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Report on Grad Student Preferences
According To the New UPCEA and Collegis Report, 71% of Prospective Graduate Students Prefer Fully Online Programs

Findings highlight the need for strategic outreach to address master’s degree enrollment challenges in a competitive market

[Washington and Illinois] – December 16, 2024 – A new report released today by UPCEA, the online and professional education association, and Collegis Education, a higher education solutions tech-enabler, highlights the growing interest in online master’s degree programs that provide flexibility, transparency and streamlined communication in graduate programs. Based on a survey of over 1,000 prospective graduate students, Building a Better Pipeline: Enrollment Funnel Needs and Perspectives from Potential Post-Baccalaureate Students reveals key insights for higher education institutions aiming to improve graduate recruitment strategies.

“We are entering a period where every enrollment matters. Enrollment growth for graduate programs has been stagnant for the past 15 years, despite the number of baccalaureate degree holders growing. Future success requires colleges and universities to better align offerings with student preferences and communicating on their terms,” said Jim Fong, Chief Research Officer at UPCEA. “Listening to prospective students’ interests and addressing their needs provides a stronger roadmap for institutions to succeed in what will be a hyper-competitive landscape.”

Key findings from the report include:
- Delivery Preferences: Fully online programs are the most preferred format, with 71% of respondents showing strong interest, followed by hybrid formats (53%).
- Program Priorities: A specific program of study is the top consideration (54%), followed by institutional reputation (28%) and delivery method (18%).
- Communication Preferences: Email remains the preferred contact method for 47% of respondents during the inquiry process, with most willing to share basic details such as their name and email address.
- Engagement Challenges: Sixty-two percent of respondents said difficulty finding basic program information on an institution’s website would cause them to disengage. At the same time, financial concerns dominated the latter stages of the application process.
The report highlights a growing demand for master’s degree programs, which 65% of respondents identified as their top interest. It also points to an urgent need for institutions to address gaps in their outreach strategies to meet these demands effectively.

“As higher education faces tightening budgets, strategic investments in program delivery and candidate outreach have never been more important. These findings emphasize the need for a fully transparent graduate search experience – from program research to application – to engage and inform students so they can see the value and affordability from the start,” said Tracy Chapman, Chief Academic Officer of Collegis Education. ”Institutions that leverage data, technology, and talent can strengthen relationships with prospective students to build communication and trust.”

With graduate enrollment projected to grow by just 1.4% over the next five years, institutions must innovate to stay competitive. The report provides data-driven insights to help universities design more effective outreach and recruitment strategies, particularly in light of the 32% increase in master’s program offerings since 2017, which has led to a 15% decrease in average program size.

Actionable Insights for Institutions

With graduate enrollment projected to grow by just 1.4% over the next five years, institutions must innovate to stay competitive.The survey revealed that requiring too much personal information in online request-for-information (RFI) forms often leads to student disengagement. Institutions should streamline these forms and prioritize providing clear, accessible program details—such as tuition, course requirements, and job outcomes—on their websites. UPCEA’s analyses show that many institutions lack this essential information, which can deter potential applicants early in the inquiry process.

In light of the 32% increase in master’s program offerings since 2017, which has led to a 15% decrease in average program size, this report provides vital data-driven insights to help universities design more effective outreach and recruitment strategies.

Methodology

Conducted in August, the survey was completed by 1,005 qualified participants. Qualified respondents were between the ages of 18 and 64, held at least a bachelor’s degree, were not currently enrolled in a post-baccalaureate program, and were at least somewhat interested in pursuing further education. Nearly a quarter (24 percent) of respondents were 55 to 64 years old, 18 percent were aged 46 to 54, and 14 percent were 23 to 26 years old, showing deep interest in fully online graduate programs regardless of age.

For more information on the survey findings, download the report at https://collegiseducation.com/insights/student-experience/research-report-graduate-student-perspectives/

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About UPCEA:

UPCEA is the online and professional education association. Our members continuously reinvent higher education, positively impacting millions of lives. We proudly lead and support them through cutting-edge research, professional development, networking and mentorship, conferences and seminars, and stakeholder advocacy. Our collaborative, entrepreneurial community brings together decision-makers and influencers in education, industry, research, and policy interested in improving educational access and outcomes. Learn more at upcea.edu.

About Collegis Education:

As a mission-oriented, tech-enabled services provider, Collegis Education partners with higher education institutions to help align operations to drive transformative impact across the entire student lifecycle. With over 25 years as an industry pioneer, Collegis has proven how to leverage data, technology, and talent to optimize institutions’ business processes that enhance the student experience. With the strategic expertise that rivals the leading consultancies, a full suite of proven service lines, including marketing, enrollment, retention, IT, and its world-class Connected Core® data platform, Collegis helps its partners enable impact and drive revenue, growth, and innovation. Learn more at CollegisEducation.com.

