Category: Enrollment

  • Carnegie Navigates Change in Higher Ed With Student Connection

    Carnegie Navigates Change in Higher Ed With Student Connection

    Carnegie announced a continued commitment to higher education that places student connection at the center of institutional strategy, aligning research, strategy, storytelling, media, and technology to help colleges and universities navigate today’s interconnected challenges. The update reflects an evolution in how Carnegie supports enrollment, trust, relevance, and student success in an era shaped by demographic change and AI-driven discovery.

    A Moment of Change for Higher Education

    As colleges and universities confront a period of sustained pressure, rising scrutiny, and rapid change, Carnegie today announced a continued commitment to how it supports higher education—placing student connection at the center of institutional strategy, decision-making, and long-term success.

    The Announcement at the 2026 Carnegie Conference

    The announcement was made on stage at the opening of the 2026 Carnegie Conference, where more than 400 higher education leaders and professionals gathered to examine the forces reshaping enrollment, reputation, strategy, and the student experience.

    More Than a Brand Update—A Strategic Evolution

    While Carnegie introduced an updated brand identity as part of the moment, company leaders emphasized that the announcement reflects a broader evolution in how the company is responding to the realities facing institutions today. 

    Carnegie is aligning its strategy around integrated, innovative approaches—bringing together research, data, AI-enabled technology, and strategy—to help leaders address challenges that are increasingly interconnected and complex.

    Why This Shift Matters Now

    “Higher education leaders are operating in an environment where the stakes are higher and the margin for error is smaller,” said Gary Colen, chief executive officer of Carnegie. “Our responsibility is to innovate with purpose—delivering clarity, focus, and solutions that help institutions make decisions that lead to better outcomes for students.”

    Student Connection as a Strategic Imperative

    Carnegie’s work is grounded in a single belief: when students succeed, higher education thrives—and the world wins. 

    As demographic shifts, changing learner expectations, technological disruption, and public accountability reshape the sector, Carnegie has aligned its strategy around helping higher ed institutions build meaningful, lasting connections with today’s diverse learners.

    Meeting the Moment Higher Education Leaders Are Facing

    According to Michael Mish, Chief Growth Officer, the timing of the announcement reflects what the company is hearing from campus leaders. “Higher education leaders need partners who deliver strategic expertise and forward-thinking innovation,” Mish said. “Our evolution is about connecting strategy and innovation in practical ways—so institutions can address today’s challenges while preparing for what’s next.”

    What the Updated Carnegie Brand Represents

    The updated brand brings greater cohesion to how Carnegie delivers research, strategy, storytelling, media, and technology—reinforcing its role as a strategic higher education partner focused on trust, relevance, and results rather than short-term wins.

    A More Integrated Approach to Research, Strategy, and Execution

    “Our intent wasn’t to make a statement about ourselves,” said Tyler Borders, Chief Brand Officer. “It was to be more precise about our role and our responsibility in this moment. The brand reflects how our work has evolved and the standard we expect of ourselves as a partner to higher education.”

    What’s Launching Next

    As part of the rollout, Carnegie has launched an updated digital experience and will introduce new research, offerings, and insights. 

    New Research and Insights

    This week, the company is releasing a comprehensive research report focused on online learners. In February, Carnegie will debut an updated Carnegie Intelligence newsletter, expanding how it shares perspective and practical guidance with higher education leaders.

    Introducing Answer Engine Optimization (AEO)

    Carnegie is also introducing a new Answer Engine Optimization (AEO) solution designed to help higher education institutions improve visibility in AI-powered search experiences—ensuring institutions are accurately represented as students increasingly rely on AI to answer questions about programs, outcomes, cost, and fit.

    Navigating the Now and the Next—Together

    “This is ongoing work,” Colen added. “Our commitment is to keep earning trust—by helping institutions navigate what’s next without losing sight of what matters most: changing students’ lives for good.”

    For every college and university facing urgent and complex challenges, Carnegie is the student connection company that helps you navigate the now and the next in higher education. Our experts design custom strategies fueled by data, technology, and insights—empowering you to connect with today’s diverse learners and stay focused on what matters most: changing students’ lives for good. 

    Frequently Asked Questions About Carnegie and Student Connection

    Who is Carnegie in higher education?

    Carnegie is a strategic partner to colleges and universities focused on enrollment, reputation, strategy, and student success. The company helps institutions navigate complex, interconnected challenges by aligning research, strategy, storytelling, media, and technology around what matters most: students.

    What does it mean to be a “student connection company”?

    Being a student connection company means helping institutions build meaningful, lasting relationships with today’s diverse learners. Carnegie focuses on connecting strategy, data, storytelling, and execution so institutions can support student success, institutional relevance, and long-term impact.

    What prompted Carnegie’s updated brand and renewed commitment?

    Carnegie’s updated brand reflects an evolution in how the company responds to the realities facing higher education today, including demographic shifts, technological disruption, and increased public accountability. The refresh clarifies Carnegie’s role as a strategic partner helping institutions navigate these interconnected challenges without losing focus on students.

    How does Carnegie help colleges and universities navigate change?

    Carnegie supports institutions through integrated research, strategic planning, brand and storytelling, media and digital marketing, and technology-enabled solutions. This approach helps leaders align enrollment goals, reputation, data, and execution to drive meaningful outcomes.

    What is Carnegie’s Answer Engine Optimization (AEO) solution?

    Carnegie’s Answer Engine Optimization (AEO) solution helps colleges and universities improve how they are represented in AI-powered search environments like ChatGPT, Google AI Overviews, and other answer engines. The solution focuses on content clarity, factual alignment, and structured optimization so institutions are trusted sources when students ask AI-driven questions.

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  • Online Enrollment Strategy in a Search-Driven Market

    Online Enrollment Strategy in a Search-Driven Market

    Online enrollment now happens in a national, search-driven market where visibility, clarity, and trust determine which programs students consider. This article explains how search, AI-driven discovery, and brand clarity shape how students find online programs—and what institutions must do to compete.

    Why “Build It and They Will Come” No Longer Works

    Online learners aren’t discovering programs by chance. They’re searching, comparing, and shortlisting in a national marketplace—and higher education institutions that rely on legacy enrollment assumptions are being left out of the conversation.

    If it feels like launching new online programs used to be easier, you’re not imagining it.

    For years, online growth was driven by access and availability. Institutions moved programs online because learners couldn’t get what they needed locally. Demand outpaced supply. If you built something credible and made it available, enrollment followed.

    That era is over.

    Today’s online market is crowded, sophisticated, and national by default. Learners have more choices than at any point in the history of higher education. And they’re not discovering online programs by accident.

    They’re searching.
    They’re comparing.
    They’re shortlisting.

    Scarcity is gone. Choice defines the market.This is the mindset shift many institutions haven’t fully made yet. Online enrollment no longer rewards availability. It rewards visibility, clarity, and trust.

    The National Online Market Is Coming to You—Whether You’re Planning for it or Not

    Online Programs Compete Nationally, Not Regionally

    One of the most common disconnects I see with higher ed enrollment leaders is how competition is defined.

    We still talk about “peer institutions,” “regional competitors,” or “schools we usually go up against.” That framing made sense when geography mattered.

    Online learning changes that completely.

    Online removes physical boundaries for learners.  Institutions are no longer compared only to nearby or familiar schools—they’re compared to whoever shows up and feels credible in the moment of search. 

    Search and AI Collapse the Market Into a Single Comparison Set

    Search engines, paid ads, review platforms, and now AI tools collapse the entire online market into a single results page. 

    From the learner’s perspective, everything sits side by side.

    They’re not just asking, Who’s nearby? Or who they already know?
     They’re asking, Who looks credible? Who fits me? Who’s going to help me achieve my goals? 

    Whether institutions plan for it or not, they’re competing nationally—not just with similar schools, but with whoever shows up first and feels trustworthy in the moment of search.

    That’s the reality. Ignoring it doesn’t protect you from it.

    AI is Redefining How Students Are Discovering Online Programs

    Search as the Virtual Campus Visit

    For years, search and institutional websites have functioned as the virtual campus visit for online learners.

