Latest news with #studentSuccess
Yahoo
4 days ago
- Business
- Yahoo
Bemidji State aims to raise $25 million through 'For the North' campaign
Aug. 7—BEMIDJI — As part of the second fundraising campaign in its 106-year history, Bemidji State University is well underway in meeting a $25 million goal for its "For the North" campaign. Kicking off the "public phase" of the campaign on Tuesday, BSU administration revealed that $19 million had already been raised throughout the "leadership phase" that started in July 2023. Allyssa Joseph, BSU Alumni and Foundation Executive Director and Vice President of University Advancement, notes the leadership phase as a chance to rally together the top donors for BSU and set the pulse once the public phase rolls around. "We want to be largely silent within (the leadership phase) to ensure that we can get to a 65 to 75% closure rate of our campaign goal," Joseph said. "Early on, we're asking for those transformational gifts — those million-dollar-plus gifts. Now, we've created an on-ramp for donors to give gifts of all sizes during the public phase." The "For the North" campaign includes three main pillars: student success, facility upgrades and faculty excellence, and enrollment and recruitment. Boasting the largest share of the campaign goal is student success with an allotted $20 million. With 95% of BSU students receiving some type of financial aid, this pillar aims to provide greater support in terms of scholarships and other student services. "What we're about as an institution is taking care of our students," BSU and Northwest Technical College President John Hoffman said. "Investments in scholarships and in student success programs can help make sure that our students are successful while they're here and that they have opportunities to prosper after they graduate." Student success also encompasses students' opportunities beyond classroom walls. "Student success is mainly about scholarships and that's largely where our donors want to give, leave a legacy whether it's through an annual scholarship or endowment," Joseph added, "but the other part is ensuring that students have experiential learning opportunities through internships, co-ops, postgraduate studies, travel abroad. We want to make sure that we support their breadth of experience while here at BSU." Facility upgrades and faculty excellence comprises $3 million of the campaign, aiming for modern, well-equipped facilities as well as top-tier instruction and mentorship. "You look around at our buildings and they're named mainly after administrators and folks who have done a lot for this campus," Joseph said. "When you walk through the halls, there are so many opportunities for us to see facilities named after donors and alumni who have gone on to do great things that will inspire current students." The remaining $2 million is reserved for enrollment and recruitment, with emphasis on greater storytelling and digital marketing presence to reach prospective students. Further investment in this category could continue BSU's student body trajectory, according to Hoffman. "Right now, we're on track for two years in a row with incoming pre-pandemic enrollment numbers," Hoffman mentioned. "Building and solidifying our enrollment streams is just critical for who we are as an institution, for our capacity and our ability to meet the workforce needs of northern Minnesota." BSU's previous fundraising campaign "Imagine Tomorrow" — which ran from 2011 to 2016 — raked in over $36 million. It's anticipated that "For the North" will reach its $25 million goal in less than half the time. "We're trying to compress this broader campaign, overarching framework into three years to accelerate the process," Hoffman said, "and infuse these dollars into student success, facility upgrades and faculty excellence, and recruitment and enrollment." With the 2025-2026 academic year quickly approaching, an official campaign launch event will take place during Homecoming Week on Thursday, Oct. 2. Though funds raised are not specifically a Band-Aid for BSU's ongoing budgetary issues, Joseph expressed optimism that the campaign will instill a greater support system for BSU's future. "It'll be an opportunity for us to celebrate as a campus together," Joseph left off. "We are ready to heal and I hope this campaign will be a good rallying point for our campus." Those interested in donating can visit Solve the daily Crossword
SBS Australia
03-07-2025
- General
- SBS Australia
‘We know what works': Cultural belonging at heart of Indigenous student success
A landmark study has confirmed what many Aboriginal and Torres Strait Islander families have long known - when education is grounded in culture and community, our kids thrive. The Redefining Indigenous Success in Education (RISE) program has found that holistic, Indigenous-led support for high school students - including tutoring, financial aid, cultural activities and family engagement - is driving powerful shifts in attendance, wellbeing and confidence. Delivered by the Aurora Education Foundation across 47 schools in NSW, the five-year program is Australia's largest Indigenous-led education evaluation. With over 500 participating students, it's building a national evidence base for how schools can support Indigenous success. Aurora CEO Leila Smith, a Wiradjuri woman, says the results make it clear: 'Targeted, culturally grounded support works.' 'We now have the evidence to back what communities have long known,' Smith said. Aurora CEO Leila Smith says culturally grounded support helps Indigenous students feel proud, confident and connected in their education journey. 'Strong relationships, high expectations and systems designed with us can deliver real change.' The 2025 RISE Impact Report reveals that students in the most intensive version of the program - which combines tutoring with $1000 in financial assistance, cultural camps and family engagement - were more likely to feel connected, confident and engaged. Just 17 per cent said they wanted to stay home from school once or twice a week, compared to 35 per cent of students receiving only basic support. They were also more optimistic about their future, with 76 per cent saying they felt good about what lies ahead, while only 59 per cent of their peers in the lower-support program said the same. A stronger sense of belonging at school was also reported among those receiving more cultural and family-based support. While tutoring helps, Smith says support needs to go deeper. 'If they don't feel confident as an Indigenous person, or they're experiencing racism in the classroom, tutoring alone isn't going to cut through,' she said. The RISE program was co-designed with Elders, families and communities, centring Indigenous perspectives of what success looks like. It's this community-first, culture-strong approach that sets RISE apart — and shows real promise in shaping the future of education. 'The impact isn't just academic,' Smith says. 'It's emotional, cultural, and relational. When our kids see themselves reflected in school, they show up stronger - and they dream bigger.'
