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Atlanta Metropolitan State College 2024

A core tenet of the Atlanta Metropolitan State College (also referred to as AMSC or “The Institution”) mission is to provide “educational access to a diverse student population.”  AMSC serves a diverse student population:

  • (45%) adult learners (25 years and older) vs. 55% traditional students (under 24 Years old)
  • 55% first-generation
  • 60% Part-time vs. 40% Full-time
  • 70% Associate Degree Students vs 30% bachelor’s degree Students

This campus update continues to build on AMSC’s core mission themes, in which completion is a top priority.  The institution’s plan and strategies for this update place emphasis on first-year students, taking into account their unique academic and support needs. Because AMSC, as other University System of Georgia (USG) State Colleges, is an open-access institution, a significant number of high impact practices is built into the first-year freshman experience to ensure they have real-time, individualized teaching and learning opportunities to provide the best path to their success. The literature shows that students who perform well in at least four of their freshman gateway courses have significantly higher graduation rates than other students.

Another unique characteristic of the AMSC student population is the high percentage of adult learners. A variety of course modalities and pedagogies are important to provide AMSC's adult learners the flexibility they need to work and maintain family lives while completing a degree. The options for adult learners include a range of modalities, including on-campus, online, and hybrid classes. Recently, the institution added high-flex classes to its modality options, giving adult learners even more flexibility for when and how they take their classes. AMSC offers its adult learner population a range of associate and bachelor programs, with four-degree programs available fully online. The institution provides academic coaching and mentoring for first-generation and other students who do not have high-level family support. A revised New Student Orientation (NSO) Program has been recently implemented that takes into account accessibility and relevancy, providing students a more comprehensive introduction to the College’s programs and academic support services.

Because AMSC serves a high part-time student population, it recognizes and addresses the various challenges these students face. While many students strive to register for 12 or more credits per semester, the work schedules and family responsibilities often prohibit a full load as a practical option for others. Alternatively, part-time students are advised, when possible, to take at least 10 credits per semester, including summer terms. In doing so, they will graduate within three years, or 150% of time expected, a national standard upon which graduation and retention rates are based. Evening, weekend, and early morning classes, multiple registration periods, compressed courses offerings, and prior learning credits are strategies AMSC utilizes to provide part-time students the options they need to complete their coursework and attain the degree.

This update provides both the successes and challenges the institution has faced over the past academic year, as well as its plans for providing future programs and support services that will provide students the wherewithal to a college degree and a successful pathway to their career goals and aspirations.    

Success Inventory

Overcoming Process Barriers to Student Completion (Atlanta Metropolitan State College-2024)

Strategy/Project Name: 
Overcoming Process Barriers to Student Completion
Momentum Area: 
Purpose
Pathways
Category: 
Strategy/Project Description: 

This project involves process mapping to identify and remove process barriers that prohibit students from graduating within 150% of expected time to completion.  Complete College America (CCA) will conduct a process mapping analysis of AMSC’s admissions and retention processes. Based on the outcomes of this analysis, AMSC will address CCA recommendations for process improvements and monitor the impact on student progression and completion.

Activity Status: 
Evaluation/Assessment plan: 

Historical data will be used to set baseline values.  Progression and completion metrics will be utilized to measure the impact of process improvements determined from the process mapping process. The key performance indicator is progression rates (semester-to-semester enrollments), to identify bottlenecks and barriers in students’ progression toward completion. The target is to improve progression rates by 2% annually.  The current progression rate is 60%-65% (fall cohorts), and 50%-55% (spring cohorts). Ultimately, the impact is expected to reduce time to degree, which for bachelor’s students have an average baseline of 5.33 for FY2024.

Progress and Adjustments: 

 Process mapping will initiate the process in spring 2025. Subsequent activities will proceed after the process mapping analysis.

Plan for the Year Ahead: 

This project is expected to cover a multi-year period, including the process mapping, improvement of processes, and evaluation of the results.

Challenges and Support: 

Pending results of the process map analysis, challenges will be contingent upon the nature of the necessary process improvements. Instances where no additional resources are necessary, the institution does not expect major challenges, when compared to instances where additional resources are necessary.

Support will be needed and sought outside of the institution if process improvements require specialization or expertise in specific areas that are not available within the institution.

