ࡱ>  bjbjߍ Al,F F 8cF"/"/"/"c#c#c#EEEEEEE,aHK$Fc#c#c#c#c#$F(/"/"49F(((c#v/"/"E(c#E((BBDp8x&BCEOF0FVCK(K(BD(BDVDc#c#c#$F$F(c#c#c#FKc#c#c#c#c#c#c#c#c#F Q:   Promising and Practical Strategies to Increase Postsecondary Success An Integrative Approach to the First Year Experience Department of Postsecondary Teaching and Learning College of Education and Human Development University of Minnesota Contact Person: FYE Program Director, Kristin Cory, 224 Burton Hall, 178 Pillsbury Drive, Minneapolis, MN 55455, 612-625-2942  HYPERLINK "mailto:coryx001@umn.edu" coryx HYPERLINK "mailto:coryx001@umn.edu" 001@ HYPERLINK "mailto:coryx001@umn.edu" umn HYPERLINK "mailto:coryx001@umn.edu" . HYPERLINK "mailto:coryx001@umn.edu" edu Approving entity: Jean Quam, Dean, College of Education and Human Development Prepared by: Kris Cory (Program Director, First Year Experience); Rhiannon Williams (Assessment Director, First Year Experience) Table of Contents: Section 1 (abstract): page 2 Section 2 (goals, obstacles addressed by intervention): page 2 Section 3 (theory of action): page 4 Section 4 (history): page 5 Section 5 (evidence): page 6 Section 6 (challenges in implementation): page 12 Section 7 (critical factors and strategies in success): page 12 Section 8 (operational challenges): page 19 Section 9 (replication): page 20 Section 10 (federal regulatory requirements): page 21 Section 11 (keywords): page 21 References: page 21 SECTION 1: ABSTRACT Abstract: This submission explains the framework for the College of Education and Human Developments (CEHD) First Year Experience (FYE) Program at the University of Minnesota. This innovative, multidisciplinary program was designed by and is implemented through the Department of Postsecondary Teaching and Learning (PsTL). CEHD admits the most diverse student body of any entering class at the University. The FYE program is designed to utilize high-impact educational practices to support academic success and a sense of belonging for academically and demographically diverse student populations as they transition to college so as to build a foundation to promote continued persistence towards timely graduation. The initial four years of program implementation have been characterized by a dynamic process of design, curriculum and faculty development, assessment, and refinement. SECTION 2: GOALS, OBSTACLES ADDRESSED BY INTEGRATIVE APPROACH Current research on persistence to graduation points to the first year as a critical foundation for students long-term academic success and satisfaction (Muraskin and Lee 2004; Pascarella & Terenzini, 2005; Smith et al, 2004; Upcraft et al, 2005). Moreover, the first-year can serve to acculturate students to the new environment, expectations and opportunities of college (Upcraft, et al, 2005). However, without appropriate support and scaffolding, the first-year can also reinforce lack of belonging and institutional connection particularly for underrepresented students. First- Year Experience Program The First Year Experience (FYE) program in the College of Education and Human Development (CEHD) provides a rich academic curriculum combined with student support services to support students transition to college and to positively impact retention and graduation rates for a diverse student population. Facilitating students knowledge of and access to university resources, and developing their confidence in navigating them is a core objective of the program. The FYE was designed in academic year 2007-08, implemented in fall, 2008, and will be entering its fifth year. Program components include: academic courses that fulfill graduate requirements; career development; academic advising; co-curricular events; and a focus on building peer networks in order to facilitate a sense of belonging in the college and broader institution. The following goals have guided the development, assessment and revision of our First Year Experience program. These goals reflect research on best practice in undergraduate education, PsTLs department mission and faculty expertise, and CEHDs commitment to serving a diverse student body. Goal 1: To Appreciate Differences CEHD articulates a strong commitment to diversity and to the premise that engaging diversity is critical to intellectual and human development. The FYE provides supported opportunities for students to engage and collaborate effectively with diverse people, ideas, and perspectives. CEHDs commitment to diversity is enacted in many places, including in our admissions. Cohort 08-09Cohort 09-10Cohort 10-11CEHD (n=400)Rest of U of M (n=4,706)CEHD (n=457)Rest of U of M (n=4,943)CEHD (n=447)Rest of U of M (n=4,876)Black16%4%17%3%15%3%Am. Indian4%1%3%1%2%1%Asian16%15%19%15%16%9%Hispanic4%2%5%2%2%3%White59%75%55%76%61%78%TRiO24% (n= 97)021% (n= 95)023% (n=102)0ATS46% (n= 183)5% (n=256)45% (n= 205)4% (n= 229)43% (n=193)5 % (n=264)CET11% (n= 44)012% (n= 55)010% (n= 45)0Honors3.3% (n= 13)11% (n=586)7% (n= 32)11% (n=571)5% (n=22)11% (n=540) Table 1. Demographics of FYE cohorts Goal 2: To Communicate Effectively-- Fostering verbal and written communication skills and developing the ability to address diverse audiences is crucial to student success in the world of academia and beyond. FYE aims to foster flexible and strategic communication skills. An emphasis on active learning helps students build communication and research-based critical inquiry skills through collaborative projects, and develop confidence and effective strategies for communicating in a range of contexts. Goal 3: To Develop Academic and Social Skills to Successfully Navigate the University FYE embeds strengths-based development tools, navigation of institutional resources, and collaborative peer interactions into multidisciplinary curriculum that supports development of academic, career and life goals. FYE sets students on the path to timely graduation and responsible citizenship at the University of Minnesota and beyond. This goal grows out of a rejection of the outdated paradigm that learning and development or academic and social skills are separable and distinct categories, or that students can be well served, supported and successful without addressing both. SECTION 3: THEORY OF ACTION The design of the FYE program is based upon principles of student engagement and high-impact teaching and learning pedagogies described by Kuh and others. Overall, this body of literature suggests that engaged and supported students are more likely to achieve desired learning and development goals, and persist toward degree completion. Kuhs High Impact Educational Strategies identifies practices that support deep learning, not surface level; deep learning not only requires acquisition of content and information, but an understanding of underlying meaning and relationships. Kuh (2008) describes high impact strategies as those that demand more time spent on purposeful task; demand interaction with faculty and peers on substantive issues; increase the likelihood that they will work people who are different from them; provide opportunities to synthesize, integrate