    They’ve been where legitimacy is established.
    Where perceived risk is reduced.
    Where prospective students quietly decide whether an institution feels credible, relevant, and worth further consideration.

    That hasn’t changed.

    AI Systems as the New Gatekeepers

    What’s changing now isn’t whether that evaluation happens digitally—it’s how it happens.

    AI-powered search and large language models (LLMs) are reshaping how students discover online programs. Learners are no longer just comparing lists of results or clicking through multiple websites. 

    Increasingly, they’re asking questions directly to AI systems and receiving synthesized answers that compress research, comparison, and judgment into a single moment.

    In that environment, higher ed institutions don’t just compete for clicks, they compete to be understood, recommended, and trusted by systems that summarize the online market on the learner’s behalf.

    That raises the stakes for clarity, credibility, and differentiation. Search visibility still matters, but so does how clearly your programs, outcomes, and value proposition are articulated across your site and content ecosystem. AI models draw from what they can easily interpret. Generic language, outdated messaging, or unclear positioning makes it harder for an institution to surface meaningfully, even if the program itself is strong.

    Institutions that adapt by tightening messaging, strengthening authority signals, and aligning their digital presence with how modern search works, give themselves a chance to compete. Those that don’t risk being filtered out before a learner ever reaches a form, a conversation, or an application.

    The Shortlist Problem: Where Online Enrollment Is Actually Won or Lost

    Here’s the part that often gets missed.

    Learners don’t compare dozens of institutions in depth. They narrow quickly.

    Why Brand Clarity Determines the Shortlist

    They build a shortlist of online programs that feel safe, credible, and aligned with what they’re trying to accomplish. Everything else falls away.

    That shortlist is where enrollment is actually won or lost.

    And brand clarity is what helps learners navigate the complexity. Not flashy marketing. Not volume. Clarity.

    Learners consistently associate “top online institutions” with recognizable brands and clear program identities—not necessarily the biggest schools or the ones with the most programs.

    You Don’t Need to Win Nationally—You Need to Compete for Attention

    This is an important reframe for leaders:

    You don’t need to win nationally.
    You do need to compete nationally for attention.

    The goal isn’t to be everything to everyone. The goal is to be unmistakably relevant to the right learners when they’re searching.

    Where “Build It and They Will Come” Still Shows Up

    None of this is about blame. The constraints are real.

    Budgets are flat. Teams are stretched. Expectations keep rising.

    The Gap Between Priority and Investment

    But when you look at how institutions are investing—or not investing—in online enrollment strategy, a pattern emerges.

    Only about 42% of leaders say strengthening brand is an online priority. Nearly three-quarters don’t use a dedicated online enrollment marketing partner. Close to 60% rely on general university marketing budgets to support online growth. And only about a quarter believe their staffing and budgets for online marketing are actually adequate.

    At the same time, more than 80% of leaders say online enrollment growth is a moderate or high priority. Nearly half say it’s a top institutional priority.

    That’s the contradiction.

    Online enrollment is strategically important, but investment hasn’t shifted to match how learners actually choose.

    In practice, many institutions are still operating with an implicit belief that strong online programs will eventually find an audience. That’s “build it and they will come”—just wearing modern clothes.

    What Competing in a National Online Market Actually Requires

    The good news is this: competing in a national, search-driven market doesn’t require unlimited budgets or national-scale ambition.

    It requires focus.

    Here’s what I’d do first.

    Compete on relevance, not reach.

    You don’t need to outspend national brands. You need to out-clarify them for specific learners. Relevance beats volume every time.

    Be explicit about who your online programs are for.

    If everyone is your audience, no one is. Clarity reduces friction for learners and improves performance across search, ads, and conversion.

    Align search, ads, and web strategies around learner and personalization.

    Marketing and enrollment can’t operate in silos here. What online learners search for, what they see in ads, and what they experience on your site all need to tell the same story.

    Treat brand clarity as enrollment infrastructure.

    Brand isn’t a “nice to have.” It’s what makes demand convert. If learners can’t quickly understand who you are and why you’re credible, efficiency breaks down across the funnel.

    National competition doesn’t require national ambition. It requires strategic focus.

    The New Reality of Online Enrollment

    Let’s be honest about what’s changed.

    The market has changed.
    Learners have changed.
    And online enrollment strategies have to change with them.

    Online growth used to be driven by access. Now it’s driven by discoverability and trust. Higher education institutions don’t get chosen because they exist. They get chosen because online learners can find them, understand them, and feel confident moving forward.

    You don’t have to do everything.
    But you do need an integrated plan that reflects how the online market actually works today.

    Because the era of “build it and they will come” is over. In a national, search-driven market, visibility and clarity aren’t marketing tactics. They’re enrollment fundamentals.

    If online enrollment growth is a priority, clarity has to start with how the market actually behaves. The Online Learner/Leader Analysis compares how prospective online learners search, evaluate, and shortlist programs with how institutional leaders are planning and investing today—revealing where alignment exists and where opportunity is being missed.

    Explore the analysis to see how your assumptions stack up against learner reality.

    Frequently Asked Questions About Online Enrollment Strategy

    How do students find online programs today?

    Students primarily discover online programs through search engines, paid ads, review platforms, and increasingly through AI-powered tools that summarize and compare options. Discovery happens nationally, not locally, and programs compete based on visibility, clarity, and credibility.

    What is an online enrollment strategy?

    An online enrollment strategy aligns search visibility, digital marketing, web experience, and brand clarity to help institutions compete for online learners in a national market. It focuses on helping the right students find, understand, and trust an institution’s programs.

    Why is visibility so important for online enrollment?

    Strong programs don’t succeed if learners can’t find or understand them. Visibility ensures institutions are present at the moment of search, while clarity and trust determine whether they make the learner’s shortlist.

    How is AI changing online enrollment marketing?

    AI-powered search tools are changing how learners research online programs by delivering synthesized answers instead of lists of results. Institutions now compete to be accurately understood and recommended by AI systems.

    How does Carnegie help institutions compete for online enrollment?

    Carnegie helps institutions compete by aligning enrollment strategy, brand clarity, search and digital marketing, and web experience—improving discoverability, credibility, and conversion across the online enrollment funnel.

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  • The Future of Online Learning Is AI-Powered

    The Future of Online Learning Is AI-Powered

    AI-powered online learning is reshaping how higher education supports students, scales care, and prepares learners for an evolving workforce. This article explores how AI can help institutions close support gaps, improve outcomes, and lead intentionally in the future of online education—grounded in insights from Carnegie’s Online Learner & Leader Study.

    Online Learning Is Now Central to Institutional Strategy

    Higher education has always evolved in response to new tools, new learners, and new expectations. What makes this moment different is not just the pace of change, but the opportunity it presents.

    Online learning now sits at the center of institutional strategy. It is where access, innovation, workforce relevance, and financial sustainability intersect. And increasingly, it is where presidents and academic leaders have the greatest leverage to shape the future rather than react to it.

    AI is accelerating that shift toward AI-powered online learning. 

    Not as a disruption to fear, but as a capability to design for scale, support students more intentionally, and lead with clarity in a complex moment.

    This Moment Is About More Than Technology

    There is growing recognition that online learners are not a monolith. They are career builders, caregivers, degree completers, and explorers and they’re often balancing work, family, financial pressure, and uncertainty about what the future of work will demand.

    At the same time, higher education leaders are navigating an equally complex reality. Online enrollment growth is a priority. Budgets are not keeping pace. Staffing models were not designed for always-on, asynchronous, national audiences. Support teams are stretched thin.

    The result is a widening gap between what students need and what institutions can sustainably provide.

    This is not a failure of commitment. It is a structural mismatch.

    And it is precisely where AI creates a meaningful opportunity.

    AI as the Bridge Between Need and Capacity in Online Learning

    When leaders talk about AI in higher education, the conversation often jumps to tools, policies, or risk. Those matter. But they miss the larger shift underway.

    AI as Institutional Infrastructure

    AI is not just another system to adopt. It is a new layer of infrastructure.

