Tag: impacting

  • Five colleges Impacting Black Student Achievement

    Five colleges Impacting Black Student Achievement

    A recent report from the Campaign for College Opportunity notes strategies and programs that support graduation outcomes for students from historically underrepresented backgrounds.

    Tashi-Delek/E+/Getty Images

    Higher education can be an agent for positive change in students’ lives, providing personal, intellectual and socioeconomic growth opportunities. But not all of these outcomes are realized by every student.

    An April report by the Campaign for College Opportunity outlines some of the challenges Black students face in pursuit of higher education, as well as measures that colleges can take to address disparities in completion and persistence rates.

    What’s the need: Since fall 2019, Black enrollment in higher education has declined more rapidly than that of other races. Black students currently make up about 10 percent of all undergraduates enrolled in the U.S., but roughly 14 percent of the total U.S. population.

    Once enrolled, Black students are also less likely to complete a degree compared to their peers, which students of color say is tied to high costs, a lack of support and forms of racial discrimination, according to a 2023 survey.

    Among U.S. adults, about 32 percent of Black Americans have completed some college but have yet to earn a bachelor’s degree—four percentage points higher than the average American (28 percent) but roughly the same as people belonging to two or more races (32 percent), Native Hawaiians and Pacific Islanders (32 percent), and American Indian and Alaska Native populations (34 percent).

    Despite the challenges students of color face while pursuing a degree, most learners say college is worth it in the long run for their careers. Still, balancing academics and other obligations, strains on mental health and feelings of isolation can be unexpected costs associated with college, according to a 2024 report from the Pell Institute.

    DEI Under Attack

    Since Trump retook office in January, his administration has sought to eliminate diversity, equity and inclusion practices. A Feb. 14 Dear Colleague letter from the Department of Education to colleges and universities sought to issue guidance on which race-based practices besides those used in admissions—which the Supreme Court struck down in 2023—would no longer be permitted. The letter cited scholarships and programs that were exclusively available to students based on their race. An FAQ page from the department notes that race or cultural heritage education or celebrations are not prohibited, so long as they are open to everyone on campus.

    Federal courts blocked enforcement of the Dear Colleague letter in April.

    Recommendations: Based on existing research, the report authors outlined six strategies to improve Black student outcomes.

    1. Demystify the college experience. High school partnerships and pathway programs, including summer programs and dual-enrollment opportunities, can positively impact Black students’ college trajectories.  
    2. Improve transfer. Invest in two-year colleges as access points and transfer launchpads for Black students who may want to earn a bachelor’s degree at four-year institutions. Additionally, strong partnerships between two- and four-year colleges can address culture gaps and ensure the four-year institution is equipped to help Black and other transfer students thrive.  
    3. Address college affordability. Institutions should invest in avenues and resources to ensure Black students, and others, can pay for tuition, fees, technology, supplies, living experiences and other costs associated with college. “Having a robust portfolio of grants, scholarships and other financial support for Black and low-income students is essential,” according to the report. Students of color are also more likely to report basic needs insecurity, so creating holistic financial resources that ensure students have suitable food, housing and transportation is critical. 
    4. Invest in representation. Establishing “Black-affirming” spaces, including resource centers, honors colleges, studies programs and media and art collections can improve students’ sense of belonging on campus, as well as counter negative stereotypes regarding Black students. Similarly, ensuring Black students have a seat at the table for decision-making processes allows them opportunities to advocate for their needs. 
    5. Prioritize faculty development. Centers for teaching and learning can provide educators with resources and guidance on how to best serve underrepresented minority groups, including Black students. 
    6. Create co-curricular learning opportunities. Faculty-led research, pre-apprenticeship programs and workforce development programs can engage Black students on campus and give them the necessary skills to launch their careers.  

    Examples of success: In addition to highlighting initiatives that can promote student success, the report also names five institutions that have developed effective programs to improve Black student outcomes.

    1. Compton College provides no-cost food to students through a variety of ways, including an on-campus food pantry, a partnership with the Los Angeles Regional Food Bank and free meals at the Everytable Cafeteria on campus. The college also broke ground on its first student housing facility earlier this year, creating more opportunities to minimize the risk of housing insecurity or homelessness for vulnerable students.
    2. Last year Sacramento State University established the Black Honors College, which provides wraparound support for students interested in learning about Black history and culture. The program, which is open to all students, celebrates Black excellence through mentorship by hand-selected faculty and staff, designated housing and personalized support for participants.
    3. The City University of New York created the Black Male Initiative in 2005, an inclusive 15-project initiative focused on improving enrollment and graduation rates of students from underrepresented populations. Most recently, the program has evolved to include wellness and career development.
    4. Spelman College invested millions of dollars in promoting holistic student wellness, in part by creating a new fitness center and introducing fitness classes, cooking demonstrations and mental health workshops. The initiative is designed to address health concerns that disproportionately impact Black women, including high blood pressure, Type 2 diabetes, heart disease, breast cancer and strokes.
    5. The University of California, San Diego, is home to the Black Academic Excellence Initiative, which strives to improve the experiences of Black students, faculty and staff members on campus. The initiative provides scholarship funds for students and has established a hub for historically Black fraternities and sororities, called the Divine Nine.

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  • How market shifts are impacting Chinese agencies

    How market shifts are impacting Chinese agencies

    Since the pandemic, China has experienced a surge in new study abroad companies, particularly in Tier 2 and Tier 3 cities. Consultancies such as Bonard and Sunrise have each confirmed a notable increase in new agency incorporation these past several years.