and apply knowledge (Kuh, G. D., 2008; Kuh, G. D., Kinzie, J., Buckley, J. A., Bridges, B. K., & Hayek, J. C., 2007). At predominantly white, public institutions, students from under-represented demographic groups tend to have academic characteristics predictive of attrition: lower high school grade point averages, fewer opportunities for college preparatory coursework; and lower ACT and standardized entrance exam scores[1] (Adelman, 2006; Lotkowski, Robbins, & Noeth, 2004). In addition, minority students at public white institutions (PWIs) report feelings of isolation (Turner, 1994; Munoz, 1987). Eimers and Pike (1997) found that perception of academic integration plays a key role in minority student persistence. As academic and social integration increases, so does the likelihood of student persistence (OBrien & Shedd, 2001; Tucker, 1999). Specific curricular structures and pedagogical approaches have been correlated to higher levels of engagement and perceptions of academic and social integration. Braxton, Milem, Sullivan (2000) found that active learning strategies, in particular, classroom discussion and higher-order thinking activities wield a statistically significant positive influence; knowledge level exams, on the other hand, yield negative influence. Effects of these strategies benefit all students, but tend to benefit historically under-served students even more. Active learning and group projects, when designed and implemented purposefully, can promote deep learning, fostering an engagement with course content, development of peer relationships, and enhancing responsibility and accountability on part of individual students for their learning (Kuh, 2008; Engstrom & Tinto 2008). Learning communities are one curricular structure that has been shown to elevate levels of involvement, satisfaction, and personal, social and academic development than students not enrolled in LCs (Baker and Pomerantz, 2000; Gansemer-Tuff-Schuh; Kuh 2008). The research clearly suggests that academic and non-academic factors are co-active ingredients in supporting retention and graduation, not only in the first year, but longitudinally, and for all students. According to Lotkowski (2005), non-academic factors matter: students who master course content but fail to develop adequate self-confidence, goals and institutional commitment, and adequate social support are still at risk (Lotkowski, 2005). Benefits increase in correlation with decrease in students' income, and for under-represented minority students, but benefits accrue to all students. Faculty, staff, and academic advisers should attend to holistic development of the students both academic and co-curricular by promoting growth and learning not only in the classroom but in the university community as well (Braxton & Mundy, 2001, p. 92). SECTION 4: HISTORY, PROGRAM BEGINNINGS, BACKGROUND CONTEXT History of First-Year Experience Program In 2007 the College of Education and Human Development became a freshmen-admitting college. The college faced the challenge of developing a comprehensive undergraduate experience that would begin with supporting students in the transition from high school to college and continue to build a supportive culture of academic excellence from year one to graduation. In the design of the program, extensive consultation about how to prepare students for upper-level undergraduate courses within the colleges majors and programs was required, as well as a fundamental and foundational dedication to diversity. Since 2008, the FYE programming has been required of all first-year CEHD students. The college is located in an urban setting and draws students from the two surrounding metropolitan areas as well as the suburbs and nearby rural areas. Nearly 75% of the overall undergraduate student population and 25% of the first-year students live off campus. CEHD admits the most diverse student population at the University of Minnesota and is home to the TRiO program (for first-generation, low-income college students) which includes College English Transition (CET) (for English language learners). CEHD is also one of three colleges that participates in our institutions Access to Success program (ATS) which selectively admits students who are identified as high potential but whose current academic profile does not meet the standard threshold for admission (See Table 1.) Creating a First Year Experience that successfully supports and challenges a range of cultural, linguistic, economic, and academic backgrounds was of primary importance. FYE Program Beginnings Faculty and academic professionals from across social sciences, mathematics, sciences, and humanities with relevant additional experience and expertise in postsecondary education, including developmental education, universal design and instruction, first-generation and second language learners came together to develop the FYE program in CEHD. The wide range of disciplinary and professional expertise was crucial to the development of an inclusive, integrated approach to first-year programming. Early in the design process, two fundamental priorities were collectively established based on current research as well as in faculty-practitioner experience: the FYE program design would not segregate students by academic or cultural profiles; the FYE program would reflect a holistic approach to supporting student learning and development, with academic courses featuring explicit attention to interpersonal, intrapersonal, and cognitive development. As a result of these priorities, the FYE program has several unique features, including the multidisciplinary nature of the FYE courses and the requirement that all students, regardless of major, college credits, test scores, or native language are enrolled together in these courses. Combined with the structural diversity of our college (See Table 1.), the FYE courses provide an opportunity for faculty to intentionally support students capacity to effective engage diversity through facilitated collaborative and integrative assignments and projects. FYE Program Design The FYE design includes academic courses: 1) First Year Inquiry (FYI): a team-taught, multidisciplinary, writing intensive course taken in first term; 2) Learning Community (LC): two 1000-level disciplinary courses (that fulfill liberal education or pre-major requirements) intentionally linked in the second term. In addition to these courses, students enroll in a range of typical lower-division course to fulfill prerequisites and liberal education requirements at our university. FYE has adopted two student learning and development outcomes (Effective Communication and Appreciation of Differences -- see Section 5 on Quantitative Data and Section 7 on Shared Core Practices) from the slate of University of Minnesota Undergraduate Student and Learning Outcomes. These program-wide student learning and development outcomes expressly prepare students for successful navigation of future academic work in their majors and for real-world work environments that demand competence