Accelerating Student Success: Focusing on Meaningful, Measurable Change - ACE Presentation - Hobsons...
Transcript of Accelerating Student Success: Focusing on Meaningful, Measurable Change - ACE Presentation - Hobsons...
Accelerating Student Success: Focusing on Meaningful, Measurable Change
University of Nebraska Lincoln Hobsons
Amy Goodburn Alison Hilsabeck Stephen M. Smith
Today’s Presenters
Peter Meiksins Robin ArmourCleveland State University California
Community Colleges National Louis University
Why Student Success?
31%
59%Full-time, first-time bachelor’s-
degree-seeking students graduating in 6 years
Full-time, first-time certificate or associate’s degree-
seeking students graduating in 3 years
NCES (2015), The Condition of Education 2015
Our Philosophy
Success must be measured
Success requiresengagement
Success entailsacademic achievement
Success is amoving target
University of Nebraska Lincoln
Amy Goodburn
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Goal:60% six-year graduation rate by 2017
Flagship Land Grant University20,000+ Undergrads
State Capitol, 300,000
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ConnectPlan
Outreach
First Year Husker Program
Plan
Integrated Planning and Advising
Academic Maps and Milestones
Student SuccessTracking
Department ClassScheduling
Outreach to First-Year Students
First-Year Student Surveys
Emerging Leaders
Explore Center Programs
UNL’sChronology of Change
2012Implemented Starfish for university-wide advisoryCreated Advising Coordinating BoardCreated Explore Center
2016
2015
2014
2013Created Office of First-Year ExperienceOpened instructor flags and referralsFormed Academic Advising AssociationImplemented probation recovery program
Published four-year plans for all undergraduatesImplemented Transferology for transfer studentsPiloted Compass program
Developed HuskerScan to track student participationCreated Veteran and Military Success CenterFed first-year survey scores to advisors
Developing Integrated Planning and Advising SystemImplementing Emerging Leaders Program
National Louis UniversityAlison Hilsabeck
• 130-year-old, independent non-profit, Chicago-based university
• Core Values:Access, innovation, and excellence
• Focus“Professionalizing the helping professions,” including education, psychology, health, and human services
Overview
National Louis University
• 50+ Degrees OfferedUndergraduate through doctoral
• Serving Approximately 7,000Working adults and first-generation students
Our Commitments
Continuous improvement in retention across programs
Addressing the national undergrad achievement gap
National Louis University
Why Students Don’t Enroll/Persist
• Limited-quality college options unless student is a top academic performer
• Financial barriers
• Need to work or take care of family
• Limited career planning and course-taking guidance
• Lack of readiness in terms of academic or non-cognitive skills
• Limited academic and personal support, often first-generation
Pathways Program Value Proposition
2.0+ GPA req.; non-traditional recruitment and admissions
Affordable at $10K/year
Predictable F2F schedule
Clear pathway to a degree with well-defined coursework
Flipped and adaptive learning model that uses technology and provides data-driven support
High-touch, supportive environment with Success Coach
Undergraduate Challenge
HP3 Fall 2015 Undergraduate Initiative - Demographics
Female69%
Male31%
Gender
$1 - $5K21%
$10K-$14K1%
$5K - $10K4%
> $15K5%
$0 EFC68%
Undocumented1%
Expected Family Contribution (EFC)
2 or more races3%
Asian1%
Black or African
American49%
Hispanic46%
Undeclared1%
Ethnicity
Meeting Our Commitments
• Starfish• Tableau• SmartSheet• Acrobatiq• D2L• Noel Levitz• IDEA
Tools
• Early Warning• Intrusive
Advising• POD
Approach• HP3: Weekly
Team Reviews of Std. Dashboard
• Program Dash & Annual Rpts.
Processes
• Increased retention
• Affordable, high-quality education
Commitment
Lessons Learned
Importance of non-cognitive skills in retention
A need to go beyond academic supports
Benefits of early intervention and intrusive advising
Facilitated by the proper tools
It is powerful and sustaining for members of the community to engage together in work
Keeping our students at the center of our work
Cleveland State UniversityPeter Meiksins
CSU in 1991
“We’re an open-access school, with mostly low-income, high-risk, poorly-prepared students. Of course, many of them don’t succeed.”
CSU Today
“We’re doing better. What can we do to improve our completion rates even more?”
What changed?
State Funding ModelEconomic pressure to do better
• Presidents did not accept the received wisdom
• Faculty and administrators aware of national discussions
New Leadership
It started to work.
But most important: We started doing something and…
Freshman Cohort Retention6 Year Trend (2009-2014)
2009 2010 2011 2012 2013 201440.00%
45.00%
50.00%
55.00%
60.00%
65.00%
70.00%
75.00%
80.00%
63.70%
65.90%64.80%
67.20%69.70%
70.60%
Percent Retained Fall To Fall
• Multi-term registration• Early warning/intrusive advising• Hybrid developmental/college-level
courses• Math emporium
Learned about and implemented best practices
What Did We Do?
What did we do?
We got organized We invested We used data
• Created Student Success Committee (Faculty Senate)
• Made Division of Academic Programs responsible for student success efforts (Hired a director of student success programs in that office)
• Created dedicated freshman advising staff and transfer advising office to work with new students
• Starfish Early Alert
• We identified high DFW/high enrollment courses
• Made them a target for SI/SLA• Made them Target for Teaching
Enhancement grants for innovation
Still have people to convince
Are we done?
Need to get better at using data strategically
Long list of things we’re planning to implement the next three years
California Community CollegesRobin Armour
o 2.1 million studentso 113 collegeso Largest higher ed in USo Shared governanceo Counseling facultyo Academic freedomo Professional networks
o Highest povertyo Highest unemploymento Highest incarceratedo Large urban vs. rural
disparities
A Large and Complex System
Community College in California
Student-Centric Problem Solving…
I’ll just drop this course and worry about the impact
later! The course was full or not available!
I can’t ever get time with my
advisor!
I took classes I didn’t need!
I changed my major – now
major problems!
Finish?No idea!
This has got to be fixed…
Student Success Task Force• Multi-disciplined community• 22 recommendations
o Mandatory core serviceso Priority enrollmento Major or specific education goal requiredo Fee waiver tied to academic standardso And the tools and funding to deliver
Meaningful changes
Change in Funding Paradigm
Headcount + Services = Favoring Performance
$185M to implement core servicesOrientation, Assessment, Educational Planning
Three Initiatives• Online Education Initiative (OEI)• Common Assessment Initiative (CAI)• Education Planning Initiative (EPI)
• Student Services Portal• Career Exploration• Common Assessment• Orientation• Education Planning• Early Alert• Integration, Training, and
Support
Statewide Tools and Support
Timelines and Outcomes
Spring 2016Working Together
• Complete pilots with 14 colleges
• Implement improvements Summer 2016Moving Forward
• Begin next round of college implementations
• Career Exploration tools available
• Continue implementations at 60 colleges
• Evaluate improvements from baselines
Winter 2017-Summer 2018
Making a Difference
Open Forum
Amy Goodburn, University of NebraskaAlison Hilsabeck, National Louis UniversityPeter Meiksins, Cleveland State University
Robin Armour, California Community CollegesStephen M. Smith, Hobsons