Collaborative Research Associates

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1 Collaborative Research Associates 200 South Wilcox St. #158 Castle Rock, CO MEMO TO: Montana College!NOW State Team FROM: Dr. J. Anne Clark, President, Collaborative Research Associates (CRA) College!NOW Evaluator DATE: December 30, 2013 RE: Evaluation Memo # 6: Progress on the College!NOW Five Strategies July 2013 through November 2013 Montana established a very ambitious set of goals for its Lumina productivity grant initiative. The College!NOW productivity agenda is comprised of five broad strategies with 24 substrategies. During the Lumina productivity grant (November 2009 through November 2013), College!NOW has achieved very substantial progress on these five strategies. Progress has been tracked, documented and reported through the state-specific external evaluation process conducted by Collaborative Research Associates, an independent evaluation consultant. The evaluation used a ten-phase policy process model to track and document College!NOW strategy progress. This model is based on an assumption that policy adoption and implementation typically proceeds through ten generally consecutive phases. For any specific policy, however, phases may be skipped or repeated as the policy moves toward implementation. While the model includes two phases beyond Implementation (Evaluation and Sustainment), achieving the Implementation phase was understood to be the goal for College!NOW strategies during the Lumina productivity grant time frame. Of the 24 College!NOW substrategies, 21 have reached the Implementation phase or beyond. The remaining 3 substrategies have reached the Pre-implementation phase and appear to be on track for implementation through ongoing and planned actions discussed in this memo. Throughout the Lumina productivity grant period, evaluation results have been reported in one previous full-length report and five previous evaluation memos which are available on the College!NOW website ( Each evaluation memo reported significant actions and events that occurred during a specific time frame, which cumulatively led to incremental progress on the 24 substrategies. This Evaluation Memo #6 is the final CRA report on College!NOW accomplishments and Montana s ongoing and planned efforts beyond November 2013 related to the College!NOW strategies. Please contact Dr. Anne Clark (anne@cr-assoc.com) with any comments or questions regarding College!NOW evaluation reports and memos. Collaborative Research Associates Page 1 of 1

2 COLLEGE!NOW STRATEGIES AND SUBSTRATEGIES The five College!NOW Strategies and 24 substrategies are listed below for reference when reviewing the policy phase chart (page 3 of this memo) which illustrates specific progress achieved on each substrategy during the July through November 2013 time period and throughout the Lumina productivity grant. Strategy One: Comprehensive two-year education mission (8 substrategies) a. Comprehensive two-year education mission at all COTs (now Two-year Colleges) b. ABLE at all COTs (now Two-year Colleges) c. Developmental education at all COTs (now Two-year Colleges) d. Workforce education at all COTs (now Two-year Colleges) e. Transfer core at all COTs (now Two-year Colleges) f. Faculty and staff development opportunities are provided g. Gallatin and Bitterroot College Programs progress toward the comprehensive mission h. Tribal Colleges utilize College!Now as a strengthening resource Strategy Two: Regional clearinghouse hubs for two-year college education (3 substrategies) a. Workforce education that is responsive to business / industry b. Supports for transition from high school to college / dual enrollment c. Adult friendly programming / scheduling Strategy Three: Coordinated curricula and integrated technology (5 substrategies) a. Related instruction aligned b. Transfer core streamlined c. Banner at MCC and DCC d. Common data standards and approaches used throughout MUS system e. Coordinated statewide online education broadens student access Strategy Four: Performance-based funding (3 substrategies) a. Performance funding model is developed and implemented b. Two-year college performance metrics are developed and implemented c. Four-year college performance metrics are developed and implemented Strategy Five: Communication and engagement (5 substrategies) a. Citizen awareness of two-year education as affordable and effective b. Business / industry are engaged with the two-year education sector c. Policy makers support the two-year education sector d. Positive perceptions of two-year college education e. High interest in two-year college education POLICY PHASE CHART The chart that follows depicts the incremental progress of each College!NOW strategy and substrategy from inception to sustainment, using a ten-phase policy process model. A full explanation of this model is presented in the April 2011 comprehensive College!NOW evaluation report. Progress from Phase I through Phase X is determined by documenting significant actions/events related to each of the 24 substrategies and placing these actions/events within one of the ten policy phases. Over time, these significant actions/events indicate that the next phase in the model has been attained. Color and symbol keys below the chart identify which policy process phases were attained during specific time periods for each College!NOW substrategy. Collaborative Research Associates Page 2 of 2