Media Contacts:

UPCEA
Molly Nelson
VP of Communications
[email protected]

Collegis Education
Alyssa Miller
[email protected]
973-615-1292
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December 17, 2024
5 Reasons to Administer the Refreshed College Employee Satisfaction Survey (CESS)

The expectations of higher education faculty and staff have changed. Understanding the experiences, opinions, and satisfactions of your faculty and staff is invaluable to creating a healthy culture and work environment. But it’s not just about fostering a positive atmosphere—it’s also critical for retaining your employees, improving the student experience, and reducing the risk of lost institutional knowledge.

To help institutions better understand and support their faculty and staff, RNL is excited to introduce the refreshed College Employee Satisfaction Survey (CESS), designed with enhanced features to delve deeper into employee engagement and satisfaction at colleges and universities. Here are five reasons your institution should consider administering the updated CESS in 2024-2025.

1. Gain a comprehensive view of your employee experience

The updated CESS measures key aspects of faculty and staff morale, including workplace recommendations, overall job satisfaction, and retention rates. With this data, you’ll have a clear picture of your university’s workplace culture, helping you make meaningful improvements driven by faculty and staff input.

2. Identify what matters most to your team

The refreshed CESS explores key aspects of the employee experience including internal communication, prioritization of institutional goals, work-life balance, and satisfaction with compensation. Your employees also highlight institutional strengths and opportunities for improvement, giving you direct feedback on what they value most.

3. Benefit from detailed, actionable reports

With your participation in the CESS, you’ll receive comprehensive reports, including faculty and staff segment analyses, the raw survey data, and the RNL CESS Benchmark National Norms report.* This information empowers you to take targeted action to boost employee morale.

4. Support accreditation and strategic planning

Survey results from the CESS can be a powerful asset in accreditation and strategic planning processes. Demonstrating a commitment to understanding the employee experience helps to demonstrate compliance with key standards and conveys that your institution is proactive about maintaining a thriving educational environment.

5. Take advantage of special pricing and longitudinal analysis

To celebrate the launch of the refreshed survey, RNL is offering a 25% discount on standard administration fees for surveys conducted in 2025. Moreover, institutions engaging in the CESS more than once within a five-year span will receive a complimentary longitudinal comparison report. This report is invaluable for tracking changes and trends over time, providing a deeper understanding of the long-term impact of implemented policies and changes.

The refreshed College Employee Satisfaction Survey from RNL is more than just a survey; it’s a comprehensive tool that empowers higher education institutions to thrive by fostering a healthy campus culture and satisfying work environment. By participating in the CESS, your institution can gain critical insights, enhance strategic planning, and ultimately, elevate the overall campus culture.

To learn more or to schedule your institution’s participation, please visit our dedicated College Employee Satisfaction Survey webpage.

*Benchmark reports will be sent to participating institutions once seven institutions of their type like 4-year publics, 2-year publics, or 4-year private conduct the 2024 CESS.

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December 17, 2024
The Power of Tailored Advising in Supporting Student Success
This post was co-written with Natalie McVay.

As a college graduate, RNL’s Natalie McVay has direct experience and helpful insights on the impact of advising on student success outcomes. After attending two separate institutions with differing levels of advising support, Natalie identified specific elements of “transactional” advising that nurtured her success, guiding her on her path to degree completion. For more information on Natalie’s perspective—including advising methods that impacted her ability to retain at her first institution, resulting in her decision to transfer—see RNL’s on-demand webinar The Student’s Perspective: Retention and Motivation.

A proactive approach to student success

In an era where student engagement and retention are top priorities, institutions are seeking innovative ways to support students at risk of leaving. Tailored transactional advising is a proactive approach to advising, relevant for all advising philosophies. This approach identifies students in need and provides opportunities to intervene with targeted resources to improve their experience. This strategy not only demonstrates the institution’s commitment to student success but also provides a clear return on investment (ROI) for the student.

Identifying students’ needs and intervening with resources

Using analytics and data-driven insights, institutions can identify students who are at risk of leaving due to various factors such as low academic performance, lack of engagement, or other challenges. By intervening early, advisors can offer support, connecting students with resources that match their specific needs.

However, it’s not about overwhelming students with a laundry list of available resources. Instead, advisors must show students how the institution is committed to their success, highlighting the specific benefits and value of the resources being offered within an appropriate timeframe. And they need to provide the specific resources that each student is looking for.

Identifying students’ needs and offering support to address those needs at key points in their academic journeys can be the critical influence needed to retain at-risk populations and to ultimately improve student success outcomes.

One way to gather relevant data about students is through RNL’s Retention Management System (RMS) which measures non-cognitive motivational indicators that pinpoint each student’s (and cohort’s) strengths, risk factors, and receptivity for support at three pivotal transitions in their academic journey. (Learn more about the RMS.)

