1 College of Health Sciences, Imaging Sciences Program “Best Practices in Recruitment and Retention of Diverse Students” Laura Vasquez, MS, RVT (ARDMS), RT (R), (MR), (ARRT) Program Director, Imaging Sciences Program Associate Chairperson, Department of Medical Physics & Advanced Imaging Chairperson, CHS Diversity Committee October 2016
2 TODAY’S OBJECTIVES Explain our Institutional and Diversity frameworkIllustrate our program demographics Analyze the five major environmental mega trends that are challenging education institutions. Explore recruitment and retention strategies/concepts Report our program outcomes Questions and discussion
3 About Rush Rush is a non-for-profit health care, education and research enterprise established in Chicago, Illinois in 1837, and is comprised of Rush University Medical Center, Rush University, Rush Oak Park Hospital and Rush Health. Rush University Medical Center (RUMC) encompasses a 664-bed hospital.
4 About Rush: UniversityA private, health sciences institution offering more than 40 degree and certificate programs in medicine, nursing, allied health and biomedical research to 2,400 students. Medical College, College of Nursing, College of Health Sciences & Graduate College. Known for its practitioner-teacher model and its focus on community & global health. The 2016 U.S. News & World Report’s “America’s Best Graduate Schools” survey ranked six programs in the College of Nursing and two in the College of Health Sciences among the top 10 in the country.
5 About Framework: Diversity Based On…..Previous plans have focused on recruitment & retention, specifically for reasons related to race/ethnicity/gender. Definition of diversity has been expanded, re-considered, in the context of social, economic, political and historical perspectives (to name a few).
6 The Bachelor of Science in Imaging Sciences ProgramStarted in 2010 in a collaborative effort with an advisory committee made up of RUMC and community radiologists and imaging technologists. Offers a blended online program in advanced imaging and clinical competencies acquired from Chicago’s most respected medical centers. Offers an opportunity for registered radiologic technologists to advance their education in advanced imaging modalities such as; Computed Tomography (CT), Magnetic Resonance Imaging (MRI), Cardiac-Interventional Radiology (CI), and Vascular-Interventional Radiology (VI).
7 2016-17 Goals for RU DiversityGoal 1: Communicate commitment to diversity Goal 2: Attract, retain and graduate a diverse and excellent student body Goal 3: Provide a rich learning experience for students Goal 4: Attract and retain a diverse faculty and staff Goal 5: Encourage and support diversity research Goal 6: Sustain a welcoming and inclusive climate for diversity
8 4.4 million degrees conferredNational Context Fall 1949 Fall 2012 2.45 million students 70% male 497,000 degrees conferred 20.6 million students 57% female 4.4 million degrees conferred
9 National Context
10 Megatrends
11 Megatrends
12 Megatrends: Enrollment Growth
13 Implications of Slower GrowthUniversities and Colleges that have relied on enrollment growth to fund expansion will have to adapt to slower rates of growth. Gender balance will become increasingly difficult to manage Institutions will need to localize these growth projections to their own markets. Tracking and managing market share will become increasingly important.