3 STRATEGY ONE STRATEGY TWO STRATEGY THREE STRATEGY FOUR STRATEGY FIVE Policy Process Phase a b c d e f g h a b c a b c d e a b c a b c d e X. Sustain x x IX. Evaluate x x x x VIII. Implement x x x x x x x x x x x x x x x x x x x VII. Pre-implement x x x x x x x x x x x x x x x x x x x x VI. Adopt solution x x x x x x x x x x x x x x x x x V. Select Solution x x x x x x IV. Review Alternatives x x x x x III. Set Criteria x x x II. Define problem I. Set agenda COLOR AND SYMBOL KEY: Potential progress beyond November 2013 X Policy process phase attained by November 2013 X Policy process phase attained by June 2013 X Policy process phase attained by July 2012 Policy process phase attained by Dec 2011 Policy process phase attained by March 2011 COLLEGE!NOW SIGNIFICANT ACTIONS AND EVENTS Significant actions/events which occurred through November 2013 time frame are listed for each of the 24 College!Now substrategies in the table that begins below and continues through page 7 of this memo. Blue font indicates actions/events that have occurred and/or are completed. Orange font indicates actions/ events that are ongoing or are planned for the future. Strategy One [a] Comprehensive two-year college mission The comprehensive two-year college mission has expanded from three public two-year colleges to nine, with plans underway for the tenth at Bitterroot College in Hamilton. Work is ongoing to offer a full range of academic programs at all two-year colleges. Two-year colleges each developed a campus-specific plan for implementing/ expanding the comprehensive mission. Plans were approved by BOR, and colleges will give BOR updates on mission implementation progress twice per year. Consultants from The College Brain Trust and Public Agenda advised that full implementation of these plans will require additional funding / resources. Collaborative Research Associates Page 3 of 3

4 Strategy One [b] ABLE OCHE and the State ABE Director collaborated with the C!N evaluator to conduct a statewide online survey of ABE and college staff / administrators to explore current attitudes, issues and best practices that support ABLE/GED students who are transitioning to postsecondary education and/or career pathways. Survey results are being analyzed. ABE survey results may help to inform planning by The Consortium for Workforce Training Solutions for implementation of the federal TAACCCT grant as well as those two-year colleges that will be implementing programs supported by workforce education funds recently appropriated by the legislature. The Developmental Education Subcommittee presented its written report to BOR addressing current practices and providing recommendations for reform on Readiness; Assessment / Placement; Course Design; Standards / Policy; and Student Support. BOR approved the full report and adopted its recommendations. The pace of ongoing implementation of subcommittee recommendations across two year colleges is likely to be influenced by availability of resources. Strategy One [c] Developmental education The statewide ABE survey revealed that increased communication and cooperation between developmental education programs and ABE programs may help to improve student success and certificate / degree completions. Montana s recent commitment to Complete College America, a national program that includes emphasis on developmental education programming, has potential to help shorten remediation time and time to degree completion for Montana students. As part of the four-year $25 million federal TAACCCT grant implementation, developmental math and other developmental courses will be redesigned to accelerate time-tocompletion. Strategy One [d] Workforce education The Montana Consortium for Workforce Training Solutions, comprised of 13 MT two-year colleges (including two tribal colleges) received a federal four-year $25 million TAACCCT grant to fund training and stackable certificates that meet MT industry needs for trained workers with specific skills. Implementation and evaluation of this grant-funded initiative over the next four years will increase relevant workforce training opportunities in Montana as well as contribute to and benefit from ongoing collaboration among two-year colleges. Strategy One [e] Transfer core Transfer associate degrees are available at six two-year colleges as well as the three MT community colleges. Although MT does not yet offer a statewide transfer degree, work toward such a degree may emerge as a state priority in the future. OCHE sponsors an Annual Teaching and Learning Conference. Strategy One [f] Faculty / staff development Strategy One [g] Gallatin & Bitterroot College programs As part of the four-year $25 million TAACCCT grant implementation, training will be provided on evidence-based coaching strategies for professional coaches to help students overcome hurdles to success and increase participant completion. Opportunities exist for additional professional development associated with other workforce development projects, Complete College America, and Montana s CAEL partnership project. The City of Bozeman and Gallatin County approved an annual 1.5 mill levy supporting infrastructure needs of Gallatin College MSU. Plans are underway to bring the comprehensive two-year college mission to Bitterroot College in Hamilton, Montana. Collaborative Research Associates Page 4 of 4