and innovation in diverse and collaborative settings in order to solve complex problems. The FYE program-wide core practices of collaborative and integrative learning are vehicles that support these outcomes and fostering high levels of student engagement. SECTION 5: EVIDENCE AND DATA Rather than present evidence and data in in isolation in this submission, we have embedded assessment data throughout to illustrate how it has been used to inform key components of our program over time. (See SECTION 7). This integrative approach to assessment has been crucial both in establishing data-driven practices and in facilitating ongoing responsiveness and continued effectiveness. In this section, we provide an overview of the kinds of assessment tools used to measure outcomes in our FYE and the data generated for internal and external audiences. Our assessment design serves institutional, departmental and individual purposes, and data is collected, analyzed and disseminated in different manners in an effort to involve multiple stakeholders in various aspects of the process. We have drawn on several sources of data to present evidence that supports the FYE program. Institutional data sources include the National Survey of Students Engagement and IR retention data. Other program data sources have been developed collectively by faculty and staff who designed questions and tools to assess students' satisfaction, engagement, learning, and development. The program assessment plan has included four sources of data: 1) focus groups, 2) journal entries, 3) a SLO/ SDO rubric, and 4) an end of year survey. Data collection methods and tools have been flexible and responsive to the needs of the FYE program as it evolves. Initial data collected helped inform the refinement of tools, questions used as reflective prompts and survey constructs. NSSE College of Education and Human Development 2011 Findings The data from the most recent spring 2011 National Survey of Student Engagement (NSSE) indicates that first year students in the college of Education and Human Development reported more frequent engagement in the following areas in comparison to the average reported by students enrolled in other colleges at the University of Minnesota: Academically engaging activities and behaviors Student-faculty interactions High-Impact Educational Practices A supportive campus environment What does this mean in terms of specific classroom and college practices? Academically engaging activities and behaviors (1= Never to 4= Very Often)CEHDOther U of M College Averagea. Made a class presentation2.532.03b. Prepared two or more drafts of a paper before turning it in.2.822.44c. Worked on a paper or a project that required integrating ideas or information from various sources.3.202.82d. Included diverse perspectives (different race, religions, genders, political beliefs, etc.) in class discussions or writing assignments.3.172.72Student- Faculty Interactions CEHDOther U of M College Averagea. Discussed grades or assignments with an instructor2.562.36b. Talked about career plans with a faculty member or adviser2.452.22c. Received prompt writing or oral feedback from faculty on your academic performance2.912.54d. Worked harder than you thought you could to meet an instructor's standards or expectations2.782.59e. Used e-mail to communicate with an instructor3.503.20   Institutional Emphasis on EngagementCEHDOther U of M College Averagea. Writing Clearly and Effectively3.112.94b. Working effectively with others3.273.05c. Understanding people of other racial and ethnic backgrounds2.942.64d. Speaking Clearly and Effectively3.042.59e. Developed a deepened sense of spirituality1.971.73f. Learning effectively on your own3.033.04g. Understanding yourself2.922.76h. Solving complex real-world problems2.772.74   Academic Interaction with PeersCEHDOther U of M College Averagea. Worked with other students on projects during class2.722.44b. Worked with classmates outside of class to prepare class assignments.2.552.48c. Tutored or taught other students1.901.75d. Had serious conversations with students of a different race or ethnicity than your own.2.752.56e. Had a serious conversation with students who are very different from you in terms of their religious beliefs, political opinions, or personal values.2.682.67 Below is the link to the full CEHD NSSE Spring 2011 report: HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf"   HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" http HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" :// HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" intranet HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" . HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" cehd HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" . 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HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" edu HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" / HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" Documents HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" / HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" CEHD HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" %20 HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" Benchmark HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" _ HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" Full HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" %20 HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" Report HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" . HYPERLINK "http://intranet.cehd.umn.edu/Documents/CEHD%20Benchmark_Full%20Report.pdf" pdf Retention Data A sample of retention data enables comparison across student populations. RetentionSemester 1Semester 2Semester 3Semester 4Semester 5Semester 62008 CohortSpring 2009Fall 2009Spring 2010Fall 2010Spring 2011Fall 2011All (n=400)94.3% (377)85.5% (342)80.0% (320)75.3% (301)70.8% (283)68% (272)TRiO (n=98)92.9% (91)76.5% (75)68.4% (67)63.3% (62)56.1% (55)59.2% (58)ATS (43)88.4% (38)79.1% (34)74.4% (32)60.5% (26)58.1% (25)55.8% (24)Honors (n=13)92.3% (12)84.6% (11)84.6% (11)77% (10)69.2% (9)53.8% (7)DegreesN/A.8% (3)2.5% (10)2009 CohortSpring 2010Fall 2010Spring 2011Fall 2011All (n=457)94.3% (431)85.6% (391)82.3% (376)76.8% (351)TRiO (n=98)95.9% (94)84.7% (83)81.6% (80)72.4% (71)ATS (54)94.4% (51)75.9% (41)72.2% (39)72.2% (39)Honors (n=32)100% (32)93.8% (30)90.6% (29)87.5% (28)2010 CohortSpring 2011Fall 2011All (n=447)95.3% (426)86.6% (387)TRiO (n=102)89.2% (91)82.4% (84)ATS (46)95.7% (44)87% (40)Honors (n=22)95.5% (21)90.9% (20) Quantitative Data: Student Learning and Development Outcomes Survey This end-of-year survey reflects students perceptions of their own learning and development. Question: To what extent has the First Year Experience (1525: First Year Inquiry and your Learning Community) contributed to your development in the following areas? Students responded to these questions on four-point likert scale: Not at all, A little, Some, or A lot. Student learning and Development