Tag: good

  • Homeless Student Counts in California Are Up. Some Say That’s a Good Thing – The 74

    Homeless Student Counts in California Are Up. Some Say That’s a Good Thing – The 74


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    In Kern County, the first rule in counting homeless students is not saying “homeless.”

    Instead, school staff use phrases like “struggling with stable housing” or “families in transition.” The approach seems to have worked: More families are sharing their housing status with their children’s schools, which means more students are getting services.

    “There’s a lot of stigma attached to the word ‘homeless,’” said Curt Williams, director of homeless and foster youth services for the Kern County Office of Education. “When you remove that word, it all changes.”

    Largely as a result of better identification methods, Kern County saw its homeless student population jump 10% last year, to 7,200. Those students received transportation to and from school, free school supplies, tutoring and other services intended to help them stay in school. For the purposes of this data, the definition of homelessness is broader than the state’s point in time count.

    The trend is reflected statewide. In the latest state enrollment data released last month, California had 230,443 homeless students — a 9.3% increase from the previous year. Some of the increase is due to the state’s ongoing housing shortage, but most of the increase is because of better identification, advocates and school officials said.

    Homeless students face numerous obstacles in school. They have higher rates of discipline and absenteeism, and fare worse academically. Last year, only 16% of homeless students met the state’s math standard, some of the lowest scores of any student group.

    “Schools can’t solve homelessness, but they can ensure the students are safe in the classroom and getting the education they need to get out of homelessness,” said Barbara Duffield, executive director of Schoolhouse Connection, a national homeless youth advocacy group. “That starts with identifying the child who’s homeless.”

    Challenges of counting homeless students

    Under the federal McKinney-Vento Act, schools are required to count their homeless students throughout the school year and ensure they receive services. Homeless students also have the right to stay enrolled in their original school even if they move.

    For many years, schools struggled to identify homeless students. Under state law, schools must distribute forms at the beginning of the school year asking families where they live — in their own homes, in motels, doubled-up with other families, in shelters, cars or outdoors.

    Some schools were less-than-diligent about collecting the form, or reassuring families understood the importance. Often, homeless families were reluctant to submit the form because they were afraid the school might contact a child welfare agency. Immigrant families sometimes feared the school might notify immigration authorities. And some families didn’t realize that sharing quarters with another family — by far the most common living situation among homeless families – is technically defined as homeless, at least under McKinney-Vento.

    A 2021 bill by former Assemblymember Luz Rivas, a Democrat from Arleta in the San Fernando Valley, sought to fix that problem. The bill requires schools to train everyone who works with students — from bus drivers to cafeteria workers to teachers — on how to recognize potential signs of homelessness. That could include families who move frequently or don’t reply to school correspondence.

    The bill seems to have helped. Last year, the state identified 21,000 more homeless students than it had the previous year, even as overall enrollment dropped.

    Still, that’s probably an undercount, researchers said. The actual homeless student population is probably between 5% and10% of those students who qualify for free or reduced-price lunch, according to the National Center for Homeless Education. In California, that would be a shortfall of up to 138,713 students.

    Influx of funding

    Another boost for identifying homeless students came from the American Rescue Plan, the federal COVID-19 relief package. The plan included $800 million for schools to hire counselors or train existing staff to help homeless students. Nearly all schools in California received some money.

    About 120 districts in California won grant money through the McKinney-Vento Act, which last year dispersed about $15.9 million in California to pay for things like rides to school, backpacks, staff and other services. Districts are chosen on a competitive basis; not all districts that apply receive funds.

    But those funding sources are drying up. Most of the pandemic relief money has already been spent, and President Donald Trump’s recently approved budget does not include McKinney-Vento funding for 2026-27.

    The cuts come at a time when advocates expect steep increases in the number of homeless families over the next few years, due in part to national policy changes. Republican budget proposals include cuts to Medicaid, food assistance and other programs aimed at helping low-income families, while the immigration crackdown has left thousands of families afraid to seek assistance. For families living on tight budgets, those cuts could lead to a loss of housing.

    And in California, the shortage of affordable housing continues to be a hurdle for low-income families. Even Kern County, which has traditionally been a less pricey option for families, has seen a spike in housing costs as more residents move there from Los Angeles.

    Joseph Bishop, an education professor at UCLA and co-author of a recent report on homeless students nationwide, said the loss of government funding will be devastating for homeless students.

    “California is the epicenter of the homeless student crisis, and we need targeted, dedicated support,” Bishop said. “Folks should be extremely alarmed right now. Will these kids be getting the education they need and deserve?”

    Better food, cleaner bathrooms

    In Kern County, identification has only been one part of the effort to help homeless students thrive in school. Schools also try to pair them with tutors and mentors, give them school supplies and laundry tokens, and invite them to join a program called Student Voice Ambassadors. There, students can tour local colleges, learn leadership skills and explore career options.

    As part of the program, staff ask students what would make school more enticing — and then make sure the suggestions happen. At one school, students said they’d go to class if the bathrooms were cleaner. So staff improved the bathrooms. At another school, students wanted better food. They got it.

    Williams credits the program with reducing absenteeism among homeless students. Two years ago, 45% of Kern County’s homeless students were chronically absent. Last year, the number dropped to 39% – still too high, he said, but a significant improvement.

    “Without McKinney-Vento funds, the Student Voice Ambassador program would go away,” Williams said. “How will we keep it going? I don’t know.”

    This article was originally published on CalMatters and was republished under the Creative Commons Attribution-NonCommercial-NoDerivatives license.


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  • Three Ways to Give Donation-Minded Visitors a Good Story

    Three Ways to Give Donation-Minded Visitors a Good Story

    In a study of 99,542 donors who supported causes between 2020 and 2024 with gifts totaling less than $5,000 a year (nearly 97 percent of all donors), just 5.7 percent supported education institutions. That’s according to “The Generosity Report: Data-Backed Insights for Resilient Fundraising,” published this April by Neon One, a provider of nonprofit operational technology.

