In 2015, Amarillo College (AC) focused on its key student success progress and completion points. The data told a disappointing and even devastating story. Using “secret shoppers,” data summits, focus group and survey data, AC identified key reasons our students were not successful — poverty, bureaucracy and lack of relational connection and support.
After learning this, AC invited secret shoppers to design the perfect college for students like them — first generation, Latinx, mostly female, mothers working two jobs and going to school part time. Their insights fundamentally forced AC to rethink and rebuild itself as an equity-minded institution focused on loving the students we have (rather than the students we used to or wished we had.) AC named our
typical student Maria. She is smart, ambitious and the hope of our community.
Yet, AC was not structured to effectively serve her.
Our students are 70% first-generation, 54% part-time, 58% minority, 67% female, 58% financial aid recipients, 52% transfer focused and, on average, 25 years old.
The transformation worked. Completion rates more than doubled, enrollment increased and equity gaps in performance and access closed.
The most powerful “culture of caring” impact on students is two-fold: culture shift and relationship. Students told us what their “ideal” college looked and felt like. As a college, we knew we needed to embrace a culture of good service and intense caring. Students identified values, focusing on understanding the first-generation college student experience and responding with a culture of caring.
The new AC Culture of Caring Values are not typical higher education lingo. They include “Caring through WOW,” “Fun,” “Innovation,” “Family” and “Yes.” These values are written into every job description and merit pay evaluation. The first week of classes, we put these values on significant display by placing employees all over our campuses — from parking lots to classrooms — to ensure students have someone to guide them.
AC hosts data summits each semester where AC closes all offices for an afternoon. All employees and faculty gather for intensive data reviews, listening to student voices, idea generation and fellowship to celebrate our successes. The cultural investment in privileging the student voice and insight has been challenging and rewarding.
