Tribal colleges and universities are known to play an outsize role in educating and employing members of their local tribal communities. But they also offer major returns to taxpayers and the economy at large, according to a new economic impact study by the American Indian Higher Education Consortium and Lightcast.
The study, released on Tuesday, drew on data from the U.S. Bureau of Labor Statistics, the U.S. Census Bureau and institutional reports from the 2022–23 academic year at all 34 tribal colleges and universities across the country.
It found that associate degree graduates from tribal colleges earned, on average, $9,400 more per year than those with just a high school diploma. Students earned $7.50 in future returns for every dollar invested in their tribal college education, an annual return of 27.2 percent.
Meanwhile, alumni of tribal institutions contributed $3.8 billion to the U.S. economy through the higher wages they earned, the increased output of the businesses that employed them and the money students and their employers spent. Tribal college alumni also supported 40,732 jobs nationwide, particularly in industries such as health care and social assistance, retail, and professional and technical services.
For every federal dollar invested in tribal colleges, the institutions return $1.60 in tax revenue through the increased tax payments of their alumni and alumni’s employers. According to the study, the colleges generate a total of $785.6 million in additional tax revenue and save taxpayers $96.8 million because of higher education’s benefits to alumni, including improved health, fewer interactions with the justice system and less reliance on income-assistance programs.
“Tribal Colleges and Universities are powerful engines for opportunity, growth, and stability, not just for Native people, but for everyone,” Ahniwake Rose, president of AIHEC, said in a statement to Inside Higher Ed. “The evidence is clear: Supporting Tribal higher education is not only the right thing to do, it is one of the smartest investments this country can make.”
Time spent with animals can boost feelings of well-being for students at all levels.
Laura Fay/iStock/Getty Images Plus
Therapy dogs are often touted as a way to give students a reprieve from busy academic schedules or remind them of their own pets at home, but a recent study from Chatham University found that engagement with therapy dogs can instill a sense of social connection for students at all levels.
An occupational therapy student at Chatham who researched how weekly therapy dog interactions could impact graduate students in health science programs found that the encounters produced benefits for students’ social and emotional health.
Regardless of their program of study, graduate students also tend to be removed from general campus services and activities due to physical campus layouts, residing and working off campus, or a misalignment of schedules between resources and their responsibilities. Therefore, identifying services specifically for graduate students can improve their access and uptake.
How it works: Twenty-five students were recruited to participate in the study, meeting weekly to engage in activities with a group of therapy dogs, including petting, playing with, brushing, holding and walking the animals. Students could interact with the dogs for up to two hours over the course of the seven weeks. Before and after each puppy playdate, participants completed pre- and post-test surveys to gauge their feelings and the effects of the animal intervention.
Survey results showed students were less likely to report feeling stressed and more likely to say they felt happy after engaging with the dogs.
“I’ve really enjoyed this experience,” one participant wrote. “I feel like this has positively impacted my mood and well-being overall. I always leave feeling more relaxed and happier.”
In open-ended questions, students said the dogs made them feel happy, loved, calm, relaxed, motivated and connected. Many said they also appreciated the opportunity to engage with their peers, noting that the regular cadence allowed them to socialize and meet new people, including the therapy dogs’ owners. Students indicated they wanted the visits to continue in some way if possible.
The average student spent around 30 minutes with the therapy dogs during the trial, and, if they had the opportunity, a majority said they would participate in therapy animal groups on campus three to four times per month.
Other Comforting Canines
Chatham University students aren’t the only graduate students learning to destress from dogs. Here are some other examples of animal-assisted interventions across the country:
At Virginia Tech, graduate students at the Innovation Campus receive love and cuddles from Allen, a therapy dog who is co-handled by Barbara Hoopes, the graduate school’s associate dean for the region.
The University of Cincinnati featured therapy dogs at their Graduate Student Appreciation Week in April, honoring the hard work students do and helping them break their usual routines.
This audio is auto-generated. Please let us know if you have feedback.
Dive Brief:
The University of Iowa has assembled a massive universitywide committee to explore new revenue opportunities and ways to boost efficiency, the public institution announced last week.