    While major gifts will always be a crucial part of higher ed advancement success, it’s important to remember that smaller gifts add up, and during this uncertain time higher ed leaders must prioritize capturing the interest of every could-be donor.

    Among the donors studied, nearly 30 percent gave to more than one nonprofit, for a combined average of about $545 in 2024, an increase from $368 in 2020. Many—if they have a good relationship with a nonprofit and are asked—will increase their level of support.

    Sharing donation impact stories on a college’s main giving page is an approach not taken enough, in my experience. Typically, the “make a gift” or “give now” link, found prominently on an institution’s homepage, brings a visitor to a form. (“Yes, we’ll take that credit card info now.”) While no one wants to distract anyone from giving online, some colleges are clearly making efforts to inspire and inform giving by sharing how donations are helping students succeed and contributing to research and other efforts benefiting the community or beyond.

    In uncovering examples of colleges using engaging narratives on their donation pages, I now have a clear sense of several practices to consider. For anyone asking how an already resource-strapped marketing and comms team is supposed to make time for additional storytelling, here’s some good news: Most institutions are probably already publishing articles that can be gently repurposed for alumni and other friends thinking about making a gift.

    Following are three actions to take when the goal is telling impact stories on a main giving page.

    1. Find (and tweak) or create the content.

    Do some sleuthing to locate any articles already written about programs and supports made possible at least in part with donor funding. While giving sites can include articles about major gifts that center around the donor, focusing on individuals or communities that are better because of the initiative is more compelling.

    Donation-related video content—although probably needing to be built from scratch—is a great way to highlight real student successes, whether it’s a scholarship that opened up access, emergency funds that allowed a student to stay in school or the excitement of commencement. Minnesota State University, Mankato, recorded accepted students finding out they had received scholarships and students who had benefited from emergency funding sharing how the gift had “saved the day.” Gratitude-focused videos, especially when they use student voices, need not reveal specific personal circumstances.

    To help find individuals to feature, some giving pages invite students, alumni, employees and donors to suggest or contribute their own impact stories.

    1. Provide a mix of content formats and collections.

    Slideshows, blown-up quotes and infographics (individual graphics or numbers-driven stories) are a few visual content tactics spotted on giving pages.

    Lewis & Clark College tells succinct stories on its giving page through a slideshow with three students sharing how their financial aid offers allowed them to enroll. The Oregon college’s giving page also includes a collection of five featured stats, highlighting how gifts from the past year have made an “immediate impact on the areas of greatest need.” Rather than just presenting the most obvious numbers, such as giving totals, these data points note, for example, the number of potential jobs and internships sourced by the career center, or how many new titles were purchased by the library.

    When strategizing about giving page content, consider a series of similar stories that use a standard title or title style. These can even be short first-person pieces, such as “The next decade of [community, achievement, opportunity, gratitude, etc.] begins with you,” a series created for McGill University in Montreal.

    To make an impact story most effective at inspiring a gift, be sure to take the extra step of adding a call-to-action message and link within each article. Even institutions doing this tend to be inconsistent about it. Try adding an italicized note at the end, a sentence within the text or a box that explains the related fund, as University of Colorado at Boulder does.

    1. Be thoughtful about giving page content organization.

    Content-rich giving pages don’t start with a gift form or a bunch of stories. Instead, a single large photo or slideshow featuring students and a short, impactful message seems to be the preferred approach.

    As a visitor scrolls down, additional content tiers can offer more detail and giving encouragement—such as students expressing gratitude for support. More comprehensive feature articles and/or collections of impact story content tend to appear toward the bottom of the page, with a few teaser stories and often a link to see more. Larger collections of stories can be broken into categories and made searchable.

    Some institutions place links to impact story pages in more than one place and include multiple “make a gift” buttons on the main giving page.

    A new focus on giving content should also trigger some tweaks to the gift form itself. Does it include a drop-down menu with specific fund options? Can a donor write in where to direct the gift?

    Or consider McGill’s approach: Each of five big ideas listed on its giving stories page takes visitors to a gift form, followed by a description of the meaning of that idea, followed by specific stories that bring it to life.

    What inspirational success stories could you be sharing with friends who click to donate?

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  • Happie place: good vibes only

    Happie place: good vibes only

    Let’s face it, the news cycle is a pretty gloomy place at the moment, so we’ve decided to take a different perspective. This is our attempt to find our happie place (notice the pun we’ve got going here?).

    This regular column aims to bring you positive news, flashes of inspiration and a warm, fuzzy feeling that will nourish your soul. We want to celebrate international student success and colleagues who go above and beyond. Get involved and send us the good stuff so we can share the love.

    We recognise that in this unpredictable market, real challenges exist – and that this is nothing more than a sticking plaster – but sometimes there’s strength in looking for the positives.

    I was born in Lagos, but I was made in Swansea
    Michael Ijaiyemakinde, international student

    This week, we decided to check in with some of the international graduates we’ve met in the UK over the years to see how they’re getting on.

    These stories are a simple reminder of why we believe in the transformational power of study abroad and the power to change individual lives (including our own).

    Franka Zlatic – Studying abroad reinvigorated my worldview

    “Spending six years studying in the UK profoundly shaped my academic and personal development.

    “Immersed in a diverse, intellectually stimulating environment, I gained both theoretical grounding and the confidence to pursue independent research. Living abroad also allowed me to travel extensively across Europe and beyond, which broadened my horizons in ways I hadn’t anticipated.

    “I met people from all walks of life, encountered different worldviews, and had the time of my life – experiences that have deeply influenced how I relate to others and approach my work. Later, working at a law school in India further deepened my understanding of migration, identity, and postcolonial dynamics – topics central to my academic focus.

    Franka cuddling an elephant while teaching in India

    “Engaging with students and scholars in a culturally different yet intellectually rich context challenged me to adapt, reflect, and grow. Both experiences, academic rigour in the UK and practical, cross-cultural engagement in India, equipped me with a unique combination of analytical insight, global perspective, and resilience.

