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Extreme makeover advisement edition

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Extreme makeover advisement edition

  1. 1. The Transformation from Faculty-DrivenAdvisement to Center-Based Professional Advisement Georgia Southern University’s College of Business Administration
  2. 2. • Enrollment: 19,691 (17,044 Undergraduate; 2,647 Graduate)• College of Business Enrollment: 3,390 (2,959 Undergraduate; 431 Graduate)
  3. 3. Reason for Transition• University’s change from Teaching Institution to Carnegie Doctoral/Research University• Faculty’s increasing teaching and research demands• Board of Regents initiatives mandate that all students must be advised• Improve Retention, Progression and Graduation rates to secure state funds
  4. 4. OBJECTIVES• Develop “Anticipated 5-year Outcomes”• Improve and measure quality of advisement• Identify and assist students in academic difficulty• Continue building relationships between all COBA students, faculty and staff
  5. 5. Transitional Timeline August 2010:Planning of blueprint to change fromfaculty advisement to professional based December 2010: advisement for all Plans approved byundergraduate COBA Provost and students President October 2010: January 2011: Proposed outcomes Partial budget were developed, approved drafted and sent through chain of command
  6. 6. Transitional Timeline (Cont.) March 2011: Funds allocated to hire threeadditional advisorsand renovate COBA June 2011: Student Services Construction Center makeover began June 2011: Mid- August 2011: Three advisors were Transformation approved and hired complete! Advisement of all 3,000 COBA students began 2011-2012 Academic Year
  7. 7. Pre-Makeover
  8. 8. The Renovation Process Renovations began June 2011 and were completed in August 2011Step 1: new carpet Step 2: new offices and paint installed Step 3: New Center!
  9. 9. MOVE THAT BUS!!
  10. 10. Our New HOME
  11. 11. Our New HOME
  12. 12. “Reconstruction” of the Advisement Process• Communication to students of changes in advisement procedures• Division of Advisees• Identifying and assisting “at-risk” students• Measuring the success of the new advisement process
  13. 13. Communication to Students• Email from Dean of COBA regarding the change from faculty advisement to professional advisement• Social Networking - Facebook - Twitter - Website update• Print Media - Stall Street Journals - Flyers
  14. 14. Division of Advisees• Equal division between advisors by alpha• Advisees remain with one advisor from Orientation until Graduation• Each advisor has around 450 advisees• Major responsibilities include preliminary graduation audit, face-to-face advisement each semester, monitoring “at-risk” student progress and transfer credit review
  15. 15. Appointment Process• Email is sent to advisees with link to Appointment Plus, an online appointment system• QR Codes put on flyers, Facebook, Twitter and Student Services website• Due to large number of advisees, students are only allowed one appointment. If missed, they must attend walk-in advisement at the end of the semester
  16. 16. Identifying and Assisting “At- Risk” Students• Noel-Levitz - College Student Inventory: Given to incoming freshmen at orientation - Mid Year Assessment: Given to same population during Spring Advisement• Based on survey results, students referred to appropriate on-campus resource• Early Alert Midterm Grades - Academic Action Plan
  17. 17. Identifying and Assisting “At- Risk” Students (Cont.) Academic Action Plan
  18. 18. Measuring the Success of the New Advisement Process• Advisement Satisfaction Survey – Advisees are asked to complete after advisement appointment• COBA Advisement Sign-In – Fall 2011 first 6 weeks of advisement: 1,440 – Spring 2012 first 6 weeks of advisement: 1,854
  19. 19. Comparison of Survey ResultsCenter-Based Advisement Faculty-Based Advisement
  20. 20. Comparison of Survey ResultsCenter-Based Advisement Faculty-Based Advisement
  21. 21. Comparison of Survey ResultsCenter-Based Advisement Faculty-Based Advisement
  22. 22. Faculty Survey Says…
  23. 23. Advisor Survey Says…
  24. 24. Expected 5-Year Outcomes• Accelerate progression from Pre-Business to BBA status (Current: 44.4%, Target: 49.4%)• Improve retention and progression of COBA’s EIP students (Current: 84.0%, Target: 86.5%)• Reduce the percentage of COBA students who are not in good academic standing
  25. 25. Questions?
  26. 26. Contact Information• Bobbie Williams – bobbie-w@georgiasouthern.edu• Leslie Sheppard – lsheppard@georgiasouthern.edu• Stephanie Williams – sawilliams@georgiasouthern.edu• Jean Nessmith – jeannessmith@georgiasouthern.edu• Lisa Sapp – lsapp@georgiasouthern.edu• Chris Lundy – wlundy@georgiasouthern.edu• Patti Kelly – pkelly@georgiasouthern.edu• Rashonda Bostic – rbostic@georgiasouthern.edu

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