The power of written proof

When students are struggling, they may feel disconnected from their institution. One way to engage them is by incorporating communications that reflect students’ specific concerns along with relevant campus resources to address those concerns. Tailored, timely and data-informed communications can be a key source of guidance in helping students successfully meet their goals. This approach acknowledges students’ individual concerns and shows that the institution is invested in their well-being.

The impact of words in transactional advising

In a transactional advising scenario, words have the power to make a significant difference. A well-crafted email or in-person message can convey empathy, understanding, and a genuine interest in your student’s success. The tone and language used can either make or break the student’s perception of the institution’s commitment to their success.

Let’s consider two email examples in response to a student who is struggling with study habits and sense of belonging, and who is also receptive to career guidance:

Option 1: A basic transactional approach

“Have you taken advantage of these student resources?
- Study groups
- Peer group chat
- Meet with an alumni
We want to ensure you have the support you need to succeed.”

Option 2: A more personal and supportive transactional approach

“Natalie, my goal is to connect you to the right resources here on campus!

If the study group doesn’t feel like the right fit, make sure to check out the peer group chat. I know there are other students like you waiting to take the first step. I also have a contact list of alumni who would love to connect with you about various career paths they chose after completing their degree here at [institution].

I’m in your corner!”

The second option not only acknowledges Natalie’s struggles but also employs empathy and a genuine interest in her well-being while offering options to address her specific concerns. By using words that convey a sense of support and connection, advisors can build trust and help students feel more invested in their own success.

Utilizing mail merge and word play

Institutional data, such as student success initiatives and predictive analytics, can be used to populate emails like these. Mail merge capabilities can help advisors send personalized messages to students, making them feel seen and valued. Word play, such as using phrases like “I’m in your corner,” can make a significant impact, creating a sense of connection and community.

By leveraging tailored transactional advising, institutions can demonstrate their commitment to student success and provide a more personal and supportive experience for students. By using data-driven insights and targeted resources, advisors can make a meaningful difference in a student’s life, helping them stay enrolled and achieve their goals.

According to Natalie, tailored transactional advising influenced her desire to consistently re-enroll and, ultimately, graduate as an adult student from the institution that helped deliver her 2^nd student experience: “My commitment to them was higher because I felt their commitment to me.”

Watch the webinar

To learn more about this approach, listen to the on-demand webinar on the topic.

You can also connect with RNL professionals to learn how the Retention Management System can work at your institution, providing you with data you need to make personal connections with students to keep them enrolled.
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December 17, 2024
Innovation and skills in the English devolution white paper

Devolution is a central plank of the government’s growth agenda. Providing places with the tools and resources to address local problems in ways that make sense on the ground is a means to unleash potential – and to end what English devolution minister Jim McMahon is happy to call the “top-down micromanaging” approach of ringfencing funds and centralising decision making.

The launch of the English devolution white paper is the first step on that journey. Strategic authorities, led (for preference) by elected mayors, will cover the entirety of England. Integrated settlements will provide powers covering transport, infrastructure, housing, public services – and, of particular interest to the higher education sector, skills and innovation.

A big part of the work of the white paper is in consolidating and standardising what had become an unruly system. Sitting above unitary, county, and district councils, a layer of strategic authorities will take on the services that larger areas need to thrive:

Our goal is simple. Universal coverage in England of Strategic Authorities – which should be a number of councils working together, covering areas that people recognise and work in. Many places already have Combined Authorities that serve this role.

The forthcoming English Devolution Bill will enshrine this concept in law. We get a computer game-like hierarchy of how strategic authorities will level up (so to speak): foundation strategic authorities (which do not – yet – have a mayor), followed by mayoral strategic authorities, which can then “unlock” designation as established mayoral strategic authorities through fulfilling various criteria. This will grant integrated funding settlements and other treats such as the ability to pilot new kinds of devolution.

Already eligible for this top designation are Greater Manchester, Liverpool City Region, the North East, South Yorkshire, West Midlands, and West Yorkshire. There’s an aspiration for something similar to apply to London as well, but some legislative fiddling will be needed due to the capital’s “unique circumstances.”

Innovation

If you’ve got your head around the different levels of hierarchy, there’s actually quite a lot in the white paper for research and innovation, dependent on an area’s level of devolution.

In language echoing the industrial strategy green paper, we are told that a strong local network of public and private institutions focused on R&D, innovation, and the diffusion of ideas “is one of the factors which sets highly productive local economies apart.” A big part of this is closer join-up between UKRI and local government.

Working our way up the devolution ladder, all strategic authorities (including foundation level) will be able to draw on UKRI data on the location of R&D investments, to better allow them to “understand publicly supported innovation activity in their region and how to best take advantage of it.”