    “Returning to my home country, Croatia, I brought back not only knowledge but also a sense of purpose and a desire to contribute to local academic debates with a broader, transnational understanding.

    “These international experiences positioned me competitively for a postdoctoral role in Croatia and reaffirmed my commitment to inclusive, globally engaged scholarship.”

    Michael Ijaiyemakinde – studying in Wales was the making of me

    “I was born in Lagos, but I was made in Swansea.

    “Every time I say this, I get the same reaction – raised eyebrows, shocked expressions, and sometimes even pushback: you’re not patriotic.

    “But here’s what I really mean. Growing up in Nigeria, life was fast-paced, driven by results, and often defined by expectations. While it gave me resilience, it didn’t speak my love languages or give me the space to find myself. I was always doing – but rarely being.

    “At 17, I moved to study at Swansea University in Wales. Swansea’s a small city, often overlooked. But for me? It became a sanctuary. It was in Swansea that I experienced support that wasn’t transactional. I met managers, mentors, and everyday people who lived out values like empathy, service, and patience – people just like you who are reading this now.

    Michael found his happie place on the southwest coast of Wales thanks to people just like you

    “You didn’t just teach me – you showed me. Through kindness. Through consistency.

    “You helped me shed temper issues, rebuild my self-esteem, and rediscover my voice. Swansea didn’t change who I was. It simply gave me permission to become it.

    “What positive message am I trying to pass on here? What thoughts to help my colleagues stay positive in difficult times?

    “The right environment can change everything: not because where you’re from is bad – but because sometimes you need a new setting to unlock the next chapter of your growth.

    “Is the current environment you’re in helping you become the best version of yourself? Or is it holding you back from discovering who that version really is?

    “If not, maybe it’s time to find your Swansea.”

    Filip-Matej Pfeifer

    Born in Slovenia, Filip attended the University of Ljubljana Faculty of Sport, then transferred to the UK in September 2024 to pursue his master’s degree and continue his rowing career.

    This summer he will not only graduate with his degree in international business from Oxford Brookes University (OBU) – he will also compete at the world-famous Henley Royal Regatta in July.

    Imagine if we could get everyone in the sector all rowing in the same direction. Kudos to Filip for showing us the way.

    Filip represented OBU at the 2025 BUCS Regatta where he took the silver medal in the men’s Single Sculls, setting a new rowing record for his UK university team and has competed internationally in both the European Rowing Championships and the World Rowing Cup.

    On May 30, he reached the semi-finals of the Single Sculls at the 2025 European Rowing Championships in Bulgaria.

    Huge thanks to the Student Sports Company for keeping us up to speed with Filip’s achievements as an international student athlete in the UK. We’re all cheering him on!

    Have you got some positive news to share?

    Help us to showcase the best of international education by sending us your testimonials, love letters and inspirational thoughts to [email protected] labelled ‘Happie place’. And remember – good vibes only.

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  • Good Night and Good Luck

    Good Night and Good Luck

    Two nights ago, a timely reprise of Good Night, and Good Luck—a play adapted from the 2005 film—was released online for the public to see. In any other moment, it might be viewed as a well-produced historical reflection. But in the context of Donald Trump’s second term in office, the play hits with renewed urgency, serving as both cautionary tale and call to action.

    Originally centered on broadcast journalist Edward R. Murrow’s confrontation with Senator Joseph McCarthy during the Red Scare, the story has now taken on fresh resonance. The lines between past and present blur as today’s media, academics, and citizens face rising pressures that bear a troubling resemblance to the paranoia and suppression of the 1950s.

    Journalism in the Crosshairs—Then and Now

    Murrow’s fight was against lies, fear, and demagoguery. So too is the current struggle. But unlike the centralized media of Murrow’s era, today’s information ecosystem is splintered, algorithmically manipulated, and awash in disinformation. What hasn’t changed is the threat posed by leaders who thrive on division, target the press, and dismantle democratic norms.

    Trump’s return to power has already brought promises of retribution. Journalists are again labeled “enemies of the people.” Government critics face surveillance and smear campaigns. The line between public service and propaganda is growing thinner by the day.

    Universities Under Siege

    Higher education is once more a battlefield for truth. In Trump’s second term, the attack on academic freedom is no longer abstract. Several states have already defunded DEI programs, imposed ideological restrictions on curricula, and punished faculty for publicly criticizing the administration.

    Like the loyalty oaths of McCarthy’s time, today’s political litmus tests threaten tenure, chill speech, and strip universities of their role as safe havens for independent thought. Student journalists are documenting this unraveling in real time—often with limited institutional support and growing personal risk.

    A Digital Murrow Moment?

    The online version of Good Night, and Good Luck two days ago is more than an artistic statement; it’s a cultural intervention. The timing—early in Trump’s second term—is a deliberate challenge to journalists, educators, and citizens to recall their responsibilities. The message is clear: silence enables authoritarianism, and truth requires courage.

    But the stakes are higher now. The 1950s did not contend with AI-generated misinformation, billionaire-backed disinformation machines, or governors turning public colleges into ideological laboratories. This is a different kind of war—but the tools of resistance remain: reporting, documenting, teaching, organizing.

    As we confront the rising tide of fear and repression, we might remember the words of Cassius in Julius Caesar:

    “The fault, dear Brutus, is not in our stars,

    But in ourselves, that we are underlings.”

    The revival of Good Night, and Good Luck reminds us that we’ve been here before. And it asks: will we meet the moment again?

    Edward R. Murrow once warned that a free press is only as strong as the people willing to defend it. In this reprise, it is not just the journalists who must rise to the challenge—but educators, students, artists, and anyone committed to keeping truth alive.

    We urge readers to watch the movie online (the play is unavailable at this point). Let it stir your memory—and your conscience. Then speak out, before the lights go dim again.

    Good night, and good luck.

