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Student Success

Strategic Action Plan

Charge: Review, modify, and implement college-wide processes and procedures to raise retention and graduation rates.

Committee Members

Terry Gaalswyk, Molly Bonuchi, Robin Iossi, Amy Wisniewski, Robin Hayhurst, Ce Merrigan, Hallie Feil, Sheila Johns, Michael Houdyshell, Roger Hovey, Jeff Summitt,

Sue Yowell, and Norman Coley.

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Introduction

WNCC is committed to success of each student and evidences such through the commitment of the faculty and staff. College-wide processes and procedures are reviewed and modified to advance student success through a collaborative cross-functional approach. Issues surrounding student success are complex and require myriad of techniques and strategies to affect retention, persistence, and graduation rates. Many of these strategies presented are often listed as “Promising Practices” or “Proven Strategies” in publications from American Association of Community Colleges (AACC), Association of Community College Trustees (ACCT), and the National Academic Advising Association (NACADA). The WNCC Student Success Team is disciplined and focused in our efforts and challenges the college community in aligning the necessary resources in support of our students. The attached action plan provides significant and bold steps in reengineering advising processes, academic programming, student services, and business processes of the college in support of our mission.

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GOAL 1: Fully develop, implement, assess, and refine the Student Success Advising model.

Action Steps & Strategies Timeline Resources Cost Responsible Parties Impact & Benchmarks

Updates

1. Revision of NSO & STARS Spring 2015 General operations budgets

Staff time and $4,500

Vice President of Student Services/Assistant Director of Student Life

120 student participants in summer of 2015.

2. Student Success Coaches assignment model mapped and disseminated.

Spring 2015 General operations budgets

Staff time Dean of Students Align Student Success Coaches with students.

Completed

3. Faculty Academic Advisors assignment model mapped and disseminated.

Spring 2015 General operations budgets

Staff time Dean of Instruction Align Faculty Advisor expertise with programs

Completed

4. Training for Student Success Coaches designed, reviewed, and delivered via BB

Summer 2015 NeCCPE Grant and General operations budgets

$4,000 Vice President and Dean of Students

15 Student Success Coaches trained by May 2015

5. Training for Faculty Academic Advisors designed, reviewed, and delivered via BB

Summer 2014 and on-going

NeCCPE Grant and General operations budgets

$4,000 Director of Teaching and Learning

60 Faculty Academic Advisors trained by May 2015

6. Advising process for at-risk populations mapped and articulated to committee.

Spring 2015 – summer 2015

General operations budgets – Dean of Instruction

Staff time Academic Enrichment Faculty, Deans of Instruction and Students

Provide structured academic pathways

7. Advising days/week schedule created and tested

Spring 2015 General operations budget

Staff time and $250 for materials

Vice President of Student Services, Dean of Students

Beta spring 2015 Live fall 2015

8. Expand reverse-transfer and degree completion assistance.

Fall 2014-ongoing

Data from state providers of higher education

$18,000 for .5 FTE position

Vice President of Student Services, and Registrar

Beta spring 2014 – ongoing

9. Develop communication and outreach methods to inform potential completers of degree completion needs.

Fall 2014-ongoing

NeCCPE Grant and General operations budgets

Staff time Vice President of Student Services and Registrar

Beta spring 2014 – ongoing

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GOAL 2: Review, deploy, and assess technology solutions in alignment with Student Success initiatives.

Action Steps & Strategies Timeline Resources Cost Responsible Parties Impact & Benchmarks

Updates

1. Implement the Ellucian Retention Alert solution

Fall 2015 IT Ellucian budget line, Committee members, and Core team

$35,500 Vice Presidents Beta fall 2015 Live spring 2016.

2. Re-engineer Admissions / Registration / Advising processes

Spring 2015-Summer 2015

IT Ellucian budget line, Action plan sub-committee, and Core team

$23,000 Admissions, registration, and advising sub-committee

Beta fall 2015 Live for spring 2016.

3. Implement the Ellucian Student Planning solution

Spring 2015-Summer 2015

IT Ellucian budget line, Action plan sub-committee, and Core team

$55,000 Admissions, registration, and advising sub-committee

Beta fall 2015. Live spring 2016.

