AU recognizes the need to first improve semester to semester persistence. In Spring 2023, the institution set a Fall 1 to Spring 1 aspirational goal of 95%. Since then, the institution has seen continuous improvement in cohort persistence (i.e. Spring 2023--92.6%; Spring 2024—94.1%). Several tactics have been implemented to achieve these ends.
This goal aligns with two of the ASPIRE strategies: 1) To improve availability of core class seats each semester; and 2) Improve undergraduate student success in Gateway Courses (BIOL 1101, CHEM 1211, HIST 2111, and Math 1113). Growing enrollment has challenged AU’s ability to provide the class seats each semester. To address this issue, AU has established a Waitlist Task Force. This task force has been established to ensure all students have seats in classes needed to support progression. To support this effort, the Registrar's Office has created a Course Scheduling Dashboard that includes data on the waitlist, fill rates, etc. The dashboard is used to inform decision-making regarding addition of class sections, class seats, and faculty hiring. New faculty were hired to teach high-enrollment classes, particularly those related to the core curriculum. This strategy aligns with AU's Aspirational Imperative to enroll 16,000 students by 2030, particularly with regard to retaining already enrolled students.
As outlined as one of AU’s ASPIRE priorities, the institution will improve undergraduate success in gateway courses, specifically BIOL1101, CHEM 1211, HIST 2111, and MATH 1113. As AU’s FTFT enrollment continues to grow, the institution is committed to retaining those students. As such, AU recognizes that non-success in the first few semesters can deter students from returning in subsequent semesters. University leaders are closely monitoring and tracking DFW rates to inform intentional curriculum review, faculty development, and other strategies to improve students' ability to perform successfully in all of their courses.
Augusta University’s evaluation plan is designed to foster a culture of continuous improvement through regular assessment, data-informed decision making, and targeted support for groups with historically lower persistence rates. By aligning predictive modeling, infrastructure development, and proactive interventions with ongoing monitoring and evaluation, the university is committed to achieving and sustaining a 95% persistence rate from the first Fall to the first Spring semester.
Evaluation Timeline
- Spring 2025 & Summer 2025: Use predictive modeling to identify at-risk students and implement tailored interventions; establish support infrastructure including classes and wraparound services for the incoming FTFT 2025 cohort.
- Fall 2025: Monitor and track student performance and registration throughout the semester, using real-time data to inform interventions.
- Spring 2026: Evaluate student persistence rates to assess progress toward the 95% goal.
Key Performance Indicators and Measures
- Persistence Rate: Percentage of FTFT students who enroll in both their first Fall and the following Spring semester.
- DFW Rates: Proportion of students receiving D, F, or Withdrawal grades, monitored to identify academic risk factors.
- Course Registration Data: Analysis of class seat availability, waitlists, and fill rates to ensure students have access to required courses.
- Advisement and Progress Reports: Mid-semester performance data used to guide academic interventions.
Assessment Frequency
- Ongoing: Continuous monitoring of core curriculum seat availability and registration trends each semester.
- Mid-Semester: Collection of student progress reports around week seven to inform timely interventions.
- End of Each Semester: Review of DFW rates and persistence outcomes.
- Annual: Comprehensive evaluation of year-to-year persistence and effectiveness of interventions each Spring.
Baseline, Goal, and Current Status
- Baseline Measure: The most recent persistence rate for FTFT students from Fall to Spring serves as the starting point for evaluation (specific percentage to be provided based on institutional data).
- Goal: Achieve a 95% persistence rate from the first Fall to the first Spring semester for the FTFT 2025 cohort.
- Current Status: Student performance and registration data are actively monitored, with ongoing efforts to identify at-risk students and implement support strategies. The current persistence rate will be compared to the baseline after the Spring 2026 evaluation.
Key Tactics and Interventions
- Predictive Modeling: Analyze student data to identify those at higher risk of attrition, focusing on groups such as students with a high school GPA below 3.55, Pell-eligible students, local students from the Central Savannah River Area, and first-generation students.
- Support Infrastructure: Implement wraparound services and ensure availability of required classes and academic resources.
- Task Forces: Establish an FTFT 2025 Task Force and maintain the Waitlist Task Force for proactive and responsive interventions.
- Data-Driven Scheduling: Utilize the Course Scheduling Dashboard to monitor course demand and adjust offerings accordingly.
- Next Term Advisement (NTA): Begin advisement early each semester to facilitate timely registration for the following term.
- Academic Interventions: Use week seven progress reports to provide targeted support and advisement for students needing additional assistance.
Several key accomplishments have been made toward Augusta University's goal of achieving a 95% persistence rate from the first Fall to the first Spring semester. The establishment of the FTFT Task Force and the implementation of predictive modeling have enabled targeted interventions for at-risk student groups, such as those with a high school GPA below 3.55, Pell-eligible students, local students from the Central Savannah River Area, and first-generation students. These efforts, combined with proactive advising campaigns and the monitoring of student registration and course availability, have contributed to an 88% registration rate for the current cohort as of early November.
