How To Create Transformational Change in Higher Education: Insights from a College President

HOW TO CREATE TRANSFORMATIONAL CHANGE:

INSIGHTS FROM A COLLEGE PRESIDENT

Previously Presented at:

Council of Independent Colleges

CAO-CFO Institute Portland, Oregon 2014

ACHIEVING TRANSFORMATIONAL CHANGE: LIVE CASE STUDY : Becker and Confidant 2014

“Leadership requires two things: a vision of

the world that does not yet exist and the ability

to communicate it.”

― Simon Sinek, Start with Why


Presenters

David Ellis, PhD, SVP/CFO

Past College President, CFO, Student Affairs, 38 yrs. Higher Ed

Becker Chief Financial Officer Leading Academic Transformation

Ed Sirianno, President CCA

Deep Agency + Brand Experience, 15 years exclusively in Higher Ed

President, Creative Communication Associates, Co-Founder Confidant

Heather McGowan, President’s Strategy Advisor

Corporate and Higher Ed Strategy, Transformational Change

Becker College President’s Strategy Advisor, Co-Founder Confidant

Robert E. Johnson, PhD, President

Extensive Experience in Enrollment Management, 30 yrs. Higher Ed

Becker College President Leading Transformational Change


Presentation Structure

CONTEXT: State of Higher Education

APPROACH: Process for Change

CASE: Becker College

TELL: When + How To Tell Change Story

COMPONENTS PRESENTER

Heather McGowan

Heather McGowan

Robert E. Johnson, Ph.D., President

David Ellis, Ph.D., SVP + CFO









Heather McGowan

Heather McGowan

Robert E. Johnson, Ph.D. President

David Ellis, Ph.D. SVP + CFO




1950-

Baby Boom

Growth Middle Class

GI Bill

Civil Rights

Women’s Rights

Affordable

TODAY

Decline Middle Class

Globalization

Online Education

Underemployment

Debt Loads

Source: National Center for Education Statistics

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

1950 1960 1970 1980 1990 2000 2010

1950-Present:

Higher Ed Institutions in the US Doubled


CONTEXT: Rising GDP, Productivity, Declining Jobs + Wages


52%Bachelor’s

degree or

higher

11%

37%High

school

or less

59%College

grad

rate

More than high school less

than Bachelor’s degree

UNDEREMPLOYMENT

Sources: Federal Reserve Bank

of New York, Center for College

Affordability and Productivity,

Institute for Higher Education

Policy

1985-2014

Higher Ed Costs 500%

Consumer Price Index 115%

DEBT

COSTS

HIGHER EDUCATION: COST, DEBT, ROI


State of Higher Education

Despite the Tsunami Warning, It Remains a Good ROI

0%

5%

10%

15%

20%

25%

AssociatesDegree

ProfessionalDegree

Bachelor'sDegree

SomeCollege

Stocks Gold 10 Yr.Treasury

T-Bills Housing

Pe

rce

nta

ge R

etu

rn

EDUCATION INVESTMENTS OTHER INVESTMENTS



1950-2000 AGE OF JOBS

But We Need To Acknowledge Reality- This is the PAST



But We Need To Acknowledge Reality- This is TODAY








Heather McGowan

Heather McGowan





Start with Why: Sinek’s Golden Circle

WHAT

HOW

WHY

Activity or Offering

Unique Method or

Competitive Advantage

Inspiration, Driving Purpose

WHAT

HOW

WHY

In Higher Ed this is often:

Programs

Pedagogy, Delivery

Method

Institutional Ethos


What Can You Do? FOCUS

INSTITUTIONAL

ETHOS

CORE

CAPABILITIES

MARKET

REALITIES

ROI

ROI for Both the

Institution and the

Individual


What Can You Do? How Do You Do It?

Core Capabilities

Improve + Optimize

New Offerings

New or Extended

Programs that leverage

core capabilities

Certificates

Graduate Programs

Online

New Markets

New regions of the

country, international

expansion, non

traditional students

Transformational

Change

New Offerings for

New Markets

New Business Models

Expand Offerings (Programs)

Expand Reach

(Enrollment)

Prune +

Calibrate

Does 80% of

your

Revenue

Come from

20% of your

Offerings?

