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Five Year Retention Plan Table of Contents
Five Year Retention Plan:
Conclusion
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It is our prediction that, starting now, we can build a comprehensive set of programs that spans across students' experience at Syracuse University. The reality is that, starting now, we will not feel the cumulative effect of these programs until the Fall 2002 cohort at the earliest. This means we would expect to see the results of our comprehensive plan influencing the 2008 six-year graduation rate for this cohort. With this kind of lag time between efforts and results, we must take action now, work diligently, and be guided by strong, concurrent research and formative evaluation. Above all, we must not lose our sense of urgency about the timeliness of this work if we expect to reach the goal of 85% in ten years.
This plan is dynamic; it is a work-in-progress. As we gather more information about students' needs and about the effectiveness of programs, we will update the plan annually to reflect new or altered strategies. The results of program evaluations and research studies will be included in the annual report.
Finally fiscal, facilities, and staff resources will be required to accomplish the objectives set forth here. It is expected that the Vice Chancellor and Provost, in consultation with the appropriate administrators, will determine resource allocation.
We suggest the five-year plan has potential for increasing our academic excellence, for improving retention and graduation rates, and for increasing our knowledge of how to meet our goals over the long term. Such a commitment not only expresses the logic of our institutional vision; it also acknowledges what we must achieve to be competitive with our aspirational peers in the higher education marketplace. We as faculty and professional staff must share responsibility and collaborate effectively to achieve this critical goal.
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