    AI is like water. It should not live in a single pipe or department. It should flow through the entire institution—quietly, consistently, and in service of core needs.

    Nowhere is that more evident than in online student support.

    What Online Learners Say They Need

    Findings from Carnegie’s Online Learner & Leader Study demonstrated this clearly. Learners overwhelmingly said they value flexibility and autonomy. Most prefer asynchronous formats. But that same flexibility increases demand for timely, personalized, and reliable support—often outside traditional business hours. 

    Higher ed leaders in our study acknowledge the challenge. They also acknowledge the constraint: limited staffing and limited budgets.

    Scaling Support Without Replacing Human Connection

    This is where AI in online education can change the equation.

    Thoughtfully deployed AI support does not replace human connection. It scales it.

    AI enables institutions to provide consistent, responsive assistance for high-volume needs—course navigation, program policies, technology troubleshooting—while ensuring students can escalate to a human when it matters most. It helps institutions move from reactive support to proactive guidance. From fragmented touchpoints to a more seamless experience across the student lifecycle.

    Just as importantly, it allows institutions to do so in a way that is financially sustainable. By absorbing routine, high-volume interactions, AI frees human teams to focus on moments that require judgment, empathy, and expertise—protecting both the student experience and the institutional cost structure as online enrollment scales.

    In other words, AI becomes the connective tissue between student expectations and institutional reality.

    Differentiation Will Belong to the Institutions That Embed AI—Not Bolt It On

    As online options proliferate, differentiation has become harder to claim and easier to lose. Program quality remains foundational. But quality alone no longer determines which institutions students consider.

    Students navigate a crowded, search-driven marketplace. They look for clarity. Credibility. Signals that an institution understands their lives and is equipped for what comes next.

    AI as a Signal of Readiness and Relevance

    Increasingly, how institutions use AI in online education will be one of those signals.

    Not because students want novelty. But because they expect modern, technology-forward experiences that reflect the world they already inhabit.

    Integration Across the Student Lifecycle

    The institutions that stand apart will not be those with the most pilots or the flashiest tools. They will be the ones that integrate AI intentionally across systems:

    • Across the student lifecycle, from recruitment and onboarding to advising, persistence, and completion
    • Across support functions, ensuring consistency, transparency, and availability
    • Across academic and co-curricular experiences, reinforcing relevance and readiness

    This kind of integration sends a powerful message: we are prepared for this moment—and for the future our students are walking into.

    The inverse is also true. Institutions that delay or limit AI to isolated pilots risk falling behind not because of rankings or prestige, but because the lived experience they offer no longer matches learner expectations. Inaction is not neutral—it is a strategic choice with competitive consequences.

    Student Success and Workforce Readiness Are Now Intertwined

    AI is reshaping how learners think about their futures. Many express optimism about its potential. Just as many express anxiety—about job stability, ethical use, and keeping pace with change.

    They are not just asking institutions for credentials. They are asking for preparation.

    Preparing Students to Work Alongside AI

    The responsibility for higher education is clear. Institutions must help students develop not only knowledge, but fluency. Not only skills, but judgment.

    That does not require turning every online program into a technical degree. It does require embedding AI literacy, ethical reasoning, and applied use across disciplines—so graduates understand how to work alongside AI, not compete against it.

    Online learning is uniquely positioned to lead here. Its scale, flexibility, and digital foundation make it an ideal environment to normalize responsible AI use as part of learning itself—not an optional add-on, but an expected competency.

    When AI is embedded thoughtfully, student support and workforce preparation reinforce one another. Students experience AI as a tool for organization, exploration, and problem-solving. Institutions model how complex systems can be used responsibly, transparently, and in service of human goals.

    Supporting Faculty While Preserving the Human Core

    The same is true for faculty. 

    When AI is used to reduce administrative burden, support feedback and personalization, and streamline course management, it preserves faculty time for mentorship, inquiry, and teaching—reinforcing, rather than eroding, the human core of education.

    Governance Matters—But It Cannot Be the Only Strategy

    Many institutions are appropriately focused on AI governance, ethics, and integrity. Policies are essential. Guardrails matter.

    But governance alone does not constitute leadership.

    Balancing Discipline With Momentum

    The risk is not that institutions move too quickly. It is that they move cautiously without moving strategically.

    The Online Learner & Leader Study reveals a familiar pattern: learners are already engaging with AI in their daily lives, even as institutions deliberate. They are experimenting, adapting, and forming habits—often without institutional guidance.

    This creates an opportunity for higher education to lead with purpose.

    The most effective approaches balance discipline with momentum:

    • Clear guidance on ethical and acceptable use
    • Transparency about where and how AI is deployed
    • Human-centered design that keeps people—not tools—at the center
    • A focus on outcomes, not novelty

    Central to this balance is trust. Responsible stewardship of student data, clear boundaries around use, and transparency about decision-making are not compliance exercises—they are differentiators in a landscape where trust increasingly shapes choice.

    AI readiness is not about perfection. It is about alignment.

    What This Means for Higher Ed Leadership

    For senior leaders, the question is no longer whether AI will shape online learning. It already is.

    The question is whether institutions will allow that future to emerge unevenly—or design it intentionally.

    What Leadership Looks Like in an AI-Powered Future

    The institutions that lead will:

    • Treat AI as enterprise infrastructure, not a side project
    • Use AI to close support gaps, not widen them
    • Embed AI across the student lifecycle to improve experience and outcomes
    • Prepare students for an AI-enabled workforce with confidence and clarity
    • Differentiate themselves through coherence, not complexity

    Practically, this means starting where impact is greatest—often at key lifecycle moments like onboarding, advising, and student support—while building governance and implementation in parallel. AI readiness is not an IT initiative; it is a cabinet-level responsibility.

    This is not about replacing what makes education human. It is about protecting it—by ensuring systems can scale care, guidance, and opportunity in a moment of constraint.

    Looking Ahead: The Future of Online Learning

    Online learning is no longer peripheral. It is central to institutional resilience, relevance, and reach.

    AI will not determine the future of online education on its own. Leadership will.

    The data is clear. The expectations are rising. The tools are here.

    The opportunity now is to integrate AI in higher education like water—quietly, purposefully, and everywhere it can make learning more accessible, more supportive, and more aligned with the futures students are trying to build.

    For leaders interested in grounding these decisions in research and real learner insight, the Online Learner & Leader Study offers a clear view into where expectations and realities diverge—and where alignment can unlock meaningful impact.

    Frequently Asked Questions About AI in Online Education

    How is AI being used in online education today?

    AI is increasingly used to support online learners through personalized assistance, timely support, and scalable student services. Common applications include course navigation, advising support, technology troubleshooting, and proactive outreach.

    Why is AI important for online student support?

    Online learning increases flexibility but also raises expectations for responsiveness and personalization. AI helps institutions meet these expectations at scale while allowing human teams to focus on moments requiring judgment, empathy, and expertise.

    Does AI replace human interaction in online learning?

    No. When deployed thoughtfully, AI supports and scales human connection rather than replacing it. It handles routine, high-volume needs so faculty and staff can focus on meaningful engagement.

    How does AI prepare students for the future of work?

    AI-enabled online learning helps students build fluency, ethical awareness, and applied experience with AI tools—preparing them to work alongside AI in evolving professional environments.

    What insights does Carnegie’s Online Learner & Leader Study provide?

    The study highlights gaps between learner expectations and institutional capacity, particularly around flexibility, support, and preparedness for an AI-enabled future—offering leaders data-driven guidance for aligning strategy and execution.

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  • Basing K-12 Funding on California School Enrollment Could Bring Problems – The 74

    Basing K-12 Funding on California School Enrollment Could Bring Problems – The 74


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    This story was originally published by CalMatters. Sign up for their newsletters.

    For years, California schools have pushed to change the way the state pays for K-12 education: by basing funding on enrollment, instead of attendance. That’s the way 45 other states do it, and it would mean an extra $6 billion annually in school coffers.