Dubbed “Resparc”—short for Revenue and Efficiencies Strategic Plan Action and Resource Committee —the group includes nearly 100 faculty, staff and officials from 35 units across the institution.
Subcommittees will explore specific areas such as philanthropy, academic programs and financial operations.Those teams will develop proposals for increasing revenue and improving operations for Resparc’s leadership and ultimately for University of Iowa’s president and provost.
Dive Insight:
The university framed its new initiative as forward-looking, meant to ensure University of Iowa “maintains its strong financial trajectory for years to come,” rather than having to wrestle reactively with challenges as they happen.
“By launching this effort from a position of financial health, the university will be able to build upon its success at a time when higher education is navigating significant disruption, from the anticipated demographic enrollment cliff to a decline in public trust and growing financial constraints,” the university said in its announcement.
Iowa’s flagship university is growing. By fall 2024, its total faculty and staff had increased 5.1% year over year to 27,795 employees, while enrollment grew 2.4% to 32,199 students.
The university’s total assets andrevenues have also been steadily rising in recent years. In fiscal 2024, its operating income — which does not include state appropriations, certain grants and contacts, investment income or gifts — stood at $36.8 million. The positive operating income stands in contrast to that of the many public universities with operating losses before those sources of revenue are factored in.
In Iowa specifically, the number of high school graduates is projected to decline by 4% from 2023 to 2041, according to the latest estimates from Western Interstate Commission for Higher Education.
University of Iowahas also seen its expenses jump along with the rest of the higher ed world, adding new financial constraints. Between fiscal years 2022 and 2024, its total operating expenses rose 15.7% to $5 billion.
The Trump administration’s aggressive moves to limit federal research funding could pose additional pressure. In 2024, University of Iowa brought in $315 million in federal research funding. The Trump administration has now terminated grants to the university worth roughly $14.3 million and having $9.7 million still left to be paid out, according to a Center for American Progress analysis of U.S. Department of the Treasury data.
Against that backdrop, many institutions — public and private — are cutting back spending and shrinking their employee base, both through layoffs and attrition. But University of Iowa officials say Resparc is different.
In a FAQ page, the university said the efficiency-seeking efforts are “a proactive planning effort, not a response to a budget crisis.” It states that the goal “is to find ways to work smarter, improve processes, reduce administrative burdens, and better leverage our collective resources and technology.”
Resparc is led by Emily Campbell, associate vice president for operations and decision support, and Sara Sanders, dean of the university’s liberal arts and sciences college.
Campbell and engineering dean Ann McKenna oversee the initiative’s revenue teams, while Sanders and Peter Matthes, vice president for external relations and senior advisor to University of Iowa President Barbara Wilson, oversee the efficiency group.
Some colleges have changed their standardized test policies in recent years.
The percentage of underrepresented minority students increased in some cases after universities stopped requiring applicants to submit standardized test scores, according to a study published Monday in the American Sociological Review.
The findings come in the aftermath of the COVID-19 pandemic, which prompted many colleges and universities to rethink their testing policies; some went test-optional or test-blind while others doubled down. But starting long before the pandemic, critics have argued that consideration of standardized test scores often advantages white and wealthier applicants.
The study examined admissions patterns at 1,528 colleges between 2003 and 2019. During the 16-year time frame, 217 of those colleges (14.2 percent) eliminated standardized testing requirements. But researchers found that simply eliminating testing requirements didn’t guarantee a more diverse student body.
The institutions that eliminated the requirements but still gave significant weight to test scores during the application process didn’t increase their enrollment of underrepresented students in the three years after the change. However, colleges that reduced the weight of test scores showed a 2 percent increase in underrepresented student enrollment.
Additionally, researchers found that increases in minority student representation were less likely at test-optional colleges that were also dealing with financial or enrollment-related pressures.
Greta Hsu, co-author of the paper and a professor at the University of California, Davis, Graduate School of Management, said in a news release that “although test-optional admissions policies are often adopted with the assumption that they will broaden access to underrepresented minority groups,” their effectiveness depends “on existing admissions values and institutional priorities at the university.”