Outcomes SLOs and SDOs2009-2010 (N=270)2010-11 (N=260)Some or A lot (%)Some or A lot (%)Self-awarenessRecognize strengths73.3%72.3%Recognize weaknesses72.865.0Reflect upon learning74.178.4Follow through on commitments or responsibilities8380.0Accepting responsibility for personal errors*76.1Responsibility and accountability Set realistic academic goals76.476.4Develop effective study skills86**67.7**Understand what professors expect academically78.884.1Meet classroom academic expectations82.886.4Balance social and academic life7474.5Contribute to a respectful classroom environment83.588.8Recovering from disappointment and continuing to work successfully*75.0Engaging DiversityRespect diverse viewpoints of others87.291.5Critically examine my own values and beliefs7878.5Work with others from diverse background85.789.2Critique and express ideas from multiple perspectives 82.379.2Recognizing advantages of moving outside my comfort zone*78.8Communicate effectively/ Problem SolvingCommunicate with different audiences78.883.5Communicate in a variety of formats77.380.0Analyze situations to identify possible problems 73.678.4Select useful resources to solve problems70.376.2Apply what I learned to other courses.78.485.3Apply what I learned in school to life.76.276.1Utilize different strategies for engaging in collaborative work 76.1Seeking out others with different perspectives to improve my decision making*69.2Collaborative LearningPerforming complicated tasks without set guidelines*67.8Working under conditions of uncertainty*64.4Using different strategies when working collaboratively with peers*82.3Taking on different roles as appropriate in response to group needs*82.3Working with peers to create new ideas*79.488.4*These are new questions added to the survey. **Difference between cohorts Qualitative Data/ Reflective Journals: SDO and SLO Three journal assignments were required of all students enrolled in the FYI course. The assignments asked students to reflect on situations they found most and least engaging, the meaning of community, challenges and frustrations they experienced, and what they were learning. These journals were used for multiple purposes. The first purpose was to secure faculty support for implementing the assessment and to educate faculty about the benefits of using assessment data in their teaching. The need to build a culture of assessment within the FYE program that relies upon faculty participation and is responsive to faculty needs has been central to our assessment plan. The reflective journals supported the development of students reflective and metacognitive skills, provided instructors with formative feedback, and provided summative feedback for programmatic assessment. Journals were sampled each year as follows: all TRiO only journals, all CET journals, all Honors journals, non-ATS journals, ATS journals. This allowed for comparison amongst different student populations. Journals were analyzed independently by a Research Assistant and the Director of Assessment. The following questions were used as a framework for analyzing the journals: What are students noting as working well and facilitating their learning in the FYI or Learning Community (curriculum, pedagogy, instructional practices)? What are students noting as not working or not facilitating their learning within the FYI or LC courses? What curriculum or instructional practices are students noting as specifically facilitating the development of Appreciation of Difference and Communicating Effectively competencies? Below are sample themes and student responses that emerged from analysis of student journals focused on the identified Student Learning and Development Outcomes (SLO/SDO) mentioned above. Communicating Effectively Overall students expressed increased confidence and competence to communicate effectively to different audiences (academic, personal, public, peer) in a variety of forms (oral, visual, performance, and written). FYI small groups and LC s developed an environment for students to engage in sharing their own and listening to each others ideas, perspectives and opinions on topics discussed in class. Appreciation of Difference Evidence of student learning and development of appreciation of difference varies across FYI and LC sections. Students in FYI and LC sections that intentionally create multiple opportunities for students to engage in meaningful and low-stakes ways across difference tend to write more about their learning in this domain. Similarly, students in FYIs and LC s that intentionally integrate students lived experiences with course content tend to focus in their journals on their learning within this domain. Students articulate the value of engaging diversity in multiple forms, including cultural, disciplinary, and experiential. Students reflect on how interactions with diverse perspectives inform their ideas and beliefs, whether to challenge, affirm, or refine them. SECTION 6: CHALLENGES IN IMPLEMENTATION Creating an FYE program that effectively provides a foundation for entering students undergraduate experience in the College of Education and Human Development has required consultation on multiple levels with key partners and stakeholders, including: program directors of colleges undergraduate majors; student service staff and advisers; college leadership. Central to the success of our FYE program was the development of an integrative, credit-bearing, required curriculum whose value-added could be articulated and was evident to these partners. The design and priorities of FYE, with its emphasis on a holistic learning experience that supports the interrelated components of cognitive, affective and behavioral development, was not immediately recognizable to or perceived as valuable by all partners. A willingness to consult and communicate often and in terms that communicated to colleagues from a range of standpoints, and investing time and effort to build intentional relationship-building and consultation, were essential to the establishment of the program and its being required of all entering students. Further, it was necessary to articulate and demonstrate how FYE facilitates college-wide priorities, including: supporting CEHDs diversity mission; providing pathways to CEHD majors; serving as a site for faculty research on innovations and outcomes related to undergraduate education; building a foundation for longitudinal achievement of University of Minnesota Undergraduate Student Learning and Development Outcomes; and promoting college goals of increasing students institutional and community engagement. SECTION 7: CRITICAL FACTORS AND STRATEGIES IN SUCCESS We have chosen to address factors and strategies for success in this section by outlining nine critical program components. For each of the nine critical program components below, we first describe central characteristics of the component in its current iteration and then give an example of how assessment has informed and shaped the component over time. The weaving of assessment into each component highlights the cyclical process of program development and the responsive process of ongoing and organic change as a result of assessment. 