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  • Making Fourth Generation Universities intentional: sounds good but what does it mean? 

    Making Fourth Generation Universities intentional: sounds good but what does it mean? 

    • By Lucy Haire, Director of Partnerships at HEPI.

    At a recent roundtable discussion of university leaders convened by HEPI with Elsevier, the focus was the concept of the Fourth Generation University. If first-generation universities focused on teaching, second-generation universities on research, third-generation universities on knowledge exchange, then fourth-generation universities combine all those things for the express purpose of addressing real-world challenges. Rather than universities beavering away and occasionally ‘throwing something out there,’ commented one roundtable guest, the idea is to link university delivery to specific goals in partnerships with other agencies.   

    ‘It is tempting in a time of financial crisis in the UK university sector to withdraw into core activities’ continued the discussion contributor, ‘when in fact the opposite is needed – bold steps into more explicit civic engagement.’  One former head of a medical school said that he had never been asked what society needed of his institution. Fourth Generation Universities, conversely, link their work to health priorities and any number of other pressing public concerns. They respond head-on to the UK Secretary of State for Education, Bridget Philipson’s Five Priorities for Universities outlined in her letter to vice-chancellors in autumn 2024, especially number two about economic growth and number three about civic roles. In addition, the Government has stated that it will be publishing a document this summer setting out some plans for higher education reform. 

    Elsevier is at the heart of developments, establishing a Fourth Generation University global community and a basket of metrics to analyse progress. Eindhoven University of Technology is a trailblazer in the field, and early adopters in the UK include the Universities of Newcastle, Swansea, Aston and Strathclyde, among others. Robert Jan-Smits, recently retired president of the executive board of Eindhoven University of Technology (TUE), and also former Director General of Research and Innovation at the European Commission, offers his reflections on the initiative which, he states, might not suit every institution.  

    One HEPI and Elsevier roundtable participant who has analysed and encouraged university civic engagement across the UK explained that the three components for success were strong leadership, strong relationships and a strong sense of intentionality. He cautioned that the country is divided in terms of public engagement: swaths of the country never or seldom set foot on a university campus, nor have knowledge of higher education’s work and impact. A chorus of university leaders at the discussion acknowledged their need to do more in terms of better serving and communicating with such groups. University-speak and the dreaded sector acronyms should be banned! 

    There are plenty of success stories of universities acting as anchor institutions in their regions. Many boast start-up business support, science and innovation parks and strategic collaboration with regional authorities. Others address skills shortages, health inequalities, local transport deficits and low university participation rates. They are all important employers and many serve local, national and global communities simultaneously. Cybersecurity and defence projects which bring together industry and academia, often from multiple institutions, are in ever-increasing demand. One discussion participant reminded the group that some higher education institutions, such as Coventry University, had been set up with civic goals in mind, while another said that resource and planning were needed to develop the right ecosystems and infrastructure in which Fourth Generation Universities can thrive. 

    While there could be pockets of resistance, most academics can be persuaded that if their students’ job prospects are improved and their own research sharpened, the aims of Fourth Generation Universities are worthwhile. Fully integrating the student voice was key, with a special mention for Arts and Humanities graduates whose storytelling capabilities should be deployed to showcase the positive impact of Fourth Generation initiatives.  

    One roundtable contributor advised that the UK should take note of what is happening in American universities in terms of heated anti-intellectual rhetoric and huge funding cuts since the start of Donald Trump’s second administration. People need to see the ‘tangible impact’ of universities and understand the connections between their lives and the Academy as a bulwark against aggression.  

    Attention around the table turned to the recent UK local elections in which a relative political newcomer, Reform, made huge strides. Those universities working in partnership with councils now controlled by Reform reported positive early engagement and an understanding among new councillors of the importance of the success of their local universities. Meanwhile, when it comes to national politics, higher education policy is not seen as a vote-winner.  

    Perhaps if universities could make their impact on the economy better known, the sector could garner more strategic attention from the government, not least to support the growth agenda. One guest suggested posing a counterfactual: ‘What if there were no, or far fewer, universities? What would the impact be on the economy?’ Another speaker referenced the trend in Australia of universities reporting outcomes like how much growth and employment they had delivered. UK funding systems such as Higher Education Innovation Funding (HEIF) and the Research Excellence Framework (REF) could be developed to better incentivise Fourth-Generation initiatives. The gathered group also remembered that developing more rigorous and consistent methods to measure both the private and public benefits of universities, including social and civic outcomes, was a key priority in Universities UK 2024 Opportunity, Growth and Partnership: a blueprint for change. The metric frameworks being developed by the Fourth Generation University global community could provide a basis on which to start.  

    From publican to professor, fishmonger to founder, cabbie to the cabinet, Fourth Generation Universities need to make sense, deliver outcomes and foster a sense of shared endeavour in a turbulent world. 

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  • For those in HE cold spots, higher education isn’t presenting as a good bet

    For those in HE cold spots, higher education isn’t presenting as a good bet

    Bridget Phillipson has said she wants to work with universities to widen access, and participation for those from lower income backgrounds is one of the government’s five priorities for higher education.

    But the words of a 17-year-old trainee legal assistant in Doncaster reveals how much of a challenge it will be to overcome the scepticism towards the value of a university education in a “cold spot”’ town;

    I love jobs and I can’t wait to get another job, because I just love getting paid. I want to go to uni, to live on my own and to get drunk all the time – the uni party lifestyle, right? But if I do it just for that, then I’m getting into debt. If I just go straight into work, then I don’t have anything to pay back.

    This quote underlines the findings from the opening paper of the UPP Foundation’s inquiry into widening participation, which showed how alongside gender- and class-based inequalities in rates of progression to HE, there are huge gulfs in the rate at which young people progress to university at 18 across different areas of the country. Almost 70 per cent of Wimbledon 18-year-olds go to university, compared to just 25.9 per cent of those in Houghton and Sunderland South – Bridget Phillipson’s own constituency.