CTV News
02-07-2025
- Business
- CTV News
Rainbow board OKs $266M budget with focus on student success
The exterior of the Rainbow District School Board office in Greater Sudbury, Ont. on August 2020 (File photo/CTV News Northern Ontario) The Rainbow District School Board has approved a $266.4 million budget for the 2025-2026 school year, with a planned withdrawal of $258,382 from reserves to balance expenditures. The amount falls within the one per cent limit of the board's operating revenue, as permitted by the Ministry of Education. Trustees also approved an in-year deficit plan to align spending with revenue. Budget focused on student success and well-being David Farrow - Rainbow District School Board An undated profile picture of Rainbow District School Board chair David Farrow. (File photo/Rainbow District School Board) Board Chair David Farrow said the budget prioritizes student achievement and well-being. 'We are proud of the programs that we offer inside and outside of the classroom,' he said in news release. 'Our instructional leaders, teachers and support staff give students every opportunity to achieve their full potential.' The budget accounts for inflationary pressures, including rising utility costs, and incorporates additional provincial funding for early reading, math, skilled trades, mental health, and school safety. Enrolment and funding breakdown Projected enrolment for the 2025-2026 school year is 14,196 students, based on historical retention rates, grade progression, and population trends. Core Education Funding from the province, which increased by approximately two per cent, supports six key areas: classroom staffing, learning resources, special education, school facilities, student transportation, and board administration. Adjustments include a new funding model for special needs equipment, continued support for transportation, and capital renewals for schools. Churchill Public School students Churchill Public School students Beren Kiziloglu, left, and Dacian Radu solve a math problem. (Supplied/Rainbow District School Board) Targeted funding through Responsive Education Programs will support early reading interventions, digital math tools, Indigenous graduation coaches, skilled trades, and mental health initiatives. Additional investments include early literacy screening for kindergarten to Grade 2 students, broadband improvements, and the installation of vape detectors in schools. Budget allocations and strategic priorities Salaries and benefits account for 76.7 per cent ($204.5 million) of the budget, while supplies and services – including facility maintenance and school technology – make up 7.8 per cent ($20.8 million). Another 7.7 per cent ($20.5 million) is allocated to fees and contracts, including student transportation. The board will also receive $15.7 million for school renewal projects. The budget supports the fourth year of the board's strategic plan, which focuses on student achievement, literacy and numeracy, Truth and Reconciliation, mental health, environmental sustainability, and equity. Programs and facilities In the upcoming school year, the board will operate 29 elementary and nine secondary schools across Sudbury, Espanola, and Manitoulin Island. It also oversees specialized programs, including mental health services, alternative education, Indigenous-led initiatives, and partnerships with institutions like Cambrian College. 'We are channeling funds into teaching and learning where they will have the greatest impact on student success,' Farrow said. The budget was approved during a special board meeting on June 24.
Yahoo
01-07-2025
- Business
- Yahoo
Sakbun announces support of Vigo schools facilities plan
Terre Haute Mayor Brandon Sakbun said Monday he supports the Vigo County School Corp.'s recently announced facilities reorganization plan. The first-term mayor praised it as a smart, data-driven student-focused step toward strengthening both education and the broader community. Sakbun commended the school corporation for its transparent and deliberate leadership, noting the plan has been shaped by thorough community input, data analysis and commitment to student success. 'They've listened to the community, analyzed the data and brought forward a plan that prepares us for the future,' Sakbun said in a news release. The quality of local schools plays a key role in shaping the city's economic development, workforce readiness and long-term growth, Sakbun said. School facilities must match the school corporation's excellence in educators and strong academic programs to meet modern expectations and ensure continued progress, he said. Recognizing this as a broader community responsibility, the mayor stressed that cities across Indiana are grappling with shifts in population, funding structures, and facility needs. 'This plan is strategic, responsible and what our community needs for our students now and in the future,' Sakbun said. 'Like many community members, I had some initial concerns, but I believe they have been thoughtfully addressed. 'The reality is that the school-age population in this community has decreased by almost 50% since the 1970s,' he continued. 'The proposed plan keeps the teacher-to-student ratio the same, adds additional academic and extracurricular programs, and modernizes facilities.' Sakbun, who graduated from Terre Haute South Vigo High School, said, 'While it pains me to see that the school I went to will change, I am excited to welcome new traditions.' The mayor asks residents to view video and information provided by the school district that provides information on funding and how legislation passed in 2009 is still creating challenges. That video can be seen at Sakbun also expressed confidence in Superintendent Chris Himsel and the school board and pledged to support the plan through infrastructure alignment, planning partnerships and public collaboration.
