Post on 20-May-2020
PATHWAYS TO ECONOMIC OPPORTUNITY
INTRODUCTION TO THE STUDENT SUCCESS
CENTER NETWORK
ABOUT JOBS FOR THE FUTURE
Jobs for the Future is a national nonprofit that works to
ensure educational and economic opportunity for all. We
develop innovative career pathways, educational
resources, and public policies that increase college
readiness and career success and build a more highly
skilled workforce. With over 30 years of experience, JFF is
the national leader in bridging education and work to
increase mobility and strengthen our economy.
ABOUT THE POSTSECONDARY STATE
POLICY TEAM
> Helps states and their community colleges dramatically
increase the number of students who complete college and
earn credentials with high value in the labor market.
> Works at the intersection of policy and practice to promote
systems-level change - focus on increasing economic mobility
for underprepared and underserved students.
> Leads a peer-learning network of 16 states that serves over
60% of all community college students in the nation.
> Provides tools, products, and services to help state and
college leaders create policy conditions in which community
colleges can implement evidence-based innovations at scale.
4
[2004]
[2009]
[2011]
—16 States in PSPN—
JFF’S POSTSECONDARY STATE POLICY
NETWORK – THE ARC OF OUR WORK
[2012]
OVERVIEW OF THE SSC NETWORK
OVERVIEW OF THE SSC NETWORK
State Year Est Host Organization
AR 2010 Arkansas Community Colleges
CA 2014 Foundation for California Community Colleges
CT 2014 Connecticut Board of Regents for Higher Education
HI 2016 University of Hawai'i Community Colleges
MI 2011 Michigan Community College Association
NJ 2014 New Jersey Council of County Colleges
NY 2016 State University of New York
NC 2016 North Carolina Community College System
OH 2012 Ohio Association of Community Colleges
OR 2016 Oregon Community College Association
TX 2013 Texas Association of Community Colleges
VA 2016 Virginia Community College System
WA 2016 Washington State Board for Community & Technical Colleges
THE NETWORK’S POTENTIAL FOR IMPACT
> Key data points for public, two-year colleges in the 13 states
with Student Success Centers:
- 47% of colleges are in these states
- 56% of the fall enrollments were in these states
- 67% of all minority students were in these states
- 53% of Pell grant recipients were in these states
- 54% of the Associate’s degree recipients were in these
states
Source: 2013-14 IPEDS data
WHAT DO STUDENT SUCCESS CENTER DO?
JFF SUPPORT TO THE SSC NETWORK
> Lead cross-state convenings with SSC leadership and staff
> Create tools, templates, and resources for use by SSCs
> Disseminate information through knowledge management and
regular communications
> Communicate value and impact of SSCs to the field
> Develop and manage system to provide technical assistance
to SSCs – in development
JFF SUPPORT TO INDIVIDUAL SSCs
> Technical assistance customized to center needs—for ex:
– Support the launch of new Centers through orientations
for executive directors, host organizations, and advisory
committees
– Assist with mapping/alignment of existing success
initiatives
– Support strategic plan development and implementation
– Advise and give direction on policy agenda development
– Guide stakeholder development and convening strategy
– Aid efforts to enhance data capacity and use
CENTER EXPECTATIONS
> Build institutional and statewide capacity to support student
success efforts across the state’s community colleges.
> Establish and sustain student success as a priority for the
state’s community colleges.
> Leverage the infrastructure of the Student Success Center to
increase coherence across multiple completion initiatives.
> Deepen the commitment of the state’s community colleges to
implement innovative models to increase completion.
> Gather multi-institutional student success and progression
data and share the data across institutions.
> Raise leveraged funding from the colleges, state organization,
or local/national foundations to sustain the Center.
CENTER EXPECTATIONS
> Articulate a set of statewide policy priorities that will advance
completion initiatives across all colleges.
> Build and sustain cross-sector partnerships that will be key to
increasing community college completion rates.
> Designate a Student Success Center executive director
whose sole job is leading the Center’s initiatives.
> Assemble a broadly representative advisory board to guide
the Center and ensure it is successful and sustainable.
> Engage an objective third party to evaluate progress toward
Center goals and provide recommendations for improvement.
> Fully participate in the national learning network with leaders
of other new and existing Student Success Centers.