Student retention remains one of the most pressing challenges in higher education. While institutions devote considerable resources to attracting new students, ensuring those students persist through to graduation is just as vital for institutional health and student success.
When students leave before completing their programs, colleges and universities lose tuition revenue and see diminished returns on their investments in recruitment and instruction. For students, the stakes are even higher: they often walk away without the credentials or skills they set out to earn, leaving personal and professional goals unfulfilled.
Retention, typically measured by the percentage of students who return to the same institution each year, is now a key performance indicator in higher education. It reflects how well a school supports and engages its students and can influence institutional rankings, funding, and public perception.
Recent data offers a mixed picture. In the United States, the national first-year retention rate for first-time students reached 69.5% in 2022, the highest level in nearly a decade and a slight increase over previous years. Still, that means nearly one in three students don’t return for a second year. In Canada, the pattern is comparable: 15–20% of university freshmen leave after their first year, with even higher attrition rates in colleges.
There is both urgency and opportunity here. This blog explores eight strategic, research-backed approaches that institutions can take to significantly improve student retention, strengthening institutional outcomes and ensuring more students reach the finish line.
Struggling with enrollment and retention?
Our Digital Marketing team can help you generate more leads!
What Causes Students to Leave?
Why is student retention important in higher education? Student retention reflects institutional effectiveness and student success. High retention means students are achieving their goals and institutions are providing strong support. Low retention signals issues like academic or financial struggle. It’s both an ethical responsibility and a financial imperative, reducing dropout rates and maximizing investment in recruitment and instruction.
Student retention is a complex challenge influenced by a range of academic, social, and personal factors. While no two students leave college for exactly the same reason, research has consistently identified several common barriers to persistence. Understanding these roadblocks is essential for developing interventions that work.
Financial Barriers
For many students, the cost of education is a deciding factor. Difficulty paying tuition, fees, and living expenses remains one of the most significant drivers of attrition—particularly for those from lower-income backgrounds. Even small outstanding balances can prevent students from registering for the next semester, pushing them to stop out or drop out entirely.
Lack of Engagement and Belonging
Students who feel disconnected from campus life are far less likely to persist. A strong sense of community, whether through clubs, student organizations, residence life, or peer support networks, has been shown to significantly improve retention. When students feel isolated or out of place, their motivation to stay enrolled often wanes.
Insufficient Academic Support
Academic struggles can quickly lead to frustration and withdrawal if students don’t receive timely help. Without access to tutoring, mentoring, academic advising, or remedial coursework, those who fall behind may begin to doubt their ability to succeed.
Campus Culture and Climate
The broader institutional culture also plays a pivotal role. A welcoming, inclusive environment supported by compassionate faculty and staff can boost student morale and engagement. In contrast, campuses that feel unwelcoming or where students sense a lack of support often see higher rates of attrition.
Life Outside the Classroom
External pressures, including mental health concerns, family responsibilities, work conflicts, or physical health issues, can interfere with students’ ability to continue their studies. When schools lack the flexibility or resources to help students manage these challenges, even the most motivated learners may be forced to leave.
The First-Year Experience
The transition into higher education is a make-or-break period. Students who struggle during their first year, due to academic shock, poor orientation programs, or difficulty making friends, are at greater risk of not returning for a second year. Supporting students during this critical period can make a long-term difference.
What Is the Difference Between Persistence and Retention?
Retention refers to students returning to the same institution, while persistence tracks students continuing in higher education, even if they transfer. A student may not be retained by one college but still persist by enrolling elsewhere. Persistence offers a broader view of student progress beyond a single campus.
What Are the Factors Affecting Student Retention?
Student retention is influenced by academics, finances, social belonging, mental health, and institutional climate. Academic unpreparedness, isolation, financial strain, and life challenges are leading causes of dropout. The first-year experience is especially critical. Successful retention strategies address multiple areas, supporting students academically, socially, and personally to help them stay enrolled.
With these contributing factors in mind, it’s clear that improving student retention requires a holistic, proactive approach. Fortunately, institutions have a range of strategies at their disposal. In the next section, we’ll explore eight of the most effective ways colleges and universities are addressing these issues, complete with real-world examples from Canada, the U.S., and beyond.