14 Megatrends: Demographic ShiftsEnrollment by Race/Ethnicity Source: Official Census Enrollment *Asian Includes; Asian – Chinese, Asian – Indian and Asian – Filipino
15 Megatrends: Demographic ShiftsEnrollment by Age Source: Official Census Enrollment
16 Megatrends: Demographic ShiftsEnrollment by Gender Source: Official Census Enrollment
17 Megatrends: Demographic ShiftsEnrollment by Full-Time/Part-Time Status Source: Official Census Enrollment
18 Megatrends: Demographic Shifts2016 Enrollment by Race/Ethnicity Source: Official Census Enrollment *Asian Includes; Asian – Chinese, Asian – Indian and Asian – Filipino
19 Megatrends: Demographic Shifts2016 Enrollment by Age Source: Official Census Enrollment
20 Megatrends: Demographic ShiftsEnrollment by Full-Time/Part-Time Status Enrollment by Gender Source: Official Census Enrollment
21 Megatrends: Changing Economic ModelsWhat are the signs that a business model is running out of gas? “The first clear stage is when the next-generation innovations offer smaller and smaller improvements. If your people have trouble thinking of new ways to enhance your offering, that’s a sign. Second, you hear customers saying that new alternatives are increasingly acceptable to them. And finally, the problem starts to show up in your financial numbers or other performance indicators.” —Rita Gunther McGrath, Columbia Business School
22 Megatrends: Retention and Completion Pressures Will Intensity
23 Megatrends: Retention and Completion Pressures Will IntensityAssumptions?? Current students and those of the future have different expectations for higher education than those of past generations. • Public funding will remain static or decline on a per capita basis. • Faith in higher education is wavering. • Changing US demographics will shift the demographics of college campuses. • Federal funding for student financial aid will not expand in scope per student. • Too many higher education institutions in the US. • Federal funding for research will continue to decline. • Tuition costs will continue to rise.
24 Megatrends: Retention and Completion Pressures Will IntensityAssumptions?? Students will be driven to relatively less expensive providers. Globalization of higher education will increase both demand and supply. US will continue to increase the number of post-secondary completers. Students will continue to recognize a return on investment for higher education. Colleges and universities will increasingly rely on part-time and non-tenure- track faculty to fill instructional roles rather than tenure track faculty. Competition within the industry will continue, both for students and faculty. Financial volatility and government regulation will continue to play significant roles in higher education’s external environment.
25 Megatrends: Managing New Learning Modalities
26 Megatrends: Managing New Learning ModalitiesIts important to establish clear delineation of emerging student models in higher education. Part time students and online programs are inextricably linked. Non-traditional part time students are the “key” demographics for online programs. Non traditional students are bringing varying college and work experiences, as well as more sophisticated expectations for their education. Non-traditional students typically employed full-time necessitate greater flexibility in scheduling.
27 Megatrends: Managing New Learning ModalitiesEducators must be prepared to handle the nuances of a mature student body. Invested faculty mentor model Individualized programs of study. The need to show value and reflection of the diversity of the student body as regards: Educational methods and policies Curriculum and case materials Clinical practice settings Research priorities
28 Recruitment and Retention StrategiesThe overall strategy of this program is to prepare and support a diverse workforce that is culturally competent. This goal has been translated into objectives and strategies which includes the following: Preparing a diverse, engaged science, technology, engineering, arts and mathematics (STEAM) workforce (building STEAM identity) Integrating research with education, and building capacity Expanding efforts to broaden participation from underrepresented and diverse groups Improving processes to recruit and select highly qualified students Increase institutional presence at job and career fairs targeted at individuals with diversity.
29 Recruitment and Retention StrategiesDevelop local community college pipelines to promote the development of a culturally diverse and representative health care workforce. Maintain and further develop partnerships community colleges Promote student learning through the effective use of our radiology community Promote ethical behavior and professional integrity in addition to technical competence. Promote community engagement involved in collaborating with a variety of internal and external constituencies. Leveraging student scholarships.
30 Community Partnerships and CollaborationsProgram directors of associate degree programs are members of our advisory committee. As a result of our joint efforts, many of these programs have increased prerequisite requirements at the associate level so that students can be better prepared for the bachelor curriculum. Radiologists, radiology administrators and clinical preceptors are members of our advisory committee. As a result, the program stays current with market trends, relevant curriculum content and offering of a broad spectrum of renown clinical affiliations. Developing local community college pipelines not only promotes allied health sciences but it also sustains community partnerships. https://www.dropbox.com/s/h9wctzdgprqv66w/Summer%20Enrichment%20Program.mp4?dl=0
31 Program Advising ActivitiesAcademic advising is a critical component of the educational experience and student success. Faculty, administrators, and professional staff promote academic advising as a shared responsibility with students. Academic advising serves to develop and enrich students’ educational plans in ways that are consistent with their personal values, goals, and career plans.