Those mayoral strategic authorities will additionally work with Innovate UK to produce joint plans, to shape long-term innovation strategies and investments in places. UKRI will also be extending its regional partnerships and “network of embedded points of contact” with mayoral strategic authorities.

And then coming up to the pinnacle of devolution, those established mayoral strategic authorities – to remind you: Greater Manchester, Liverpool City Region, the North East, South Yorkshire, West Midlands, and West Yorkshire, and possibly London – will get actual devolved research funding, in the form of a future regional innovation funding programme allowing local leaders to develop “bespoke innovation support offers for their regions.”

This draws somewhat on the spirit of the Regional Innovation Fund, though this was allocated to individual higher education institutions – what’s on offer here sounds like a pot of money controlled by mayors. Its format is also to be based on lessons learned from the Innovation Accelerator pilot, which was funding by levelling up money.

Plus, established mayoralties will get an annual meeting with the science minister, more regular engagement with senior staff at UKRI, and the chance to be consulted on the development of relevant DSIT and UKRI strategies.

All in all, it’s a decent start down the road of a more significantly devolved research landscape. Important to note, however, that the actual funding on offer to established mayors is contingent on next year’s spending review, and so we’re talking about 2026–27 onwards here. And we might also observe that the House of Commons science committee’s inquiry into regional R&D, announced last week, has clearly been set up with an eye to influencing how this all comes together.

At least to begin with, there will also be a not insignificant gap between what’s on offer to the most established sites of devolution – some funds to spend as desired, a seat at the strategy table – and what those “foundation” strategic authorities receive, which will be little more than a bit of regional R&D data. There’s potential for imbalance between regions here. Foundation-level authorities are described as a “stepping stone” to later acquiring a mayor, but it could be a long and drawn-out process.

Skills and more

On skills, strategic authorities will retain ownership of the Adult Skills Fund (with ringfencing removed from bootcamp and free course pots to allow for flexibility), take on joint ownership of Local Skills Improvement Plans alongside employer representative bodies, and work with employers to take on responsibility for promoting 16-19 pathways. In future, strategic authorities will have a “substantial role” in careers and employment support design outside of the existing Jobcentre Plus network, as the Get Britain Working white paper gestured towards.

You’ll have spotted that this does not immediately extend to higher education, except to the extent that universities and colleges already get involved with adult skills provision. However the centre of gravity is such that any provider with an avowed interest in the local area will end up developing close relationships with strategic authorities. It isn’t just on skills or innovation – many universities work with local government on issues that affect students (and staff!) such as housing, infrastructure, and transport, and will have a strong interest in working with strategic authorities with new and wider powers to act.

Administrative geography corner

If you are labouring under the impression that dividing England up into administrative chunks is a fairly straightforward task, may we introduce you to possibly the single finest document ever published by the Office for National Statistics: the Hierarchical Representation of UK Geographies.

Pedants may also note that the existing geography of LSIPs, which was controversially allowed to evolve into being outside of the established local authority boundaries, does not map cleanly to current or proposed local authorities – something that a future iteration of plans may need to consider. Likewise, the scope of university core recruitment areas or civic aspirations may not map to either.

What we’d have loved to have shown you is a map showing which of the new strategic authorities your campus might be in. Sadly the boundaries of the “current map of English devolution” included in the white paper do not cleanly map to England’s many contradictory systems of administrative geography. Some of the devolved areas depicted are almost LSIP regions, one (Surrey) is a non-metropolitan ceremonial county, and one – Devon, including Torbay but not under any circumstances Plymouth – is just plain mad.

As soon as we get an answer and some boundaries from ONS, we’ll let you know. In the meantime, here’s the map from the white paper:

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December 17, 2024
Alternatives to the essay can be inclusive and authentic

I lead our largest optional final-year module – Crime, Justice and the Sex Industry – with 218 registered students for the 24–25 academic year.

That is a lot of students to assess.

For that module in the context, I was looking for an assessment that is inclusive, authentic, and hopefully enjoyable to write.

I also wanted to help make students into confident writers, who make writing a regular practice with ongoing revisions.

Inspired by the wonderful Katie Tonkiss at Aston University, I devised a letter assessment for our students.

This was based on many different pedagogical considerations, and the acute need to teach students how to hold competing and conflicting harms and needs in tension. I consider the sex industry within the broader context of violence against women and girls.

The sex industry, sexual exploitation, and violence against women in girls are brutal and traumatic topics that can incite divisive responses.

Now more than ever, we need to be able to deal well with differences, to negotiate, to encourage, to reflect, and to try and move discussions forward, as opposed to shutting them down.

Their direction and pace

During the pandemic, I designed my module based on a non-linear pedagogy – giving students the power to navigate teaching resources at a direction and pace of their choosing.

