I closed my last blog entry with a table displaying a high-level matrix of KPIs, measures and dimensions for higher education institutions. A digital dashboard can portray the same tabular-format data in a more presentable way by displaying enrollment trends in colorful and meaningful graphs, alerts and notifications. Based on the analytical data presented, you will be able to understand your institution’s progress toward student enrollment goals. If your enrollment count does not meet the targeted goal for a particular term or academic year, the dashboard will trigger an alert indicating your current trend. This detailed and real-time analytical data will enable you to make more informed decisions for improving your enrollment trend in future terms.

Now let us look at a real-life scenario demonstrating this process. Let us say that in looking at your enrollment trend data displayed in the dashboard, you find that the Total Students count for African-American students has decreased for three consecutive terms. This is clearly an indication that you need to take certain actions to increase the African-American student enrollment in future terms. Having identified a problem, you can now take the precise action to fix it. In this case, your action might be to increase Financial Aid to African-American students in need, thus attracting more African-American candidates. This is what we call making an informed decision and taking effective action!

These are some key pointers that you need to take into consideration when defining KPIs, measures and dimensions:

1. Ensure that your KPIs are directly tied to your vision and mission statements
2. Ensure that you have set target goals
3. Ensure that the identified KPIs and measures are specific, measurable, achievable, realistic and time-bound
4. Ensure that you have clearly defined each KPI and the benefits each can bring in managing institutional or campus performance
5. Ensure that the outlined KPIs, measures and dimensions are correctly mapped to business requirements

Over the last four blog entries, we have covered a strategic plan for defining KPIs, measures and dimensions for institutions of higher education. We have explored how to outline the KPIs tied to the institution’s vision and mission statements, how to measure the indicators and, finally, how to view the data elements related to measures. I hope the last few blog entries have provided you with the knowledge to begin designing your performance digital dashboard by identifying KPIs, measures and dimensions. If you would like me to provide more details on this subject, just let me know!

In my last blog entry, I laid out the basics for understanding the terms KPI, measure and dimension in the context of Business Intelligence for higher education institutions. In this entry, I’ll cover the means for defining Key Performance Indicators and measures that will drive your institution toward its strategic goals.

Let’s assume that your institution’s officers clearly understand all of the relevant external and internal environmental factors that impact the strategic goals, vision and mission directly. How must you then proceed to identify the indicators for measuring your institution’s position relative to its stated goals and objectives? What decisions must be made? What actions must be taken?

At this point, you may be overwhelmed with many unanswered questions. However, finding the right answers to these questions will guide you in defining the relevant KPIs, measures and dimensions accurately.

The very first step in identifying KPIs, measures and dimensions is meeting with the business users to understand their requirements for measuring institutional or campus performance. I’d suggest beginning with one functional area and then moving on to another. For example, Student Enrollment and Retention are two equally important indicators in the Student Administration functional area that all institutions want to measure. You can begin your requirements gathering in this area first. The business requirements will help you to identify the exact data elements needed for tracking performance in the Student Administration area. So in this case, your first KPI can be defined as Student Enrollment, and your second as Student Retention. Very good! You have successfully defined your first two KPIs!

Now, how will you track your student enrollment and retention? By head count? By percentage? By FTE? I apologize for throwing more questions your way, but, again, answering these questions will give you a clear picture of how to measure the critical indicators you defined earlier. Many colleges prefer to gauge enrollment trends based on these measures given below:

• Total Students – a head count of all students enrolled at the college.
• Developmental Students – a head count of developmental students only. Developmental students are those who have enrolled in developmental academic programs based on the Program Classification System (PCS) Code as defined by Integrated Postsecondary Education Data System (IPEDS).
• Full Time Equivalent (FTE) – computed based on students’ course credits.
• Student Status – examples would be new students (new to college without prior enrollment in any other colleges) and returning students (students who had dropped out earlier but have returned to the same campus).

These are just some sample measures that could help you to plan your work in identifying the measures related to the indicators defined earlier. Again, remember that these measures help you to track your progress and performance trends toward the predefined goals and objectives in your vision statement, while also meeting the business users’ requirements.

In my next blog entry, I’ll discuss how to define dimensions.

