completed—a 42% response rate,based on the total number of participating students who received the email invite (n = 50). Afterreviewing all responses, we analyzed the survey data and presented the results to the EMleadership team at the lead institution, along with college-based staff associated with EM. Basedon the survey responses, student demographics revealed a high percentage of students whoidentified as Black (38%), first-generation (81%), low-income (62%), and having a disability(43%), which underscores the program’ success in reaching underserved populations.ResultsAcademic backgroundsWe asked students about their academic background—i.e., questions about their academic plans,how they learned about the program, and why they chose to join
using the career construction theory [5], which underscores personal meaning of one’slived experiences, constructing careers through a sense of meaning, and clarifying plans. Threecomponents contribute to this theory: vocational personality (or career identity), careeradaptability, and life themes. Vocational personality is a person’s career-related abilities and interests, and pertains to how an individual constructs a career. Careeradaptability allows the person to construct a career that pertains to what career they desire. Lifethemes, the third component, deal with why a person selects that career. These themes emergethrough one’s lived experiences and personal stories and are often connected to one’s personalityand purpose. Career
, our state ranked 49th in the U.S. forhigher education funding [32]. Thirty of 64 counties in our state are described as “educationaldeserts,” and only 49.9% of high school graduates enter post-secondary education—compared tothe national average of 61.8% [34],[35]. The state’s economy is relatively resilient and growing,but its workforce is supplied by inward migration of talent from other states [32]. The state’s2017 higher education master plan sets targets including to increase credential completion,improve student success, and invest in affordability and innovation [38]. This context frames ourwork on improving transfer into our engineering college.Of in-state students who matriculate, many begin in a community college. Only 14.1
. Joyce B. Main, Purdue University at West Lafayette (PWL) (COE) Joyce B. Main is Professor of Engineering Education at Purdue University. She received an Ed.M. in Administration, Planning, and Social Policy from the Harvard Graduate School of Education, and a Ph.D. in Learning, Teaching, and Social Policy from Cornell University. She is Co-Editor-in-Chief of the Journal of Engineering Education. ©American Society for Engineering Education, 2025 A focus on state-wide community college and technical college engineering transfer programs across California, Colorado, and GeorgiaIntroduction With college costs increasing faster than inflation over the last 20 years, some studentsface
from CC to 4-year institutions. In addition to the Bridgewhich reduces the need for remediation, Wright College Engineering spearheaded thedevelopment and articulation of curriculum with quality and rigor aligned with 4-year transferpartners to streamline transfer to junior level standing.Since its implementation, the HPAT model has emphasized intentional academic advising. Inaddition to one-on-one advising sessions at the start of the semester, midterm reviews and end-of-semester planning have been introduced. Even when students change their transfer or major goals,great care and academic planning is taken to ensure students have opportunities to transfer withoptimal course alignment. In Spring 2024, City Colleges implemented mandatory
Southern Indiana (USI). Her interests include faculty and organizational development to support both faculty and student success, learning analytics, teaching innovations, and systems thinking and storytelling for institutional change. ©American Society for Engineering Education, 2025 Approaches for Efficiently Identifying and Characterizing Student Need Assessments in Two-Year Colleges.AbstractThis paper describes an approach that can be used by faculty and administrators to efficientlydevelop program-level student support plans to increase student retention and completion inSTEM disciplines. These recommendations were developed as part of a National ScienceFoundation-sponsored workshop
students pursuing an associate degreecould enroll in courses they knew would transfer toward a bachelor’s degree, ultimately knowingwhich courses were remaining post-transfer across universities in a specific 4-year program. Thiseffort aimed to increase transparency and empower students categorized as “resource curators,” aterm the book [1] used to describe students who sought out multiple forms of information to findthe most reliable information to plan their course enrollment. This enabled 4-year degreeprograms to directly advise students while they pursued an associates degree at any VirginiaCommunity College (VCC). This state-wide effort was important because of the purpose society, industry and nationalleaders expect from higher