1. Personalize Communication and Support for Students
Today’s students are used to receiving customized experiences in almost every aspect of their lives, from social media feeds to online shopping recommendations. They now expect the same level of personalized communication from their college or university. When schools meet students with timely, tailored support, they show that they care, and that can make all the difference in whether a student stays or leaves.
This kind of proactive outreach can take several forms. Some institutions segment their automated email campaigns by group, such as first-years, international students, or those on academic probation, to deliver more relevant content and reminders. Others implement 24/7 text messaging systems or AI-powered chatbots that answer routine questions, offer words of encouragement, and send reminders about key deadlines. More advanced platforms go a step further, using predictive analytics to monitor signs of disengagement or academic trouble, alerting advisors to intervene before it’s too late.
These tools offer a concierge-style model of support: always on, always responsive. Students can get help after hours or over the weekend, when live staff may not be available, which helps reduce frustration and drop-off.
Example: Forsyth Technical Community College in the U.S. revamped its approach to student communication by adopting a “customer service” mindset, ensuring that both staff and automated systems responded quickly, kindly, and proactively to student needs. This overhaul included faster response times, friendly messaging, and a systematic effort to check in on students rather than waiting for problems to surface. The result? A 9% increase in student retention after implementing this new communication model.
To replicate this approach, consider implementing a CRM (Customer Relationship Management) or student engagement platform that allows advisors to monitor student status and send targeted messages. This could be as simple as congratulating a student on a strong midterm, or as critical as reaching out after several missed classes.
Even small gestures like a personalized check-in from a faculty member can make students feel they belong. When institutions shift from one-size-fits-all messaging to individualized outreach, they build a sense of care and connection that reinforces students’ decisions to stay enrolled.
2. Foster a Strong Sense of Community and Belonging
A strong sense of belonging is one of the most powerful predictors of student retention. When students feel connected, through friendships, mentors, and shared campus culture, they’re more likely to persist despite academic or personal challenges. Conversely, loneliness and disconnection are key drivers of attrition.
To support student connection, institutions should create structured opportunities for involvement: orientation, residence life, clubs, intramurals, volunteer work, and student leadership. Participation in these activities increases engagement and reinforces a sense of purpose. Social media can amplify this by highlighting student life and celebrating individual voices.
Example: The University of Toronto supports student retention by building community and belonging for underrepresented students through mentorship. In particular, U of T offers programming for first-generation students that connects them with mentors and resources across campus. This First Generation Student Engagement program focuses on helping students navigate barriers to access and inclusion by linking them to academic support, career guidance, wellness services, and peer networks. The goal is to ensure first-gen and other marginalized students feel a strong sense of belonging and are supported throughout their journey.
Ultimately, when students feel they matter to peers, faculty, and the institution, they’re more likely to stay. Belonging isn’t a bonus; it’s foundational to retention.
3. Offer Robust Academic Support and Advising
Academic challenges are a leading cause of student attrition. When students feel lost, overwhelmed, or unsupported, they’re more likely to withdraw. That’s why proactive academic support is one of the most effective student retention strategies.
Effective strategies include offering accessible tutoring (in-person and 24/7 online), writing assistance, and supplemental instruction for high-failure courses. Just as crucial is structured academic advising. When advisors monitor progress and flag early signs of struggle, like low grades or unbalanced course loads, they can intervene with timely solutions.
Institutions must also normalize help-seeking by actively promoting support services. Social media, email campaigns, and website content can encourage students to use academic resources without stigma.
Example – UC Berkeley has built an ecosystem of academic support services combined with faculty mentorship to improve student success and retention. On the academic side, Berkeley provides extensive tutoring, peer advising, and dedicated study spaces in residence halls, free for students and readily accessible where they live.
Early alert systems are another retention tool. By analyzing attendance and coursework in the first weeks, schools can identify at-risk students and reach out before they disengage.
The message is simple: when students know help is available and feel encouraged to use it, they’re more likely to succeed.