“Plan your work, and work your plan.” I strongly believe in this expression. I think you will agree that this motto applies well to strategic planning. If you fail to follow this guideline, you may fall victim to another of my favorite sayings, “If you don’t know where you are going, any road will take you there.”

In a series of four blog entries, I’ll be discussing the best-known methods and best practices in identifying and defining the Key Performance Indicators (KPIs), measures and dimensions used when building a digital dashboard that aligns with a higher education institution’s strategic goals and performance measurement plans.

In working with various institutions of higher education to implement Data Warehousing and Business Intelligence projects, I’ve gained a first-hand understanding of their organizational strategies, goals, visions, missions, plans and objectives. In order to stay competitive in this ever-changing and challenging socio-economy, many colleges are embracing new technologies to manage performance and enable informed decision-making. Business Intelligence applications such as dashboards are becoming popular performance management tools among institutions of higher education.

Before diving into the details, let me briefly explain the three key terms I will frequently be using in this discussion.

• Key Performance Indicators (KPIs), also known as Key Success Indicators or Metrics, help an organization define and evaluate how it is progressing toward its long-term organizational goals

• Measures refer to direct numerical variables that represent pieces of business data in relationship with one or more dimensions associated with a KPI

• Dimensions provide the means to view data elements that categorize measures

The aforementioned keywords are the foundations in developing a digital dashboard.

The biggest challenges are where to begin and how to plan.

I will begin to address these two issues in my next blog entry.

On March 26 and 27, the Synch-Solutions Data Warehousing (DW) and Business Intelligence (BI) team participated in the INAIR (Indiana Association for Institutional Research) 23rd Annual Conference in Indianapolis. INAIR is composed of faculty and staff at Indiana’s public and private, two- and four-year colleges and universities, and others who are interested in the study of postsecondary education. It provides a platform for the dissemination of information and interchange of ideas on problems of common interest in the field of Institutional Research. INAIR is dedicated to fostering unity and cooperation among Institutional Researchers at Indiana colleges and universities. It is a regional affiliate of the international Association for Institutional Research (AIR). Institutional Research is crucial to institutions of Higher Education for its role in mining and analyzing data.

Institutional Researchers are the key drivers of new analytical strategies for reducing time, effort and redundant work. Some institutions maintain this group as a standalone unit, while others include Institutional Research in the Department of Information Technology. Research staff may be called Institutional Researchers, or may be assigned titles according to the nature of their work, such as Information Analyst or Management Analyst.

Our Vendor Presentation

On the second day of the conference, the Synch-Solutions team presented on “Institutional Performance Visibility Through Data Warehousing and Business Intelligence.” In this presentation, we put forth insights on DW concepts, BI tools, project initiation and the real power of Institutional Intelligence available to those who employ the tools and processes with the proper mindset. Many Institutional Researchers attended Synch’s presentation and participated in the Q&A session. The interactive nature of the presentation enabled Institutional Researchers to share their current challenges and expectations with Synch team. DW concepts and BI tools can give institutions the edge to stay competitive in an increasingly demanding and challenging field.

At the Exhibit Hall

In addition to making the presentation, Synch-Solutions’ DW and BI team also exhibited at the conference expo. We managed an exhibitor booth to share Synch’s profile and service offerings. The highlight at our booth was our Student Administration Dashboard Demo. The Institutional Researchers were intensely interested in understanding the functionality, technology and Key Performance Indicators (KPIs) that are essential for developing a Digital Dashboard for an institution.

The demo of Synch-Solutions’ Student Administration Dashboard for Higher Education illustrated how, using only 2 significant KPIs, along with more than 15 measures and 9 dimensions with drill-through capability, the dashboard was capable of providing up to 4,000 static reports. The Institutional Researchers liked the multidimensional design and slice-and-dice functionality, and made such comments as, “This is a perfect solutions for improving the efficiency of my department and its capacity to meet the needs of all of our stakeholders.

Institutional Research + Business Intelligence = Institutional Intelligence

Data Warehousing and Business Intelligence can no longer be framed as “long-term goals” for institutions of Higher Education. They are widely embraced technologies that are highly valued for institutions that have implemented them. Such institutions stand as living proof of the effectiveness of DW and BI. 

