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When Jenkins arrived, the university faced a challenging 52 percent retention rate. Dr. Anthony Jenkins Weve been able to move our retention to 74 percent, which puts us above the state average in Maryland for public institutions and puts us within the national average for public institutions, says Jenkins.
Necessary support is provided through GANAS (Gaining Access ’AND Academic Success), an innovative access and retention program that serves community college transfer students. CSUSM gathers and analyzes disaggregated data pertaining to retention, unit completion and graduation.
Rhodes College joins the collective of 137 public and private colleges and universities nationwide who work collaboratively to expand access and opportunity for highly talented low- and moderate-income students. ATI, formed in 2016, comprises regional and flagship public institutions and leading private colleges and universities.
As indicated by several key metrics, over the past decade underrepresented minority (URM) students have made considerable progress in retention, graduation, and persistence rates. She is currently engaged in working collaboratively with K-12, higher education, and business partners around dual credits. “We
Also, that year the program’s retention rate of Latino students was 18% higher than the college’s general retention rate. Assistant professor and program coordinator Eleisha Moreno, who has worked with EAP since 2016, says this recognition from Excelencia in Education is validating.
Title: Assistant Vice President for Diversity, Access and Inclusion; Associate to the President, University of Nebraska Jenkins has served as the University of Nebraska’s associate to the president and assistant vice president for diversity, access and inclusion since August of 2016.
These issues can point to great opportunities for fruitful collaboration and partnerships across institutions where faculty, staff, and students can learn from each other and build on the respective institutional resources.
In 2016, he was tapped to lead the school’s law center, which was founded at the historically Black university (an HBCU) in 1947. You cannot survive in this new higher education ecosystem without creating collaborations,” says Pierre, who adds that despite funding challenges, Southern remains an affordable institution.
Outdated Systems — Legacy systems often aren’t created for easy collaboration, complicating data quality management. This approach ensures that data remains consistently clean and well-organized for collaboration. Encouraging regular collaboration between teams helps drive meaningful change.
The Strategy: Implement student success technology to generate actionable insights, improve visibility, and create workflow efficiencies to lift enrollment, retention, and graduation rates. However, like many institutions, it faced challenges in boosting enrollment, retention, and completion rates.
Administrators and leaders should collaborate with Institutional Research to schedule regular reviews. This insight, in combination with other strategies and efforts, helped UTSA achieve a 16% increase in retention and a 14% increase in completion from 2012 to 2022. Leaders need to take action to see the desired outcomes.
CONNECTED is my favorite time of year in the Student Success Collaborative , and this year did not disappoint! We learned that students mental health may be the greatest threat to retention. Where and when grant-funded interventions can increase student retention. Lessons from CONNECTED22. Elevated student mental health needs.
To this end, we provide P-12 educators; college/university faculty, administrators, and staff; and other education stakeholders a blueprint to collaboratively work with Black males through a culturally responsive lens. We acknowledge that more work needs to be done to right the many wrongs imposed on Black males. & Alexander, L.D.
Tailoring and implementing the right mix of initiatives for each institution is crucial to improving retention and graduation rates. Northwest’s student success model relies on collaboration between faculty, advisors, and student support units, such as diversity and inclusion, the registrar’s office, and the athletics department.
From 2016 to 2022, the number of applicants from this demographic nearly doubled, yet acceptance rates remained low, highlighting a critical need for additional support. AANAPISI can boost the good work already happening as well as serve as a catalyst for new opportunities and collaborations.”
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