stakeholders.
Additional functionality added to create interactive reports making it easier for users to navigate and quickly filter to the information relevant to them.
Standardized reports made available in
a central location. Automated processes increased efficiency.
Additional functionality added to create interactive reports

7. Systems & Reporting
Institutional Research Portal

8. Systems & Reporting
Interactive Academic Dashboard

9. Systems & Reporting Current projects include:
On-going research based on results from initiatives such as the Course Schedule Inventory
Summary Report on High Impact Practices (in collaboration with the Dean of Student Success)

10. Discussion Questions Break-out Discussion
Where is your organization in this process?
Questions to bring back campus and consider

11. Building from the ground-up
Places to begin ….
Curriculum
Accreditation – Self Study & Site Visit
Strategic Plan
Operations
Student support services
Additional staff assistance
Marketing
Scheduling
Faculty management/workload
Systems
Data analysis
Inquiry management
Forecasting
New LMS

12. Discussion Questions Where to begin?
Join with other activities currently on campus.
Stakeholders ….

13. Question & Comments THANK YOU!
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THANK YOU!