    But such a move might cause more harm than good in the long run, because linking funding to enrollment means schools have little incentive to lure students to class every day, according to a report released Tuesday by the nonpartisan Legislative Analyst’s Office. Without that incentive, attendance would drop, and students would suffer.

    If the Legislature wants to boost school funding, analysts argued, it should use the existing attendance-based model and funnel more money to schools with high numbers of low-income students, students in foster care and English learners.

    When it comes to attendance, money talks, the report noted. For more than a century, California has funded schools based on average daily attendance – how many students show up every day. In the 1980s and ’90s, the state started to look at alternatives. A pilot study from that time period showed that attendance at high schools rose 5.4% and attendance at elementary schools rose 3.1% when those schools had a financial incentive to boost attendance.

    This is not the time to ease up on attendance matters, the report said. Although attendance has improved somewhat since campuses closed during the pandemic, it remains well below pre-COVID-19 levels. In 2019, nearly 96% of students showed up to school every day. The number dropped to about 90% during COVID-19, when most schools switched to remote learning, but still remains about 2 percentage points below its previous high.

    Attendance is tied to a host of student success measurements. Students with strong attendance tend to have higher test scores, higher levels of reading proficiency and higher graduation rates.

    “It’s a thoughtful analysis that weighs the pros and cons,” said Hedy Chang, president of the nonprofit research and advocacy organization Attendance Works. “For some districts there might be benefits to a funding switch, but it also helps when districts have a concrete incentive for encouraging kids to show up.”

    True cost of educating kids

    Schools have long asked the Legislature to change the funding formula, which they say doesn’t cover the actual costs of educating students, especially those with high needs. The issue came up repeatedly at a recent conference of the California School Boards Association, and there’s been at least one recent bill that addressed the issue.

    The bill, by former Sen. Anthony Portantino, a Democrat from the La Cañada Flintridge area, initially called for a change to the funding formula, but the final version merely asked the Legislative Analyst’s Office to study the issue. The bill passed in 2024.

    A 2022 report by Policy Analysis for California Education also noted the risks of removing schools’ financial incentive to prioritize attendance. But it also said that increasing school funding overall would give districts more stability.

    Enrollment is a better funding metric because schools have to plan for the number of students who sign up, not the number who show up, said Troy Flint, spokesman for the California School Boards Association.

    He also noted that schools with higher rates of absenteeism also tend to have higher numbers of students who need extra help, such as English learners, migrant students and low-income students. Tying funding to daily attendance — which in some districts is as low as 60% — brings less money to those schools, ultimately hurting the students who need the most assistance, he said.

    “It just compounds the problem, creating a vicious cycle,” Flint said.

    To really boost attendance, schools need extra funding to serve those students.

    Switching to an enrollment-based funding model would increase K-12 funding by more than $6 billion, according to the Legislative Analyst’s Office. Currently, schools receive about $15,000 annually per student through the state’s main funding mechanism, the Local Control Funding Formula, with an additional $7,000 coming from the federal government, block grants, lottery money, special education funds and other sources. Overall, California spent more than $100 billion on schools last year, according to the Legislative Analyst.

    Motivated by money?

    Flint’s group also questioned whether schools are solely motivated by money to entice students to class.

    “Most people in education desperately want kids in class every day,” Flint said. “These are some of the most dedicated, motivated people I’ve met, and they care greatly about students’ welfare.”

    Josh Schultz, superintendent of the Napa County Office of Education, agreed. Napa schools that are funded through attendance actually have lower attendance than schools that are considered “basic aid,” and funded through local property taxes. Both types of schools have high numbers of English learners and migrant students.

    “I can understand the logic (of the LAO’s assertion) but I don’t know if it bears out in reality, at least here,” Schultz said. “Both kinds of schools see great value in having kids show up to school every day.”

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


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  • Layoffs, Cuts and Closures Are Coming to LAUSD Schools As District Confronts Budget Shortfalls – The 74

    Layoffs, Cuts and Closures Are Coming to LAUSD Schools As District Confronts Budget Shortfalls – The 74


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    Budget cuts, staffing reductions and school consolidations are coming to Los Angeles Unified as the cash-strapped district works to balance its shrinking budget, a top school official said. 

    LAUSD’s chief financial officer in an interview last week said declining enrollments and the end of pandemic relief funds have forced the district to take cost-cutting measures.  

    Schools have already been notified of how much they will have to cut from their budgets. The cuts will go into effect starting in August. 

    LAUSD officials in June had predicted a $1.6 billion deficit for the 2027-28 school year. But an updated version of the budget approved by the board last week eliminates the deficit by using reserve funds plus cost-cutting measures over the next two years. 

    The planned cuts to school budgets will begin in the 2026-27 school year, with school consolidations and staffing reductions planned for the following school year, said LAUSD Chief Financial Officer Saman Bravo-Karimi. 

    “We have fewer students each year, and in LAUSD that’s been the case for over two decades,” Bravo-Karimi said. “That has a profound impact on our funding levels. Also, we had the expiration of those one-time COVID relief funds that were very substantial.”  

    The district recently contracted with the consulting firm Ernst and Young to create models for closing and consolidating schools. While school officials wouldn’t say which schools or how many would be closed, the district has clearly been shrinking. 

    Enrollment last year fell to 408,083, from a peak of 746,831 in 2002. Nearly half of the district’s zoned elementary schools are half-full or less, and 56 have seen rosters fall by 70% or more. 

    Bravo-Karimi said in the current school year the district will spend about $2 billion more than it took in from state, local and federal funding. The trend of overspending is expected to continue next year and the year after that, he said.

    The district’s board in June approved a three-year budget plan that included a $18.8-billion budget for the current school year. The plan delayed layoffs until next year, and funded higher spending in part by reducing a fund for retirees’ health benefits. 

    According to the plan approved this month, the district will save:  

    • $425 million by clawing back funds that went unused by schools each year 
    • $300 million by reducing staffing and budgets at central offices 
    • $299 million by cutting special funding for schools with high-needs students
    • $120 million by cutting unfilled school staffing positions
    • $30 million by consolidating schools  
    • $16 million by cutting student transportation 

    Bravo-Karimi said the district gets virtually all of its money through per-pupil funding from the state. Since enrollment in the district has fallen steadily for decades, and then sharply since the pandemic, funding is down significantly, he said.

    Most zoned L.A. elementary schools are almost half empty, and many are operating at less than 25% capacity. Thirty-four schools have fewer than 200 students enrolled; a dozen of those schools once had enrollment over 400.     

    The drops have prompted LAUSD leaders to talk about closing or combining schools, a controversial step that other big U.S. cities are already doing or considering. 

    Bravo-Karimi said the district would assess the needs of communities and the conditions at local schools before it makes any decisions about school closings or consolidations. 

    “That process needs to play out before any decisions are made about potential consolidation of school facilities,” he said.

    Bravo-Karimi said other factors, including ongoing negotiations with labor unions, and changes to state funding, will further impact the district’s budget in the coming months. 

    Marguerite Roza, director of the Edunomics Lab and Research Professor at Georgetown University’s McCourt School of Public Policy, said the cuts planned for LAUSD are “relatively mild” compared to overall size of the district’s budget and cuts being considered at other districts around California and the rest of the country. 

    “I don’t think the people in the schools are going to notice that there’s a shrinking of the central office or that they’re using reserves,” said Roza. “Unless you’re one of the people who loses their transportation or if you’re in one of the schools that gets closed.” 

    But, Roza said, many of the cuts taken by LAUSD can only be made once, and the district still faces profound changes as enrollments continue to fall and downsizing becomes more and more necessary. 

    “This really should be a signal to families,” said Roza of the planned cuts in the district’s latest budget. “After several years of really being flush with cash, this is not the financial position that LA Unified is going to be in moving forward.” 

    LAUSD Board Member Tanya Ortiz-Franklin, who represents LAUSD’s District Seven, which includes neighborhoods such as South L.A., Watts and San Pedro, said the district will work to shield kids from the impact of budget cuts. 

    But, Ortiz-Franklin said, the district hired permanent staffers with one-time COVID funding, and now some of those staffers will have to be let go. 

