Initiative Title | Student Success Program |
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Submitted in Previous Year(s) | 2019 |
Critical Information, Notes, Justification, Rationale | In the past academic year we had an retention rate of 62.4% overall for all programs. This does not meet our benchmark as reported to our accrediting agencies of 70%. Thus we have identified that an area needing development is improving retention rates. NCLEX pass rates for the past year have been above 90% for all programs, and have exceeded state and national rates, however with the deficit of clinical experiences attributable to limitation of access by healthcare facilities due to the pandemic, students are at risk for attrition and diminishing performance on the NCLEX. Students need support for both academics and skill development. In terms of skill development, we need additional support staff in both the Newburgh and Middletown evening programs to allow students more skill practice opportunities to ensure success. We have been utilizing the Student Success department to provide peer and professional tutors, and have been able to offer faculty test reviews prior to exams for each course. We also have access to Net Tutor for Nursing courses, however there has been minimal usage of this service by our students. With four open full-time faculty lines left unfilled in the spring, and being denied the ability to search them, we will continue to be forced to depend on new adjuncts, who need extensive mentoring and support. This puts a strain on the existing full-time faculty members who must supervise and monitor the adjuncts, impacting their ability to provide adequate support to students and possibly leading to further attrition. |
Consequences of this initiative not being funded | Decreases in first-time NCLEX pass rates and retention rates would threaten our accreditation status, which could further undermine our program. |
Department Goals | Support student success to increase program completion rate to at least 75% and maintain NCLEX pass rate at 90% or more for all programs (Newburgh, Middletown Day, Middletown evening). |
Programs | AAS Nursing-Day, AAS Nursing-Evening |
Locations | Main Campus, Newburgh Campus |
Estimated Completion Date | 08/31/2022 |
Will this initiative span multiple budget years? | Yes |
Importance | High |
Funding Source | Operating Budget |
Created | 11/02/2020 10:54 am |
Updated | 11/02/2020 11:40 am |
Goal | How will the initiative support this institutional goal? |
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The initiative directly supports the college goal by further developing support services for student success. |
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This initiative will provide students with academic access to programs and support services |
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Allow for the establishment of an advising center and maintain current level of academic tutoring |
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Early identification of student needs for academic support and close coordination with the center for student success will allow us to more fully support students. |
Action Step | Responsible Party | Order |
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Hire additional skill lab personnel particularly for Newburgh and Evening programs | Department chair Assistant chair | 1 |
Educational materials: books, videos and educational software | Assistant chair | 2 |
Support for faculty-led and peer/professional tutoring | Department Chair | 3 |
Outcome | Order |
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Student retention rates will increase by 5% | 1 |
Decrease in 3rd time skill tests by 5% | 2 |
Method | Description | Other Method | Responsible Party |
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Alumni Survey | Surveying program alumni can provide information about program satisfaction, preparation (transfer or workforce), employment status, skills for success. Surveys can ask alumni to identify what should be changed, altered, maintained, improved, or expanded. | Measure actual retention statistics | Department chair |
Certification or Licensure Exam | These standardized tests are developed by outside, professional organization to assess general knowledge in a discipline. | Department chair, Assistant Chair | |
Entrance/Exit Interviews | Interviews are conducted with students when they enter college and when they leave—either through graduation or early departure. These interviews can be designed to measure SLO, but can also be used to learn about students’ perceptions, gather feedback, on various college services, activities, etc. | Department chair, Assistant Chair |
INITIAL YEAR COST: | $90,000.00 |
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RECURRING COST: | $90,000.00 |
Need | Cost (Initial/Recurring) | Supporting Departments | |
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Educational materials including virtual simulation software | $50000.00 / 50000.00 (1st year) |
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TOTAL: | $50,000.00 / $50,000.00 |
Need | Cost (Initial/Recurring) | Supporting Departments | |
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TOTAL: | $0.00 / $0.00 |
Need | Cost (Initial/Recurring) | Supporting Departments | |
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TOTAL: | $0.00 / $0.00 |
Need | Cost (Initial/Recurring) | Supporting Departments | |
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Increase technical lab assistant hours | $30000.00 / 30000.00 (1st year) |
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Part time tutors $4500x2 | $9000.00 / 9000.00 (1st year) |
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TOTAL: | $39,000.00 / $39,000.00 |
Need | Cost (Initial/Recurring) | Supporting Departments | |
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Training tutors | $1000.00 / 1000.00 (1st year) |
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TOTAL: | $1,000.00 / $1,000.00 |
Need | Cost (Initial/Recurring) | Supporting Departments | |
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TOTAL: | $0.00 / $0.00 |
Need | Cost (Initial/Recurring) | Supporting Departments | |
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TOTAL: | $0.00 / $0.00 |
Date | Department Name | Status | Cost to Date | Funding Source | |
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No results found. |