Lorain County Community College: Building a Culture of Student Success Rooted in an Institution's Own Data and Needs

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Autor/in	Selingo, Jeffrey
Institution	Bill and Melinda Gates Foundation
Titel	Lorain County Community College: Building a Culture of Student Success Rooted in an Institution's Own Data and Needs
Quelle	(2020), (5 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Community Colleges; Criticism; Graduation Rate; School Holding Power; Educational Attainment; Educational Change; Educational Improvement; Barriers; Institutional Characteristics; Strategic Planning; Low Achievement; Institutional Cooperation; College Presidents; Academic Achievement; Achievement Gains; Educational Objectives; School Effectiveness; Manufacturing; Employment Opportunities; Counties; Access to Education; Data Analysis; College Administration; Academic Support Services; Educational Strategies; Ohio + Suchen Sie Ihr Suchwort? Community college; Community College; Kritik; Bildungsabschluss; Bildungsgut; Bildungsreform; Teaching improvement; Unterrichtsentwicklung; Strategy; Planning; Strategie; Planung; Unterdurchschnittliche Leistung; Institute; Co-operation; Cooperation; Institut; Kooperation; College president; Hochschulpräsident; Schulleistung; Achievement gain; Leistungssteigerung; Educational objective; Bildungsziel; Erziehungsziel; Schuleffizienz; Herstellung; Berufschance; Beschäftigungschance; Education; Access; Bildung; Zugang; Bildungszugang; Auswertung; College administrators; Hochschulverwaltung; Lehrstrategie
Abstract	Lorain County Community College (LCCC) was designed for access, however, not necessarily completion. The college was unprepared for students who wanted to earn a degree but then often didn't make it to graduation. In 2011, LCCC retained fewer than six in ten students. Its three-year graduation rate was 8 percent. For African American students, it was only 1 percent. At first, the college defended itself against criticism of its graduation rates, saying federal graduation statistics measured only full-time, first-time students--less than 10 percent of its enrollment. But even under that definition, the college struggled to get students a degree. At the same time, the two-year college was confronting an uncomfortable reality in its home county: a growing economic and educational gap. Nearby affluent suburbs were filled with college graduates while high-school graduates clustered in low-income urban centers. While Lorain's administrators had many ideas about what needed to be done to improve student success, they got stuck where leaders usually do when trying to transform their institutions: how to do it. The simplest solution was to copy the playbook of other institutions or take ideas gathered at higher-education conferences. But such strategies usually lead to disappointing outcomes. For one, college officials lack a larger appreciation for the diversity and complexity of the underlying challenges they face. Second, they find it difficult to easily translate the success of other institutions to a campus with different administrative and faculty structures. Instead, Lorain County Community College, with an enrollment of 11,000 students, drew up an original blueprint to solve its particular set of issues. While the plan was informed by what worked on other campuses, LCCC's strategy was rooted in data on its own students and assisted by a network of other higher-education institutions. The result? The college's three-year graduation rate is now 23 percent. Lorain's impressive gains, which have garnered national attention, suggest four key approaches that institutions could follow to jumpstart their own student success efforts: (1) Develop a network of institutions to share strategies and tactics; (2) Examine institutional data to determine when to scale successful strategies; (3) Champion student success efforts on campus with the president as the leader; and (4) Assemble a core college-wide team focused on student success efforts with clear goals. (ERIC).
Anmerkungen	Bill & Melinda Gates Foundation. P.O. Box 23350, Seattle, WA 98102. Tel: 206-709-3100; e-mail: info@gatesfoundation.org; Web site: http://www.gatesfoundation.org
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2022/1/01