5 Two tribal colleges participated in the Big Sky Pathways initiative to articulate career and technical education pathways. Strategy One [h] Tribal colleges Two tribal colleges are part of the consortium of 13 Montana institutions that secured and will implement a four-year $25 million federal TAACCCT grant. In response to an invitation from the Bill & Melinda Gates Foundation, OCHE submitted a concept paper about key postsecondary initiatives which would help Montana students in specific rural underserved regions including the tribal reservations. The concept paper focused on developmental education reform; work with the Montana Digital Academy; the EDReady pilot initiative; and efforts to expand Prior Learning Assessment. Strategy Two [a] Workforce education that is responsive to business/industry The MT legislature approved $1 million for the current biennium for Miles and Dawson Community Colleges to meet the growing workforce demands of eastern Montana. Montana secured a $25 million US Department of Labor TAACCCT grant involving a consortium of 11 MUS two-year colleges, two tribal colleges, State Workforce Investment Board, the Montana Department of Labor and Industry, and 57 state industries. Grant implementation will address Montana s growing workforce training needs in energy and advanced manufacturing through cross-institutional sharing of curriculum, electronic delivery of courses, stackable credentials, employer partnerships, and web-based student advising and coaching. Strategy Two [b] Secondary to postsecondary transition; Dual enrollment MUS secured funding from the 2013 Legislature to expand dual enrollment opportunities and remove barriers to dual credit. OCHE and two-year colleges are beginning implementation of plans funded by the $1 million state appropriation. Over the next two years, these initiatives will encourage expansion of dual credit opportunities. The MUS partnered with the Montana Digital Academy (MTDA) on a web-based pilot to help students test for college readiness, create a personalized study path to fill knowledge gaps, and more rapidly enter college-level math and writing. This online pilot (EDReady) involved 66 students; 86%completed the program, increased their placement test scores and subsequently enrolled in a higher level math course at UM. This pilot demonstrates potential for scalability across the MUS and the seven tribally controlled colleges. The system is well positioned to provide EDReady to a larger student population across the state. OCHE and two-year colleges are beginning implementation of plans (funded by a $1 million state appropriation for the biennium) for workforce development and 2-year college initiatives. Over the next two years, these initiatives will facilitate development of programs designed to reach out to adult learners. Strategy Two [c] Adult friendly education The legislature approved $1 million for the biennium for Veterans Success to help veterans meet challenges in higher education. In response, BOR adjusted transfer policy to provide military and veteran students with a consistent opportunity across MUS to receive credit for college and university-level learning gained in military courses, trainings and experiential settings. In 2013, CAEL selected Montana to participate in the State Adoption Project funded by the Lumina Foundation. Through this initiative, OCHE will advocate for the adoption of prior learning assessment (PLA) policies, practices, and services (including LearningCounts) as one method for bringing PLA to scale in Montana in order to increase adult student recruitment, persistence, and success. Collaborative Research Associates Page 5 of 5