Notably, the STRIDE initiative was developed to provide tailored support to students with historically lower retention rates. It was designed to support students pursuing highly competitive majors, implemented four primary strategies: a Virtual Summer Bootcamp, first-term course load limitations, intensive Leap Week programming, and the introduction of Parallel Plans. These strategies fostered early engagement, academic preparedness, and individualized planning, with interventions tailored to the unique needs of STRIDE students. The institution will not be able to fully measure the impact and effectiveness of all these strategies until early Spring 2026 when reviewing student performance and persistence rates.
Au also recognizes the need to ensure that students are engaged properly to have a balanced approach to their academic journey. This past year, the institution launched an engagement initiative. The 5-1-1 Student Engagement initiative is a comprehensive effort to foster early and meaningful involvement by tracking participation in three key categories: attending five or more events, membership in a student organization, and holding a leadership role. Each category awards 100 points—measured through systems like Presence and the Campus Rec System—for a maximum of 300 points per student. The initiative’s name, "5-1-1," reflects these benchmarks: 5 or more events, 1 organization membership, and 1 leadership role. This point-based system helps set clear engagement goals for undergraduate and graduate students. Regular data collection and analysis inform strategies for effective interventions, while feedback from students and staff supports ongoing improvement in cultivating a dynamic, student-centered campus culture.
To further improve and reach the 95% persistence target, the university should continue evaluating and refining predictive models, enhance communication between departments, and strengthen wraparound support services for students. It will also be important to assess the effectiveness of current strategies, gather feedback from participants, and make data-driven adjustments as needed. By prioritizing early preparation, ongoing evaluation, and responsive adaptation, Augusta University can ensure that its initiatives continue to evolve and meet the needs of future student cohorts.
To achieve the 95% persistence rate, Augusta University is implementing a comprehensive, multi-faceted plan focused on continuous improvement, targeted support, and institutional collaboration. The following steps will be undertaken throughout the year to ensure meaningful progress toward this goal:
- Refinement of Predictive Models and Data-Driven Decision Making: The university will continue to evaluate and enhance its predictive analytics to identify students at higher risk of attrition. This includes ongoing analysis of student data, particularly focusing on critical groups such as students with a high school GPA below 3.55, Pell-eligible students, local students from the Central Savannah River Area, and first-generation students. Regular assessment of current strategies and the incorporation of participant feedback will ensure that interventions are both timely and effective.
- Strategic Initiatives through the Student Success Sprint: Launched on November 1, 2025, the Student Success Sprint is a university-wide initiative aimed at accelerating progress toward key student success benchmarks, including first-to-second-year retention, first-to-third-year retention, six-year graduation rates, and overall enrollment goals. Dedicated teams—such as the Undergraduate Student Success Sprint Team and the Graduate Enrollment Sprint Team—will review current efforts, identify gaps, and implement high-impact strategies to improve undergraduate persistence and expand graduate enrollment opportunities.
- Monthly Campus Updates and Community Engagement: Beginning next month, the university will share regular updates on the Student Success Sprint with the entire campus community. These updates will highlight data trends, celebrate progress, and recognize individuals or units making significant contributions to student success.
- Enhancing Cross-Departmental Communication and Collaboration: Efforts will be made to strengthen communication and coordination between Academic Affairs, Enrollment and Student Affairs, and other key units. The realignment of Academic Advising, the Academic Success Center, Health Professions Outreach, and Career Services under the direct leadership of the Provost, with continued collaboration with the EVP for Enrollment and Student Affairs, is designed to create a seamless continuum of support from recruitment through graduation and beyond.
- Strengthening Wraparound Support Services: The university will continue to ensure that wraparound services, required classes, and academic resources are readily available to all students. This includes the implementation of proactive and responsive interventions through the FTFT 2025 Task Force and the ongoing work of the Waitlist Task Force.
- Key Tactical Interventions:
- Utilization of the Course Scheduling Dashboard for data-driven course scheduling and adjustment based on student demand.
- Early advisement each semester (Next Term Advisement) to facilitate timely registration and planning for the next term.
- Deployment of week seven progress reports to identify and support students in need of additional academic assistance.
Continuous Assessment and Responsive Adaptation: The effectiveness of all strategies will be regularly evaluated, with data-informed adjustments made as needed to ensure ongoing improvement and alignment with student needs. Augusta University’s plan for the year ahead is anchored in early preparation, rigorous evaluation, and flexible adaptation. Through strategic initiatives, robust support structures, and a campus-wide commitment to student achievement, the institution is well-positioned to reach the 95% persistence rate and support the success of every student cohort.
Currently, AU does not anticipate major obstacles, as its infrastructure supports the planned initiatives. Potential challenges include shifting priorities or resources, faculty support, employee turnover, student engagement, infrastructure scalability, and resource allocation for growth. Nevertheless, AU remains confident in addressing these issues and achieving its goals.