    Still, LA Unified has made strong gains since the pandemic, she said, and the district must work hard to preserve its upward trajectory despite financial headwinds. 

    “We would love to share good news, especially this time of year,” said Ortiz-Franklin. “But the reality is, it is really tough.” 

    School leaders across LAUSD received preliminary budgets for the next year over the last few weeks, said Ortiz-Franklin. Some schools in her district are facing cuts of up to 15%, forcing them to make tough decisions on which staffers to keep and who to let go. 

    Several hundred additional layoffs will be announced in February, she said, when the district makes another assessment of staffing needs. 

    “We don’t know the total number yet, and we don’t know which positions yet,” said Ortiz-Franklin.


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  • The New Rules of College Digital Advertising

    The New Rules of College Digital Advertising

    This post was co-authored with Vaughn Shinkus.

    Colleges are still trying to catch up to the digital expectations of students.

    Today’s college search usually begins with a scroll. Students meet their future alma mater while still in pajamas, thumb hovering over TikTok dorm tours, YouTube “day-in-the-life” videos, and Instagram stories showing everything from campus squirrels to club fairs.

    While most college marketers recognize the importance of meeting students in digital spaces, data show that many institutions are still catching up to student behavior.

    Nearly two-thirds of students use Instagram daily, yet only about half report seeing college content in their feeds, according to the 2025 E-Expectations Trend Report. That gap, between where students spend their time and where colleges spend their dollars, tells the real story.

    Here are several other significant places where student behavior and institutional strategies do not align:

    • Students live on TikTok and YouTube, but institutions continue to invest more heavily in Facebook and Instagram.
    • Retargeting and program-specific ads perform best because they feel relevant, yet many colleges default to broad brand campaigns.
    • Search and AI-driven summaries are now leading sources of inquiry traffic, but SEO remains underfunded or outdated.

    Today, nearly every institution had allocated a budget to digital channels, including search ads, Instagram, Facebook, display ads, YouTube, and more (according to our 2025 survey of marketing and recruitment practices). But sending dollars into platforms without a data-backed strategy is a recipe for low return.

    Channel usage and effectiveness

    The first step toward a smarter strategy is aligning digital investments with students’ stages of college planning. Timing matters.

    • 9th graders are dreamers; they are just beginning to imagine college. This is the moment for creative, curiosity-driven content on TikTok and other emerging platforms.
    • 10th graders start exploring and comparing. Snapchat, X (formerly Twitter), and BeReal are gaining influence as they seek authentic glimpses of campus life.
    • 11th and 12th graders shift into decision mode. They are more likely to engage with YouTube, Instagram, and even Facebook, the places where institutions focus most on deadlines, financial aid, and event promotions.

    Let’s examine how college and student perspectives align, and where they diverge. This table shows the usage and effectiveness of recruitment practices by recruitment professionals (taken from the 2025 Marketing and Recruitment Practices Report). The last column shows the student perspective as captured by the 2025 E-Expectations Report.

    Channel Usage by Colleges Effectiveness Student Perspective
    Instagram Private: 93%
    Public: 87%
    Two-Year: 86%    		 Private: 94%
    Public: 90%
    Two-Year: 100%    		 63% of users use Instagram daily, but only 53% view college content.
    Facebook Private: 81%
    Public: 89%
    Two-Year: 85%    		 Private: 77%
    Public: 76%
    Two-Year: 100%    		 Still visible, but less influential than Instagram or TikTok.
    YouTube Private: 81%
    Public: 66%
    Two-Year: 57%    		 Private: 79%
    Public: 86%
    Two-Year: 100%    		 Campus vlogs and videos help students picture themselves there.
    TikTok Private: 60%
    Public: 35%
    Two-Year: 71%    		 Private: 82%
    Public: 74%
    Two-Year: 80%    		 One of the most influential platforms for discovery and decision-making.
    Display Ads Private: 94%
    Public: 77%
    Two-Year: 86%    		 Private: 90%
    Public: 97%
    Two-Year: 100%    		 Students often click Google ads when researching programs.
    Retargeting Private: 86%
    Public: 69%
    Two-Year: 80%    		 Private: 98%
    Public: 86%
    Two-Year: 94%    		 Highly effective when personalized, reminders drive action.

    Takeaway: To reach students where they truly live online, colleges must rebalance their media mix toward video-rich, mobile-first channels and strengthen SEO to connect organically within search and AI summaries.

    Messaging strategies that move students

    Ask any university marketing team what they promote and you will hear familiar answers: brand identity, application deadlines, campus events, student stories, program highlights. All important, but not all equally effective.

    Students tell us that the ads that stick are the ones that feel authentic and actionable.
    They click when they see a major they are interested in. They re-engage when retargeted about unfinished applications. They respond when the tone feels genuine, not corporate.

    Breaking through the stream of memes, influencers, and viral videos requires messaging that is personal and specific, not just polished.

    Messaging Strategy Usage by Colleges Effectiveness Student Perspective
    Application Deadlines Private: 98%
    Public: 92%
    Two-Year: 85%    		 Private: 94%
    Public: 93%
    Two-Year: 100%    		 Clear calls-to-action work. Deadline ads drive clicks and completions.
    Brand Messaging Private: 98%
    Public: 95%
    Two-Year: 86%    		 Private: 94%
    Public: 94%
    Two-Year: 100%    		 Generic brand ads rarely move the needle; authenticity wins.
    Event Promotions Private: 94%
    Public: 86%
    Two-Year: 86%    		 Private: 96%
    Public: 97%
    Two-Year: 100%    		 Virtual tours and admitted-student events generate strong engagement.
    Student/Alumni Stories Private: 81%
    Public: 83%
    Two-Year: 57%    		 Private: 95%
    Public: 93%
    Two-Year: 100%    		 “Show me real people.” Authentic voices and outcomes persuade.
    Program-Specific Ads Private: 87%
    Public: 89%
    Two-Year: 57%    		 Private: 95%
    Public: 100%
    Two-Year: 75%    		 Students want details about majors, careers, and outcomes.

    Bottom line: High-level brand awareness campaigns rarely convert. The content that wins is personal, timely, and anchored in real stories and next steps.

    The big picture

    So what does this all mean for your digital strategy? The short version: ads work best when they meet students where they are, in their social feeds, with content that feels personal, genuine, and video-forward.

    Here is how to make that happen:

    • Invest where students spend time: TikTok, YouTube, and optimized search.
    • Fix underperforming channels: Strengthen Instagram with better creative and stage-specific targeting.
    • Use personalization and retargeting: Move students from “just browsing” to “taking action.”
    • Tell real stories: Highlight authentic student voices and tangible outcomes, not just taglines.

    Students now research colleges the same way they manage the rest of their digital lives; they discover, compare, and decide while scrolling. A TikTok video might spark curiosity, a YouTube vlog might help them imagine themselves on campus, and a retargeted ad might push them to finally hit “apply.”

    They are already making college decisions mid-scroll. To earn their attention and their trust, colleges must meet them there, with relevance, immediacy, and authenticity.

    Ultimately, it is not about clicks for the sake of clicks. It is about connection, belonging, and the digital moments that turn curiosity into commitment.

    Talk with our marketing and recruitment experts

    RNL works with colleges and universities across the country to ensure their marketing and recruitment efforts are optimized and aligned with how student search for colleges.  Reach out today for a complimentary consultation to discuss:

    • Student search strategies
    • Omnichannel communication campaigns
    • Personalization and engagement at scale

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  • NJ Teachers, Don’t Quit Your Jobs

    NJ Teachers, Don’t Quit Your Jobs

    What is going on in this graph at the bottom that juxtaposes the number of New Jersey educators with the number of students enrolled in NJ school districts?

    This: Over the last decade, staffing is up while enrollment is down, according to data collected by Georgetown University’s Edunomics Lab. New Jersey isn’t an outlier here because the trend of increased staffing and decreased student population is happening across the country, fueled by outsized federal grants (called ESSER) to each state after the pandemic. That money was intended to ameliorate learning loss suffered by students locked out of school, a short-term infusion never intended to be baked into district payrolls.