This has strong EDI principles, and was strongly led by my own dyslexia. I recognised that students often have constraints on their time and energy levels that mean they need to engage with learning in different patterns during different weeks – disclosing that they “binge watch” lecture videos, podcasts, or focus heavily on texts during certain weeks to block out their time.

The approach also honours the principles of trauma-informed teaching, empowering students to navigate sensitive topics of gender-based and sexual violence.

As I argue here with Lisa Anderson, students are now learning in a post-pandemic context with differing expectations, accessibility needs, and barriers including paid work responsibilities.

The “full-time student” is now something of an anachronism, and education must meet this new reality – there are now more students in paid employment than not according to the 2023 HEPI/Advance HE Student Academic Experience Study.

We have to meet students where they are, and, presently, that is in a difficult place as many students struggle with the cost of living and the battle to “have it all”.

Students may not be asked to write exam answers or essays in their post-university life, but they will certainly be expected to write persuasively, convincingly, engaging with multiple viewpoints, and sitting with their own discomfort.

This may take the form of webpage outputs, summaries, policy briefings, strategy documents, emails to stakeholders, campaign materials. As such, students are strongly encouraged to think about the letter from day one of semester, and consider who their recipient will be.

They are told that it is easier to write such a letter to somebody with an opposing viewpoint – laying out your case in a respectful, warm and supportive way to try and progress the discussion. Students are also encouraged to acknowledge their own positionality, and share this if desirable, including if they can identify a thinker, document or moment that changed their position.

Working towards change

An example is a student who holds a position influenced by their faith, writing their letter to a faith leader or family member, acknowledging that they respect their beliefs, but strongly endorsing an approach that places harm-reduction and safety first. Finding a place of agreement and building from there, and accepting that working towards change can be a long process.

Another example is a student who holds sex industry abolitionist views, writing to a sex worker, expressing concern and solidarity with the multiple forms of harm, stigma and violence they have experienced, including institutional violence.

They consider how the law itself facilitates the context that makes violence more likely to occur. This is particularly pertinent at the moment as we experience a fresh wave of digital “me too” and high-profile cases of sexual violence and victim-blaming.

In this way, students are taught to examine different documents and evidence, from legal, policy, charity briefings and statements, journal articles, books, reports, documentaries, global sex worker grassroots initiatives, news reports, social media campaigns and footage, art, literature, etc.

By engaging with different types of sources, we challenge the idea that academic material is top of the knowledge hierarchy, and platform the voices who often go unheard, including sex workers globally.

The students cross-reference resources, and identify forms of harm, violence and discrimination that may not make official narratives. This also encourages students to be active members of our community, contributing to each workshop either verbally or digitally, in real-time, or asynchronously via our class-wide google doc.

Students are also taught that it is OK to not have the definitive answer, and to instead ask the recipient to help them further their knowledge. They are also taught that it is ok to change our position and recommendations depending on what evidence we encounter.

Above all, they are taught that two things can be true at the same time: something might be harmful, and the response to it awful too.

Students responded overwhelmingly in favour of this approach, and many expressed a new-found love of writing, and reading. Engaging with many different mediums including podcasts, tweets, reels, history talks, art exhibitions, gave them confidence in their reading and study skills.

Putting choice and enjoyment in the curriculum is not about “losing academic rigour”, it is about firing students up for their topics of study, and ensuring they can communicate powerfully to different audiences using different tools.

Dear me, I wish we had tried this assessment sooner. xoxo

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December 17, 2024
Graduate Enrollment Insights | Collegis Education
Inside the Minds of Grad Students: 5 Key Findings from Our Latest Study on Graduate Enrollment

As a higher education leader, it’s no secret that you’re facing a fiercely competitive graduate enrollment landscape. You know as well as I do that understanding what prospective students want and how they behave isn’t just helpful – it’s crucial to your institution’s success. That’s why we teamed up with UPCEA to conduct a deep dive into today’s post-baccalaureate students, uncovering their unique needs, expectations, and wants.

We’ve published those insights in our latest report to help colleges and universities fine-tune their graduate enrollment strategies and deliver real results. You can download the complete report here: “Building a Better Pipeline: Enrollment Funnel Needs and Perspectives from Potential Post-Baccalaureate Students“

Our research focused on individuals who expressed at least some interest in pursuing advanced education, and this study sheds light on what matters most to potential graduate students—everything from program types and communication preferences to application expectations.

As we dug into the data, some obvious themes emerged. Here are five key findings that can prepare your institution to stand out in this tight market and guide you in shaping strategies that resonate, engage, and deliver results.

5 insights to sharpen your graduate enrollment strategy

1. Graduate enrollment is a crowded market—and the stakes are high

This is no surprise to those working in higher ed in recent years. Graduate enrollment is slowing, with just a 1.1% projected increase over the next five years. Adding to the challenge, 20% of institutions dominate 77% of the market. For everyone else, it’s a fierce battle for a shrinking pool of candidates. To win, you’ll need a sharp, focused approach.