4. Provide Career Development Opportunities From Day One
Career uncertainty is a major driver of student attrition. To counter this, institutions must integrate career development early, ideally from the first year.
Career workshops, alumni networking, LinkedIn training, and highlighting the career potential of different majors help students connect academics to future employment. Research confirms that uncertainty about career direction strongly correlates with dropout risk.
Example: DePaul University launched the Future Forward program, a year-long career incubator for first-year students, to bolster their sense of purpose and keep them enrolled. The idea is to help freshmen find their “why” for attending college by engaging them in self-discovery, skill-building, and career exploration starting in their first quarter. Future Forward combines online learning modules (on topics like growth mindset, design thinking, networking) with mentorship from older student peers and staff. By integrating career development into the first-year experience, DePaul addresses a major attrition risk: lack of direction. Many freshmen enter undecided about their field, which can sap motivation. Future Forward helps students clarify goals and see how their studies link to future careers, thereby increasing their commitment to persist.
Mentorship is another effective strategy. Toronto Metropolitan University’s Tri-Mentoring Program connects upper-year students with professionals to support the transition to work.
Example: Toronto Metropolitan University (TMU) – formerly Ryerson University – pioneered the Tri-Mentoring Program (TMP) to support student retention through layered mentorship and inclusion. The educational priority of TMP is “to mentor each student using their individual experience to find their sense of belonging on campus.”
In practice, the “Tri” refers to three tiers of mentoring: Peer Mentoring (matching first-year students with trained upper-year mentors in the same program or with similar backgrounds), Group Mentoring (regular group sessions and community events for students from equity-deserving groups, facilitating peer networking and mutual support), and Career Mentoring (matching third-year or higher students with industry professionals, often alumni, for guidance as they prepare for careers).
Similarly, internships, job shadowing, and embedded career-planning courses give students confidence in their trajectory. Institutions can also integrate career goals into academic advising and marketing, using alumni stories to reinforce long-term value. When students see a clear path from degree to career, their motivation and likelihood of staying enrolled dramatically improve.
5. Leverage Data and Early Alerts to Identify At-Risk Students
Predictive analytics enables institutions to proactively support students showing signs of disengagement or academic risk. By monitoring GPA, class attendance, LMS activity, or even ID card swipes, colleges can detect early warning signs and act before a student drops out.
Many platforms offer dashboards and AI-driven messaging to flag risks and send targeted resources. When paired with advisor outreach, this approach becomes highly effective.
Example: Georgia State University’s Predictive Analytics: Georgia State tracks over 800 risk indicators, triggering alerts when students show signs of academic or financial distress. This system led to the Panther Retention Grant, which helps students with small outstanding balances, one of the biggest dropout triggers. Combined with advisor follow-ups, this strategy has significantly improved retention, especially for underrepresented students.
Even basic early alert systems can help. Faculty-initiated midterm warnings and proactive outreach have been shown to improve persistence by making students feel supported. Benchmarking tools like the IPEDS database can also guide institutions on where to improve.
In short, using data transforms retention from reactive to proactive. With the right tools and team, schools can identify challenges early, intervene meaningfully, and prevent students from slipping through the cracks.
6. Enhance Financial Aid Awareness and Support
Financial strain is a top reason students consider stopping out. To improve retention, institutions must ensure students are aware of, and able to access, funding options before small financial issues force them out.
Colleges should proactively promote scholarships, bursaries, emergency grants, and flexible payment plans. Hiring financial aid coaches or sending alerts to students with incomplete forms or unpaid balances can help prevent unnecessary dropouts. Georgia State University’s Panther Retention Grants exemplify this approach, offering micro-grants to students at risk of losing enrollment over modest fees. Over 10,000 students have benefited, with research showing faster graduations and lower debt loads as a result.
COVID-era aid also proved powerful: community colleges and HBCUs that used relief funds to clear student debts saw thousands stay enrolled. Additionally, financial literacy programs, like budgeting workshops or one-on-one counselling, equip students to manage limited resources wisely and reduce financial stress.