Inspired by Ansoff Matrix


Change Process: Five PhasesIN

TE

RN

AL

(LE

AD

ER

SH

IP T

EA

M,

FA

CU

LT

Y, S

TA

FF

)

EX

TE

RN

AL

(ST

UD

EN

T +

FA

CU

LT

Y

FA

CIN

G)

Phase 5: Assessment + Succession

Optimize +

Expand

Succession

Planning Celebrate

Phase 4: Strategic Build Outs

Fine TuneLaunch +

ScalePrepare for

Next Change Cycle

Phase 3: Pilots + Foundations

Brand-

Mark Com

Resource

CommitmentsFaculty

Develop

Learning

Launches +

Enroll

PlanPhase 2: Crafting Vision

Consensus

Build

Craft

Framework

Faculty

Fits + Gaps

Prioritized

Action

Plan

SURVIVING THRIVING

Tactical

Fixes

Forensic

Analysis

Talent

Assessment

Resource

Planning

Phase 1: Preparing For Change


Talent Considerations: How Are You Going to Get There?

Rotational

Transformation

al

Foundational

TYPE OF TOUR

2-3 Years

Known

Contribution

(Implement)

Adjunct Faculty

Some Admin Roles in

Mid Transformation

3-5 Years

Unknown

Contribution

(Discovery)

Consultants

Some Administrators

Star Faculty

Long Term

Known

Contribution

Long Term

Build- Sustain

Some Admin Staff

Base Faculty

LENGTH CONTRIBUTION EXAMPLE

This concept of Tours of Duty Comes from Reid Hoffman Book: Network Alliance


Talent Considerations: Rethink Faculty Profiles








Heather McGowan

Heather McGowan





Becker College Case

Snapshot of Becker 2010• Declining Enrollment and Quality of Students

• Disengaged Faculty

• Underprepared Students (50% in Remedial Classes)

• ~80% Of Enrollment in 5 Of More Than 40 Programs Of Study

• Financial Aid Overspent By $2 Million

• Retention Issues, Low Graduation Rate, Climbing Discount Rate

• Nationally Recognized Program in Game Design

President Robert E. Johnson, Ph.D. appointed


2014

Snapshot of Becker: Focused Attention to Move the Needle

2012 20182010

GPA

SAT

% Remedial

Enrollment

2.64

932

50%

1784

3.10

1026

20%

2021

3.30

1100

0%

2300

Student Quality

Financial Strength

Academic Strength

StabilizeAcademic

Investment ExpansionRetention

Enrollment, Retention, ROI

Triage

2.97

1001

29%

1826

Gain on Net Assets

DOE Financial Index

1st Year Discount Rate

All Student Discount

Enrollment

Bad Debt

$ 117,665

1

44%

36%

-3%

$ 1,400,018

$ 1,340,374

3

42%

37%

+3%

$ 265,516

$ 860,805

3

41%

39%

+9%

$ 237,670

Student Experience Program Improvements


Becker College Case

First 90 days Second 90 days Third 90 days Fourth 90 days

Evaluate Senior

ManagementAssess

Operations +

Infrastructure,

Create

Efficiencies Direct Sr.

Management to

Assess their

Teams + Make

Changes Realign Budget

for Next Fiscal

Year

Year 1: Drill Down: 90 Days: Focus: Fixing Enrollment + Finance

Communicate: Change is Coming, Change is Coming

Key Hire:

David Ellis

CFO


Becker College Case

Fall Spring

Year 2: Enrollment + Retention: Rebuilding the System

Communicate: Customer Service + Student Experience= RETENTION

Key Hires:

VP Enrollment

VP Student Affairs

New Campus

Center Opens

Remove Students unable to succeed

financially or academically

Development focus to improve student

experience

Title 3 Grant (5 year commitment) to Improve Retention

Enrollment- Expand Geographic

Reach

Rebuilt Student Affairs, Student

Experience

Agree on Vision, Mission, Core Values


2014


2012 20182010

GPA

SAT

% Remedial

Enrollment

2.64

932

50%

1784

3.10

1026

20%

2021

3.30

1100

0%

2300

Student Quality

Financial Strength

Academic Strength

StabilizeAcademic



Triage

2.97

1001

29%

1826

Gain on Net Assets

DOE Financial Index



Enrollment

Bad Debt

$ 117,665

1

44%

36%

-3%

$ 1,400,018

$ 1,340,374

3

42%

37%

+3%

$ 265,516

$ 860,805

3

41%

39%

+9%

$ 237,670



Becker College Case

Year 3: Building the Big Vision

What Am I Going To Do About This?

I Need Someone To Wake Up Every Day and

Worry About This!