6 Ongoing work funded by a multi-year federal TAACCCT grant will develop and implement stackable credentials. This work is likely to contribute to and benefit from previous work on aligned instruction and requirements. Strategy Three [a] Related instruction is aligned College!NOW is working with the Institute for Evidence-Based Change on a degree tuning initiative to define core competencies and learning outcomes for both two-year and fouryear business programs. This work will contribute to creation of an efficient business degree pathway from the two-year associate degree to a four-year degree. Six two-year colleges and six four-year and university business programs are participating (including one tribal college). This work sets the stage for improved degree articulation, use of prior learning assessment, and improved outcomes assessment. In additional, a fully articulated online degree pathway will combine AS business programs with the fully online MSU Billings-accredited BS programs. Strategy Three [b] Transfer core streamlined MUS is streamlining transfer through a pilot tuning initiative that aligns associate and bachelor s programs in business at two-year and four-year institutions. The initiative will include the development of common student outcomes at both the program and course levels. Strategy Three [c] Banner system implemented at Miles and Dawson Strategy Three [d] Common data standards Data standardization throughout the MUS information system continues as an ongoing process. UM and MSU systems currently operate separate parallel Banner systems; additional funding for infrastructure will be necessary to integrate the two systems. In the shorter term, UM and MSU technical professionals continue to increase data standardization. OCHE and the Governor requested funding from the 2013 Legislature to further progress on the integrated information system; however, no funding was provided. The 2013 Legislature did request that OCHE submit a more detailed proposal for integrated information system funding for the 2015 legislative session. The Montana OPI was awarded its second longitudinal data systems grant ($4 million) from the federal Institute of Education Sciences. This 2012 through 2015 grant will support linking of OPI s K-12 data warehouse with the MUS postsecondary data warehouse; the resulting data system will provide access and linkages to longitudinal student transcript data and support the design of additional solutions to ensure student success. Strategy Three [e] Online education to broaden access Implementation of the four-year $25 million federal TAACCCT grant will development of a common delivery system to support interactive, technology-enhanced and online curriculum. A single faculty facilitator will be able to deliver online training to students across the state, allowing two-year colleges to serve dispersed student populations with accelerated training. College!NOW is working with the Institute for Evidence-Based Change on a degree tuning initiative to define core competencies and learning outcomes for both two- and four-year business program. A fully articulated online degree pathway will combine AS business programs with the online MSU Billings-accredited BS programs. Strategy Four [a] Performance funding model Using a separate line item appropriation, the 2013 Legislature designated $7.5 million for performance funding to be distributed by the BOR beginning in the 2015 biennium. BOR adopted a pilot PF model to be implemented in FY 2015 that allocates approximately 5% of the total state appropriation for MUS based on completion and retention metrics. Institutions that do not attain their performance targets will not be penalized. Collaborative Research Associates Page 6 of 6

7 Strategy Four [b] Two-year college PF metrics Strategy Four [c] Four-year college PF metrics During 2014, OCHE will work with the PF Steering Committee and campus leaders to identify performance-funding measures for use in the longer term. These metrics are likely to reflect institutional mission and include a range of measures such as graduation rates, transfer rates, time to degree, enrollment, and success in developmental education, credit accumulation, student retention rates and course completion rates. The City of Bozeman and Gallatin County approved an annual 1.5 mill levy supporting infrastructure needs of Gallatin College MSU. Strategy Five [a] Awareness of twoyear education value Strategy Five [d] Positive perceptions Strategy Five [e] High interest As a result of increased dual enrollment opportunities and participation, families, high school students and high school counselors are becoming increasingly aware of two-year colleges. As a result of annual tuition freezes for two year colleges since 2007, two-year colleges are seen as increasingly affordable compared to Montana s universities. College!NOW, through Strategies 360, piloted a grant-funded community outreach initiative at City College at MUS in Billings using social media, video, and billboards. Additional future pilot projects could help determine the most effective strategies for reaching potential students and disseminating information about new and ongoing opportunities through Montana s two-year colleges. College!NOW is initiating work with the two-year colleges to launch a statewide two-year brand marketing campaign to recruit prospective students and promote a cohesive, recognizable, positive identity for two-year education in Montana. This effort will include a web portal as a central hub for the public, lawmakers, businesses, educators, and prospective students to access information on the multiple opportunities available through two-year education in Montana. Strategy Five [b] Business/industry engagement Strategy Five [c] Policy maker support Montana secured a $25 million US Department of Labor TAACCCT grant involving a consortium of 11 MUS two-year colleges, two tribal colleges, State Workforce Investment Board, the Montana Department of Labor and Industry, and 57 state industries. In 2013, Governor Bullock committed to the Complete College Montana initiative. Bipartisan support is evident for Governor Bullock s postsecondary agenda which includes a goal to increase the number of Montana adults with a postsecondary degree or certificate to at least 60 percent over the next decade. The 2013 Legislature approved $2 million for two-year college support with $1 million dedicated to dual credit expansion, degree articulation (Tuning initiative), and workforce development and $1 million to support workforce development via Montana s two eastern Montana community colleges. Collaborative Research Associates Page 7 of 7