    During 2021-2024, the time period when the federal government distributed that ESSER money (total: about $2.6 billion to NJ), NJ school districts hired about 10,000 additional staff members, represented by the red line on the graph. By 2024 we employed over 249,000 educators.

    But here’s the rub or, rather, two: first, we have what analysts call “the fiscal cliff” because the federal infusions dried up last year, leaving districts cash-strapped. Second, over the last decade enrollment across NJ schools is down by over 100,000 students. Since enrollment factors into our state funding formula, many districts take another budgetary hit.

    Edunomics leaders Marguerite Roza and Katherine Silberstein write in the 74, “districts are paying for more employees than they can afford. ​​To make matters worse, during the same time period, districts have been losing students. That means that state and local dollars (which tend to be driven by enrollment counts) are unlikely to make up the gap.”

    What’s next?

    “Right-sizing,” i.e., districts across the country will be laying off staff members because fewer students need fewer teachers and less money means less to spend on payroll.

    The bad news? Some teachers will lose their jobs and districts will be facing tough math to balance budgets.

    The good news? With the exception of fields STEM, special education, and multilingual learners, the teacher shortage is over.

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  • What We Learned About College Students in 2025

    What We Learned About College Students in 2025

    Every year, I have the opportunity to stand at the intersection of student voices, fresh research, and campus decision-making. It is this vantage point I never take for granted. I get to listen, really listen, as students and their families try to make sense of one of the biggest choices they will ever face. And honestly? The data always surprises me. It knocks me off balance, in the best way, and keeps me rethinking how this work should be done. But this year felt different, and not just in the numbers.

    We conducted eight studies and heard from tens of thousands of students. Thousands of families shared their experiences with us. We also surveyed campus professionals at hundreds of institutions.

    When I step back and look at it all, one message just echoes above the rest: Students want to succeed. They are not asking for a handout. They are just asking us to meet them where they are. No matter the dataset, the demographic, or the question, it was there, a kind of quiet message threading through every open-ended response: “I’m trying. Please help me in a way that works for me.”

    Here is what I learned from all the students, families, and schools that trusted us with their stories this year. I have also listed the reports for each finding, which you can download and explore.

    1. Students start earlier, search differently, and expect more from digital experiences.

    Every year, I meet a new wave of students. Many are Gen Z, and the youngest are now part of Gen Alpha. These students do not just move nimbly through the internet. They approach it with a clear set of expectations.

    They want websites to be easy to use and up-to-date. They want virtual tours to feel real, not packaged or staged. When they watch a video, they hope it speaks to them, not over their heads. They want answers quickly, but they also want to feel a sense of care and connection.

    There is so much coming at them all at once. The choices are overwhelming. But even before they reach out to a human being, many are already wondering: “Can I picture myself at this college?”

    Their search is emotional before it is analytical. And they need us to show up fully, with clarity, transparency, and responsiveness.

    2. Institutions are truly trying, but capacity gaps get in the way.

    A pattern that stood out this year: the divide between what students hope for and what most colleges feel they can provide. Colleges care deeply and want to meet the needs and expectations of students, but their systems and staffing simply lag behind students’ wants and needs. Here are just three examples:

    • Students love personalized videos; however, many colleges continue to struggle with creating them.
    • Students want information that is tailored for where they are in 10th, 11th, or 12th grade, but most schools find it tough to do this consistently.
    • Students respond well to SMS reminders and instant guidance, yet some colleges hold back, worried about being intrusive.

    This is not a willingness issue. It is a resourcing issue. It forces us to rethink what “meeting students where they are” looks like, not just emotionally, but operationally.

    3. Families remain the quiet (and sometimes not-so-quiet) force behind every decision.

    Families have been clear about what they need from us. Communicate, early and honestly. Talk about cost in real terms. Help us understand what comes next, and what this investment might mean for our children.

    Families are not trying to control the process. They want to feel assured that their sons and daughters will be okay. It matters that families feel the investment is worth it, that their students will be supported, and that there is a clear path forward. At the same time, many families still struggle to obtain answers to even the most basic questions about costs, aid, or outcomes.

    We cannot truly support students while ignoring the people quietly cheering (and sometimes worrying) behind them. Equity means working in partnership with families, especially those walking into higher education for the first time.

    4. First-year students are deeply motivated and deeply worried.

    This report broke my heart, I have to be honest!

    Almost every first-year student says they want to finish their degree. They want to learn. They want to belong. They want to shape a future they can be proud of.

    Yet more than a quarter are already doubting whether college will be worth it, sometimes even before their first class.

    Their requests are not grand or out of reach. They want to make friends. They want to find the right major. They want to understand how careers really work. They want to know how to study well. They want advice on scholarships. These are not demands; they are invitations. Show them they belong. Prove that their presence matters here.

    Belonging is not a catchphrase. It is the foundation for everything else. These are not demands. They are invitations: “Show me I matter here.”

    5. Many students feel that institutions do not provide adequate financial aid.

    Cost is a driver for enrollment and the biggest barrier for families. Knowing how much financial aid they are eligible for can go a long way toward alleviating the stress of financing an education.

    However, across the board, about half of all students are not satisfied with the availability of financial aid. When looking at students at four-year private institutions, four-year public institutions, and community colleges, more than 80% said that adequate financial aid was important. Yet only half said they were satisfied that adequate financial aid was available. Adult students expressed similar levels of satisfaction.

    Given the enormous investment students and families make in a college education, we have to design processes that educate them early on the aid that is available, explain their actual cost of attendance is, and share outcomes to illustrate how their college education can lead to a better life.

    6. Retention is not a mystery. We know what works; the challenge is scaling it.

    There were no huge surprises about what helps students stay and succeed. Academic support. Mental health services. Early alerts. Success coaches. We know these things work.

    What is striking is how many places struggle to get support from every student who needs them. AI-powered tools are helpful, but not every campus utilizes them. Early assessments can significantly impact a student’s trajectory, but they are not universally applicable. Cross-campus plans work best, but not every college has enough hands-on deck to pull it off.

    Retention is not something one office “owns.” It is a campuswide philosophy grounded in clarity, coordination, and community.

    7. Gen Z are becoming the largest population of graduate students, and they expect more personalization

    It’s hard to believe that Gen Z is already moving on to graduate school, but that shift is well underway. The National Center for Education Statistics showed that, by fall 2023, 26% of graduate students were under 25 and 30% under 29.

    That means that the majority of graduate students are digital natives who have grown up online and are used to those online experiences being personalized and curated for them. When we conducted this year’s graduate student survey, 53% of our respondents said that personal contact was essential or very important to them in choosing a program.

    More than ever, graduate student recruitment needs to feel like it speaks to students and addresses their goals, their interests, and their needs.

    8. AI is not replacing people; students want us to help them use it safely and ethically.

    This one surprised me the most. Whether students are wary of AI or jumping in, nearly all say the same thing:

    • They want guidance.
    • They want an advisor to help them use these tools wisely.

    AI itself is not the enemy. Pretending students are not already experimenting with it would be the real mistake.

    Students are not asking us to choose between AI and human connection. They are asking us to integrate both thoughtfully and responsibly.

    What all eight reports taught me

    Students are trying incredibly hard in a system that was not always built for them.

    Our job is to build the bridge, not ask them to leap. Meeting students and families where they are is not a tagline. It is a responsibility. It looks like:

    • Clear digital pathways for exploration
    • Transparent communication for families
    • Personalization so students feel you are speaking to them
    • Support that begins early and never stops
    • Belonging as a core institutional value
    • Career clarity embedded throughout the journey
    • Financial transparency without fine print
    • AI literacy paired with human connection

    And above all: Designing every process with equity at the center, not at the margins.

    Because students are ready. Families are ready. They are doing everything they can.The real question is whether we are ready to meet them with the honesty, empathy, and support they deserve.