    With some local authorities lacking a university and also exhibiting rates of progression to HE lower than one might expect based on young people’s academic attainment, our new paper, published today, sets out how and why these “cold spots” for progression to HE struggle to inspire young people to go to university.

    Daunted by costs

    During our research trip to Doncaster – one of England’s worst-performing local authorities for progression to university at eighteen, and a case study for cold spots as a result – the scepticism towards university that our trainee legal assistant exhibited came up time and time again. None of the eight parents in our focus group selected university as their preferred post-18 option for their children, and only one of the 16-18 year olds we spoke to in our focus group intended to apply to university. The primary objection was cost.

    Parents, young people, and adults of all ages that we spoke to in our immersive work thought that university was simply too great an expense for most people in the area to justify. Among those who had been to university, or knew those who had, it seemed that everyone had a horror story to tell about a friend or relative who had been burned by astronomical living expenses, or resented being mired in debt after doing a degree that had only passing relevance to their eventual career.

    Even when the long-run opportunities that university provides seem enticing, the mounting cost of maintaining an undergraduate degree is a daunting prospect to many. Few thought that universities, colleges or schools had done a good job of making pathways through higher education seem clear, achievable and valuable.

    Crowd in communities

    The challenge for places like Doncaster is that the opportunities that university provides are anything but obvious. Residents were at pains to stress that Doncaster is a place that feels like the economy has left it behind, with jobs few and far between and graduate careers a luxury seemingly reserved for other places.

    As one woman we spoke to put it: “The jobs in Doncaster, a lot of them you don’t require a degree for – we’re an industrial type of town.” Across our conversations in the area, it became clear that since the job market could not provide the security, stability and prospects that people wanted, family and community took on that role instead.

    In this context, then, going to university is a double-edged sword: the aspirational youngsters we spoke to were excited by the opportunities that university could provide, but they recognised that this probably meant getting out of Doncaster and staying out. To many people we spoke to, leaving home, and one’s hometown, was a hidden psychological cost heaped on top of the very real financial burden of university.

    With all this in mind, the ambivalence of cold spot residents towards university seems not reckless, but rational. If we think of university as a “bet” that people make on the understanding that the “payoff” is a higher graduate salary in the long run, then it is easy to see why those in areas with no university and few graduate jobs would be reluctant to make that sort of commitment.

    If the government wants to make good on its commitment to widen university participation, it will require a multifaceted approach that crowds in whole communities, not just bright teenagers with good prospects. They will need to work with schools, colleges, universities and local employers to make the value of university clear across generations. Cold spots can make university feel like a reckless gamble – it’s up to the government to make it a good bet.

    This article is published in association with the UPP Foundation.

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  • What Is the Good, Better, Best Model?

    What Is the Good, Better, Best Model?

    Leveraging Staged Growth for Online Learning Infrastructure

    When it comes to building a successful online learning ecosystem in higher education, there’s no magic switch to flip — and certainly no one-size-fits-all strategy to follow. For colleges and universities navigating the complex shift to digital, growth isn’t linear. It’s staged. Enter the Good, Better, Best model, one of the most effective techniques an institution can use to grow online.

    Unlike blanket approaches that assume every school has the same staff, resources, and readiness level, Good, Better, Best offers a practical, capacity-driven road map — a flexible framework that honors where an institution is while guiding it toward where it wants to go. 

    At its core, this model isn’t about chasing perfection; it’s about committing to measurable progress over time. “Best” isn’t a static end point. It’s a moving target that evolves alongside the institution’s goals, stakeholders, and capabilities.

    At Archer, we view Good, Better, Best not as a ranking system, but as a framework for institutional improvement — one that works only when there’s transparency, alignment, and shared ownership across departments. Whether your institution is just beginning its online learning journey or fine-tuning an established program, Good, Better, Best meets you where you are — and grows with you.

    You Might Need a Good, Better, Best Strategy If … 

    If your institution is experiencing any of the following roadblocks, you may benefit from adopting a Good, Better, Best strategy.

    You’re not sure where to start to improve your online operations.

    With so many moving pieces — in areas ranging from tech platforms to student support — it can be hard to know what to tackle first. Good, Better, Best helps you identify which areas should be your priority based on capacity, not guesswork.

    Your leadership team’s alignment with your long-term goals is unclear.

    When leaders aren’t on the same page, it’s easy to spin your wheels. Good, Better, Best creates a common language and plan that fosters alignment across departments and roles.

    You’ve outgrown your current partner model and want more control.

    If your outsourced solutions no longer fit your evolving needs, Archer’s Good, Better, Best partnership model can help you reclaim ownership of your operational processes with a scalable, strategic framework tailored to your team.

    Teams aren’t sure who owns what (and it’s slowing you down).

    Role clarity is critical to success. Good, Better, Best surfaces ownership gaps and overlaps so you can streamline your operations and empower your teams to move forward confidently.

    You have an institutional vision, but no shared plan to execute it.

    Ambition is great — but it needs direction. Good, Better, Best turns a vision into action with clear phases, milestones, and accountability across stakeholders.

    You’ve made progress, but need a strategy to maintain it and scale it.

    Momentum is hard-won, and sustaining it takes intention. Good, Better, Best supports continuous improvement so you can build on your success without burning out your team.

    Why Good, Better, Best Matters in Enrollment Strategy

    For institutions looking to grow their online programs, knowing where to go next starts with understanding where they are now. 

    At Archer, we help colleges and universities assess their current state across the core functions that shape the online student experience — from marketing and enrollment to student support and information technology (IT). Our Readiness Assessment is the first step in building a road map rooted in the Good, Better, Best model.

    Rather than applying a rigid, one-size-fits-all playbook, we use Good, Better, Best to create a customized path forward for each institution, shaped by its unique capacity and goals. Each department involved in the assessment — whether it’s admissions, advising, IT, or marketing — gets to define what “Good,” “Better,” and “Best” look like for them. 