8 SUMMARY OF PROGRESS SHOWN IN THE POLICY PROCESS CHART STRATEGY ONE: Comprehensive two-year education mission (8 substrategies) Substrategy One-a: Comprehensive two-year education mission at all COTs (now Two-year Colleges) Phase. The comprehensive two-year education mission has been extended to 9 public two-year colleges, with plans underway for the tenth, Bitterroot College. Implementation of campus-specific plans is ongoing, although implementation of some aspects will likely depend on the availability of additional funding and/or resources. Substrategy One-b: ABLE at all COTs (now Two-year Colleges) Phase. Adult Basic Education is available to students and potential students of all Montana public twoyear colleges. Results from a statewide survey are helping to identify best practices for serving students who are transitioning from ABE into developmental education, workforce training, and college level programs. Substrategy One-c: Developmental Education at all COTs (now Two-year Colleges) Phase. Developmental Education courses are available to students and potential students of all Montana public two-year colleges. Ongoing implementation efforts are related to Montana s recent TAACCCT grant and participation in the Complete College America initiative. Substrategy One-d, Workforce education at all COTs (now Two-year Colleges) Phase. Workforce education is offered through all Montana public two-year colleges. Federal TAACCCT grant implementation over the next four years will increase workforce education through skills training and a system of stackable credentials. Substrategy One-e: Transfer core at all COTs (now Two-year Colleges) Phase. Transfer associate degrees are available through Montana public two-year colleges. Substrategy One-f: Faculty and staff development opportunities are provided Cumulative efforts during the Lumina productivity grant place this sub-strategy in the Evaluation Phase. Faculty and staff development opportunities related to specific aspects of two-year education such as developmental education and credit for prior learning have been provided. The effectiveness of each development program has been evaluated by participants. Substrategy One-g: Gallatin and Bitterroot College Programs progress toward the comprehensive mission. Phase. Gallatin College of Montana State University has adopted the comprehensive two-year college mission and plans are underway for Bitterroot College of the University of Montana to also adopt the comprehensive mission. Collaborative Research Associates Page 8 of 8

9 Substrategy One-h: Tribal colleges utilize College!NOW as a strengthening resources. Cumulative efforts during the Lumina productivity grant place this sub-strategy in the Preimplementation Phase. Throughout the Lumina productivity grant time frame, Montana tribal colleges became increasingly involved in College!NOW activities. Two tribal colleges are part of Montana s Consortium for Workforce Training Solutions that recently received a $25 million TAACCCCT, and implementation of grant activities over the next four years will further involve tribal colleges with other two-year college efforts. STRATEGY TWO: Regional clearinghouse hubs for two-year college education (3 substrategies) Substrategy Two-a: Workforce education that is responsive to business / industry Phase. Substantial new state funding and a large, multi-year federal grant are supporting development of workforce training and education that is directly responsive to Montana s business/industry needs. Substrategy Two-b: Supports for transition from high school to college / dual enrollment Cumulative efforts during the Lumina productivity grant place this sub-strategy in the Evaluation Phase. New state funding is supporting expansion of dual enrollment and removing barriers to dual credit. A successful online pilot project (EDReady) has potential for scalability to students across Montana. Substrategy Two-c: Adult friendly programming / scheduling Phase. New state funding is supporting development of programs and outreach to adult students and military veterans. In partnership with CAEL, OCHE is advocating for statewide adoption of prior learning assessment policies, practices and services to increase adult student recruitment and success. STRATEGY THREE: Coordinated curricula and integrated technology (5 substrategies) Substrategy Three-a: Related instruction aligned Phase. Funding from a multi-year TAACCCT grant is supporting development and implementation of stackable credentials. In partnership with the Institute for Evidence-Based Change, OCHE is conducting a degree tuning initiative for Montana two-year and four-year business degrees. Substrategy Three-b: Transfer core streamlined Cumulative efforts during the Lumina productivity grant place this sub-strategy in the Sustainment Phase. A streamlined transfer core is available through Montana public two-year colleges. Substrategy Three-c: Banner at MCC and DCC Cumulative efforts during the Lumina productivity grant place this sub-strategy in the Sustainment Phase. Fully functioning Banner systems are being maintained for Miles and Dawson Community Colleges. Substrategy Three-d: Common data standards and approaches used throughout MUS system Phase. Data standardization continues throughout the MUS information system as an ongoing process. Collaborative Research Associates Page 9 of 9