The Synch team gained valuable experience and knowledge at the INAIR conference, and we are looking forward to attending the Association for Institutional Research (AIR) 49th Annual Forum in Atlanta from May 30 to June 3. We hope to see you there!

No one would argue that much is turbulent in our economy today, and this turbulence certainly extends to educational institutions as well. Yet, even in more stable times, educational institutions are subject to changing enrollment trends and regulatory requirements, regardless of the economic conditions, and their leaders must maintain the institutions’ abilities to perform. In spite of cuts in budgets and resources, colleges and universities must find ways to thrive in the face of the following challenges:
- State colleges are being deluged with record numbers of student applications, while applications for private colleges are declining due to the higher tuition costs at these institutions.
- Community and specialty colleges are showing increases in the numbers of applications, due to lower costs of tuition and a workforce seeking to retool skill sets in preparation for “the next big thing.”
- Business colleges and universities continue to receive student applications from strong international candidates, despite stringent admission and immigration requirements.
- Federal student financial aid reporting requirements are changing in 2009, along with many college board, state and local reporting requirements.

To meet these challenges, educational institutions are faced with a dilemma. They must either (A) continuously modify their current Student Administration systems to address the new requirements, or (B) upgrade their current Student Administration systems to incorporate new requirements.

At the HEUG (Higher Education User Group) Alliance 2009 conference in Anaheim, California, Oracle addressed the educational challenges by stating the following commitments, relative to its PeopleSoft Campus Solutions product:
- Minimize operational disruption and the capital costs that have often been experienced with major upgrades
- Deliver Campus Solutions as a stand-alone instance
- Give customers options for HCM (Human Capital Management) integration

The release of Campus Solutions 9.0 achieves these goals by offering the following for upgrade customers:
- Campus Solutions 9.0 (CS 9.0) will be the base foundation application being supported.
- CS 9.0 will be independent of HCM 9.1 (CS 9.0 remains connected to HCM 9.0).
- Additional changes will be implemented using feature packs. A feature pack is one or more enhancements and/or one or more new features that can be applied directly to the current release, without an upgrade event.
- Campus Solutions products will be migrated to service-enabled technology over time.
- CS 9.0 includes enhancements and features that were originally targeted for CS 9.1.
- HCM 9.1 and CRM 9.1 integration are included.
- Service-enabled core product modules (Admissions, Enrollment, etc.) are included.

For those who choose the Oracle legacy path (option A), the caveats are as follows:
- If you are on Campus Solutions 8.9 or earlier, support will last only the next few years and will vary by support contract.
- Any future government-mandated changes will require software customizations.
- Maintenance to legacy systems will need to address both new requirements and modifications to old requirements.

The key benefit in the upgrade option is no further upgrade events. Anyone who has gone through an upgrade realizes the resources, expenses and time needed for such an endeavor. Limiting that impact by using service-enabled (e.g, Oracle Fusion or Java-based) modules is clearly a step in the right direction, and minimizes the impact on costs and resources.

Adrian Sannier, Arizona State’s university technology officer believes, to the depth of his being, that it is.  And he expressed his powerful thought leadership position regarding what the shift is all about and what to do about it in his presentation at Campus Technology’s July 2008 conference.  In an incredibly informative and colorful keynote speech, he laid out six components of the new paradigm that he believes must be elucidated, embraced and executed.  Component #1 is the most controversial but, perhaps, most essential because it enables the other five.  Component #1 “liberates the resources” as Adrian says, to do the rest.

You just have to hear it to appreciate the intensity of his conviction regarding the need for change in how information technology is managed in higher education!  Here is the link to listen to Adrian’s presentation – 73 minutes of transformative and energizing thinking about what the future can hold for institutions that embrace change!  Adrian paints a clear vision of the path that can lead to enhanced learning and educational value through a restructuring of the technology environment – in keeping with a strategy that separates “the core” from “the context.” 

Much more cost effective strategies exist today for maintaining “the context,” – meaning the software applications that have become mere commodities that are essential but not differentiating – than are currently being utilized by the majority of universities.  When they are employed, budgets can be reallocated to take advantage of the host of “core” technologies that facilitate collaboration, informed decision-making for stakeholders, and learning…with the agility to embrace the new and upgraded technologies as they continue to emerge onto the scene.