    This is what makes the framework so powerful. It’s not prescriptive; it’s practical and flexible, built around what institutions have today and where they want to grow tomorrow.

    By anchoring their enrollment strategy in this kind of honest, department-level reflection, institutions can align their efforts, set realistic goals, and build momentum toward long-term success.

    The Challenge of Transformation 

    In today’s competitive higher ed landscape — where enrollment patterns are shifting and online options are expanding — many institutional teams find themselves overwhelmed. They’re trying to do everything at once, often with stretched resources, siloed decision-making, and no clear sense of what should come first. 

    The result? Progress that feels more reactive than strategic.

    But what’s missing isn’t more effort. It’s more structure.

    We’ve seen that the most successful institutions don’t attempt to leap straight to “Best” on day one. Instead, they take the time to map out a clear, achievable path forward. That’s where the Good, Better, Best model makes a difference. It gives teams a way to define their current state, envision their future goals, and understand the phased steps required to get there.

    This kind of structured transformation allows institutions to move with purpose — prioritizing what matters most, aligning cross-functional teams, and building momentum one phase at a time.

    Is Your Institution Ready for Good, Better, Best

    At its core, the Good, Better, Best model isn’t about doing everything at once — it’s about doing the right things, at the right time, with the right people. It’s a strategic framework that meets institutions where they are and guides them forward with clarity and intention.

    At Archer, we don’t just help you design your road map — we walk it with you. As your partner in strategy, delivery, and implementation, we’re here to support you as you achieve sustainable, long-term growth that’s aligned with your mission and built for your team’s unique capacity. With Good, Better, Best, progress isn’t just possible. It’s practical. 

    Contact us today to learn more. 

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  • Effective academic support requires good data transparency

    Effective academic support requires good data transparency

    Academic support for students is an essential component of their academic success. At a time when resources are stretched, it is critical that academic support structures operate as a well-oiled machine, where each component has a clearly defined purpose and operates effectively as a whole.

    We previously discussed how personal and pastoral tutoring, provided by academic staff, needs to be supplemented by specialist academic support. A natural next step is to consider what that specialist support could look like.

    A nested model

    We’ve identified four core facets of effective academic support, namely personal tutoring (advising/coaching/mentoring etc), the development of academic skills and graduate competencies, all supported by relevant student engagement data. The nested model below displays this framework.

    We also suggest two prerequisites to the provision of academic support.

    Firstly, a student must have access to information related to what academic support entails and how to access this. Secondly, a student’s wellbeing means that they can physically, mentally, emotionally and financially engage with their studies, including academic support opportunities.

    Figure 1: Academic support aspects within a student success nested model

    Focusing on academic support

    Personal tutoring has a central role to play within the curriculum and within academic provision more broadly in enabling student success.

    That said, “academic support” comprises much more than a personal tutoring system where students go for generic advice and support.

    Rather, academic support is an interconnected system with multiple moving parts tailored within each institution and comprising different academic, professional and third-space stakeholders.

    Yet academics remain fundamental to the provision of academic support given their subject matter expertise, industry knowledge and their proximity to students. This is why academics are traditionally personal tutors and historically, this is where the academic support model would have ended. Changes in student needs means the nature of personal tutoring has needed to be increasingly complemented by other forms of academic support.

    Skills and competencies

    Academic skills practitioners can offer rich insights in terms of how best to shape and deliver academic support.

    A broad conception of academic skills that is inclusive of academic literacies, maths, numeracy and stats, study skills, research and information literacy and digital literacy is a key aspect of student academic success. Student acquisition of these skills is complemented by integrated and purposeful involvement of academic skills practitioners across curriculum design, delivery and evaluation.

    Given regulatory focus on graduate outcomes, universities are increasingly expected to ensure that academic support prepares students for graduate-level employability or further study upon graduation. Much like academic skills practitioners, this emphasises the need to include careers and employability consultants in the design and delivery of integrated academic support aligned to the development of both transferable and subject-specific graduate competencies.

    Engaging data

    Data on how students are participating in their learning provides key insights for personal tutors, academic skills practitioners and colleagues working to support the development of graduate competencies.

    Platforms such as StREAM by Kortext enable a data-informed approach to working with students to optimise the provision of academic support. This holistic approach to the sharing of data alongside actionable insights further enables successful transition between support teams.

    Knowing where the support need is situated means that these limited human and financial resources can be directed to where support is most required – whether delivered on an individual or cohort basis. Moreover, targeted provision can be concentrated at relevant points over the academic year. Using engagement data contributes to efficiency drives through balancing the provision of information and guidance to all students. The evidence shows it’s both required and likely to prove effective.

    Academic support is increasingly complicated in terms of how different aspects overlap and interplay within a university’s student success ecosystem. Therefore, when adopting a systems-thinking approach to the design and delivery of academic support, universities must engage key stakeholders, primarily students, academic skills practitioners and personal tutors themselves.

    A priority should be ensuring varied roles of academic support providers are clearly defined both individually and in relation to each other.

    Similarly, facilitating the sharing of data at the individual student level about the provision of academic support should be prioritised to ensure that communication loops are closed and no students fall between service gaps.

    Given that academic support is evolving, we would welcome readers’ views of what additional aspects of academic support are necessary to student success.

    To find out more about how StREAM by Kortext can enable data-informed academic support at your institution, why not arrange a StREAM demonstration.

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  • Cal State is Automatically Admitting High School Students With Good Grades – The 74

    Cal State is Automatically Admitting High School Students With Good Grades – The 74


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    More than 17,400 high school seniors last fall got the sweetest news any anxious student can get: Congratulations, because of your high school GPA, you’re automatically admitted to one of 10 California State University campuses of your choice — and they’re all relatively affordable.

    Even with less than a week to go before the campuses wrap their final decisions about whom to admit, a pilot program focusing on Riverside County is already showing that more students have been admitted from the county than last year, about 10,600 so far in 2025 compared to last year’s roughly 9,800.