10 Additional state funding will be requested from the 2015 legislature for further development of an integrated information system. Substrategy Three-e: Coordinated statewide online education broadens student access Phase. Funding from a multi-year federal TAACCCCT grant is supporting further development of online teaching and learning in Montana. An OCHE partnership with the Institute for Evidence-Based Learning is developing a fully articulated online business degree pathway from the AS to the BS degree. STRATEGY FOUR: Performance-based funding (3 substrategies) Substrategy Four-a: Performance funding model is developed and implemented Phase. The legislature designated $7.5 million for MUS performance funding in the 2015 biennium, and BOR adopted a pilot performance funding model based on completion and retention metrics. Substrategy Four-b: Two-year college performance metrics are developed and implemented Cumulative efforts during the Lumina productivity grant place this sub-strategy in the Preimplementation Phase. OCHE and BOR are working with institutional leaders to identify performance funding measures for use in the longer term. Substrategy Four-c: Four-year college performance metrics are developed and implemented Cumulative efforts during the Lumina productivity grant place this sub-strategy in the Preimplementation Phase. OCHE and BOR are working with institutional leaders to identify performance funding measures for use in the longer term. STRATEGY FIVE: Communication and engagement (5 substrategies) Substrategy Five-a: Citizen awareness of two-year education as affordable and effective Phase. Annual tuition freezes since 2007 have made two-year education more affordable as compared to Montana universities. Substrategy Five-b: Business / industry are engaged with the two-year education sector Phase. Nearly 60 Montana businesses/industries joined the Consortium for Workforce Training Solutions that received a multi-year $25 million federal Department of Labor grant for workforce training and education. Substrategy Five-c: Policy makers support the two-year education sector Cumulative efforts during the Lumina productivity grant place this sub-strategy in the Evaluation Phase. The Governor stated a goal of increasing to 60% the number of Montana citizens with a postsecondary degree or certificate over the next decade. The legislature approved new funding of $2 million for twoyear colleges. Collaborative Research Associates Page 10 of 10

11 Substrategy Five-d: Positive perceptions of two-year college education Phase. As a result of expanded opportunities for dual enrollment, workforce education / training, and transfer options, citizens perceptions of Montana two-year colleges are increasingly positive. Substrategy Five-e: High interest in two-year college education Phase. OCHE and the two-year colleges are launching a statewide marketing campaign that promotes a cohesive, recognizable, positive identity for Montana two-year colleges. Voters approved a new 1.5 mill levy to support Gallatin College MSU. SUMMARY OF EVALUATION RESULTS Between November 2009 and November 2010, OCHE, BOR and higher education institutional leaders collaborated to implement an ambitious set of goals (the College!NOW Five Strategies) that constituted the road map for implementing Lumina s productivity grant to Montana. Their work was aided and supported by the Montana Governor s office, the Legislature, the Office of Public Instruction, other statelevel agencies, numerous institution-level personnel, and Montana businesses. In addition, a number of consultants as well as the Lumina/HCM project advisor made substantial contributions throughout this four-year endeavor. Evaluation of this four-year initiative has revealed overall successful implementation of the College!NOW Five Strategies as well as substantial planning and resources that set the stage for continued progress beyond November Evaluation has demonstrated that 21 of 24 (87.5%) of the College!NOW substrategies reached the Implementation Phase or beyond as of November The remaining 3 substrategies are positioned to reach implementation through actions and efforts that are presently underway. Collaborative Research Associates Page 11 of 11