State College of Florida asks Manatee County for Suncoast Prosper funding to keep graduates local

State College of Florida leaders on April 8 urged the Manatee County Board of County Commissioners to invest in Suncoast Prosper, a college ‘last‑dollar’ program intended to close financial gaps that cause many local students to stop out before earning workforce credentials.

Jamie Smith, lead for Suncoast Prosper at State College of Florida, told the board the program fills remaining costs after students apply for federal aid, grants and scholarships so they can enroll and complete certificate and degree programs aligned with local employer needs. Smith said Suncoast Prosper would target high‑school graduates who otherwise cannot afford college and would prioritize programs in health care, technology and trades.

The presenters framed the pitch around local data and peer results. State College President Gregory and Smith said roughly half of students who stop out do so for financial reasons and that the community has a large share of adults without credentials. They cited Osceola County’s earlier ‘prosper’ model, which the presenters said drove measurable increases in enrollments, completions and local economic output.

"Fifty percent of our students who stop out is because of financial barriers," Smith said, summarizing the program rationale. The college proposed a three‑year county investment to begin with an estimated 475 students in year one — roughly $1.5 million — and to expand cohorts in years two and three (the packet presented $3.0 million for each of years two and three in an illustrative model).

Supporters on the board and in the room described the proposal as a tangible, local workforce investment that could complement employer‑led training. Commissioners said they favored strong partnership language to encourage matching private and philanthropic funding and asked county staff to explore flexible funding sources rather than relying on one revenue stream. Several commissioners suggested piloting the program for a single cohort and phasing expansion after the county sees early outcomes.

The presenters said they would provide a model memorandum of understanding and recommended a phased approach: confirm county seed funding, coordinate with workforce and education partners, and return with a final agreement and measurable targets for enrollment, retention and credential completion.

Next steps: the college asked the board to direct staff to discuss funding options, possible private matches, and a short‑term pilot agreement to be considered at a future meeting.