4. Re-engineer the late payment processes for student accounts

Spring 2016-ongoing

IT Ellucian budget line, Action plan sub-committee, and Core team

$20,000 Administrative Services and Student Services personal

Beta spring 2016 Live summer 2016

5. Create Student Success Team’s communication protocol and dissemination plan for committee’s work

Fall 2015 – ongoing

General operations budgets

Staff time Student Success Team Provide transparency regarding committee’s work, accomplishments, and goals.

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Goal #3: Create and launch new college readiness/success course (for entering students). (See appendix A)

Action Steps & Strategies Timeline Resources Cost Responsible Parties Impact & Benchmarks Updates

1. New course being developed called “College Success Strategies” which incorporates 5 essential strands of information to provide new and returning students with tools to more effectively navigate their college careers

Create by Fall 2015 and pilot two sections in Spring 2016; Fully implement for AA seeking students by Fall 2016 Graduation requirement beginning Fall 2017 for AA degree and later for AS graduates

Faculty time as service work and continuous improvement

Time/material part of normal operations budget Course delivery part of teaching load for instructors or staff time

Department Chairs Director of Teaching and Learning Dean of Instruction Dean of Student Vice President of Student Services Financial Aid

Incoming AA students must take the class to graduate (advised to take the course within the first two semesters Required of AS students in one year Open to AOS or diploma candidates if built into program curriculum

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GOAL 4: Refine and streamline academic pathways.

Action Steps & Strategies Timeline Resources Cost Responsible Parties Impact & Benchmarks

Updates

1. Implement clearly structured academic pathways

Spring 2016 General operations budgets – Dean of Instruction

Staff time, $1700 for marketing material revisions

Academic Practices Committee, Dean of Instruction, PR&M

89 current academic emphasis areas will be reduced to approximately 35.

2. Support the implementation of Student Learning and Development strategic action plan.

Summer 2016-Spring 2017

Program development budget

Staff time Dean of Instruction, Academic Practices Committee

Plan initiatives fully operational by Fall 2017.

3. Support the implementation of the AOS Technical Studies custom program of study

Spring 2015-ongoing

Program development budget

Staff time, $1250 for marketing materials

Dean of Workforce Development

20 student completers will be evidenced by May 2017

4. Support the implementation of high school Career Academies

Ongoing – Cosmetology slated for fall 2015.

General operations budgets – Perkins grant

Staff time Deans of Instruction and Workforce Development, Director of CollegeNOW!

200 students will have been a Career Academy student by May 2017

5. Revise and organize college catalog to reflect new academic pathways

Spring 2016 Generals operations budget – PR&M

Staff time Institutional Research Director, PR&M Director

Academic emphasis areas condensed and structure academic plans provided via catalog and web.

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GOAL 5: Improve the social integration of students into the college’s communities.

Action Steps & Strategies Timeline Resources Cost Responsible Parties Impact & Benchmarks

Updates

1. Increased activity offerings for all students. Emphasis on activities for both residential and non-residential students (e.g. CAB, intramurals, etc.)

Fall 2014- ongoing

Student fees and General operations budget – Dean of Students

Assistance Director of Student Life, Dean of Students, Director of Student Life

Increase number of participants and a more diverse schedule of activities.

2. Student Government begins ownership of student organization governance and funding distribution.

Fall 2015 – Spring 2016

Training for meetings, WNCC financial guidelines

Dean of Students, Vice President of Student Services

All funding requests approved by Student Government.

3. Student Housing – develop learning communities based on different buildings and floors.

Fall 2015 – ongoing

Existing general budgets / fee monies.

Assistant Directors of Student Life and Director of Residence Life

Increased in the connection with the academics and classroom.

4. Student Housing – develop a new to returning student mentor program.

Fall 2015 – ongoing

Existing general budgets / fee monies.

Assistant Directors of Student Life and Director of Residence Life

Create a stronger connection between residential students.

5. Clubs and organizations institute a growth model; expanding the number of organization and also their outreach at the college and in the community.

Fall 2015 – ongoing

Existing general budgets / fee monies.

Dean of Students, Director of Student Life

Increase the number of clubs and organizations and more diverse representation of the student body.

6. Leadership and service. Expanding awareness and participation in leadership and service opportunities. (e.g. Service learning, NSLS, NSO, etc.)

Fall 2014 – ongoing

Existing general budgets / fee monies

Assistant Directors of Student Lifer, Director of Student Life, and Dean of Students

Increased course offerings with service learning component; NSO program for online, international, and transfer students.

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GOAL 6: Improve the academic integration of students into the college’s programs and departments.