1. Ongoing Assessment and Evidence Assessment of the FYE program has been on-going since its inception in the fall of 2008. The purpose of embedding assessment into the FYE program design is two-fold: accountability and further development and improvement. In terms of accountability, assessment data provided evidence to both stakeholders internal and external of the college. Our goal was to develop dual purpose assessment modules: qualitative tools to provide teachers with formative feedback while the course was in-process, and tools to provide tangible evidence of the progress towards our adopted undergraduate outcomes. The assessment strategy allows us to both improve our FYE over time and meet increased demands from accreditors for evidence of student learning. In terms of program development and improvement, assessment data informed faculty about ways in which students were developing and learning in their first-year of college and pointed to areas in which rethinking, revising or refining of practice could better support student learning outcomes. The assessment data has informed changes we have made to each program component over the past five years. 2. Course Structures PsTL 1525W: Multidisciplinary Ways of Knowing, First Year Inquiry. All CEHD first year students enroll in PsTL 1525W, First Year Inquiry Multidisciplinary Ways of Knowing, known as FYI. FYI is a writing intensive, team-taught multidisciplinary course designed around a common question: How Can One Person Make A Difference? Certain elements of the course are shared across all sections to provide a common experience and develop a collective identity in the first semester of college. These shared components include: learning and development outcomes (communicating effectively and appreciation of differences), core practices (integrative and collaborative learning), common book programming, advisor appointments, strengths-based decision-making and major /career planning, online reflective journals, and a shared guidelines for a core assignment. Teams of instructors from different disciplines design team-specific curriculum to allow for thematic focus that incorporates their disciplinary expertise. Students meet twice weekly in small sections of 24 with one instructor and once weekly in large groups of 72 to 96 with instructor teams of two. Small classes promote high levels of student-student and student-instructor interactions, and support direct instruction related to writing process, and learning and development outcomes. Large class meetings are used to highlight multidisciplinary activities, project-based and collaborative learning, and common-book related activities. Honors students may choose to enroll in an honors section of the course. These students are integrated into regular sections of the course and meet a number of additional times throughout the semester, outside of regular class time, with the designated honors instructor who leads students in research-based or community-based engagement activities related to the common book. At least twice during the semester, all 450 students meet as a cohort to attend a guest lecture or panel related to the Common Book. The two-person team structure and the twice-weekly small class meetings are new structural designs that will be implemented in Fall 2012 after consideration of: (1) student reflective journal responses that indicated many students had a more difficult time maintaining focus and making connections (with material and with peers) in the large lecture sections; and (2) repeated faculty discussions about the time and energy that 3-person teams demanded in terms of maintaining clear and constant communication, coordination and planning. The new structure, among other things, will allow instructor teams more freedom in determining how often and when it makes sense to pull sections together for large, team-taught meetings and provide more intimate space for instructor-student and student-student work with writing process and collaborative work. The incorporation of an advisor-student-instructor panel on College majors and strength-based decision-making to be delivered during Friday sections when 72-96 students convene is illustrative of our effort to embed effective collaboration between faculty and student services directly into the PsTL 1525W course. In previous iterations of this collaboration, student journals indicated the disjunctive quality of class meetings dedicated to advising and career-planning given that it was not explicitly related to course content and that some faculty did not spend time articulating the relevance and purpose of those sessions. Although FYE faculty collaborate with Student Services in many ways outside the classroom (see Strategic Partnerships below), we continue to refine an effective structure for embedding student services content into the academic course. Spring Semester Learning Communities: Paired First-Year Disciplinary Courses. All first year students register for a Learning Community. Learning Communities highlight connections, synergies and integrative thinking by linking two courses in different subject areas through shared themes or common questions. For example, a Learning Community that links Psychology and Literature invites student to develop deeper understanding of both subjects by making connections between the two: students practice applying psychological concepts to literature, bringing new critical perspectives to their understanding of the human experience. Students also develop deeper connections within their classroom community that facilitate engagement with course content and support long-term social networks. Learning Communities fulfill liberal education and pre-major requirements and provide students with the opportunity to take multiple classes with their peers as they move into their major programs. 3. CEHD Reads Common Book Programming Each year the college selects a common book for the FYI course that engages students in exploring the question How can one person make a difference? The common book is required reading for the fall semester PsTL 1525W course and is woven into each teams curriculum. A common book-based writing assignment is required in each section of the course, with a minimum of two weeks dedicated to a critical exploration of the texts. In addition to the author of the book coming to campus to meet with students and discuss book content and writing process, other programming draws on community resources to create local connections. Faculty each year develop curricular and co-curricular tools for working with the text, including service learning opportunities, site visits and panel discussions that bring together members of the college, university, and local communities. Our common book selections to date have included: An Ordinary Man by Paul Rusesabagina, A Lesson Before Dying by Ernest Gaines, Prisoner of Tehran by Marina Nemat, Outcasts United by Warren St. John, and The Other Wes Moore, by Wes Moore. The guidelines for assignment weight and space and the manner in which the common book is embedded in the fall course have been shaped by student reflective journal responses that indicate that different sections spent varied amounts of time on the book and were able to connect the book to course concepts and texts to varying degrees. We are mindful of the importance of creating shared student experiences and curricular consistency, on the one hand, and creating ample space for individual team innovation and inflections. The development of more common-book related events discussions required for all First year students (and open to the entire CEHD community) has been informed by student reflective journal responses that suggest that these opportunities for all 450 students to gather together make a significant impact and create a sense of community among the cohort and around the college. 