    The pilot builds on Cal State’s efforts to enroll more students and works like this: High school seniors receive a notice in the mail that they’re automatically admitted as long as they maintain their grades, finish the 15 mandatory courses necessary for admission to a Cal State, and complete an admissions form to claim their spot at a campus. Cal State was able to mail the notices because it signed an agreement with the Riverside County Office of Education that gave the university eligible students’ addresses.

    Now in the program’s first year, Cal State joins other public universities across the country in a growing national movement to automatically admit eligible students. From November through January, Cal State informed students they were accepted to the 10 campuses. To claim a spot, students needed to go online and pick at least one campus.

    If past admissions and enrollment trends hold, Cal State as a system will educate hundreds of more students, all from Riverside, than they would have without the pilot. That’d be a boon for a system that prides itself on its affordability and motto that it’s the people’s university; Cal State admits a far higher percentage of students than the University of California. It also could serve as a much-needed budget boost from the extra tuition revenue those students bring, especially at campuses with sinking enrollment.

    Eight campuses — Channel Islands, Chico, East Bay, Humboldt, Maritime Academy, Monterey Bay, San Francisco​, and Sonoma — are so under-enrolled that Cal State is pulling some of their state revenues to send to campuses that are still growing. Cal Maritime is soon merging with another campus because of its perilous finances. The pilot also includes the two closest campuses to the county, San Bernardino and San Marcos.

    The system chose Riverside County because all of its public high school students were already loaded onto a state data platform that can directly transmit student grades to Cal State — a key step in creating automatic admissions. Riverside is also “ethnically and economically representative of the diversity of California — many of the students the CSU is so proud to serve,” a spokesperson for the system, Amy Bentley Smith, wrote in an email.

    At Heritage High School, a public school in Riverside County, the pilot encouraged students who previously didn’t even consider attending a public four-year university to submit the automatic admission forms to a Cal State.

    Silvia Morales, a 17-year-old senior at Heritage, got an automatic admissions letter. “I was pretty set on going to community college and then transferring, because I felt like I wasn’t ready for the four-year commitment to a college,” she said.

    Even with a 3.0 GPA, higher than the 2.5 GPA Cal State requires for admission, she nearly didn’t submit the forms to secure her admission until early January. That’s well past the standard Nov. 30 admissions deadline.

    It wasn’t until her counselor, Chris Tinajero, pulled her into a meeting that she decided to opt into the pilot. “I went through the sales pitch like, ‘Hey, you get this guaranteed admission, you’re an amazing student,’” he recounted.

    The pitch worked. Though Cal State sent a physical pamphlet and her high school also emailed her about the pilot, “I wasn’t really paying attention,” Morales said. She needed an adult she trusted at the school to persuade her that the applications were worth the effort, she said.

    Morales applied to three Cal State campuses in the pilot plus two outside the program that were still accepting late applications — Chico, Humboldt, Los Angeles, Northridge and San Bernardino. She got into each one, she said.

    Her parents are “proud of me because I want to go to college,” Morales said. Neither went to college, she added.

    Final enrollment figures won’t be tallied until August, including how many of the students admitted through the pilot attended one of the 10 campuses. But the system’s chancellor’s office is already planning to replicate the pilot program in a Northern California county, which will be named sometime in April, Cal State officials said.

    A bill by Christopher Cabaldon, a state senator and Democrat from Napa, would make automatic enrollment to Cal State for eligible students a state law. The bill hasn’t been heard in a committee yet.

    A boost in application numbers

    Of the 17,000 students who received an invitation to secure their automatic admissions, about 13,200 submitted the necessary forms. That’s about 3,000 more students who applied from the county than last year.

    Those who otherwise wouldn’t have applied to a Cal State include students who were eyeing private colleges, said Melina Gonzalez, a counselor at Heritage who typically advises students who are already college-bound.

    Nearby private colleges offer all students application fee waivers; at Cal State, typically only low-income students receive fee waivers. But the pilot provided each Cal State student one fee waiver worth $70, which was a draw to students and their parents who don’t qualify for the fee waiver but might struggle to pay.

    Last year, 10 of the 100 senior students Gonzalez counseled didn’t apply to a Cal State. This application season, all her students submitted at least one Cal State application, she said.

    “It was big, it was really cool, their eyes, they were so excited,” she said of the automatically admitted students. “They would come in and show me their letters.”

    Parents called her asking if the pamphlet from Cal State was authentic. With guaranteed admission, some parents ultimately decided to pay for additional applications to campuses in the pilot, knowing it wasn’t in vain.

    At Heritage, high school counselors reviewed Cal State’s provisional list of students eligible for the pilot to add more seniors, such as those who hadn’t yet completed the mandatory courses but were on track to do so.

    Tinajero was also able to persuade some students who hadn’t completed all the required courses for Cal State entry to take those, including online classes. Still, others with qualifying grades didn’t apply because they weren’t persuaded that a four-year university was for them. Tinajero sees program growth in the coming years, assuming Cal State continues with the pilot. Younger high school students who witnessed the fanfare of automatic admissions may take more seriously the need to pass the 15 required courses to be eligible for a Cal State or University of California campus, he said.

    That’s part of Cal State’s vision for this pilot, said April Grommo, the system’s assistant vice chancellor of strategic enrollment management: Begin encouraging students to take the required courses in ninth grade so that by 11th and 12th grade they’re more receptive to applying to Cal State.

    Pilot leads to more applications

    The automatic admissions pilot is likely what explains the jump in overall applicants, said Grommo. “If you look at the historical numbers of Riverside County students that have applied to the CSU, it’s very consistent at 10,000, so there’s no other accelerator or explanation for the significant increase in the applications,” she said.

    Some campuses in the pilot are probably going to see more students from Riverside County than others. The eight under-enrolled Cal State campuses each enrolled fewer than than 100 Riverside students as freshmen, a CalMatters review of 2024 admissions data show. Two enrolled fewer than 10 Riverside students as freshmen.