Action Steps & Strategies Timeline Resources Cost Responsible Parties Impact & Benchmarks

Updates

1. Implement the new student success course

Fall 2016 General operations budget – Dean of Instruction

Staff time Dean of Instruction and Academic Practices Committee

Graduation requirement AA degree. Phase in the AS degree.

2. Implement course design strategies that lead to more engaged learners

Spring 2015-ongoing

NeCCPE grant FY15, Program Development

$12,500 Director of Teaching and Learning, Dean of Instruction

22 courses redesigned by fall 2015

3. Provide training to faculty on engaged learning methods

Spring 2015- ongoing

NeCCPE grant FY15, Program Development

$23,000 Director of Teaching and Learning, Dean of Instruction

23 faculty trained by fall 2015. 10 more to be trained later.

4. Streamline academic support services

Fall 2015 – ongoing

General operations budgets – Dean of Instruction

Staff time Director of Teaching and Learning, Dean of Instruction

Facilities master plan includes colocation of services

5. Increase students’ use of academic support services

Fall 2015- ongoing

General operations budgets – Dean of Instruction

Staff time Academic Practices Committee.

Student usage correlates strongly with success

6. Faculty trained on new learning management system.

Spring 2016 Program development funds – Dean of Instruction

$8,900 Dean of Instruction 15 faculty members trained by May 2105 to become trainers for the faculty at large.

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GOAL 7: Implement processes and procedures whereby student correspondence is disseminated through WNCC-assigned email accounts or the portal, and to create a culture of awareness and expectation among students that important WNCC correspondence and messages will be transmitted through those channels.

Action Steps & Strategies Timeline Resources Cost Responsible Parties Impact & Benchmarks

Updates

1. Determine which communications systems is primary for student communications

Summer 2015 General operations budgets

Staff time Student Success Team, PR&M, and ERP Governance

Streamline student communications; reduce number of student communications which go unanswered

2. Beta test primary student communications system with Financial Aid Office and associated processes

Fall 2015 General operations budgets – training time

Staff time Financial Aid Office personnel, PR&M, and ERP Governance

Determine effectiveness of the primary system

3. Expand beta test to all offices associated with Deans of Instruction and Students

Spring 2016 General operations budgets – training time

Staff time Deans of Instruction and Student Services

Validate effectiveness of primary system of a larger scale

4. All other college offices deploy primary student communications system for their offices and associated processes

Spring 2016 General operations budgets – training time

President’s Leadership Team

Fully implement the primary students communications system

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GOAL 8: Establish data protocols and systems which enable critical analysis of the college’s retention and persistence efforts.

Action Steps & Strategies Timeline Resources Cost Responsible Parties Impact & Benchmarks

Updates

1. Leverage Ellucian ERP team in developing data protocols

Summer 2015 – ongoing

Information technology general budgets

$13,500 Institutional Research Director, ERP Governance and Student Success teams

Agreed upon set of protocols and associated definitions

2. Establish an operational data store consistent with the data requirements of the Student Success Team

Summer 2015 Information Technology

$37,500 ERP Governance team and Information Technology Director

Ability to generate reliable reports regarding student success metrics

3. Leverage the college’s participation in the HLC’s Persistence and Completion Academy to advance data analysis capabilities

Spring 2015 – ongoing

General operations budget - retention

$22,500 Deans of Instruction and Students, Vice Presidents

Maintain college discipline and focus on student success through the structured academy participation requirements

4. Use data analysis to drive outreach activities and solutions for non-completers

Fall 2015 - ongoing

General operational budgets – NeCCPE grants

$10,000 for yearly activities

Vice presidents Increase the graduation rates of stop-outs.

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GOAL 9: Create and maintain an accessible physical, learning, and electronic environment. (See appendix B)

Action Steps & Strategies Timeline Resources Cost Responsible Parties Impact & Benchmarks

Updates

1. Create and maintain policies and procedures pertaining to ADA and sections 504 and 508 compliance to guide best practices throughout the WNCC community Student learning accommodations are provided following a process flow of information, and general guidelines follow the official WNCC Disabilities Plan and the Compensatory Abilities Guidelines

2. Provide a technologically accessible environment that will support the efforts of current students, staff, and faculty, in addition to ensuring accessibility to the general public or potential students seeking information

Ongoing April 2015 through December 2015

Disability Services Process Flow pertaining to Instruction and accommodations Disabilities plan for continuous improvement (submitted to OCR) WNCC policies pertaining to specific aspects of creating an accessible college community IT Accessibility Consultant to be hired by WNCC to review electronic information systems and make recommendations for improvement

Costs related to legal counsel regarding policies and procedures. Approximately $5,000

VP of Human Resources Dean of Instruction Dean of Students Assistant Dean of Instruction Access Committee VP of Administrative Services Assistant Dean of Instruction

Systematic review process for policies and procedures to improve accessibility throughout the WNCC community Identification of and solutions for IT inaccessibility issues pertaining to the WNCC website, intranet, LMS, and web-based and electronic media.