    However, the total number of students has not recovered as expected post-Covid. This, coupled with the emergence of international education programs in the market, such as foundation courses and 2+2 programs in the public and private sector, has meant that many established study abroad agents are struggling to survive due to rising management costs.

    Consequently, the market looks challenging, increasing the difficulty of student recruitment for foreign institutions that traditionally rely on agencies.

    Challenges for established agencies

    This rapid market expansion has presented challenges for even well-established agencies. Many are struggling to adapt to the changing dynamics. For instance, a prominent agency reported that many of their counsellors are earning minimal salaries due to declining client numbers and difficulties in securing new business. This highlights the increasing pressure on agencies to remain competitive in this rapidly evolving market.

    Fundamentally, the challenges for established agencies arise from cost and revenue pressures. Costs include tax, venue, human resources, and promotions, with human resources and promotion being the most critical.

    Agencies need professional personnel to maintain service standards and capacity in the labour-intensive study abroad industry. Promotion methods have changed rapidly in the past five years. Social media platforms and short-form video platforms have gained prominence, often becoming more important than search engines and other traditional methods.

    Fundamentally, the challenges for established agencies arise from cost and revenue pressure

    Furthermore, these new marketing channels tend to favour personal profiles over organisational accounts. This is largely due to the platforms’ recommendation algorithms. Moreover, many counsellors are not comfortable appearing on camera, despite possessing extensive experience and professional knowledge, they lack the skills and topics to capture audience attention.

    On the revenue side, acquiring customers is even more difficult than in the pre-Covid period. Customers are becoming more price-sensitive and are increasingly willing to work with smaller study abroad studios for personalised services.

    The impact of enhanced information accessibility

    The rise of digital platforms has fundamentally altered the information landscape for prospective students. With readily available information on social media platforms such as WeChat, Redbook, and TikTok, students and parents are now empowered to conduct independent research on universities, read reviews, and even connect with current students.

    This increased access to information has lessened the reliance on traditional agency channels. In some cases, agents also find themselves competing with university marketing and recruitment teams who support students directly.

    The rise of master agents and aggregators

    In response to these market shifts, many established agencies have transitioned to the “master agent” or “aggregator” model. This involves acting as intermediaries between universities and smaller agencies, facilitating student recruitment while generating additional revenue streams. However, this model presents challenges for universities, particularly those with lower rankings.

    Mingze Sang clarifies” “I would refer to aggregators as international university resource-holders or platforms.” Aggregators have existed in China for a while. However, the “risen” aggregators are often new agencies with strong connections to some foreign educators, enabling them to offer special programs. Some aggregators take the stance: “Every university is welcome on my platform. It’s up to you whether you can attract students.”

    The number of agencies and agents is increasing, while the number of students is not growing at the same rate. Therefore, the market is transforming into a resource-driven one.

    Aggregators have existed in China for a while. However, the “risen” aggregators are often new agencies with strong connections to some foreign educators, enabling them to offer special programs

    Currently, many parents and students in China are seeking the best outcomes with the least investment. Consequently, those with strong connections to well-ranking universities and who can provide special programs to students are highly sought after. Regarding the traditional aggregators in China, who have been present for at least 15 years, the competition is even more fierce than among agencies. They are struggling with issues such as commission percentages and counselling services, and are focused on survival rather than growth.

    Evolving student and parent priorities

    The priorities of Chinese students and parents have also undergone significant evolution. While university rankings were once the primary determinant, factors such as career prospects, student experience, and the quality of life in the chosen city are now gaining greater importance. This necessitates a more nuanced and student-centric approach to recruitment.

    Sang observes that the priorities of parents and students are employment after graduation. University rankings remain a key factor influencing their employment decisions. With foreign enterprises departing China and private companies facing challenges, parents often favour employers “in the system,” such as state-owned enterprises, hospitals, and universities. University ranking is crucial for standing out in a competitive job market. Furthermore, parents increasingly inquire about graduation requirements and the difficulty level of graduation.

    Student motivations

    Economic factors are influencing student choices in China. Post-Covid economic challenges have increased demand for international courses offered locally. These programs, offering global qualifications without the necessity of overseas travel, are attractive to many. Transnational education (TNE) programs are becoming more selective, enhancing their reputation and attracting students seeking high-quality international education experiences.

    As Sang notes: “Excellent students are seeking top universities with specialised majors. Average students are seeking top universities regardless of majors. Below average students are seeking degrees, prefer to go abroad as late as possible, and desire special, safe, and affordable services.”

    How universities can navigate the market

    Foreign institutions hoping to maintain a strong presence in China must evolve with the market. The traditional reliance on agencies is no longer sufficient. Instead, universities must:

    • Explore new opportunities beyond agency recruitment, diversifying their approach to attract Chinese students through multiple channels.
    • Invest in TNE partnerships, including 2+2 programs, foundation courses, and collaborations with Chinese universities, which provide direct access to students without heavy reliance on agencies.
    • Develop strong institutional collaborations with international schools in China, positioning themselves as trusted higher education pathways for students already enrolled in globally focused secondary education.
    • Leverage digital spaces effectively by producing compelling, authentic content that speaks directly to students and parents.
    • Enhance student experiences to attract and retain international talent.
    • Embrace innovation through virtual campus tours, interactive Q&A sessions, and personalised communication.

    Sang concludes: “For those well-ranking universities, such as the Australian Group of Eight, focus on ranking, maintain reasonable commissions, and be strict on graduation but not overly harsh on enrolment.

    “For those lower-ranking universities, spend more time engaging with Chinese colleges and universities; as there are thousands of them in China, be flexible when dealing with universities, and rely on a bit of luck.”

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