4. Strategic Partnerships Key FYE collaborative partners include: Student Services: A dedication to bridging the divide between faculty and advisers in an effort to better support students has taken the form of faculty embedding required appointments with advisers into syllabi, scheduling major-related and campus resource FYI course material and advising. Student Service staff join FYI students and faculty in common-book related discussions, activities and events, and student project presentations. The key and basic component to building this relationship is creating opportunities for advisers to become familiar with FYE instructors and courses (through Open Houses), facilitating frequent and respectful communication about student progress, and educating FYE instructors about student major and career paths. Our college has an electronic academic status reporting system for sending alerts and reports of excellence at any time, as well as required 8-week progress reports. We also encourage phone calls and email directly between faculty and advisers. Instructors meet mid-semester with TRIO advisers to discuss TRIO student progress in courses. CEHD Reads: This college-wide program hosts a number of reads throughout the year, including the Common Book. Over time, wider college participation in the common book has grown as a result of continual commitment to publicize the common book author event throughout the college, development of an online college-wide submission process for common book suggestion as part of the selection process each year, common book selection criteria that includes the ability of a book to engage units and draw on expertise across the college, and invitations to members of the wider college community and departments to host and participate in common-book related panels and events that connect with areas of expertise. College-wide departmental consultation and collaboration: Continual development of connections and relationships that tie FYE to the larger college community include developing interdepartmental Learning Communities, inviting college expertise into FYE classrooms, multi-departmental participation in or development of common book-related panel discussions and activities, building a shared understanding of and commitment to longitudinal achievement of student learning and development outcomes. Consultation in course planning and scheduling: Extensive consultation between department scheduling entitites, student service lead advisors, along with input from instructors and analysis of enrollment data is critical to offering an effective and economically sustainable FYE program. Interdepartmental Learning Communities: since its inception, the program has increased interdepartmental learning communities (2 courses from 2 different departments in CEHD). These interdepartmental learning communities distribute opportunity and responsibility for participating in first-year program, and also extend the impact of the program by providing students the opportunity to explore particular majors . 5. iPad initiative The College of Education and Human Development is in its second year of pioneering an initiative that provides all CEHD First Year students with iPads upon entry to the college. This initiative was not conceived of as a critical component of the FYE program, but was incorporated in response to the colleges technology mission. Instructors in FYE courses and advisors of FYE students have responded to this initiative by working to embed use of the iPad into instruction and advising in ways that are intentional and that facilitate student learning and development. The first year of the initiative was exploratory in nature-- what happens in the classroom when you give instructors and students iPads? One thing that was learned is that the iPads are great for consuming and producing digital media. As a result the Fall 2012 First Year Inquiry course will require all students to complete a collaborative digital media assignment demonstrating a response to the common question (how can one person make a difference?) using the iPad. (See Assignment Criteria below, which are focused on particular components of the FYE program student learning outcome Communication Effectively and the student development outcome Appreciation of Difference.) The iPad initiative ensures that all students are equipped with a tool that facilitates internet access, technological literacy and innovative use of media. 6. Common Criteria for Core and Integrative Assignments The multiple sections of the Fall PsTL 1525W course and the many Spring Learning Communities are taught by teams of instructors who inflect course content and activities with their own disciplinary areas of expertise and personal teaching styles. These variations bring creativity, passion and dynamism into our program. At the same time, we see the need for structures that facilitate shared outcomes and consistency in student experience. One tool we are using to balance variety with consistency is the creation of common assignment guidelines. The space for variation, multiple iterations, different pedagogical and disciplinary frameworks and changes in staffing and pairings in our course offerings requires that these guidelines for common assignments be flexible and adaptive. The FYI and LC assignment guidelines focus on supporting the development of particular components of the FYE program-wide student learning and development outcomes. These components come out of collectively developed rubrics and were selected for the synergistic possibilities with other key characteristics of the course programming. The development and adoption of guidelines for the FYI course and the LC courses was possible only after a small workgroup put in considerable time drafting and consulting with the entire FYE faculty to refine rubrics for the programs student learning and development outcomes. PsTL 1525W FYI iPad Core Assignment Guidelines: In each section of FYI students will complete an assignment that embeds use of the iPad and responds in some way to the common question how can