All documents listed under “Resources” are living documents which will be updated and improved as needed RFQ pending as of 3/4/15

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3. Proactively locate and assemble common tools for assistive technology

4. LMS and training and updates

5. Provide a physically accessible environment on all three campuses that will allow those within the WNCC Community and those who visit or are considering becoming a part of the WNCC Community full access to all areas of our campuses

Ongoing Ongoing, both short and long term

Assistive Technology to be provided to students, staff, and faculty as needed Blackboard Learn Management System ADA concerns in the long term are addressed in the RDG Master Facilities Plan for the renovation and construction of physical spaces on the campuses

Unknown $7,800 for May 26 & 27 Workshop $1,100 for Online Learning Director to take managerial course

Access Committee Director of On-Line Learning Director of Teaching and Learning Assistant Dean of Instruction VP of Administrative Services Access Committee WNCC Administration WNCC Board of Governors

Build an inventory of tools and techniques to assist with access.

Discussed by the Access Committee Continued efforts to provide training and information regarding creation of accessible materials for courses Most current audit was performed in 2011

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Appendix A

College Success Strategies

3-hour class, required for all 1st time, full-time AA and AS degree-seeking students; returning degree-seeking students whose GPA was below a 2.5 or who completed fewer than 15 credit hours before stopping out; part-time students who have accumulated 12 credits and have declared an AA or AS degree track; and transfer students who bring in fewer than 30 hours of credit from another institution. The course is designed to be multi-dimensional, to be co-taught by 2 – 3 instructors with content expertise, and to feature the following five (5) components organized and blended in such a way as to make the course most effective:

1. Learning Practices: On Course curriculum--self-reliance, self-awareness, accountability, wise choices, and learning strategies (1.3

credit hours; 19.5contact hours/975 CU’s) Responsibility for curriculum and instructional materials: ACEL

2. Online Learning (.9 credit hour; 13.5 contact hours/675 CU’s) Responsibility for curriculum and instructional materials: SOSC (EDUC)

3. Communication Methods and Protocols (.3 credit hour; 4.5 contact hours/300 CU’s) Responsibility for curriculum and instructional materials: BSIT

4. Information Literacy (.3 credit hour; 4.5 contact hours/150 CU’s) Responsibility for curriculum and instructional materials: LRC & LAAR

5. Financial Awareness in College Careers (.2 credit hour; 3 contact hours/150 CU’s) Responsibility for curriculum and instructional materials: BSIT

Implementation & Use: Graduation requirement beginning as of May of 2017 for all AA and AS emphasis areas Can fill a general-education requirement for diplomas & AOS degree (catalog change required)

Correlated Actions: Drop Microcomputer Applications as a graduation requirement in areas other than selected business programs or other majors where

the department believes it should be required Deactivate Achieving College Success Drop a program requirement in most AS degrees because of the addition of hours so as to maintain the 60-credit target

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Component Descriptions: 1. Learning Practices: Focus upon On Course curriculum such as self-awareness, individual accountability, learning techniques, personal

development, and decision making 2. Online Learning: Focus upon functional aspects of online learning relating to instructional transactions and adaptive learning skills

within an electronically mediated environment 3. Communication Methods and Protocol: Focus upon protocols for effective, clear, and courteous written communications, including

technology-based interactions 4. Information Literacy: Focus upon acquiring, evaluating, interpreting, and using information obtained through electronic sources, plus

guidelines relating to legal and ethical usage of data and materials with considerations such as copyright parameters and confidentiality

5. Financial Literacy: Focus upon consumer awareness and financial competence in areas relating to financial aid, student loans, scholarship applications, internships, etc.

Instruction: It is anticipated that several different instructors will specialize in offering certain of the components across multiple sections. The instructors do not have to be members of the department which directs the curriculum and specifies materials, projects, or even some activities for the course component.

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Appendix B