Executive Summary CSU Graduation Initiative 2015 Background In 2009, The California State University (CSU) launched its first concerted graduation initiative (GI) to improve six-year completion rates and halve achievement gaps for freshman by 2015. The results of the first phase exceeded original completion goals as CSU achieved the highest graduation rates in recent history. As a consequence, CSU committed to revisiting its goals during the summer of 2016. CSU Graduation Initiative GI 2025 Background In fall 2014, faculty, student, and campus leaders gathered to establish new campus and system targets for 2025, including: Four-year freshman graduation rates Six-year freshman graduation rates Two-year transfer graduation rates Four-year transfer graduation rates Achievement gaps for under- represented students Achievement gaps for low-income students Based on the tremendous success of the CSU’s first concerted graduation initiative, graduation target rates for 2025 have been revised as follows: Completion Metric Current Rates Revised 2025 Target First-Time Freshmen: Four-Year Graduation Rate 19% 40% First-Time Freshmen: Six-Year Graduation Rate 57% 70% Transfer Students: Two-Year Graduation Rate 31% 45% Transfer Students: Four-Year Graduation Rate 73% 85% Achievement Gap by Ethnicity 11 points 0 points Achievement Gap by Pell Eligibility 8 points 0 points Achievement Gap by First Generation Status 13 points 0 points Achieving these goals will place the CSU among the top Public Comprehensive universities in the nation in terms of timely student degree completion, particularly when compared to institutions with similar demographic, income and academic preparation profiles. To reach these goals, each CSU campus has developed a plan outlining their strategic efforts. As a whole, the CSU system will undertake a number of capacity-building strategies to support institutional effectiveness in improving timely degree completions. Attainment of these goals will also require commitments that go beyond the university communities to include a sustained investment by the State of California. Together, unprecedented outcomes can continue to be achieved. time first-
Appendix A Key Improvement Areas Improvement Area Sample issues Chief campus audiences Four-year and two- year planning Strategies for identifying students close to a four-year and two-year degree pace Strategies for engaging students to accelerate pace Incentives for students Strategies in course delivery University and college enrollment planners Advisors Academic and student affairs leaders Enrollment management from recruitment to graduation Using degree planners’ data to ensure that all needed sections are offered based on students’ outstanding requirements Using impaction (carefully) to align with student success goals University and college enrollment planners University fiscal leadership leaders Academic and student affairs leaders Advising Using predictive analytics Strategies for proactive and intrusive advising Advisors Predictive analytics planners, managers from institutional research and/or enrollment management Faculty leaders Data capabilities Disaggregating data by race, gender, first generation, underrepresented, and socioeconomic status to track student progress Building campus capacity to develop and use data Data planners, managers, institutional research and/or enrollment management Academic and student affairs leaders Faculty leaders Leading student success Creating leadership teams for student success Strategies for fostering a culture of student success Campus leadership Faculty leaders
Improvement Area Sample issues Chief campus audiences The first year for freshmen and transfers Effective orientation programs Fostering social engagement in campus life Building academic skill development Learning communities Advisors and orientation staff Faculty involved in first year Academic and student affairs leaders Faculty leaders Digital learning Strategies in online and hybrid conversion Best practices in digital planning and infrastructure Digital learning development leaders Faculty leaders Academic leadership General support services Principles of best practice in supplemental instruction and tutoring General support service leaders and key staff Faculty leaders Targeted support services Principles of best practice for first generation, low- income and LGBT, undocumented, and other underrepresented student groups Specialized support service leaders and key staff leaders Faculty leaders Academic and student affairs Academic programs Best practices in benchmarking curriculum against appropriate peer curricula, aligned with student needs Faculty curriculum committee leaders Academic leadership Faculty leaders Pedagogy Strategies for innovation in low completion rate courses Faculty development leaders Faculty Academic leadership Faculty leaders Faculty hiring Strategies in tenure track hiring to foster student success Provosts Academic vice presidents for personnel Faculty leadership