    Cal State isn’t solely relying on past trends to enroll more students. Grommo cited research that suggests direct admissions programs are associated with increases in student enrollment, but not among low-income students, who are less familiar with the college-going process or have additional economic and family demands, like work and child care.

    The quad at San Francisco State University in San Francisco on July 7, 2023. Photo by Semantha Norris, CalMatters

    Even after students are admitted, some don’t complete key steps in the enrollment process, such as maintaining their grades in the second semester, completing registration forms to enroll, and paying deposits. Others, especially low-income students, have a change of heart over summer about attending college, which scholars call “summer melt.” Then there are the students who got into typically more selective campuses, such as at elite private schools and the University of California, and choose instead to go to those.

    To prompt more students to actually enroll, Cal State officials in early March hosted two college fairs in Riverside County for students admitted through the pilot. About 2,600 students signed up to be bussed from their high schools to large venues, including the Riverside Convention Center, where they met with staff, alumni and current students from all 10 Cal State campuses participating in the program. Those were followed by receptions with students and parents.

    Grommo said they maxed out capacity at both venues for the student events. While it’s common for individual campuses to host events for admitted students, it was a first for Cal State’s central office.

    The event costs, physical mailers to students about their admissions guarantee, invitation to the college fairs and another flyer about the relative affordability of a Cal State cost the system’s central office around $300,000, Grommo estimates. But if the event moves the needle on students agreeing to attend a Cal State, the tuition revenue at the largely under-enrolled campuses alone would be a huge return on investment.

    The effort is a far more targeted approach than another admissions outreach effort Cal State rolled out last fall to inform students who started but didn’t finish their college applications that they’re provisionally accepted, as long as they complete and send their forms. The notification went to 106,000 students and was the result of a $750,000 grant Cal State won from the Lumina Foundation, a major higher education philanthropy. The system will know by fall if this notification resulted in more students attending a Cal State.

    But that was aimed at students who already applied. The Riverside pilot brings in students, like Morales, who wouldn’t have applied without the mailers and entreaties from counselors. She’s leaning toward picking Cal State San Bernardino for next fall. It’s close to home and an older cousin recently graduated who had a good experience there, she said.

    Her next task? Working with her parents to complete the federal application for financial aid by April 2, the deadline for guaranteed tuition waivers for low- and middle-income students.

    It’s possible that Cal State may take the direct admissions pilot statewide. All counties are required by state law to join the state-funded data system that Riverside is already a part of to electronically transmit students’ high school grades to Cal States and UCs. Doing so removes the need for schools to send campuses paper transcripts. The deadline for all counties to join the state data system is summer of 2026.

    This article was originally published on CalMatters and was republished under the Creative Commons Attribution-NonCommercial-NoDerivatives license.


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  • Professional services staff need equal recognition – visibility in sector data would be a good start

    Professional services staff need equal recognition – visibility in sector data would be a good start

    Achieving recognition for the significant contribution of professional services staff is a collaborative, cross-sector effort.

    With HESA’s second consultation on higher education staff statistics welcoming responses until 3 April, AGCAS has come together with a wide range of membership bodies representing professional services staff across higher education to release a statement warmly welcoming HESA’s proposal to widen coverage of the higher education staff record to include technical staff and professional and operational staff.

    By creating a more complete staff record, HESA aim to deliver better understanding of the diverse workforce supporting the delivery of UK higher education. AGCAS, together with AHEP, AMOSSHE, ASET, CRAC-Vitae, NADP and UMHAN, welcome these proposals. We have taken this collaborative approach because we have a common goal of seeking wider recognition for the outstanding contributions and work of our members in professional services roles, and the impact they make on their institutions, regions, graduates and students.

    A matter of visibility

    Since the 2019–20 academic year, higher education providers in England and Northern Ireland have had the option to return data on non-academic staff to HESA. However, this has led to a lack of comprehensive visibility for many professional services staff. In the 2023–24 academic year, out of 228 providers only 125 opted to return data on all their non-academic staff – leaving 103 providers opting out.

    This gap in data collection has raised concerns about the recognition and visibility of these essential staff members – and has not gone unnoticed by professional services staff themselves. As one AGCAS member noted:

    Professional service staff have largely remained invisible when reporting on university staff numbers. Professional services provide critical elements of student experience and outcomes, and this needs to be recognised and reflected better in statutory reporting.

    This sentiment underscores the importance of the proposed changes by HESA, and the reason for our shared response.

    Who is and is not

    A further element of the consultation considers a move away from the term “non-academic” to better reflect the roles and contributions of these staff members and proposes to collect data on staff employment functions.

    Again, we collectively strongly support these proposed changes, which have the potential to better understand and acknowledge the wide range of staff working to deliver outstanding higher education across the UK. The term non-academic has long been contentious across higher education. While continuing to separate staff into role types may cause issues for those in the third space, shifting away from a term and approach that defines professional services staff by othering them is a welcome change.

    As we move forward, it is essential to continue fostering collaboration and mutual respect between academic and professional services staff. Challenging times across higher education can create or enhance partnership working between academic and professional services staff, in order to tackle shared difficulties, increase collaboration and form strategic alliances.

    A better environment

    By working in this way, we can create a more inclusive and supportive environment that recognises the diverse contributions of all staff members, ultimately enhancing outcomes for all higher education stakeholders, particularly students.

    Due to the nature of our memberships, our shared statement focuses on professional services staff in higher education – but we also welcome the clear focus on operational and technical staff from HESA, who again make vital contributions to their institutions.

    We all know that representation matters to our members, and the higher education staff that we collectively represent. HESA’s proposed changes could help to start a move towards fully and equitably recognising the vital work of professional services staff across higher education. By expanding data collection to include wider staff roles and moving away from the term “non-academic”, we can better understand and acknowledge the wide range of contributions that support the higher education sector.

    This is just the first step towards better representation and recognition, but it is an important one.

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