2. Online programs are the clear favorite

Did you know that 71% of prospective students are “extremely” or “very” interested in fully online programs? Hybrid formats come in a close second, while traditional in-person options are struggling to keep pace. The data confirms that flexibility isn’t a trend—it’s a necessity.

3. Program information is a make-or-break factor

Here’s something we see far too often: quality programs losing prospective students simply because critical details—like tuition costs and course requirements—are buried or missing entirely from the school’s website. In fact, 62% of students indicated they would drop off early in their search for this exact reason.

The fix? It’s simpler than you might think. By optimizing your program pages and doubling down on SEO, you can turn passive visitors into engaged prospects.

4. Financial transparency builds trust

Sticker shock is real. High application fees, vague cost information, and limited financial aid details are among the top reasons students abandon the application process late in the game. By addressing these concerns clearly and directly, you’re not just solving a problem, you’re building trust.

5. Email is still king

When it comes to connecting with prospective graduate students, email reigns supreme. Whether it’s inquiring about programs (47%), application follow-ups (67%), or receiving application decisions (69%), email is the channel students trust the most.
But here’s the catch: your emails have to be timely, personalized, and relevant in order to make an impact.

The key to graduate enrollment success is just a click away
The insights highlighted above are just the tip of the iceberg. Imagine what’s possible when you apply them to your graduate enrollment strategy.

If you’re ready to refine your approach and stay ahead of the curve, we’ve got you covered. Our report dives deeper into the data and uncovers actionable insights, including:

Positioning your online and hybrid offerings to meet growing demand

Optimizing program pages to emphasize the information students value most

Communicating financial information proactively to convert candidates

Building email outreach strategies that build trust and keep students engaged

Grab your complimentary copy of the report today, and let’s start building a better pipeline together!
Your roadmap to winning in the competitive graduate market.
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December 16, 2024
Graduate Student Pipeline | Collegis Education

Despite an increasingly competitive market, many colleges and universities still view graduate enrollment strategies as a key growth lever for their institutions. To win in the graduate enrollment space, you first need a deeper understanding of prospective graduate students’ preferences and behaviors.

This infographic, “What Potential Graduate Students Expect in the Enrollment Funnel,” compiles some of the key data and insights from our recent collaboration with UPCEA that surveyed graduate students to uncover their needs and expectations, focusing on program preferences, delivery methods, and expectations during the inquiry and application processes.

This infographic is only the tip of the iceberg. Learn more about how to tailor your graduate student recruitment strategies and position your programs for success and growth in our recent report, “Building a Better Pipeline: Enrollment Funnel Needs and Perspectives from Potential Post-Baccalaureate Students.”

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December 16, 2024
2025 Higher Ed Disruptions | Collegis Education
As 2024 draws to a close, the holiday season inspires gratitude and reflection. Personally, I’m very grateful for the incredible partners and colleagues I’ve had the privilege to work with this year. Together, we accomplished so much.

We collaborated with our partners throughout the year to deliver great experiences for their students, alumni, and staff.

We collectively navigated some of higher education’s biggest challenges, driving partner growth and enabling impact.

We pushed the boundaries of innovation, embracing the power of data-enabled technologies.

I’m so proud of the positive impact the Collegis team generated with our partners across the entire student lifecycle, from the moment prospective students first inquire about a program to the day they graduate.

Let’s look back at some of 2024’s meaningful results
Recruitment and Enrollment Growth

We supported double-digit year-over-year (YoY) enrollment growth –– as high as 57% –– for many partner institutions in first-year, program-specific, transfer, and graduate populations. Engagement from our enrollment teams was instrumental in connecting students with the right programs and guiding them through the admissions process.

IT Managed Services and Student Support
Our IT team ensured seamless operations, providing reliable technology solutions that empower students and faculty. Some of my favorite examples from 2024 include:

Integrating systems to drive process improvement across enrollment, financial aid, academics, and career services.

Modernized campus infrastructures and networks to drive student engagement at a college’s main hall.

Significantly improved student experience by implementing a user-friendly, single sign-on (SSO) solution across student-facing systems.

Led an institution through a critical component of its digital transformation journey by migrating its on-premise, legacy ERP to a cloud-based, next-generation solution.
Innovative Learning Experiences

Our instructional design team enabled partners to grow their online course offerings on platforms such as Brightspace, Canvas, Coursera, and Blackboard Ultra, including course and online library development, course migrations, maintenance, faculty support, and term start/end deployment activities.

We collaborated with the nursing program at one partner to revamp the entire library of online courses to meet new accreditation standards. Another partner was able to add 200 online courses to fill the needs of 13 online programs at three schools.