Improvement Area Sample issues Chief campus audiences Collaboration with K-12 and community colleges College promises and partnerships Middle colleges and other concepts in shared programs Building collaborative pathways with community colleges Working with K-12 to improve college-going and preparation Working with K-12 to improve teacher preparation and retention Academic affairs leadership Education deans Faculty in specific curriculum pathways University enrollment planners Faculty leaders Remediation Strategies for innovation in math and English to support student success Best practices in Early Start Academic affairs leadership Faculty in math and English Faculty leaders Physical space planning Remodeling and designing classroom spaces for active learning Remodeling and designing informal spaces for student collaboration Best practices in space management in support of student success Space planning leadership Academic leadership Student affairs leadership Faculty leaders
Graduation Initiative 2025 Goals CSU Bakersfield Metric 2025 Goal Most Recent Rate Freshman 6-Year Graduation 56% 39% Freshman 4-Year Graduation 30% 14% Transfer 2-Year Graduation 48% 36% Transfer 4-Year Graduation 74% 64% Gap - Underrepresented Minority 0 -2 % points Gap – Pell 0 1 % points
Graduation Initiative 2025 Goals CSU Channel Islands Metric 2025 Goal Most Recent Rate Freshman 6-Year Graduation 67% 57% Freshman 4-Year Graduation 40% 25% Transfer 2-Year Graduation 54% 42% Transfer 4-Year Graduation 78% 68% Gap - Underrepresented Minority 0 7 % points Gap – Pell 0 2 % points
Executive Summary of Goals & Strategies CSU Channel Islands Goals Strategies Long-Term Retention Advising and support services Physical space for student success Building campus culture of student success Long-Term Improve strategic retention plan that includes pro-active advising plan Hire key professionals to keep CI on course to meet graduation target Devise intervention plan for students in academic trouble Implement year-round operations, satellite programs, and mixed use facilities as means for additional space Provide additional support to serve students outside the classroom Short-Term Advising General support services Enrollment management Physical spaces to support student success Short-Term Establish new academic advising position focused on assisting seniors Expand tutorial for support in various courses Increase course offerings targeting graduating seniors Create additional spaces to facilitate student success initiatives
Graduation Initiative 2025 Goals CSU Chico Metric 2025 Goal Most Recent Rate Freshman 6-Year Graduation 74% 64% Freshman 4-Year Graduation 41% 26% Transfer 2-Year Graduation 43% 31% Transfer 4-Year Graduation 86% 76% Gap - Underrepresented Minority 0 9 % points Gap – Pell 0 10 % points
Graduation Initiative 2025 Goals CSU Dominguez Hills Metric 2025 Goal Most Recent Rate Freshman 6-Year Graduation 55% 35% Freshman 4-Year Graduation 31% 6% Transfer 2-Year Graduation 40% 28% Transfer 4-Year Graduation 75% 65% Gap - Underrepresented Minority 0 1 % points Gap – Pell 0 -9 % points
Appendix A Implementation Strategy and Timetable Ongoing for the Project Continual monitoring, strong activity management, and effective communications Continual evaluation, stressing formative feedback for improvement and assessment of new practices to increase persistence and retention of freshmen and transfer students Task & Outcome Person(s) Responsible Methods Employed Tangible Results Timeline 1. Establish a Graduation Initiative 2025 Committee Provost and Vice President of Student Affairs (in consultation with Cabinet) Review WASC and Strategic Planning committees to see who may be the best fit and to avoid duplication of effort Finalize plan and list measurable objectives. Seat and charge committees and subcommittees September 2016 2. Review full plan, craft a cost analysis and financial model for the plan’s initiatives Vice President of Administration and Finance, Provost and Vice President of Student Affairs (in consultation with Cabinet) Utilize fiscal modeling, financial strategies, and benchmarking on track tenure density metrics, enrollment targets, and additional courses Provides a detailed plan for success. Students gain more opportunities for learning, support, growth and timely degree completion. October 2016 3. Pull FTF persistence and retention rates by year, ethnicity, gender, first generation, Pell Institutional Effectiveness and Assessment, 2025 GI Committee Formal/informal methods, both quantitative and qualitative design utilized, annual evaluation data Monitor progress toward objectives, evaluation and planning for future activities, report to Cabinet November 2016 4. Pull Transfer persistence and retention rates by year, ethnicity, gender, first generation, Pell Institutional Effectiveness and Assessment, 2025 GI Committee Formal/informal methods, both quantitative and qualitative design utilized, annual evaluation data Monitoring by all stakeholders of progress toward objective, semester reporting November 2016 5. Finalize Evaluation Institutional Effectiveness Identify members of the Research design and November