Example: Queen’s University has focused on reducing financial barriers and the misinformation around them by proactively promoting financial aid opportunities to students, using channels like social media, email, and digital signage. The goal is to ensure students know about and utilize available aid (scholarships, bursaries, grants), thereby decreasing the number who drop out due to financial strain. In practice, Queen’s Student Affairs runs ongoing Instagram awareness campaigns about bursary deadlines, loan applications, and financial wellness tips. Below we see Queen’s official Student Affairs Instagram has posts reminding students “it’s not too late to apply for the 2023–24 General Bursary for winter and summer terms” and to apply for government aid like OSAP (Ontario Student Assistance Program).
Bottom line: funding support and strong communication are critical tools in retaining financially vulnerable students.
7. Offer Flexible and Inclusive Learning Options
Modern college students are diverse; many are part-time, working, parenting, or have accessibility needs. Rigid policies and teaching methods can alienate these learners, making flexibility and inclusivity essential to retention.
Flexible scheduling options, like evening, weekend, online, or hybrid classes, help students balance education with life responsibilities. Allowing part-time enrollment, asynchronous learning, or summer online courses can reduce dropout risk, especially among non-traditional learners.
Credit for prior learning (e.g., PLAR in Canadian colleges) also supports older students by recognizing experience and accelerating time to completion. Inclusive learning environments ensure students of all abilities and styles thrive.
Example: Academy of Learning Career College (AOLCC) uses its proprietary Integrated Learning System (ILS) to maximize student retention by offering flexibility, personalization, and one-on-one support in the learning process. The ILS is a self-directed, multi-sensory training system that lets each student learn at their own pace on a schedule that suits them. A crucial feature since many AOLCC students are adult learners, working, or have family obligations.
Support for online students is also critical. Strong virtual infrastructure; 24/7 tech help, online tutoring, and proactive instructor check-ins help remote learners feel connected. Some schools have engagement teams dedicated to online students.
Additionally, flexible academic policies such as compassionate leaves or grading options (used during the pandemic) can prevent student loss under strain. By adapting to student realities rather than enforcing a traditional mold, colleges show they care and turn potential stop-outs into future graduates.
8. Strengthen Faculty-Student Engagement and Mentorship
Faculty play a pivotal role in student retention through their daily interactions with students. Strong faculty-student engagement, including mentorship, accessibility, and supportive instruction, helps students feel seen, guided, and motivated to persist, especially when challenges arise.
Research shows that meaningful faculty contact improves students’ sense of integration and commitment to college. Gen Z students, in particular, value professors who demonstrate authenticity and personal interest. Without that, disengagement and dropout risk increase.
Colleges can enhance engagement through mentorship programs, pairing students with faculty advisors who offer academic, career, and personal guidance. Faculty training in inclusive teaching and student outreach empowers instructors to recognize and assist struggling students early. Simple actions, like checking in on absences, can make a big difference.
Example: Faculty as Mentors at Berkeley:As noted earlier, UC Berkeley emphasizes that its faculty are among the most accessible, citing programs like the Resident Faculty Program where professors live in residence halls to interact with students outside of class. They highlight that faculty often serve as mentors and even friends to students, and note statistics such as a 19:1 student-faculty ratio and many small classes. This environment of approachability contributes to student success and retention at Berkeley; students feel supported academically and personally by instructors of that caliber, which deepens their commitment to staying.
Interactive teaching methods, such as discussions or group work, foster stronger connections. Faculty who use student names, encourage participation, and integrate feedback build rapport and community. Schools like UC Berkeley go further, housing faculty in residence halls and maintaining small class sizes to promote mentorship.
Faculty should be viewed as frontline retention agents. By celebrating teaching and providing tools for meaningful student relationships, institutions can greatly boost persistence through a caring, connected academic culture. In retention, relationships matter, and faculty are key.
Retention Starts With Intention and the Right Support
Improving student retention isn’t about a single silver bullet. As we’ve explored, it takes a coordinated, research-driven strategy, one that centers students at every point of their journey. Whether it’s delivering personalized outreach, fostering belonging, offering early career guidance, or using data to proactively intervene, the most successful institutions treat student retention as both a mission and a metric.
