1. The Unified Digital Campus: Creating Access, Enhancing Communications and Increasing Performance Presented by: Janice Forsstrom – VP Administration & Finance North Shore Community College

2. One of 15 Public Community Colleges in MA 4 campus locations –4000 FTE –2500+ non-credit –100+ prog. of study Career,LA,Transfer Technical Training –130 Full-time faculty –Approx. 400 adjunct One of 15 Public Community Colleges in MA 4 campus locations –4000 FTE –2500+ non-credit –100+ prog. of study Career,LA,Transfer Technical Training –130 Full-time faculty –Approx. 400 adjunct

3. Recent Awards “1 st Place Best of the Web” - Center for Digital Government 2004 (tied with Lehigh) MIT / Accenture 2004 – 1 st Place -“Higher Ed. Technology Innovator of the year” Regional Paragon Award for Online Services, Silver (2006) NCMPR - National Council for Marketing & Public Relations National Paragon Award for Online Services, Bronze(2006), NCMPR Medallion Award for Website, Silver (2005) NCMPR “1 st Place Best of the Web” - Center for Digital Government 2004 (tied with Lehigh) MIT / Accenture 2004 – 1 st Place -“Higher Ed. Technology Innovator of the year” Regional Paragon Award for Online Services, Silver (2006) NCMPR - National Council for Marketing & Public Relations National Paragon Award for Online Services, Bronze(2006), NCMPR Medallion Award for Website, Silver (2005) NCMPR

4. Current Systems SunGard Products: Banner 6.x (7.x April, 2006) Luminis Portal with Integrated Intranet Self-Service (faculty, student, finance, adv.) Extender (Imaging) Other Products: Blackboard 6.x Evisions Touchnet payment gateway e-check & credit card payment options Numerous CMS tools and paperless processes Personal Web Server (internally developed) SunGard Products: Banner 6.x (7.x April, 2006) Luminis Portal with Integrated Intranet Self-Service (faculty, student, finance, adv.) Extender (Imaging) Other Products: Blackboard 6.x Evisions Touchnet payment gateway e-check & credit card payment options Numerous CMS tools and paperless processes Personal Web Server (internally developed)

5. State of Technology - 1999 Getting more strategically focused Web site outsourced –Static out of date info, Served no real purpose –No web admininstrator No Online Services Only basic Banner functionality Alumni on small database system Infancy of Distance Learning Adjunct faculty and students obtained email accounts via request – nobody used this service Getting more strategically focused Web site outsourced –Static out of date info, Served no real purpose –No web admininstrator No Online Services Only basic Banner functionality Alumni on small database system Infancy of Distance Learning Adjunct faculty and students obtained email accounts via request – nobody used this service

6. Vision & Planning

7. What We Wanted (99 - 2000) Equalize services between campuses Integrated Email and Learning Mgmt. System Acceptance of Web as the way we deliver services 24 x 7 access to teaching and learning services Cure inefficiencies and streamline processes –Cure inefficient registration process –Automate processes –Reduce mailing costs, Reduce back-office support –Redefine outdated processes –Advising - remove barriers & highlight the benefits Increase communications Equalize services between campuses Integrated Email and Learning Mgmt. System Acceptance of Web as the way we deliver services 24 x 7 access to teaching and learning services Cure inefficiencies and streamline processes –Cure inefficient registration process –Automate processes –Reduce mailing costs, Reduce back-office support –Redefine outdated processes –Advising - remove barriers & highlight the benefits Increase communications

8. Service Technologies Learning & Teaching Technologies Business & Communication Technologies UDC Portal UDC – Model / Vision

9. Preview Of NSCC UDC Services

10. If NSCC Had not Adopted Unified Strategy Email Intranet LMS Student/Faculty Services No integration Difficult to administer Not Scalable Disparate Logins Harder for users Less Effective No integration Difficult to administer Not Scalable Disparate Logins Harder for users Less Effective Other Apps

11. NSCC With Unified Strategy Other Apps Intranet LMS Student/Faculty Services UDC Luminis Portal UDC Luminis Portal 1.Easier Administration 2.Scalable 3.Consistent Interface 4.Single Sign On 5.Ease of use 6.Maximize effectiveness. 1.Easier Administration 2.Scalable 3.Consistent Interface 4.Single Sign On 5.Ease of use 6.Maximize effectiveness. Email

12. Managing Complexity * NSCC (hypothetical) Without Unified Strategy (*Concept from British Columbia Inst Tech) Complexity Effectiveness/ Value Point of Diminishing Return 199719981999200020012002200320042005 Timeline Minimized Effectiveness

13. 199719981999200020012002200320042005 Managing Complexity * NSCC With Unified Strategy (*Concept from British Columbia Inst Tech) Complexity Effectiveness/ Value Timeline Managing Complexity Maximized Value Governance Prioritization Alignment / Unification

14. UDC & Online Services Initial Goals Met With out-of-the-box Software No additional staff required Provides Transparent Single Sign-On Accounts Dynamically Generated Provides Consistent Interface to All Systems Significant Communication Enhancements: Targeted Announcements Email & Custom Channels Initial Goals Met With out-of-the-box Software No additional staff required Provides Transparent Single Sign-On Accounts Dynamically Generated Provides Consistent Interface to All Systems Significant Communication Enhancements: Targeted Announcements Email & Custom Channels Extremely High Utilization Rates: Enhanced Value & Return on investment

15. Measurements for Tracking Efficiency, Effectiveness and Overall Value Provides consistent interface to all systems Usage –Online services utilization, Unique logins –Online course growth & enrollments Satisfaction surveys Return on investment – tracked in detail Cultural (soft but can be used as measurement) College community wants more and more services Communication Enhancements Provides consistent interface to all systems Usage –Online services utilization, Unique logins –Online course growth & enrollments Satisfaction surveys Return on investment – tracked in detail Cultural (soft but can be used as measurement) College community wants more and more services Communication Enhancements