Becker College Case

Fall Spring

Year 3: Building the Vision: Preparing for Academic Investment

Communicate: Calibration + Communication: New Normal

Key Hires:

Strategy Consultant

VP of Development

Clarify Moving Parts Into One Vision

Formulate Vision: Agile Mindset

Thomas Friedman: Presidential

Speaker Series

Create and Institutionalize Global Citizenship

Establish Planning Frameworks, Communicate New Leadership Expectations


2014


2012 20182010

GPA

SAT

% Remedial

Enrollment

2.64

932

50%

1784

3.10

1026

20%

2021

3.30

1100

0%

2300

Student Quality

Financial Strength

Academic Strength

StabilizeAcademic



Triage

2.97

1001

29%

1826

Gain on Net Assets

DOE Financial Index



Enrollment

Bad Debt

$ 117,665

1

44%

36%

-3%

$ 1,400,018

$ 1,340,374

3

42%

37%

+3%

$ 265,516

$ 860,805

3

41%

39%

+9%

$ 237,670



Becker College Case

Fall Spring

Year 4: Academic Investment: Attracting New Leaders to Vision

Communicate: Calibration + Communication: New Normal

Reorganization of Academic Units, Prune Under- Enrolled, Low ROI Programs

Provost Search

Agile Mindset: Institutional Ethos

New Leadership Searches-

Deans

Development: Plan + Fund Facilities Expansion

Key Hire:

Provost

Hire Branding Company to Communicate New Becker

We

Are

Here


2014


2012 20162010

GPA

SAT

% Remedial

Enrollment

2.64

932

50%

1784

3.10

1026

20%

2021

3.30

1100

0%

2300

Student Quality

Financial Strength

Academic Strength

Stabilize Big VisionAcademic

ExpansionRetention


Triage

2.97

1001

29%

1826

Gain on Net Assets

DOE Financial Index



Enrollment

Bad Debt

$ 117,665

1

44%

36%

-3%

$ 1,400,018

$ 1,340,374

3

42%

37%

+3%

$ 265,516

$ 860,805

3

41%

39%

+9%

$ 237,670

Student Experience Academic Quality



Becker’s Why

An Agile Mindset values learning over knowing

and adaptability over planning and process with

four main competencies:

EMPATHY

DIVERGENT THINKING

ENTREPRENEURIAL

OUTLOOK

SOCIAL + EMOTIONAL

INTELLIGENCE

To uncover insights and human needs in

times of uncertainty

To find, frame, and address problems not

yet known

To create value in all that they do

To collaborate effectively on

transdisciplinary teams








Heather McGowan

Heather McGowan





2010 2011 2012 2013 2014 2015

(Budget)

INVESTMENTS

Instruction + Support $6,017 $6,166 $6,629 $6,751 $6,879 $6,946

Student Services $3,158 $3,112 $3,565 $4,267 $4,342 $4,257

Institutional Support $6,930 $6,982 $6,869 $7,074 $7,651 $7,503

Institutional Advance $605 $635 $589 $519 $565 $650

Capital Investment $218 $442 $466 $700 $966 $741

Campus Center $440 $637 $4,503 $987

RETURNS

Enrollment 1,764 1,772 1,784 1,826 1,902 2,021

Retention (Fresh to Soph) 64% 65% 64% 67%

Default Rates 16.9% 14.9%

Start Accountabilit

y

Infrastructur

e

Product +

Delivery

Customer

Service +

New Normal

Calibrate

+

Communicate

Becker Strategy: Focused, Intentional Investment Strategy (all per FTE)


Becker’s Change ProcessIN

TE

RN

AL

(LE

AD

ER

SH

IP T

EA

M,

FA

CU

LT

Y, S

TA

FF

)

EX

TE

RN

AL

(ST

UD

EN

T +

FA

CU

LT

Y

FA

CIN

G)