But knowing what works is only half the equation. Implementing these strategies at scale, consistently and effectively, requires the right tools, technology, and expertise. That’s where Higher Education Marketing can help.
At HEM, we equip colleges and universities with the CRM systems, marketing automation, and digital engagement strategies needed to nurture students from application to graduation. From crafting segmentation-based communications to building data-informed retention workflows, our solutions are built for institutions ready to prioritize persistence.
If you’re looking to boost your retention rates, build stronger student connections, and create a more responsive campus experience, explore how HEM’s services can support your goals. Together, we can help more students reach the finish line and help your institution thrive in the process.
Do you want to explore strategic and effective university student retention strategies?
Contact HEM for more information.
Struggling with enrollment and retention?
Our Digital Marketing team can help you generate more leads!
Frequently Asked Questions
Question: Why is student retention important in higher education?
Answer: Student retention reflects institutional effectiveness and student success. High retention means students are achieving their goals and institutions are providing strong support. Low retention signals issues like academic or financial struggle.
Question: What is the difference between persistence and retention?
Answer: Retention refers to students returning to the same institution, while persistence tracks students continuing in higher education, even if they transfer.
Question: What are the factors affecting student retention?
Answer: Student retention is influenced by academics, finances, social belonging, mental health, and institutional climate. Academic unpreparedness, isolation, financial strain, and life challenges are leading causes of dropout.
The Health, Education and Human Services Committee of the 25th Navajo Nation Council passed the proposal earlier this week, but it still has to get the approval of the full council. If it does, Diné College, Navajo Technical University and the Office of Navajo Nation Scholarship and Financial Assistance would each get $10 million a year beginning in 2027, potentially indefinitely.
The plan would more than double the current funding allocations for those institutions, which receive a total of $12.4 million from the Navajo Nation. Each one would be required to put at least 1 percent of the $10 million allocation toward support for Diné language teacher programs, institutional endowments and K–12 education pipeline efforts.
According to Council Delegate Andy Nez, who sponsored the legislation, fewer than half of Navajo students who apply for scholarships through ONNSFA get one.
“This legislation provides a stable source of funding that directly supports our students and institutions, while investing in the longevity of learners and Diné speakers,” he told Native News Online. “We are moving beyond limited five- or 10-year grants to a consistent, annual allocation. This ensures funds go directly to the institutions and scholarship office without delay.”
(This story has been updated to correct the amount of federal funding cut.)
Then-treasurer Peter Costello with new born babies at Royal Women’s Hospital in 2005. Picture: David Caird
University commencement numbers have hit a record high, excluding the Covid-19 pandemic years, Department of Education data released on Wednesday shows.
Please login below to view content or subscribe now.
Engagement Australia chair Verity Firth discusses how the ATEC could be a ‘circuit breaker‘. Picture: Andy Roberts
Verity Firth, chair of Engagement Australia and vice-president of societal impact at the University of NSW, joins with guest host Alphia Possamai-Inesedy, the pro-vice-chancellor of student success at Western Sydney University.
Please login below to view content or subscribe now.
The Alliant Credit Union Foundation has awarded a $108,000 grant to Digital Leaders Now, the nonprofit that powers the Digital Leaders Academy at Ridgewood Community High School District 234, to support the implementation of innovative digital opportunity programs.
The initiative will begin rolling out in Spring 2025, with full program implementation for the 2025-2026 school year. The grant will help students gain critical digital skills, enhance career preparation opportunities at Ridgewood and beyond, and ensure teachers have the necessary resources to integrate technology into the classroom effectively.
“The Alliant Credit Union Foundation is committed to fostering educational opportunities that prepare students for the future,” said Meredith Ritchie, President of The Alliant Credit Union Foundation. “By partnering with the Digital Leaders Academy, we are helping to bridge the digital divide and ensure that students in Ridgewood Community High School District 234 are equipped with the skills and knowledge they need to succeed in the evolving workforce.”
The grant will support key initiatives, including:
Integration of AI Tools: Students will gain hands-on experience using AI and emerging technologies to enhance their learning and problem-solving skills.
