Academic Metrics

Some hesitation here ……. it seems that there are two schools of thought. 1. You can only manage what you measure and Key Performance Indicators (KPIs) are essential for managing any business and universities are just a business. 2. Metrics cannot be sophisticated enough to manage a complex business like a university that is so dependent on a distributed organizational structure and the interaction between faculty, staff and students.

I sit somewhere between, we need to be very careful what we measure but we would be foolish not be measuring. So then the debate is what to measure? Continue reading “Academic Metrics”

Learning Innovation

Over the last few months, I have spent quite some time reading, researching and visiting a number of institutions that claim some kind of academic innovation. In many cases, I was frustrated to find that the innovation touted in papers and conferences, in fact did not amount to much or in some cases had simply disappeared. So this is my list of things that I found interesting. Continue reading “Learning Innovation”

Comparators and Competition

I am often asked about the kind of institutions that are similar to RRU and have struggled to name any in the past – so we have reverted to looking a local universities or on-line universities. Not a very sophisticated approach – so let’s think about this a bot more carefully.

Royal Roads U. is a special purpose university with an applied professional mandate, it charges premium tuition, is largely graduate and is small and unranked internationally. An attempt to search around these parameters is difficult if not impossible but I would point to a few comparators that might be at least worth thinking about. Continue reading “Comparators and Competition”

How Big?

We have had a lot of discussion about how big our university should be. It is an interesting question but not easy to get any kind of definitive answer. It is said that small universities are more intimate, have smaller class sizes and care for the students; larger institutions have more depth, more research but are impersonal. Of course, these are all generalizations and probably not true, students can have a great experience at any size university.

Is class size an issue? Interestingly, it appears that the effect is greatest for very small classes and very large classes and not for the class sizes between, the drop in performance is also greatest for the top-performing students. A graduate student moving from a class of 10 to 150 can be expected to suffer a loss of 50% of the overall variation in exam marks the student gets in all her courses. (ref) Of course, there are many proven techniques for dealing with large class sizes.

But back to overall university size and a surprising paucity of information. In 1973 a paper published by Sutherland seems to suggest that the optimum size for efficiency is 5,000 – 15,000 students. (Sutherland, G. (1973). Is There an Optimum Size for a University? Minerva, 11(1), 53-78. ).

Another paper suggests that efficiency simply improves with size. (Bonaccorsi, A., Daraio, C., Räty, T., & Simar, L. (2007). Efficiency and university size: Discipline-wise evidence from European universities.)

Another suggests that universities that are under 10,000 students offer a better sense of community. (Lounsbury, J. W., & DeNeui, D. (1996). Collegiate psychological sense of community in relation to size of college/university and extroversion. Journal of Community Psychology, 24(4), 381-394.)

An interesting recent study looking at European universities during the significant European Union alignment of post-secondary education found that universities less than 3,500 were most easily able to adapt to change. (Schubert, Torben, and Guoliang Yang. “Institutional change and the optimal size of universities.” Scientometrics 108.3 (2016): 1129-1153.)

All that leaves me the sense that around 5,000 students you should be able to preserve a sense of community and culture, be reasonably efficient and be nimble enough to rapidly respond to change.

I recently spent a few days at Arizona State University, arguably one of the most innovative universities in the world right now. It is a very large university, around 85,000 students depending on who you ask, which probably makes it one of the largest universities around. As part of its reinvention, the disciplines as departments were eliminated and the whole structure reimagined around the creation of 17 themed and interdisciplinary colleges with names such as The New College of Interdisciplinary Arts and Sciences or the College of Integrative Sciences. While they all have somewhat different sizes, the average size is about 5,000. Each Dean of a college is empowered to be entrepreneurial and create new programs within a framework of principles.

Maybe 5,000 is the right number.

 

 

 

The Mission Statement

On  a recent visit to San Francisco Bay area, I had the opportunity to visit some very innovative labs that were designed by Johnson and Johnson. While the labs were interesting, what galvanized my attention was the Johnson and Johnson Credo on a plaque on one of walls. I read it carefully and was (perhaps naively) stunned that a private sector company would come up with this in 1943 and were still working to live by it now.

Here it is: Continue reading “The Mission Statement”