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UNDERGRADUATE SUCCESS SCHOLARS PROGRAMTHE UNIVERSITY OF TEXAS AT DALLAS

Founded in 1969 as a graduate institution.

Began admitting upperclassmen in 1975 and began admitting

underclassmen in 1990.

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A campus transformed. Over 28,000 students. Ranked No. 1

in the United States among universities founded less than 50

years ago.

PROGRAM MISSION

The Undergraduate Success Scholars (USS) program mission is to serve underrepresented

minority (URM) students with engagement opportunities, academic support, mentorship and

guidance to meet both personal and professional goals. The Undergraduate Success Scholars

program aims to increase URM student enrollment, success, and retention.

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PRESENTATION TOPICS

Data-driven conceptualization of the program

Evolution and development of program components

Methods of data collection (student goal-setting and reflection) and Review of data (program

impact on student GPA and persistence)

Effective mentorship and student engagement initiatives

Strategies regarding how to train student leaders, create a student activity or planning board,

utilize existing campus resources, and establish partnerships and collaborative efforts with

other successful initiatives

Insights from current program staff and student leaders will guide a discussion with the

audience regarding how components of this program can be applied at other institutions

DATA-DRIVEN PROGRAM CONCEPTUALIZATION

URM enrollment trends

Significant persistence drop

FTIC 2011 GroupYear 1 Number

EnrolledYear 2 Percent

EnrolledYear 3 Percent

EnrolledYear 4 Percent

Enrolled4 Year

Graduation Rate

White 617 98% 94% 70% 48%

Asian 383 99% 97% 86% 55%

Other/Unknown 106 100% 98% 75% 64%

African American 69 96% 91% 67% 36%

Hispanic 205 97% 95% 69% 36%

Overall 1,380

SELECTION

Ethnicity

High School

Program Participation

Scholarship Status

Admit Type

Test Scores

Coordination of student selection

ensures larger number of students

are served

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DEMOGRAPHICS

USS Cohort Details USS FTIC 2014 USS FTIC 2015 USS FTIC 2016

African American USS 32 35 35

Hispanic USS 45 91 82

Total USS Cohort 77 126 117

Average SAT (ACT equivalency) 1115 1153 1164

Percent of USS Cohort First Generation 47% 35% 40%

ORIGINAL PROGRAM REQUIREMENTS

Participate in at least two USS events each semester

Meet with the Office of Undergraduate Education once per semester

Enroll in Peer-Led Team Learning or Supplemental Instruction when

applicable

Focused on Academic Foundations and Social Capital, Enrichment and Cultural

Capital, Leadership Development and Goal Evaluation, and Goal Attainment

Freshman Year

SophomoreYear

Junior Year

Senior Year

EVOLUTION OF PROGRAM COMPONENTS

Survey Data Collection and Focus Groups

Identified the most helpful program components

Increased demand and need for more intensive programming

Received feedback regarding desire for more opportunities to bond as a program

Informed that in some cases, the USS program was serving as the primary connection to campus and source of personal development

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Success Planning

Academic Resources

Meetings with Program Team

Online Goal Setting

Workshops and Enrichment Activities

Networking Events

Saturday Sessions

Cultural Opportunities

Family Mentorship

Initiative

Mentor Liaison

Student Leader Mentor

Peer Participants

Leadership Planning Boards

Service Planning Board

Academic Planning Board

Social Planning Board

FOUR YEAR PATHWAY TO SUCCESS

First Year

•Receive mentorship through the Family Mentorship Initiative

•Review academic performance to ensure alignment of personal abilities with professional aspirations

Second Year

•Engage in a leadership development experience

•Explore and participate in extracurricular and co-curricular opportunities, including undergraduate research, internships, summer enrichment programs, and study abroad opportunities

• Identify long-term academic and professional goals, including prepare for graduate or professional entrance exams, if applicable

Third Year

•Cultivate relationships with faculty, staff, and professional contacts

•Evaluate specific preparations needed for next career and/or academic stage

•Schedule to take graduate or professional entrance exam, if applicable

•Develop a strong professional résumé

•Apply for career-related opportunities, graduate school, or professional school

Fourth Year

•Meet with a USS team member to develop a post-graduation strategy and long-term financial plan to support the transition to career or additional education

•Finalize résumé/portfolio and references

• Identify employment opportunities or prospective post-undergraduate institutions

•Connect with Alumni Center

CORE PROGRAM COMPONENT DETAILS

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SUCCESS PLANNING

WORKSHOPS AND ENRICHMENT ACTIVITIES

FAMILY MENTORSHIP INITIATIVE

Incorporated cultural norms and identity to develop

the “Family” Mentorship Initiative

Family commitment is a characteristic common

to most Hispanic students (Griggs & Dunn, 1996)

Shared responsibility for both immediate and

extended family

Studies show that African American students have

a strong desire for acceptance and inclusiveness

within learning communities

Mentor Liaison

USS Family Member

USS Family Member

USS Family Member

Family Leader

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FAMILY MENTORSHIP INITIATIVE