RECENT ACTIVITIES OF CENTERS
> Key Priorities
– Guided Pathways
– Advising and student supports
– Developmental Education redesign
– Transfer and articulation
– Dual enrollment
> Key Activities
– Organizing institutes, workshops & convenings
– Relationship building & communications
> Common Challenges
– Implementing Guided Pathways
– Infrastructure
– Accessing TA and cross-Center sharing
A GROWING GUIDED PATHWAYS
MOVEMENT
FROM CAFETERIA COLLEGE
Paths to student goals unclear
Intake sorts, diverts students
Students’ progress not monitored
Learning outcomes not defined and
assessed across programs
Churning
Early transfer
Completion
Time to degree
Excess credits
Skill building
TO GUIDED PATHWAYS
Clear roadmaps to student goals
Intake redesigned as an on-ramp
Students’ progress closely tracked
Learning outcomes/assessments aligned
across programs
Churning
Completion
Early transfer
Excess credits
Time to degree
Skill building
PATHWAYS - ESSENTIAL PRACTICES
From AACC Pathways Model
1. Clarify paths to student end goals
2. Help students choose and enter a pathway
3. Help students stay on path
4. Ensure that students are learning
PATHWAYS - ESSENTIAL CAPACITIES
From AACC Pathways Model
1. Leadership for managing and sustaining large-scale change
2. Broad and authentic engagement of college faculty and staff
3. Institutional will and capacity to use data and evidence
4. Appropriate technological tools and infrastructure
5. Commitment to strategically targeted professional
development
6. Policy conditions that provide incentives, structures and
supports
7. A continuing action research agenda
PATHWAYS - ESSENTIAL POLICIES
From JFF’s Policy Meets Pathways
1) Streamline program requirements and create highly structured
programs of study.
2) Encourage colleges to redesign developmental education into
accelerated on-ramps to programs of study.
3) Support colleges in implementing wraparound student supports.
4) Ensure that structured pathways lead to valuable credentials and
durable competencies.
5) Support colleges’ strategic use of data.
6) Create financial incentives to encourage success-oriented
institutional and student behaviors.
7) Invest in professional development to create intensive, authentic faculty
engagement and create a deeper focus on teaching and learning.
GUIDED PATHWAYS SCALE ADOPTION
INITIATIVES
JFF’S SSC SURVEY RESULTS:
SUMMARY OF ESSENTIAL PRACTICES
Essential Practice Low Medium High
1. Simplify students’ choices with default program maps 3 2 7
2. Establish transfer pathways 3 6 (3) 3
3. Bridge K-12 to higher education 3 7 (5) 2
4. Redesign remediation as an “on-ramp” to a program of study 3 4 (1) 5
5. Provide accelerated remediation for poorly prepared students 2 6 (2) 4
6. Support students through a strong advising process 1 2 (2) 9
7. Embed academic and non-academic supports in programs 0 5 (3) 7
8. Establish program-level learning outcomes 5 5 (1) 2
9. Integrate applied learning experiences 7 2 3
10. Incorporate effective teaching practice throughout pathways 6 4 (2) 2
JFF’ SSC SURVEY RESULTS:
SUMMARY OF ESSENTIAL CAPACITIES
Essential Capacity Low Medium High
1. Leadership to manage and sustain large-scale change 3 1 8
2. Broad and authentic engagement of faculty and staff 0 3 (1) 9
3. Institutional will and capacity to use data and evidence 1 5 (1) 6
4. Appropriate technological tools and infrastructure 4 2 (1) 6
5. Commitment to professional development 3 2 (1) 7
6. Policies that provide incentives, structures & supports 5 6 (1) 1
7. A continuing action research agenda 2 6 (1) 4
TA SURVEY RESULTS:
LEADING PRACTICES & SUB-PRACTICES
Support students through a strong advising process, embedded
and ongoing in the pathway experience and supported by
appropriate technology.
> Creating procedures to assess students’ non-cognitive factors
> Monitoring students’ progress along their academic plan
> Funding and scalability of effective advising models
> Defining the role of the advisor and providing appropriate
professional development
> Helping new students explore career and college options
> Making it easier for students to monitor their own progress
> Providing assistance to redirect students who are not likely to be
accepted into limited-access programs
TA SURVEY RESULTS:
LEADING PRACTICES & SUB-PRACTICES
Embed academic and non-academic supports throughout
students’ programs to promote student learning and persistence.
> Revising the application and intake process to include
identification of student risk factors
> Making it easier to identify when students are at risk of falling
off their program plans
> Providing high-need students with intensive, wraparound
supports
> Identifying and providing the distinct supports needed by
specific populations
> Developing processes and partnerships to ensure that students
have the financial resources they need
TEL 617.728.4446 FAX 617.728.4857 info@jff.org
88 Broad Street, 8th Floor, Boston, MA 02110 (HQ)
122 C Street, NW, Suite 650, Washington, DC 20001
505 14th Street, Suite 900, Oakland, CA 94612
WWW.JFF.ORG