    You can find all of these reports in our Resource Library. And if you want to talk about how you can turn these insights into strategies that will help you engage, enroll, and retain more of your students, reach out to us. We can schedule a time to talk about meeting more students where they are and meeting your enrollment goals.

    Talk with our experts about enrollment and student success

    Let’s talk about how you can find the optimal strategies for engaging the students who are the best fit, optimizing yield, and maximizing student success.

    Schedule a time to talk

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  • Why Personalized Video Is Changing Student Recruitment

    Why Personalized Video Is Changing Student Recruitment

    How one-to-one storytelling turns information into enrollment

    Students are saturated with content in their daily lives, and video is a huge part of what they see and consume. However, as the 2025 E-Expectations Report reveals, students are also no longer impressed by one-size-fits-all marketing. They want outreach that feels personal, relevant, and authentic (RNL, Halda, & Modern Campus, 2025). What resonates with them is personalization that shows colleges see them and not just another applicant.

    And when a personalized video connects those dots, combining storytelling, emotion, and data, something powerful happens: curiosity turns into commitment.

    Why personalization works

    Personalization amplifies engagement with students.

    This is clear. When students see themselves reflected in a story, they engage more deeply and feel a stronger sense of belonging.

    Zhao and colleagues (2024) tested this through a creative experiment involving personalized animated films. Participants watched short stories where their moods and habits shaped the life of a little corgi trying to reach the moon. The results? Viewers not only enjoyed the video, but they also identified with it. Some even started calling the character “me.” That sense of recognition is exactly what colleges aim to spark when they send a personalized admit or financial aid video.

    Banerjee et al. (2023) found similar effects in the education technology sector. When apps delivered recommendations based on individual interests, student engagement increased, especially among those who typically ignored recommendations. The message for higher education marketers is clear: those who ignore your emails or skip your events may simply be waiting for the right message at the right moment.

    Finally, Deng et al. (2024) showed that personalization is not just about what content appears; it is also about how it appears. TikTok’s algorithm, for example, predicts which segments you will watch and preloads them for a frictionless experience. When it comes to personalized video for students, the same principle applies. A message that loads quickly, feels smooth, and speaks directly to their needs earns attention and trust.

    Real results from personalized video campaigns

    You can see the full potential of personalization when colleges put it into practice, especially with the channel students use the most: video. Institutions across the country are using personalized video to make complex information clear, emotional moments unforgettable, and online discovery truly interactive. We work with our partners Allied Pixel, the pioneer in personalized video technology, to help campuses make that personalized connection that drives enrollment.

    Personalized financial aid videos: Turning confusion into clarity

    At Coastal Carolina University, affordability became an opportunity for connection. Through Personalized Financial Aid Videos (PFAVs), the university walked students and families through their aid packages in plain English and Spanish, helping them understand what college would actually cost. The outcome was remarkable:

    • Students who viewed their PFAV were nearly twice as likely to enroll as those who did not
    • More than 75% of students who clicked an action button after watching enrolled.
    • Coastal Carolina credits the videos as a major factor in enrolling a record-breaking incoming class.

    What could have been a confusing moment became one of clarity and confidence.

    Admit hype videos: Building emotional momentum

    Once affordability is clear, emotion takes center stage. The University of Cincinnati used Personalized Admit Hype Videos as part of its “Moments That Matter” campaign, designed to celebrate admitted students in a way that felt deeply personal.

    The results spoke for themselves: over 1,200 students confirmed their enrollment after watching their personalized video. One student shared, “It made me feel like I’ve found a new home. Thank you for putting this together!” A parent commented, “This is the absolute coolest thing I’ve seen in college recruiting, and this is my third child. Well done!!!”

    It is hard to imagine a clearer example of how belonging drives yield.

    Real-time web videos: Personalization in 30 seconds or less

    Before a student ever inquires, colleges like Aquinas College are using Personalized Real-Time Web Videos to create immediate engagement. Visitors to the Aquinas website can build their own video in under 30 seconds, featuring content relevant to their interests.

    Over 70% of visitors choose to create their own personalized clip, an extraordinary engagement rate. Even better, the form captures names, emails, and optional phone numbers, providing the admissions team with high-quality leads while offering students a memorable first touchpoint.

    These examples show that personalization is not just a creative flourish. It is a measurable driver of engagement, confidence, and enrollment.

    What personalized video means for enrollment leaders

    For enrollment and marketing teams, personalized video has shifted from a novelty to a necessity. The results are too compelling to ignore. Here is what to focus on next:

    • Start with data. Use CRM or application data to personalize content around major, aid status, or next steps.
    • Make it one-to-one. Include each student’s name, major, and relevant details so it feels like their story.
    • Keep it short. The sweet spot is 30–60 seconds, enough to inform without overwhelming.
    • Guide with purpose. End every video with one clear call to action: confirm, apply, schedule, or log in.
    • Measure and refine. Track engagement and conversion metrics to keep improving.
    • Build belonging. Blend data with empathy, because personalization is about people, not just platforms.

    When done right, personalized video meets both emotional and practical needs. It answers questions and builds confidence, but it also sparks joy, pride, and a sense of belonging. That is the sweet spot where conversion happens.

    So, if you want students not just to watch, but to feel seen, do not just write it, film it. Keep it short, real, and personal. Because when a few seconds can change a student’s decision, the most powerful word in recruitment might just be their name.

    Want to see the full picture?

    Find out how personalized video can create powerful engagement at every stage of the enrollment journey. Watch our webinar, How to Ramp Up Student Engagement Through Personalized Videos, to learn how you can add personalized videos to your marketing and recruitment efforts.

    You can also download the 2025 E-Expectations Trend Report to see the full findings on how today’s high-school students explore, evaluate, and choose colleges, plus what they expect from every click, video, and message.

    References:
    • Banerjee, R., Ghosh, A., Nanda, R., & Shah, M. (2023). Personalized Recommendations In Edtech: Evidence From A Randomized Controlled Trial. Proceedings of the 14th ACM Conference on Learning at Scale. ACM.
    • Deng, W., Fan, Z., Fu, D., Gong, Y., Huang, S., Li, X., Li, Z., Liao, Y., Liu, H., Qiao, C., Wang, B., Wang, Z., & Xiong, Z. (2024). Personalized Playback Technology: How Short Video Services Create Excellent User Experience. IEEE Transactions on Multimedia. Advance online publication.
    • RNL, Halda, & Modern Campus. (2025). 2025 E-Expectations Report. Ruffalo Noel Levitz.
    • Zhao, X., Lee, J., Maes, P., & Picard, R. (2024). A Trip To The Moon: Personalized Animated Movies For Self-Reflection. Proceedings of the ACM on Human-Computer Interaction, 8(CSCW2), 1–27.

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  • Where Colleges Meet Prospective Family Expectations in Recruitment

    Where Colleges Meet Prospective Family Expectations in Recruitment

    College recruitment is a bit like hosting a dinner party. You might set the table beautifully, prep your best dish, and send out invitations. But if you forget dessert or serve something your guests did not actually want, you will still leave people hungry.

    That is the story unfolding when we compare two recent sets of data: the 2025 Marketing and Recruitment Practices Report (RNL, 2025) and the 2025 Prospective Family Engagement Report (RNL, Ardeo, & CampusESP, 2025). Together, they show where colleges are feeding families exactly what they want, and where they are still serving mystery meat.

    Email is king, but do not ignore texts and portals

    Email is still king, and on this, families and colleges are totally in sync. Nearly all institutions rely on it to connect with prospective students and their families (98–100%), and approximately 90% of families consider it their top way to receive college updates (RNL, 2025; RNL et al., 2025). But that is not the end of the story: lower-income and first-generation families are more likely to prefer text messages, with about 30% say getting updates on their phones suits them best. And when it comes to college portals? Most families are not shy about their feelings. Seventy-seven percent call these hubs “invaluable” for keeping track of deadlines and details.

    Here is the practical takeaway. If your family portal is still in beta, you are late. The portal is the digital front porch. Families want to step in. They do not want to just peer through a window.

    However, this is where institutions often fall short.