Leadership opportunity that connects leaders and mentees to supportive faculty, staff, alumni, and external supporters

In AY 2017, 35 faculty, staff, and alums served as mentor liaisons. Currently, 57 liaisons participate in the initiative

Participants ranked the pilot one of the top three most helpful program components

Mentor Liaisons reported that they assisted their students in the following ways:

1. General mentorship

2. Career advice

3. Emotional support

4. Engaging USS family members

5. Success coaching/Personal development

6. Professional development

7. Academic support

STUDENT LEADERSHIPCapacity Details Family Leaders Leadership Planning Boards

Requirements • Organize monthly meetings with students and facilitate a

semesterly meeting with members and liaison/s

• Meet with assigned mentor liaison once per month

• Communicate with USS team, assigned liaison, and members

regularly

• Academic Planning Board- Plan academic centric

events

• Service Planning Board- Plan volunteer events

both on and off campus

• Social Planning Board- Plan fun, memorable

student experiences that will increase participant

connections

Recruitment • The end of year evaluation allow future leaders to indicate

leadership interest

• Direct outreach from staff

• Marketing during summer communication packets

• Position openings are posted in weekly email

communication

Selection Process • Online application

• Phone interview with staff

• Online application

• Phone interview with staff

Training • Online training resources

• In person training presentation

• Assessment on knowledge gaps and monthly meetings

addressing best practices on corresponding topics

• In person training presentation

• Planning retreat

Reporting and Oversight • Monthly online family leader reports

• Monthly Family leader meetings

• Direct reporting to student staff

• Event submission forms

KEYS TO SUCCESS

Recruitment of Family Liaisons

Build your personal network of campus and external contacts

Create a referral system

Recruitment of Family Leaders

Market your leadership experience

Development of hard and soft skills

Service matters culture

Expansion of professional network

Personalized Outreach

Empower students through personal messaging that recognizes their leadership potential

Tap into their need to be included by initiating contact and allowing them to here how

they are an integral part of the program community

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KEYS TO SUCCESS

Develop a Collaborative Community

Joint programming allows community building among students, reduces costs, and prevents duplication of services

Increase Self Efficacy of Students to Succeed

Set high expectations and ensure accountability

Facilitate goal setting and reflection

Emphasize the importance of their success

Build Community

Implement peer-to-peer mentorship to serve more students

Use Data to Guide Decision Making

Collect data to inform programming and referrals

Example: Recent changes to family structure and fall kick-off

Share data and student stories with EVERYONE, including students and the community

MEASURING SUCCESS

First Year Retention Status Cohort 1 Cohort 2 Cohort 3

Initial Active 77 127 103

Retained and Active in Program 72 104 96

Retained and Inactive in Program 1 14 1

Not Retained at UT Dallas 5 9 7

Overall Program Retention Rate

(Active and Inactive)93% 93% 94%

MEASURING SUCCESS

Success is relative

Spring 2017 GPA RangePercent of Non-

URM Students

Percent of URM, Non-

USS Participants

Percent of Active

USS Participants

Percent of Inactive

USS Participants

0.0 to 0.999 1% 1% 0% 4%

1.0 to 1.999 3% 4% 4% 9%

2.0 to 2.999 18% 22% 33% 23%

3.0-4.0 79% 73% 63% 64%

Percent 2.0 and Above 97% 95% 96% 87%

Average Spring 2017 GPA 2.90 2.89 3.13 2.67

Percent of Students Who Improved GPA

from Previous Year-0.34% -0.70% 2.20% 0.40%

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MEASURING SUCCESS

USS Program Evaluation Overview

95% of students agreed that USS provided academic

resources and provided a supportive academic

environment

Students found monthly workshops, USS staff

meetings, and engagement with the USS families as three of the most helpful programs in the 2016-

2017 academic year

74% of USS students strongly agreed one-on-one meetings provided academic support and assisted with

strategic academic planning

82% of USS students agreed that USS strives to meet ALL components of its mission

82% of USS students indicated the USS program

has impacted their UTD experience in a positive way

MEASURING PROGRAM SUCCESS AND RESPONSIVENESS

2017-2018 Program Reform

The end of year evaluation allowed upperclassmen to opt into the Family Mentor Initiative for the

upcoming academic year

All cohorts participated in the Fall Kick-Off event (formally the

freshmen retreat)

USS formally hosted a meet and greet to initiate liaison, leader, and

mentee engagement for the academic year

The family leader monthly meetings are scheduled to include continuous

trainings on the growth coaching model for leaders

2016-2017 Student Program Recommendations

Make the family mentor program optional for upper classmen

Have a team building/ bonding activity at the beginning of the year

Have all students in the family meet with liaison

Encourage leaders to meet with family and hold each other

accountable for goals

STUDENT PERSPECTIVES HTTPS://YOUTU.BE/ZYWCEI-GC0S?T=51