Marketing Impact

Our web team conducted a user survey and other research to refine a partner’s website, which increased clicks to inquire by 82%, the request for information (RFI) click rate to 71%, and clicks to apply by 7.5%.

Another shining example was uncovering a way to target a healthcare provider’s employees who are eligible for a tuition discount. Because of healthcare regulations, the partner could not provide an audience list, so Collegis addressed this niche audience using in-platform targeting tools available on social media platforms. The return on ad spend (ROAS) is 2.2:1 overall in 2024 with plans to expand the program next year.

Student Success
Our student support team provided essential services to help students thrive and continue to pursue their academic goals.

At a public, four-year institution in Ohio, Collegis Student Success Coaches helped new students with the registration process, driving admit-to-enroll numbers and YOY growth of +66% in Fall 2024.

At a private, four-year institution in Texas, Fall retention was 97%, with a 90% retention rate since the partnership launched.

At a private, four-year institution in New York, term-over-term retention from Summer to Fall is 96%, with a 91% average retention rate since the partnership launched.

At a public, two-year institution in the Pacific Northwest, Collegis helped drive the sixth consecutive term of enrollment growth, with Fall enrollment trending toward +8%.
Research and Portfolio Planning

Because we are ingrained in every step of the student lifecycle, partners often ask us to assist with forward-looking strategies. For example, our team helped a partner understand the pros and cons of expanding their full-time Accelerated Bachelor of Science in Nursing (ABSN) with a part-time program. With our marketplace analysis, recommendations for how to offer courses, and a marketing launch plan, the institution is currently accepting applications for Summer 2025.

Another institution asked for Collegis’s assistance to develop a multi-year strategic approach to graduate enrollments. The partner’s team lead noted that, “[Collegis] led productive brainstorming and strategic planning sessions with the team. Their deep knowledge of graduate enrollment trends, market analysis for graduate programs and expertise in leading our team from conceptualization to the delivery of specific recommendations on our next steps were invaluable.”

Strategic Innovation and Workshop Design
Our strategy and solutions team helped colleges and universities unpack complex problems and find innovative, human-centered solutions. We architected and facilitated numerous design thinking workshops, guiding leadership teams through critical strategic discussions about the future of their institutions. I’ll let some of the participants of the workshops explain the value they got out of the sessions:

“Collegis didn’t just help us evaluate our processes — they led us on a journey to uncover areas of improvement we hadn’t even considered. Their expert guidance illuminated the path forward, empowering us to create a more positive, streamlined, and truly enjoyable student experience.”

“My team and I were thoroughly impressed with your ability to take what essentially was a speck of an idea and collaboratively ideate possibilities for [the university] to offer new academic programs and training to underserved high school populations.”

“Collegis took the time to meet with leadership prior to the sessions and came prepared to tackle the challenges at the college. The activities were well thought-out and allowed individuals time to really think about the core issues. Thanks to Collegis, I am hopeful that our college can make key changes that will benefit our student experience and lighten our faculty/staff workload.”
Looking Forward

As you can see, 2024 has been a year of growth, innovation, and collaboration. We are grateful for the opportunity to work with our partners and look forward to even greater achievements in the years to come.

I’d like to extend my sincere gratitude to my Collegis colleagues, who amaze me with their creativity, expertise, and dedication to delivering exceptional results. I can’t wait to see what you do in 2025 to continue inspiring each other and driving growth for our partners.

Happy Holidays and best wishes for a prosperous New Year!

— Kim Fahey, CEO Collegis Education
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December 16, 2024
2024 Growth & Innovation | Collegis Education
As 2024 draws to a close, the holiday season inspires gratitude and reflection. Personally, I’m very grateful for the incredible partners and colleagues I’ve had the privilege to work with this year. Together, we accomplished so much.

We collaborated with our partners throughout the year to deliver great experiences for their students, alumni, and staff.

We collectively navigated some of higher education’s biggest challenges, driving partner growth and enabling impact.

We pushed the boundaries of innovation, embracing the power of data-enabled technologies.

I’m so proud of the positive impact the Collegis team generated with our partners across the entire student lifecycle, from the moment prospective students first inquire about a program to the day they graduate.

Let’s look back at some of 2024’s meaningful results
Recruitment and Enrollment Growth

We supported double-digit year-over-year (YoY) enrollment growth –– as high as 57% –– for many partner institutions in first-year, program-specific, transfer, and graduate populations. Engagement from our enrollment teams was instrumental in connecting students with the right programs and guiding them through the admissions process.

IT Managed Services and Student Support
Our IT team ensured seamless operations, providing reliable technology solutions that empower students and faculty. Some of my favorite examples from 2024 include:

Integrating systems to drive process improvement across enrollment, financial aid, academics, and career services.

Modernized campus infrastructures and networks to drive student engagement at a college’s main hall.

