Goal 2 (Student Success) improves the use of technology to deliver student services and better supports student success strategies by further integrating existing software, presenting more services and information to students on mobile devices. It builds capabilities for faculty and advising staff to see a more holistic picture of an individual student's academic and co-curricular engagement and provides more comprehensive data to evaluate the effectiveness of student success programs.

  • 2.1 Expand the use of data analytics and academic planning software to provide students and their advisors information to plan academic careers and enable departments to predict demand and optimize course schedules.

  • 2.2 Present students with services that are more integrated and mobile friendly and gather data to monitor student engagement.

  • 2.3 Build organizational and technological capability to use analytics to understand and predict the factors that contribute to students' success.

  • 2.4 Leverage an integrated technology platform (e.g., CRM) to track student engagement, provide proactive alerts, personalize communications, and make services more efficient.

Goal 2: Leverage Technology and Information to Improve Students' Success and Enhance Their Outside-the-Classroom Experience.

Recruiting and retaining the best students and providing them with experiences that position them for success are primary goals of the University Roadmap. While the University has a good set of systems supporting its student services, applications are not fully utilized or sufficiently integrated with one another or the core student information system (Banner). As a result, students navigate multiple tools and field multiple requests for similar data. Further, the data captured by some of these systems are information silos, not easily combined with other data sources to provide a comprehensive view of a single student or to support aggregate analyses of student success strategies.

This goal responds to these challenges and supports amore positive service experiencefor students. It positions the University tomore extensivelyuse analytics to measure the factors that contribute to student success and create proactive alerts if a student is getting off apath to success. Many aspects of this goal will beaccomplished by better capitalizing on existing technologies, digital communication vehicles,and improved data governance. Policies that govern the appropriate collection and use of data and will be needed to balance the desire to use information to improve service and outcomes with individuals' privacy. The initiatives that support this goal will expand availability and sophistication of student success analytics, provide more comprehensive views of students' curricular, co-curricular and career planning progress, and offer more mobile, user friendly student services.

Strategic Initiatives

1. Expand the use of data analytics and academic planning software to provide students and their advisors information to plan academic careers and enable departments to predict course demand and optimize course schedules.

The data captured by Banner, B-engaged, DegreeWorks and other systems can be used more extensively to support advising and academic career planning. Using Degree Works as a course planning tool will provide students and their advisors better tools to model different choices of majors and minors and their impact on course selection and time to graduation. This same information can be used to help deans and department chairs to forecast future demand for courses and the need to offer additional sections of a course.

Advising canbe supported with a more holistic picture of a student's academic and co-curricular engagement by consolidating the information in disparate systems. Further, by integrating data from these source systems, students and appropriate faculty and staff can be given dashboards and alerts to monitor if they are on track to meet academic goals, graduation requirements, their engagement with the Fleishman Center or their participation in internships and other co-curricular activities.

2. Present studentswith services thataremore integrated and mobile friendly to improve their experience and to gather more data to monitor student engagement.

Student success will be furthered by using technology to facilitate a serviceexperience more reminiscent of what students are used to in other areas of their lives. Student support processes will become more digital and personalized by using information already known about a student to tailor communications and automate services. Improvements to information flows between Banner and specialized student support systems will enable students to be presented with services that are better integrated and accessible from a common starting point such as a mobile application or website. This strategy will be a multi-stage effort prioritized in collaboration with student services offices with input from students.

Communications and Marketing will work with ITS to help units to streamline information flows to students and optimize the useof digital communication vehicles including web sites and mobile applications. Priority will be placed on streamlining and better coordinating communications, information requests and processes during critical times for students such as first year orientation, onboarding returning students, and graduation. An initial area of emphasis will createan integrated mobile application or web site to organize information and resources for new students and guide their on-boarding and orientation to University services. Using already owned technologies, anintegrated mobile hub will become a common access point to distribute communications, access orientation videos, and disseminate and fulfill information requests. The hub will use weekly timelines and checklists to initiate common onboarding activities and encourage students to complete required tasks such as registering for housing and dining or student health services. Subsequent iterations will extend the hub to returning students, enable tailoring by college or major, and automate sharing information across systems and services so a student is not asked to provide the same information to multiple offices.

3. Build a more capable organizational and technological infrastructure to use analytics to understand and predict the factors that contribute to students' success.

This strategy will provide tools to analyze patterns in student retention, time to graduation and other measures of success and build processes to alert appropriate stakeholders if a student appears to be heading off track. By expanding the sources of information in the data warehouse, implementingthe recently acquired analytics tools, and methodically improving the management of data qualityand governance of its usethe University will harness existing data to support student analytics. These changes will be accompanied by professional development to spread understanding of the University's data sources, definitions and analytical tools among staff with responsibility for crafting these analyses. Policies will guide the appropriate collection and use of data and protect individuals' privacy. Capabilities will be enhanced incrementally as necessitated by the priority of analytical questions. Initial efforts will focus on analyzing the effectiveness of various student retention strategies and investments and broadening the student learning data available from Blackboard and Library databases that can be combined with Banner data to assess student engagement in their courses and identity positive relationships with successful outcomes.

4. Leverage an integrated technology platform (e.g., CRM) to track student engagement, support proactive interventions, personalize communications, and make access to service more efficient.

To improve service to students and capture additional information to monitor student success, the University will evaluate the need for, and if warranted deploy a constituent relationship management solution (CRM). The CRM solution would complement the existing Banner student system, Slate and other function specific software applications. The CRM would capture information about students' interactions with student service offices, advisors,and co-curricular programming and store, and make accessible to other software, information about a student's interests, goals and engagement activities. This information would extend what is already captured in Banner and enable greater personalization ofcommunications to students to alert them to deadlines or actions that they must take specific to their circumstances and interests. As its deployment and integration with other systems grows, the CRM would create a single place through which students can provide descriptive information once (e.g., bio-demographics, interests, service requests) and have itautomatically available to relevant and authorized offices to use to deliver services to the student. Finally, as a tool to track interactions students have with various support offices, the CRM will provide information to improve each offices ability to serve students, alert appropriate faculty or advisors if a student's success is at risk,and create an expanded data set to inform student success analyses.