one person make a difference? This assignment (from start to finish) will comprise 15 - 25 % of the total course grade. In working towards completion of the assignment (through scaffolded activities and processes that over time culminate in a digital product), students will: Collaborate with their peers and negotiate differences (see Appreciation of Difference Rubric) to build a strong product; Incorporate multiple forms of evidence to support a central idea (see Effective Communication Rubric); Use available resources to develop the technical skills to enhance the meaning/message (see Effective Communication Rubric) of their product. Reflect on their own process and learning. (The value of reflection as a component of student learning and as a component of formative feedback for instructors has been affirmed by FYE faculty. As the central collection of on-line journals for assessment is revised, reflective learning should continue to be intentionally embedded by instructors into curriculum in ways that make sense for each individual course.) LC Integrative Assignment Guidelines: In each Learning Community students will complete an assignment, or series of assignments, that supports making integrative connections in the linked courses and that comprises 10% - 25% of the course grade. In working towards completion of the assignment (through scaffolded activities and processes that occur over time), students will: Develop a capacity for and sense of responsibility for contributing their own voice and perspective to conversations (these may be spoken, written, formal, informal) Practice incorporating multiple perspectives, disciplines, and ways of thinking, and through this work develop understanding of the complexity of individual differences and worldviews. Reflect on their own process and learning. (The value of reflection as a component of student learning and as a component of formative feedback for instructors has been affirmed by FYE faculty. As the central collection of on-line journals for assessment is revised, reflective learning should continue to be intentionally embedded by instructors into curriculum in ways that make sense for each individual course.) 7. Shared Core Practices Two core Pedagogical practices that are central to the FYE program are collaborative and integrative learning. These practices support student learning and development outcomes critical to college success and the ability to effectively engage diversity in multiple forms. Collaborative Learning involves intellectual work in small groups to develop understanding, look for meaning or solutions, or to create a product. The collaborative model shifts away from teacher-centered and lecture-centered models and promotes student-to-student interaction, active learning, effective interpersonal/group communication skills and understanding of diverse viewpoints so as to appreciate differences. And in the global workplace, working effectively as a part of a diverse team is a skill noted as critical by employers. In the FYE program, collaborative pedagogies are integrated throughout the fall (FYI) and spring (LC). Faculty provide students with range of well-scaffolded, purposeful, and well-defined low and high stakes collaborative curriculum and assignments. These collaborative assignments facilitate students listening, observing, negotiating, collaborating, and appreciation of difference skills. Key findings in the Student Reflective Journals that have supported program commitment to these practices and that have helped to shape faculty development activities include: (1) students noted that when they were forced to work with people they did not know, open up, communicate, and work well together, especially as some noted if they wanted to receive a good grade; (2) students explained that in collaborative work they had to practice communicating well with their classmates so they could understand what we were saying and learn from it; and (3) in smaller and low-stakes activities students develop confidence in their own abilities to get up in front of peers and share their ideas. Integrative learning aims to support learners capacity to synthesize multiple disciplinary perspectives, and points of view, as well to explore connections between theoretical knowledge and lived experience or practice. In approaching the common question and related themes through this framework, FYI provides students with opportunities to develop self-awareness, critical thinking skills, and intellectual development that grow out of a deepening appreciation of the interconnectedness and complexity of experience, real world issues and academic knowledge. Criteria for development of integrative learning curriculum and assignments include crafting curriculum that is relevant to students and society; focusing on a few key understandings; drawing on curricular, co-curricular and community resources; providing regular opportunities for reflection on learning; scaffolding activities to address necessary cognitive strategies, academic knowledge/skills and academic behavior/culture for making connections between relevant experience and academic knowledge; between perspectives and/or disciplines; between form and content, etc. In order to effectively implement core practices (collaborative and integrative learning), assessment suggests that faculty must attend to the following: Modeling: Faculty must model skills/behaviors they expect students to develop and hone over time respecting ideas and individuals, facilitating discussion, listening to students. Intentionality: Faculty must facilitate student development through intentional, explicit, and scaffolded assignments. This requires considering what base students need in order to practice integrated learning, collaborative learning, effective communication with others (both oral and written) and engagement across diversity. Communication of purpose: Faculty must clearly communicate expectations and purpose of assignment/ activity. 8. Ongoing Faculty Development Activities The core practices that inform our FYE program (writing intensive, collaborative learning and integrative learning) and the cross-discipline team teaching and faculty collaborations that are foundations of our program require sustained attention and support. We prioritize the creation of opportunities for the continuing development of faculty capacity to support student learning and development in multiple areas and for the nurturing of crucial collaborative relationships. We know this work to be demanding, challenging, rewarding, time- and energy-intensive, and of the highest importance for creating and sustaining a community of effective, dedicated, multidisciplinary instructors. Workshops and trainings are designed to be interactive, practical, participatory, and draw on our faculty expertise whenever possible. Pre-Fall and post-Spring semester periods, while instructors are on contract, provide times when more in-depth and extensive workshops and activities can be scheduled. Topics for these workshops have included