Forbes
26-06-2025
- General
- Forbes
College Student Persistence Rate Improves Again, Hits Nine-Year High
National college retention and persistence rates improved again last year, but part-time students ... More persisted at a substantially lower rate than full-time enrollees. More than 77% of the millions of students who entered college for the first time in the fall of 2023 returned to college for a second year or earned a credential within the year. That rate represents a slight uptick (0.3 percentage points) over the prior year, and it continues four consecutive years of improved persistence. The national first-year persistence rate is now at the highest level in the past nine years, according to the 2025 Persistence and Retention report, which was released today by the National Student Clearinghouse Research Center. The report found that 69.5% of students entering college in fall 2023 returned to their starting institution for their second year (the retention rate), 0.4 percentage points higher than for the previous year's freshman class. An additional 8.1% transferred from their starting college and continued their enrollment at another institution in their second fall (yielding a persistence rate of 77.6%). The report is the latest in a NSCRC series tracking the percentage of students who stay in college after their initial semester. For the first time this year, the report tracks persistence and retention rates at two key points in time: first spring (re-enrollment in the spring term immediately following the first fall) and second fall (re-enrollment in the second fall term). NSCRC found that 83.7% of students entering college in Fall 2023 returned to their same institution in the Spring semester, while an additional 2.6% persisted in college but at a different institution than where they started. A total of 13.6% of the entering 2023 freshmen cohort was no longer enrolled in college by the spring term. 'We've been focused on second fall persistence for years, but that's too long to wait for many institutions, who seek earlier indicators of student success,' said Doug Shapiro, Executive Director of the National Student Clearinghouse Research Center, in a news release. 'Today's report helps schools focus on supporting students who are at risk sooner. This is especially important for part-time students, older students and those who start at community colleges, where first spring persistence rates are lower,' Shapiro added. Among fall 2023 starters, first spring persistence was 67.4% for part-time students, compared to 92.1% for their full-time peers. Part-time starters achieved a second fall persistence rate of only 53.2%, dramatically lower than the 84.4% persistence of full-time starters. Students who began at public four-year institutions had the highest one-year persistence rate at 87.2%. They were followed by those attending private, nonprofit four-year colleges (86.7%), public two-year schools (62.5%) and private, for-profit institutions (60.7%). The size of the persistence gap between part-time and full-time students also differed by institutional sector. Private for-profit schools had the smallest differences in persistence rates between part-time and full-time students (11.6 percentage points). In contrast, the private nonprofit 4-year sector exhibited the largest disparity, with a gap of 38.2 percentage points. Among full-time students starting college in Fall 2023, those aged 20 or younger had a spring persistence rate of 93.2%, compared to 79% for those aged 21–24 and 72.6% for those 25 or older. First spring retention rates followed a similar pattern. Students 20 or younger were retained at a 90.6% rate; retention was 77.6% for those 21–24, and 71.4 percent for those 25 or older. Women's second fall persistence rate (79.3%) exceeded that of men (76.3%), continuing a trend that's been apparent for several years. Asian students had the highest second fall persistence rate at 89.6%, followed by white students (82.8%), internationals (76.4%), Hispanics (73.3%), Blacks (68.9%), Native Hawaiians/Pacific Islanders (67.2%), and Native Americans (65.9%). Second fall persistence and retention rates increased for students pursuing bachelor's degrees in 9 of the top 10 most popular undergraduate majors. The notable exception was computer science, which was the only top-10 major field to see a decline in both second fall persistence and retention rates (persistence: 86.1%, -0.8 percentage points; retention: 78.1%, -0.8 percentage points). This same pattern also was found for first spring persistence and retention rates, where all top 10 major fields experienced either stability or growth — except computer science, which saw small declines. The NSCRC is the research arm of the National Student Clearinghouse. It collaborates with higher education institutions, states, school districts, high schools, and educational organizations to gather accurate longitudinal data that can be used to guide educational policy decisions. NSCRC analyzes data throughout the year from 3,600 postsecondary institutions, which represented 97% of the nation's postsecondary enrollment in Title IV degree-granting institutions in the U.S., as of 2020.