Significantly improved student experience by implementing a user-friendly, single sign-on (SSO) solution across student-facing systems.

Led an institution through a critical component of its digital transformation journey by migrating its on-premise, legacy ERP to a cloud-based, next-generation solution.
Innovative Learning Experiences

Our instructional design team enabled partners to grow their online course offerings on platforms such as Brightspace, Canvas, Coursera, and Blackboard Ultra, including course and online library development, course migrations, maintenance, faculty support, and term start/end deployment activities.

We collaborated with the nursing program at one partner to revamp the entire library of online courses to meet new accreditation standards. Another partner was able to add 200 online courses to fill the needs of 13 online programs at three schools.

Marketing Impact

Our web team conducted a user survey and other research to refine a partner’s website, which increased clicks to inquire by 82%, the request for information (RFI) click rate to 71%, and clicks to apply by 7.5%.

Another shining example was uncovering a way to target a healthcare provider’s employees who are eligible for a tuition discount. Because of healthcare regulations, the partner could not provide an audience list, so Collegis addressed this niche audience using in-platform targeting tools available on social media platforms. The return on ad spend (ROAS) is 2.2:1 overall in 2024 with plans to expand the program next year.

Student Success
Our student support team provided essential services to help students thrive and continue to pursue their academic goals.

At a public, four-year institution in Ohio, Collegis Student Success Coaches helped new students with the registration process, driving admit-to-enroll numbers and YOY growth of +66% in Fall 2024.

At a private, four-year institution in Texas, Fall retention was 97%, with a 90% retention rate since the partnership launched.

At a private, four-year institution in New York, term-over-term retention from Summer to Fall is 96%, with a 91% average retention rate since the partnership launched.

At a public, two-year institution in the Pacific Northwest, Collegis helped drive the sixth consecutive term of enrollment growth, with Fall enrollment trending toward +8%.
Research and Portfolio Planning

Because we are ingrained in every step of the student lifecycle, partners often ask us to assist with forward-looking strategies. For example, our team helped a partner understand the pros and cons of expanding their full-time Accelerated Bachelor of Science in Nursing (ABSN) with a part-time program. With our marketplace analysis, recommendations for how to offer courses, and a marketing launch plan, the institution is currently accepting applications for Summer 2025.

Another institution asked for Collegis’s assistance to develop a multi-year strategic approach to graduate enrollments. The partner’s team lead noted that, “[Collegis] led productive brainstorming and strategic planning sessions with the team. Their deep knowledge of graduate enrollment trends, market analysis for graduate programs and expertise in leading our team from conceptualization to the delivery of specific recommendations on our next steps were invaluable.”

Strategic Innovation and Workshop Design
Our strategy and solutions team helped colleges and universities unpack complex problems and find innovative, human-centered solutions. We architected and facilitated numerous design thinking workshops, guiding leadership teams through critical strategic discussions about the future of their institutions. I’ll let some of the participants of the workshops explain the value they got out of the sessions:

“Collegis didn’t just help us evaluate our processes — they led us on a journey to uncover areas of improvement we hadn’t even considered. Their expert guidance illuminated the path forward, empowering us to create a more positive, streamlined, and truly enjoyable student experience.”

“My team and I were thoroughly impressed with your ability to take what essentially was a speck of an idea and collaboratively ideate possibilities for [the university] to offer new academic programs and training to underserved high school populations.”

“Collegis took the time to meet with leadership prior to the sessions and came prepared to tackle the challenges at the college. The activities were well thought-out and allowed individuals time to really think about the core issues. Thanks to Collegis, I am hopeful that our college can make key changes that will benefit our student experience and lighten our faculty/staff workload.”
Looking Forward

As you can see, 2024 has been a year of growth, innovation, and collaboration. We are grateful for the opportunity to work with our partners and look forward to even greater achievements in the years to come.

I’d like to extend my sincere gratitude to my Collegis colleagues, who amaze me with their creativity, expertise, and dedication to delivering exceptional results. I can’t wait to see what you do in 2025 to continue inspiring each other and driving growth for our partners.

Happy Holidays and best wishes for a prosperous New Year!

— Kim Fahey, CEO Collegis Education
Source link
December 16, 2024
We provide help for IIM Raipur Students for mba project

Our support included preparing an initial synopsis draft, and then once it’s approved, we prepare the final iim project report based on university mentors. Feedback. We offer complete handholding for all students who are looking to seek complete assistance from research to data analysis with primary data surveys and statistical analysis.

Our service also includes industrial guides who help with the project synopsis draughting, final year reports, viva support, and guidance until the iim project pdf is accepted in accordance with the university guidelines. We believe in well-researched, quality work and affordable fees to cater to all income group students, from working professionals to students who have not yet started earning.

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December 16, 2024