Teacher Training & Development: Supporting professional development programs that empower educators with the tools and knowledge to incorporate digital learning strategies into their curriculum.
Digital Fluency Expansion: Enhancing student digital literacy and technology-based learning experiences to build a foundation for future careers.
Career Readiness Programs: Preparing students for high-demand technology roles by connecting them with industry experts, mentorship opportunities, and real-world applications of digital skills.
Through this initiative, the Alliant Credit Union Foundation continues its mission of driving positive change in education by expanding access to technology and professional development resources.
“The Digital Leaders Academy is a testament to the power of partnership and community. With the support of Alliant, we’re equipping students, teachers, and parents with the tools to thrive in the digital age, because when we invest in digital fluency, we unlock limitless potential,” said Caroline Sanchez Crozier, Founder of Digital Leaders Now, an Illinois-based nonprofit, and creator of Digital Leaders Academy.
Ridgewood Community High School District 234 students will benefit from enhanced learning experiences, giving them a competitive edge in today’s digital economy.
Kevin is a forward-thinking media executive with more than 25 years of experience building brands and audiences online, in print, and face to face. He is an acclaimed writer, editor, and commentator covering the intersection of society and technology, especially education technology. You can reach Kevin at [email protected]
Unibuddy, a higher education peer-to-peer engagement platform, has officially launched Assistant – an AI tool designed to support large-scale, authentic student-led conversations.
Following a successful beta phase, the tool is now fully live with 30 institutions worldwide and delivering impressive results: tripling student engagement, cutting staff workload significantly, and maintaining over 95% accuracy.
As universities face increasing pressure from tighter budgets and rising student expectations, Unibuddy said its Assistant tool offers a powerful solution to scale meaningful engagement efficiently, combining the speed of AI with the authenticity of real student voices.
65,000 unique students have used Assistant
100,000+ student questions answered automatically without requiring manual intervention
125% increase in students having conversations
60% increase in lead capture
five hours saved per day for university staff
“Today’s students demand instant, authentic and trustworthy communication,” said Diego Fanara, CEO at Unibuddy. “Unibuddy Assistant is the first and only solution that fuses the speed of AI with the credibility of peer-to-peer guidance – giving institutions a scalable way to meet expectations without sacrificing quality or trust.”
Unibuddy has partnered with more than 600 institutions globally and has supported over 3,000,000 prospective students through the platform. As part of this extensive network, it regularly conducts surveys to uncover fresh insights. Although chatbots are now common in higher education, survey findings highlight key limitations in their effectiveness:
84%of students said that university responses were too slow (Unibuddy Survey, 2025)
79%of students said it was important that universities balance AI automation (for speed) and human interaction (for depth) while supporting them as they navigate the decision-making process (Unibuddy Survey, 2025)
51%ofstudents say they wouldn’t trust a chatbot to answer questions about the student experience (Unibuddy Survey, 2024)
78% say talking to a current student is helpful — making them 3.5x more likely to trust a peer than a bot (Unibuddy Survey, 2025)
Only 14% of students felt engaged by the universities they applied to (Unibuddy Survey, 2025)
Unibuddy says these finding have shaped its offering: using AI to handle routine questions and highlight valuable information, while smoothly handing off to peer or staff conversations when a personal, human connection is needed.
Buckinghamshire New Universityused Unibuddy Assistant to transform early-stage engagement – generating 800,000 impressions, 30,000 clickthroughs, and 10,000+ student conversationsin just six months. The university saved over 2,000 staff hoursand saw 3,000 referrals to students or staff.
Today’s students demand instant, authentic and trustworthy communication Diego Fanara, Unibuddy
Meanwhile the University of South Florida Muma College of Business reported over 30 staff hours saved per month, with a 59% click-to-conversation rate and over a third of chats in Assistant resulting in referrals to student ambassador conversations.
And the University of East Anglia deployed Assistant across more than 100 web pages, as part of the full Unibuddy product suites deployment of peer-to-peer chat, with student-led content contributing to a 62% offer-to-student conversion rate compared with 34% of those who didn’t engage with Unibuddy.
