|Purpose||To improve the hybrid instruction training, development, and review processes at The University of Tampa and to improve hybrid teaching practice.|
|Intended Audience||Faculty interested in teaching in hybrid formats.|
|Project Role||Project Manager, Instructional Design & Development, Training, Facilitation, Support|
|Tools||Blackboard LMS, MS Office, MS Visio, Adobe Illustrator, other.|
The University of Tampa (UT) subscribed to EAB’s Student Success Collaborative (SSC) in 2016. The SSC is a group of institutions using an analytics based advising platform to help focus resources on high ROI populations who would typically fall through the cracks of available services, to provide a common platform for advisors and other touch points in the students’ academic career, and to provide institutional improvement through reports utilized by the deans and provost’ office. I was brought on in 2017 after implementation had stalled. My role was to lead the implementation and rollout of the system across campus, return the implementation timeline to an acceptable range, engage the SSC Leadership Team in projects designed to expand and secure the services, and to focus on enhancing the performance of the institution regarding retention and student success. This included determining a rollout plan, and designing and delivering all aspects of implementation, rollout, and training for the system.
The goal of the system is to improve student success through gathering data on a range of academic career points, identifying areas of risk both for individual students and for departments and colleges, and creating and tracking intervention campaigns with students when small engagements are likely to improve their academic success (thus targeting scarce resources). Organizationally, this enhances retention and provides important insight to administration for informing strategic decisions. The goal is to establish partnerships and engagement within and across colleges, programs, and support departments toward one goal: student success.
This required organizing and negotiating relationships between departments and functions, and visualizing those proposals for decision makers. For example, the image above is a visual I made as part of a larger proposal detailing responsibilities for specific helpdesk processes among departments.
At the time I left UT and this project, the SSC was on track for rapid implementation and continuous rollout across campus. This rollout was pending the resolution of some challenges I was able to identify with the data, which required extensive consideration. Outside of the data concerns, training materials had been developed, and student success and retention were measurably improving due to the collaborative efforts of those utilizing the system. I had around 25 major projects ongoing in various stages of the implementation, including around 12 which involved collaborating with designated component leads focused on helping me customize implementation for specific departments and units. UT shifted to this tool almost exclusively for progress reports, advising, institutional improvement efforts and other services, and advisors, faculty, and staff were actively capturing notes, utilizing alerts, and engaging student success on a daily basis.
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