design, methodology, communicate baseline & targets to GI 2025 Committee and Assessment, 2025 GI Committee evaluation team, select/retain External Evaluator, finalize design database protocols are in place 2016 6. Hire all Finish in Four and Through in Two Advisors and Graduation Specialist Academic Affairs and Student Affairs AVPs Launch national search and engage members of the 2025 GI Committee Begin intrusive advising and connecting with the seniors slated to graduate in Spring and Summer 2017. Make them aware of incentives November 2016 7. Improve the functionality of Smart Planner IT, Academic Affairs and Student Affairs AVPs Work with IT on specifics and a plan for implementation Use system to predict seat capacity based on actual future demand, increase courses in schedule December 2016 8. Formalize all service area Promise Agreements and establish workgroups Vice President of Student Affairs, Provost, and Director of Educational Partnerships Set up working meetings with South Bay Promise officials, Compton, Lynwood and El Camino Promise administrators, and South LA Up Promise leads Monitoring by all stakeholders on progress toward objective, finalize promise agreements March 2017 9. Establish 2025 Data Fellows Program Vice President of Student Affairs, Provost Identify members of the evaluation team, select/retain External Evaluator, finalize design Finalize plans for the program and list measurable objectives. Seat and charge Fellows May 2017 10. Assess goals, timeline and deliverables. Craft timeline Provost and Vice President of Student Affairs (in consultation with Cabinet), Graduation Initiative 2025 Committee Set up a series of meetings to review full plan Finalize plan and list measurable objectives. May 2017
Graduation Initiative 2025 Goals CSU East Bay Metric 2025 Goal Most Recent Rate Freshman 6-Year Graduation 62% 45% Freshman 4-Year Graduation 35% 10% Transfer 2-Year Graduation 49% 37% Transfer 4-Year Graduation 83% 73% Gap - Underrepresented Minority 0 14 % points Gap – Pell 0 2 % points
Executive Summary of Goals & Strategies CSU East Bay Goals Strategies Long-Term Physical space to support student success Advising First year Enrollment management Long-Term Develop space to reflect learning practices Add additional advisors to provide intrusive and ubiquitous advising Redesign first-year programs for freshmen and transfers Implement systems that monitor enrollments so that capacity can be adjusted and added where needed Short-Term Faculty development Working with community colleges General support services Curriculum development Short-Term Provide faculty development opportunities focused on teaching methods and course design Design and implement “First Step” program for community college students Expand student support services Provide curricular support for several programs involving student progress
Graduation Initiative 2025 Goals CSU Fresno Metric 2025 Goal Most Recent Rate Freshman 6-Year Graduation 69% 59% Freshman 4-Year Graduation 35% 15% Transfer 2-Year Graduation 34% 22% Transfer 4-Year Graduation 80% 70% Gap - Underrepresented Minority 0 5 % points Gap – Pell 0 10 % points
Executive Summary of Goals & Strategies Fresno State Goals Strategies Long-Term Advising Best practices in benchmarking Targeted support services Work with K-12 and community colleges Long-Term Utilize integrated planning and advising technology Develop system to ensure AD-T students graduate within 60 units Implement Dream Outreach and Success Center Build strategic partnerships with Fresno State service area schools/ community agencies Expand partnerships across educational sectors to build an improved K-16 college pipeline Short-Term Advising Physical spaces to support student success Short-Term Identify students by entering cohorts and provide individualized roadmap to graduation Designate graduation coaches for students in the graduation initiative Redesign and expand spaces to support student success
Graduation Initiative 2025 Goals CSU Fullerton Metric 2025 Goal Most Recent Rate Freshman 6-Year Graduation 75% 62% Freshman 4-Year Graduation 44% 22% Transfer 2-Year Graduation 44% 32% Transfer 4-Year Graduation 85% 75% Gap - Underrepresented Minority 0 9 % points Gap – Pell 0 4 % points
Graduation Initiative 2025 Goals Humboldt State * Metric 2025 Goal Most Recent Rate Freshman 6-Year Graduation 56% 46% Freshman 4-Year Graduation 30% 14% Transfer 2-Year Graduation 38% 26% Transfer 4-Year Graduation 79% 69% Gap - Underrepresented Minority 0 13 % points Gap – Pell 0 8 % points * Corrected August 2, 2016
Graduation Initiative 2025 Goals CSU Long Beach Metric 2025 Goal Most Recent Rate Freshman 6-Year Graduation 77% 67% Freshman 4-Year Graduation 39% 16% Transfer 2-Year Graduation 49% 37% Transfer 4-Year Graduation 91% 81% Gap - Underrepresented Minority 0 5 % points Gap – Pell 0 6 % points