16. Return on Investment Online Web Admissions – 30+ per day Web Recruit - 100% electronic – 5000+ prospects annually Online registrations 90%+ Consistently Returning students register much earlier Enrollment and retention increases Student schedules no longer mailed FA awards and book vouchers through portal Faculty obtain class rosters, schedules and enter grades online as Standard Operating Procedure Significantly reduced postal mail Advising - Online Degree Audit available to students Integrated and more efficient LMS support Dynamic account generations with single sign on Consolidated helpdesk Course resource areas - available for all courses Automated email distribution lists available for all courses Personal Web Space – supports curriculum & course resource areas Intranet with many online services and paperless processes Online Web Admissions – 30+ per day Web Recruit - 100% electronic – 5000+ prospects annually Online registrations 90%+ Consistently Returning students register much earlier Enrollment and retention increases Student schedules no longer mailed FA awards and book vouchers through portal Faculty obtain class rosters, schedules and enter grades online as Standard Operating Procedure Significantly reduced postal mail Advising - Online Degree Audit available to students Integrated and more efficient LMS support Dynamic account generations with single sign on Consolidated helpdesk Course resource areas - available for all courses Automated email distribution lists available for all courses Personal Web Space – supports curriculum & course resource areas Intranet with many online services and paperless processes

17. Return on Investment/Value Summary FY2001 FY2002 FY2003 FY2004 FY2005 Investments Include: All Hardware All Software Third party software – LMS, Touchnet, etc. All Maintenance Security & Monitoring All Training All IS Staff time Investments Include: All Hardware All Software Third party software – LMS, Touchnet, etc. All Maintenance Security & Monitoring All Training All IS Staff time Fiscal Year Timeline 100K 200k 300k 400k 500k 600k 700k 800k 900k 1 million 1.1 million 1.2 million Return/Cost Avoidance Investments = $1,098,000 = $ 933,400 Net Return 164,600

18. Cultural Changes and Organizational Impact Higher level of critical thinking –More function & process oriented –Student Enrollment Centers Combined STFS and FA Creative ideas constantly being discussed on further unifying and enhancing communications Assisted in breaking down silos Increased cross functional thinking and consideration Online Services are part of the culture Higher level of critical thinking –More function & process oriented –Student Enrollment Centers Combined STFS and FA Creative ideas constantly being discussed on further unifying and enhancing communications Assisted in breaking down silos Increased cross functional thinking and consideration Online Services are part of the culture

19. Top Challenges for Higher Education Funding: The imperative to “do more with less” Accountability: The mandate to boost performance and outcomes Constituent Service and Relationships: The expectation of personalized interaction and convenience Competitiveness: The need to promote the institution as distinctive and ensure its relevance in an evolving world Funding: The imperative to “do more with less” Accountability: The mandate to boost performance and outcomes Constituent Service and Relationships: The expectation of personalized interaction and convenience Competitiveness: The need to promote the institution as distinctive and ensure its relevance in an evolving world

20. Technology Value at NSCC Presidential perspective Gaining respect Transparent - provides equitable services Prepares students - 21 st century work place Not a problem to overcome –Technology woven in Strategic Plan –Faculty involved on teams that made KEY recommendations –Governance – Technology embedded in culture –Use Technology to personalize – illusion of smallness Technology Village Performance Measures –Constituent Satisfaction –Enrollments, Retention, Planning –Dollars invested vs. Return on Value Gaining respect Transparent - provides equitable services Prepares students - 21 st century work place Not a problem to overcome –Technology woven in Strategic Plan –Faculty involved on teams that made KEY recommendations –Governance – Technology embedded in culture –Use Technology to personalize – illusion of smallness Technology Village Performance Measures –Constituent Satisfaction –Enrollments, Retention, Planning –Dollars invested vs. Return on Value

21. What’s Next Additional Channels –More Dashboard information Web for Finance – Online Requisitioning Advancement (Alumni Portal) Further Intranet development Advising Improvements: –Cyber Advising –E-portfolio Additional Channels –More Dashboard information Web for Finance – Online Requisitioning Advancement (Alumni Portal) Further Intranet development Advising Improvements: –Cyber Advising –E-portfolio

22. Met initial goals with out-of-the-box software and integration solutions Ease of use leading to High utilization rates and adoption is a key factor in our successes Provided Integrated building path for enhancing communication (academic and administrative), instructional support and redesigning services Additional value from extended integration to internally developed systems and applications. Data collected from surveys, usage rates, additional services requests and overall satisfaction proved its value as a good business model for NSCC Met initial goals with out-of-the-box software and integration solutions Ease of use leading to High utilization rates and adoption is a key factor in our successes Provided Integrated building path for enhancing communication (academic and administrative), instructional support and redesigning services Additional value from extended integration to internally developed systems and applications. Data collected from surveys, usage rates, additional services requests and overall satisfaction proved its value as a good business model for NSCC Summary

23. Online Resources Online Resources Contains: NSCC Portal Video overview ( 9 minutes) This Powerpoint ROI worksheet Contacts: Janice Forsstrom, VP Administration/CFO Gary Ham, CIO Online Resources Contains: NSCC Portal Video overview ( 9 minutes) This Powerpoint ROI worksheet Contacts: Janice Forsstrom, VP Administration/CFO Gary Ham, CIO jforsstr@northshore.edu gham@northshore.edu http://myweb.northshore.edu/users/gham/aaccpres2006

24. Portal Utilization