Phase 5: Assessment + Succession

Optimize +

Expand

Succession

Planning Celebrate

Phase 4: Strategic Build Outs

Fine TuneLaunch +

ScalePrepare for

Next Change Cycle

Phase 3: Pilots + Foundations

Brand-

Mark Com

Resource

CommitmentsFaculty

Develop

Learning

Launches +

Enroll

PlanPhase 2: Crafting Vision

Consensus

Build

Craft

Framework

Faculty

Fits + Gaps

Prioritized

Action

Plan

SURVIVING THRIVING

Tactical

Fixes

Forensic

Analysis

Talent

Assessment

Resource

Planning

Phase 1: Preparing For Change








Heather McGowan

Heather McGowan





When and How Do you Tell The Story: The Bow Tie of Branding

Between Phase 2 And 3, It Is Time To Build The Brand Story

SOFT LAUNCH

INST

ITU

TIO

NA

L I

DE

NT

ITY

CR

EA

TIV

E D

EV

EL

OP

ME

NT

PR

ESE

NT

AT

ION

OF I

NST

ITU

TIO

NA

L I

DE

NT

ITY

SU

RV

EY

TE

ST

ING

/RE

VIE

W

INST

ITU

TIO

NA

L I

DE

NT

ITY

FIN

ALIZ

ED

INST

ITU

TIO

NA

L A

SSE

TS D

EV

EL

OP

ED

INT

ER

NA

L A

WA

RE

NE

SS

BR

AN

D S

OFT

LA

UN

CH

/ON

-CA

MP

US K

ICK

-OFF E

VE

NT

S

BR

AN

D E

XT

ER

NA

L R

OL

L-O

UT

/MA

RK

ET

ING

AN

D M

ED

IA


When and How Do you Tell The Story

Key Tools in Marketing and Communication Strategy

DIS

CO

VERY

REVIE

W O

F Q

UAN

TITATIV

E RES

EARC

H

DEV

ELO

PMEN

T OF

CREA

TIVE

BRIEF AN

D S

TRATEGY

CREA

TIVE

EXEC

UTIO

N A

ND

PRES

ENTA

TION

TESTIN

G /

SURV

EY / R

EVIE

W

INST

ITUTIO

NAL

IDEN

TITY F

INALI

ZED

INST

ITUTIO

NAL ASS

ETS

DEV

ELO

PED

SOFT LAUNCHIN

TERN

AL

BRAN

D A

WAREN

ESS

CAM

PAIG

N

EXTER

NAL

BRAN

D L

AUN

CH / K

ICK-O

FF E

VENT

BRAN

D R

OLL

-OUT /

MED

IA P

LACEM

ENTS


When and How Do you Tell The Story

Key Tools in Marketing and Communication Strategy


FOCUS

Embrace Market Realities

Cut the Clutter- Focus and Growth Unique Expertise (Offerings that create

ROI)

Pay Your Bills: Quality, Retention, Grad Rates, ROI

New Normal: Diversify Business Model (Beta not Bunker)

RECAP

Branding: Know When and How To Tell Your Story

Find and Communicate Your Why, How, What


Thank You

Heather McGowan

Becker + Confidant

[email protected]

Ed Sirianno

CCA + Confidant

[email protected]

Robert E. Johnson, Ph.D.

President

Becker College

David Ellis, Ph.D.

SVP + CFO

Becker College

mailto:[email protected]



More Information

Bios on our Speakers


www.confidantcca.com

www.becker.edu

http://www.confidantcca.com

http://www.becker.edu


Becker College Executive Leadership


Since President Johnson took office as the tenth president of Becker College

in July 2010, this charismatic leader has charged the institution with a new

entrepreneurial mission; led the creation of groundbreaking academic

programs; realized significant capital projects; strengthened the institution’s

financial foundation; and challenged students and faculty to compete in an

increasingly global society. He believes today’s graduates must have an agile

mindset with empathy, divergent thinking, and an entrepreneurial outlook with

high social and emotional intelligence.

Robert E. Johnson, Ph.D.

President

Becker College


Becker College Executive Leadership


David Ellis, Ph.D.

Senior Vice President

Chief Financial Officer

Becker College

Senior Vice President & CFO David Ellis oversees the administration and

financial operations of the College. He arrived at Becker in 2010 with 34

years of experience working in higher education, including having served as

president of Newbury College in Brookline for five years. David began his

career at Babson College where he spent 10 years in Student Affairs





Heather helps higher education leaders find and shape the vision. She excels at

crafting simple single frame visuals that help you communicate that vision while

identifying, assessing, and addressing challenges to realizing your goals. She is

the editor and co-author of Disrupt Together: How Teams Consistently

Innovate about the experience of transforming Philadelphia University. Heather

advises the President of Becker College. [email protected]

Heather McGowan

Strategic Advisor to the President

of Becker College





Ed Sirianno is president of Creative Communication Associates—an award

winning branding, marketing, and communications firm specializing in higher

education. Ed began his marketing career under the wing of Mullen

advertising founder Jim Mullen. A strong believer in the power and promise of

higher education, Ed draws on a deep understanding of consumer advertising

to help colleges and universities advance their missions and build effective,

integrated brands. [email protected]

Ed Sirianno, President

Creative Communication

Associates

Co-Founder, Confidant
