A BluePrint for Success: Case Studies of Successful - Educational ...

A Blueprint for Success
Residential campuses that require freshmen to live on campus
Educational innovation – study skill courses, learning communities, and Freshmen Interest
Groups (FIGs) to ease freshmen entrance and help students adjust to college life
Willingness to share data and accept College Bound St. Louis’s FERPA release form
Designated staff on campus who can serve as liaisons for CB-STL students
Good relationship with financial aid office – staff are willing to work with the needs of nontraditional
students
Expressed desire to partner with CB-STL to increase retention rates and on-time graduation
Sustainability
College Bound St. Louis has a diverse funding stream that includes a mix of private foundations,
government funding, companies, and individual donors. Since the program began operating in
2006, it has experienced substantial financial growth, with an initial budget of $96,236 in 2006 to
$1,100,843 in 2010. The total number of donors (corporate, individual, and foundation donors)
grew from 84 in 2006 to 337 in 2010. Among the biggest changes to the funding strategies of the
organization was a recent shift from foundation funding to multiple funding streams with an emphasis
on individual funders. Chief Executive Officer Lisa Orden Zarin explained that College Bound
St. Louis aspired to obtain federal grants from the beginning and, in fact, the federal and state support
to the program went from zero in 2006, to four different sources in 2010 including grants from
the Missouri Department of Economic Development’s Youth Opportunity Program, the Missouri
Department of Higher Education, and federal grants for VISTA and AmeriCorps. In the past two
years, fundraising efforts have focused on maintaining foundation support while increasing private
donors, as suggested by research on best practices of philanthropy.
These shifts are supported by the organization’s board members who have become actively involved
in fundraising as the organization has grown. The board was originally involved in fundraising at the
strategic level, but recently formed a Development Committee to support College Bound St. Louis’
growing financial needs. CB-STL board members, policymakers and committed donors are now engaged
in a “Bridge to 2015” fundraising campaign that aims to raise $5 million from venture philanthropists
over the next five years and continues to look at social innovation opportunities – with a
focus on technology and data -- that can lead to new revenue streams.
What We Do Best
CEO Zarin indicated that one of the areas in which College Bound St. Louis excels is combining
“high expectations with high levels of support.” She noted:
Helping students develop a mindset of self-advocacy, resilience and determination is central
to success, as is acquiring the academic skills, cultural capital and social supports necessary
for thriving in a campus setting. College Bound St. Louis’ capacity to provide positive
relationships with supportive adults, a comprehensive network of services, opportuni-
Educational Policy Institute 37 www.educationalpolicy.org