    • Lower-income families: They may not have unlimited data plans or reliable Wi-Fi. For them, text updates are not just convenient. They are a lifeline. Use SMS for deadlines, aid reminders, and quick check-ins.
    • Multilingual families: A portal that exists only in English is a locked door. Translation tools, multilingual FAQs, or videos with subtitles are not extras. They are necessities.
    • Busy working families: They may read email at odd hours. Keep messages concise. Make them mobile-friendly. Pack them with links that get families directly to what they need. No scavenger hunt.

    Email may be the king, but texts and portals are the court. Together, they make families feel included, informed, and respected. Income, language, and schedule should not become barriers to access.

    Cost clarity: The non-negotiable

    Families shout this from the rooftops. Show me the money.

    Ninety-nine percent say tuition and cost details are essential. Seventy-two percent have already ruled out institutions based on the sticker shock (RNL et al., 2025).

    Meanwhile, many institutions are still burying their net price calculators three clicks deep or waiting until after application to share the real numbers (RNL, 2025). That delay does not just frustrate. It eliminates your campus from consideration.

    Here is the practical takeaway. Put cost and aid at the forefront. Homepage, emails, campus events. If families cannot find your numbers, they will assume they are bad.

    Widen the lens for a moment.

    • Lower-income families: They do not just compare sticker prices. They seek reassurance that aid is real, accessible, and does not come with hidden strings.
    • First-generation families: Jargon like “COA” and “EFC” confuses them. Use plain explanations, visuals, or short videos to demystify the process.
    • Multilingual families: Cost info in English-only PDFs will not cut it. Translations, bilingual webinars, and multiple-language calculators build trust.
    • Busy working families: Parents reading on a break or late at night do not want to hunt. Make your cost breakdowns mobile-friendly. Spell it out: “Here is the average monthly payment after aid.” No guesswork.

    Clarity is equity. Make costs easy to find, easy to understand, and easy to compare. If you do, you keep your institution in the game.

    Portals: High demand, low supply

    Only 45% of private and 38% of public institutions offer family portals (RNL, 2025). Seventy-seven percent of families consider portals “invaluable” during the planning process (RNL et al., 2025). That is not a gap. It is a canyon.

    Here is the practical takeaway. Stop debating whether you need a portal. You do. Build one. Promote it. Keep it fresh. A portal is not just another login. It is a family’s command center.

    Here is why the design matters:

    • Lower-income families: If they juggle multiple jobs or devices, the portal must be mobile-first. No exceptions.
    • First-generation families: Use the portal as a step-by-step guide through the admissions maze. Clear checklists and “what comes next” nudges make all the difference.
    • Multilingual families: A portal only in English is a locked gate. Multilingual menus, downloadable resources, and translated FAQs turn it into a real access point.
    • Busy working families: On-demand matters. Record sessions, post how-to videos, and archive key communications. Parents can catch up after a late shift.

    Think of your family portal as the ultimate cheat sheet. If it answers questions before families even think to ask them, you have built trust.

    Campus visits still rule the court

    Institutions know visits are powerful. Families confirm it. Ninety-seven percent say seeing campus in person shapes their decision (RNL, 2025; RNL et al., 2025). First-generation families value them even more.

    Here is the practical takeaway. Do not just host cookie-cutter tours. Offer tailored experiences for first-generation families, local students, or academic interest groups. If your best tour story is still “this is the library,” you are missing the emotional connection.

    And do not forget the families outside the “traditional tour” box.

    • Commuter students: Show them where they will spend their days. Lounges, commuter lockers, meal plan hacks, parking solutions. These matter.
    • Students working 20 hours a week to pay tuition: Highlight flexible scheduling, evening classes, and campus jobs.
    • Busy working families: Are you offering evening and weekend options? Can families join virtual sessions during a lunch break? If not, you are leaving them out.

    The real question: Are your campus experiences built for everyone, or just for the students who can spend a sunny Thursday afternoon strolling through your quad?

    Families want in, not just students

    Three out of four families want at least weekly updates or timely news when it matters (RNL et al., 2025). Institutions are trying, but too often, communication still feels like a one-size-fits-all t-shirt. Technically wearable. Not flattering.

    Here is the practical takeaway. Treat families as partners, not sidekicks. Share updates in plain language. Offer Spanish-language options. Spotlight ways families can support their students. Yield is not just about students. It is about family buy-in.

    And remember:

    • Lower-income families: They may not have time to comb through long emails. Keep communication concise. Highlight financial deadlines.
    • First-generation families: Spell out key milestones. Provide clear “what comes next” instructions.
    • Multilingual families: Translate emails, texts, and portal content.
    • Busy working families: Send reminders multiple times of day. Record webinars. Make resources on demand.

    When communication feels clear, inclusive, and personal, families lean in. When it does not, they check out. Sometimes, they cross your institution off the list.

    Mind the gaps: Equity and information access

    Families across the board say cost, aid, program details, and outcomes are critical. Lower-income and first-generation families face significantly larger “information deserts” when searching for them (RNL et al., 2025). Yet institutions often double down on generic email campaigns or broad digital ads. They assume everyone is starting from the same place (RNL, 2025).

    Here is the practical takeaway. Equity in outreach is not just a value statement. It is a recruitment strategy. Translate materials. Send proactive aid guides. Partner with community groups to get info where it is needed most.

    And remember:

    • Lower-income families: Scholarships and payment plan info should not be three clicks deep. Put them front and center.
    • First-generation families: A one-page roadmap with plain-language admissions and aid steps can level the field.
    • Multilingual families: One brochure in Spanish is not enough. Provide translated FAQs, videos, and multilingual staff at info sessions.
    • Busy working families: Host virtual Q&As in the evenings. Record them. Make sure materials are mobile-friendly.

    If families cannot find or understand what they need, they will assume you do not have it. Or worse, that you do not care.

    Digital tools are only as good as the content behind them

    Institutions love their toys. Chatbots, SEO, and retargeted ads. These tools can be powerful (RNL, 2025). But families are not impressed by bells and whistles if the basics are missing. They want clear, easily accessible information about costs, aid, programs, and outcomes. Too often, they click into a chatbot or portal and leave frustrated because the answers are not there (RNL et al., 2025).

    Here is the practical takeaway. Do not let technology become window dressing. Audit your site from a family’s perspective. Can they find costs, aid, majors, and career outcomes in under two clicks? If not, no chatbot in the world can fix it. No amount of flash will.

    Think beyond the default user.

    • Lower-income families: Spotty internet access means your site needs to be mobile-first, fast-loading, and crystal clear.
    • First-generation families: Chatbots must speak plain language, not acronym soup.
    • Multilingual families: Add multilingual chatbot capabilities or direct them quickly to translated resources.
    • Busy working families: On-demand support matters. Chatbots at midnight. Video explainers that can be paused and replayed. Not just a nine-to-five phone line.

    Digital tools are not about looking modern. They are about making life easier. If your tech feels like another hoop to jump through, families will bounce. If it feels like a helpful hand, families will lean in.

    The big picture

    The alignment is clear on some fronts. Families want email, visits, and cost clarity, and institutions largely deliver. But the gaps, portals, aid communication, and equity in outreach are where recruitment wins or loses.

    Families are not just support systems. They are decision-makers. Right now, they are asking colleges to meet them with transparency, respect, and practical tools that make a complicated journey a little simpler.

    In other words, if institutions want families to stay at the table, they will need to stop serving what is easiest to cook and start serving what families ordered.

    Talk with our marketing and recruitment experts

    RNL works with colleges and universities across the country to ensure their marketing and recruitment efforts are optimized and aligned with how student search for colleges.  Reach out today for a complimentary consultation to discuss:

    • Student search strategies
    • Omnichannel communication campaigns
    • Personalization and engagement at scale

    Request now

    References
    • RNL. (2025a). 2025 Undergraduate Marketing and Recruitment Practices Report. Ruffalo Noel Levitz. https://www.ruffalonl.com/practices2025
    • RNL, Ardeo, & CampusESP. (2025b). 2025 Prospective Family Engagement Study. Ruffalo Noel Levitz.

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