Native American undergraduates [5], [6]. Additionally, within the community collegepopulation, 58 percent are women and approximately 30 percent would qualify as firstgeneration college or low income students [2], [7] . Overall, 41 percent of all undergraduatesattend community college [5].First generation students make up almost one-third of all undergraduates and are more likely toattend community college [8], [9]. Additionally, first generation students with low-incomebackgrounds and an underrepresented racial identity often have less personal experience inacademic planning and are aware of fewer academic and career opportunities. These factorscontribute to the struggle many face with completing STEM degree programs. Supporting STEMdevelopment
helpcompare resource utilization patterns and identify the role of different project spaces insupporting students’ academic and personal projects. Survey D includes the workshop and willbe administered to Cohort 2025. TABLE I SUMMARY OF SURVEY ADMINISTRATION PLAN Cohort 2024 Cohort 2025 Fall 2024 / Fall • Survey A • Survey A 2025 • Survey B • Survey B • Survey C (Cohort 2024 only) • Survey D (Cohort 2025 only) Subsequent At the end of each subsequent From Spring 2026–Fall 2028, Semesters semester (Spring 2025–Spring surveys B
innovation [6]. In healthcare, AI's potential to enhance patient care is becoming increasingly apparent. AI-assisted diagnostic tools, personalized treatment plans, and predictive analytics for patientoutcomes are expected to improve overall healthcare delivery. This could not only help doctorsmake more accurate decisions but also reduce healthcare costs, thus improving accessibility. AI'sability to create personalized therapies and targeted interventions holds the promise of betteroutcomes for patients, especially in underserved communities [7]. In the education sector, AI has the potential to transform learning methodologies by creatinghighly personalized learning experiences. Adaptive learning technologies could help tailoreducation to meet
to Engineering” course at the two-yearcollege in service of the “2+2” engineering transfer program. The course is a required part of engineeringdegrees in the state of South Carolina and is a standard course for any student planning to transfer to aBachelor of Engineering program from the two-year Trident Technical College. It must be noted that the“2+2” program is separate from the two-year engineering technology degree programs at the institution.Students enrolling in the course discussed here do so with the intention of preparing for a bachelor’sprogram and thus employing learning practices aligning with a four-year program is encouraged by theinstitution. In this initial implementation of the Framework in a two-year college setting, we
self-efficacy and senseof belonging for Engineering and Computer Science (ECS) students using the campusmakerspace as a central hub for cohort activities. The scholars received financial assistance eachsemester, intentional advising, mentoring and transfer support. Weekly study hall/tutoringsessions were made available to all ECS students and were strongly encouraged for the scholars.In addition, scholars were advised to complete the Introduction to Engineering course whichemphasizes research on engineering disciplines, team building activities, academic planning andinternship preparation.Reviewing the academic outcomes of these scholars compared to other ECS students from springof 2020 to spring of 2024 demonstrates the positive impact of the
data between institutions, and promotion ofa sense of belonging in students [3], [13], [14], [16], [17], [18]. Additionally, GE@SF includesshared investment in student support services, physical collaboration and laboratory spaces onthe SF campus; UF faculty engagement and instruction at SF; and high-impact experientiallearning [19], [20]. Details of program structures are discussed below. These structures, whichrequired 4 years of careful collaborative planning between the two institutions, allow SF and UFto establish meaningful relationships, guidance, and support of students two or more years beforematriculation on the UF campus.Academic Transition and Support StructuresTo assist with the academic transition from high school to SF and from
his post-graduation interview. As we have a singleparticipant, the data is preliminary and anecdotal. The participant did not believe the SPECTRAprogram inspired any changes in his career plans, but his participation opened doors to careers hewas interested in and made him a desirable candidate to prospective employers. I don't think without SPECTRA, I wouldn't have had much to speak about with prior experiences. Because of- so many people in the job market, wanting to have prior experience to- or prior experiences of being an engineer when there's not many opportunities to be an engineer without getting your hands into something. And so SPECTRA was a nice pathway into being able to utilize that. And the only