32 Program Advising ActivitiesPrior to enrolling/registering at the university, students are required to meet with their academic advisor to review their program of study. Students are required to consult quarterly with the adviser to review schedule, check progress towards graduation, and discuss the suitability of other educational opportunities. Second year clinical students are required to meet with their advisor at the end of each clinical practicum to discuss progress before assigned to the next clinical area.
33 Ways We Measure ExcellenceFaculty will demonstrate course survey mean scores > 4.0 (5.0-point scale). Graduates will demonstrate a mean clinical competency scores > 4.0 (5.0- point scale) from clinical affiliate preceptors. Graduates will demonstrate American Registry of Radiologic Technologists credentialing pass rates higher than the national rate. The accrediting standard for this effectiveness measure is 75% pass rate on the first attempt, within six months of graduation. We expect 90% pass rate on the first attempt, within six months of graduation.
34 Ways We Measure ExcellenceGraduates will demonstrate graduate satisfaction exit survey mean scores > 4.0 (5.0-point scale). Graduates will demonstrate job placement rates higher than the national rate. The accrediting standard for job placement rate is a five- year average of 75% within 12 months of graduation. We expect a job placement rate of those graduates actively seeking employment of 90% within 12 months of graduation. Graduates will obtain employer satisfaction survey mean scores > 4.0 (5.0-point scale).
35 Program Statistics (Past 6 years)92% average program completion rate 100% pass rates on the American Registry of Radiologic Technologists national certification examination-- 96% passed on first attempt. 98% average job placement rate. Graduates complete 1,000 hours of clinical specialty experience with an average clinical competency performance mean score of 4.4 (5.0 scale) Average of 4.8 (out of 5.0 scale) on student satisfaction surveys Average of 4.5 (out of 5.0 scale) on employer satisfaction surveys
36 About Framework: Diversity Based On…..Access: Promote access to RU and its resources; help foster diverse and inclusive community. Climate and Culture: Enhance common and mutual respect for others within the living, learning, and working environment of the university. Innovation and Creativity: Promoting environments and practices which recognize diversity and inclusion as a source of creative and innovative teaching, learning, research, workforce and administrative excellence. Diversity & Inclusion: Place diversity and a commitment to inclusivity at the heart of the Rush Idea, and as a foundational component of the university’s animating mission of achieving excellence. Accountability: Guide the discovery, creation, and development of best practices.
37 TODAY’S OBJECTIVES Explain our Institutional frameworkIllustrate our Diversity framework Analyze the five major environmental Megatrends that are challenging education institutions. Explore recruitment and retention strategies/concepts Report our program outcomes Questions and discussion
38 Lets Reflect On……. How does diversity relate specifically to your position/role? How do you incorporate diversity into your day to day work. What are the most urgent problems and how might we address them? What can I do – on this campus - for the community – for the city- to advance missions related to this work?
39 Acknowledgments & ReferencesSpecial Thank you to the Rush University College of Health Sciences Dean’s Office for their continued support and to Dina Batlivala, MS (Director of Marketing & Admissions) for her assistance with data collection and graph preparation. Munro, L. (2011) ‘Go Boldly, Dream Large!’ The Challenges Confronting Nontraditional Students at University. Australian Journal of Education, 55, pp. 115–131. The Advisory Board Company (2012). ). Revitalizing the program portfolio: Aligning program performance with institutional goals. Retrieved from portfolio.pdf NACUBO (2015) NACUBO Tuition Discounting Study. Retrieved from Press_Room/2015_Tuition_Discounting_Study.htmlNACUBO-Commonfund (2016) NACUBO-Commonfund Study of Endowment Results. Retrieved from Release%20%20FINAL.pdf Allen, I. E., & Seaman, J. (2013, Jan.). Changing course: Ten years of Tracking Online Education in the United States. Retrieved from Crockett, Kevin. The Strategic Enrollment Planning Imperative Higher Education Past and Present. Noel-Levitz, Print. Crockett, Kevin, and Bob Brower. The Strategic Enrollment Planning Imperative. Noel-Levitz, Print.