Top-performers are committed to creating an environment for academic success for everystudent they admit. They run the gamut from providing better remediation to creating and marketing better academic support services to improved curriculum and course design. Top-performing institutions engage in specific academic initiatives that matter most to their campus.
Unfortunately, while most top performing institutions want to pursue this path, funds are not always easy to build into budgets.īuilding a sense of academic self-efficacy is critically important. In this case, it is about funding the student directly, not a program. Smart institutions study the population that could benefit most from additional funding and work to find the funding for those students. Sometimes the only way forward for a particular set of students is to fill the gap of unmet financial need. Provide needed financial support to students Top-performers–like University of South Florida, Duquesne University, Texas A&M–Commerce, and Georgetown, have found a configuration of these strategies that was right for their specific student success problem areas.ġ. These strategies are listed here in order of importance. They are based on surveys and interviews with top performers identified in Eduventures 2016 Student Success Ratings. We’ve organized the myriad possibilities for programs and interventions that improve student success into seven overarching strategies.
Your students will benefit, but you’ll also create a cycle of positive feedback that continuously grows your institution’s commitment to this critical effort. If you prioritize the strategies that are most important for you, and create programs and interventions that serve these strategies well, you’ll soon find yourself on the path to improvement.Īlong with collaborative control over the process, this is absolutely the key ingredient to sustained improvement in student success. To capitalize on institutional will and momentum, it is imperative to choose a coherent student success strategy that utilizes the main levers that your institution can push to effect change. They discover, the hard way, that there is a critical difference between doing a lot of things and doing the right things. Despite their best intentions, many schools enact a broad array of programs and interventions but never achieve the progress they hoped for. But pursuing a fragmented, uneven, or haphazard effort-a problem we see all too often-can subdue institutional will very quickly. Institutions quickly discover that there is no shortage of opportunities to improve student success. Your institution knows itself and is ready to act. You’ve created a leadership structure and an institutional culture that is ready to collaboratively tackle student success. Let’s make what could be a generous assumption about your college or university: you’ve done all the hard work.
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