student learning and development outcomes rubric development, integrative assignment development, technology training, sharing of pedagogy and practice, and working effectively with student writing. Throughout the semester instructors participate in facilitated discussion of emergent themes in and responses to student online reflective journals. These, as well as one-on-one formal and informal discussions among faculty and between the program director and faculty peers, are key to maintaining a connected, dynamic, and responsive student-centered community. This year we developed a faculty survey that faculty will complete online before our annual May FYE workshops. The survey asks faculty to rate their perceptions about both how important it is to facilitate specific core practices in the classroom is and how effective they are at facilitating those same practices. The intent of the survey is to discover what areas related to the practices that support the program student learning and development outcomes faculty value most and feel most competent or effective in. Aggregate results will help us see our areas of strength and areas where more development is needed. This can foster important discussions and aid in the development of new supports for increasing faculty capacity in certain areas. The multiple ways we might use and respond to the survey results will help guide longer-term planning around program development. In addition, having faculty complete the survey before the May Workshops will support faculty reflection on their own practice and facilitate sharing of pedagogy and practice necessary for successful collaborate relationships and work. 9. FYE Administrative Structure -- Director and elected FYE Advisory Committee The FYE program has a director appointed by the department chair through a consultative election and approval by the Advisory Committee. The FYE Advisory Committee is an elected body whose charge is to advise and assist with development of policy and planning related to FYE. FYE Advisory Committee members participate in annual retreats for large-scale visioning of program priorities and structural development. Members are expected to provide leadership in the following areas: faculty development activity, recruitment events and materials, program assessment. The program director has a reduced teaching load, represents the program on the college curriculum committee and undergraduate leadership groups, and meets regularly with the department chair, and other strategic partners in student services and the college deans office. Members of the FYE advisory committee serve two-year staggered terms to ensure continuity and provide opportunity for development of new leadership. The Director meets monthly with the committee throughout the academic year and plans additional retreats for long-term visioning and discussion of program priorities. SECTION 8: OPERATIONAL CHALLENGES One of the largest challenges to the continuing success of our FYE program has been to develop and tangibly support a culture of collaboration. Traditional academic models value and operate within autonomous and independent classroom frameworks. Our integrative first-year curriculum is dependent upon faculty working together to create innovative multidisciplinary approaches to course content and critical inquiry that attend to best practices to support student learning and development. This work regularly includes sharing classroom time and space, and demands tolerance of ambiguity, negotiation of difference, active listening and compromise. The program design thus requires faculty to develop skills and competencies that are not typically essential to effective disciplinary teaching or to teaching in non-integrated programs. The rewards of this work are evident in the quality of teaching, the continuous contributions to individual and collective development, and innovations in curriculum and pedagogy. To reach this point it has been essential to incorporate time and space for this work into standard workscope and to provide compensation to extent possible to support intensive professional development related to collaboration: guided reflection on and sharing of teaching practices, pedagogy and disciplinary norms; building shared definitions of student outcomes; actively seeking connections and synergies; and communicating effectively in order to ensure shared responsibility for getting work done. The challenge of this work both informs and supports our program structure and content. It models for us the same creative, critical and reflective work we ask our students to do in order to become successful college students. The work is never finished or complete; it is ongoing and requires continued attention. (See Critical Program Component #8) Because we are aware of the energy, skills and time that collaborative work demands, we search for practical ways to support faculty and to lessen or eliminate what is unnecessary or ineffective. Over time, faculty have developed collaborative strategies and honed new skills that make their work more manageable and efficient. When possible, we have kept faculty teams together over multiple years to facilitate the building and deepening of working relationships and interdisciplinary course content. Due to inevitable staffing and schedule fluctuations, this is not always possible. Establishing new teams and effective collaboration is stressful, particularly for faculty who are driven to do excellent work. It is critical to build supportive structures and to encourage consultation to extent possible. SECTION 9: REPLICATION Key components are replicable; however, it would be necessary for implementers to attune to the particular characteristics of the new environment and personnel. The factors critical to the success of our FYE and the challenges to its implementation are documented in the sections above. We hope this overview of the development of our integrative approach to the First Year Experience makes clear the importance a collaborative culture (within our department and within our college) and a reflective and responsive process to program development. Our program continues to evolve as we build new capacity and innovations to support students in diverse contexts, as we review our assessment data, as the incoming student population changes, and as institutional demands and resources change. If you are interested in more materials that might facilitate learning more about any aspects of our integrative FYE program, please contact the Program Director, Kris Cory (coryx001@umn.edu). We might arrange class observations, sample course materials, consultations. SECTION 10: FEDERAL REGULATORY REQUIREMENTS None. SECTION 11: KEYWORDS Achievement Gap Closure, Community of Practice, Learning Communities, Multidisciplinarity, Persistence, Retention, Technology-enabled Learning, Underrepresented Students. References Adelman, C. (2006). The toolbox revisited: Washington, D.C.: U.S. Department of Education. 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