Contact email: 
Primary Contact: 
Dr. Kokila Ravi

Increase Student Retention (Atlanta Metropolitan State College-2024)

Strategy/Project Name: 
Increase Student Retention
Momentum Area: 
Change Management
Category: 
Strategy/Project Description: 

AMSC will implement pre, real-time, and post semester strategies to improve student retention.  Retention strategies will be targeted based on student type, age group (traditional vs. adult learners), gender, first generation, and enrollment status (full-time vs. part-time).  Hanover Research has completed a study to identify factors that impact student retention at AMSC. The project will utilize the retention factors from the Hanover study to devise and apply intervention strategies to identify and support high-risk retention students, reducing attrition and proactively improving student retention rates.

Activity Status: 
Evaluation/Assessment plan: 

The key performance indicators will be (1) retention rate (fall-to-fall) for full-time and part-time students, and (2) % student retention (Year 1 Freshman).  The target is to improve retention at least 2% annually.

Progress and Adjustments: 

This is a new strategy that deviates from previous retention projects in that it is a more targeted approach

Plan for the Year Ahead: 

The activity will commence in and extend beyond the year ahead.

Challenges and Support: 

Retention issues that are related to student’s personal circumstances are more challenging, more unpredictable, and difficult to address than those related to academic and financial issues.

AMSC has recently become a member of the Georgia State University National Institute for Student Success (NISS) program and anticipates NISS will provide significant training and guidance to support the institution’s student success activities. AMSC has plans to create an Office of Student Retention, which will provide oversight, long-term planning, and sustainability for the institution’s retention efforts.

Contact email: 
Primary Contact: 
Dr. Meda Rollings

Increase Student Success Rates in Gateway Courses (Atlanta Metropolitan State College-2024)

Strategy/Project Name: 
Increase Student Success Rates in Gateway Courses
Momentum Area: 
Change Management
Strategy/Project Description: 

This project continues to build on Momentum Year activities, improving success rates in gateway courses, particularly targeting ENGL 1101 courses. Various strategies will be employed to improve student success rates, including curriculum redesign, innovative pedagogical strategies, mindset activities.

Activity Status: 
Evaluation/Assessment plan: 

The KPI for this project is course pass rates (or success rates). Other metrics will be monitored such as withdrawal rates and FA grades, to better understand the nature of student performance and factors driving student success rates (e.g., course failures due to academic vs.  non-academic reasons). Baseline success rates for ENGL 1101 are in the range of 55%-60%

Progress and Adjustments: 

This project continues from previous terms. The current project will allow the School of Arts and Sciences to gain better insight and understanding of the factors driving student performance and will assist in devising specific strategies to improve course success rates.

Plan for the Year Ahead: 

This project will continue from prior semesters. Steps will be taken in Spring 2025 to better understand the factors associated with withdrawals and “FA” grades (grades awarded when students leave a class without proper notification).

Challenges and Support: 

Project design presents the most challenges, specifically controlling for factors that impact student success, while isolating and measuring the impact of individual factors. A successful project design of a related project would be useful.

Contact email: 
Primary Contact: 
Dr. Harry Akoh

Campus Plans Supplemental Sections

A concerted, organized effort has been made to consolidate and prioritize resources that produce the most efficient and effective outcomes for students. To do so, effective communication and data access tools are essential and improving on campus.  AMSC has completed phase 1, implementing a customer relations management (CRM) system in the Admissions and Student Advising Offices. Phase 2 will expand the CRM system to faculty and other support units. PowerBI training and dashboards are being developed and will be utilized to improve data access and efficiency. All faculty and staff now have access to PowerBI tools.

Observations and Next Steps

What strategies and activities have been most successful?

The most effective strategies and activities have been those that involve faculty members. The faculty/student relationship established in the classroom results in trust and accountability that has proven very effective in effecting positive change with students. 

Targeted activities and creative communication strategies that take into consideration time of day, contextualized messaging, and location of activities are important factors for project success.

What have been least effective?

Reaching students through campus email and through traditional methods are becoming less effective communication tools.

How has your institution made adjustments to completion activities over the previous year?

Completion activities have focused more on delivering targeted programs and services. For example, we have successfully instituted a new and dedicated orientation program specifically designed for adult learners. By targeting specific student demographics, the institution can more effectively address specific needs. While the targeted approach expends more resources, it has proven to have greater student impact.

Where would you want to see student success efforts shift in the coming year(s)?

In the coming years, we would like to implement student programs and services that employ academic cohorts and learning communities, each targeting specific student populations. The extent these extracurricular strategies integrate with high impact practices will empower the institution with effective and comprehensive approaches to better support student success.