Category: Market Research

  • Why Continuous Program Portfolio Management Is Now a Competitive and Compliance Imperative

    Why Continuous Program Portfolio Management Is Now a Competitive and Compliance Imperative

    In today’s higher education landscape, the pressure to adapt has never been higher. Institutions are facing increased demands for transparency, affordability, and accountability from both students and the federal government. To thrive amid this scrutiny, colleges and universities must shift from periodic academic program reviews to an “always-on” portfolio management approach.

    The institutions that succeed in the coming years won’t be those with the biggest catalogs. They’ll be the ones with the most disciplined, data-informed portfolios. Those that are regularly evaluated and refined to meet student, market, and regulatory expectations.

    3 market trends forcing a new approach to program strategy

    The following trends are reshaping how institutions must approach academic program strategy. Each highlights why traditional review cycles are no longer enough, and why a continuous, data-informed portfolio management model is essential.

    1. Student affordability sensitivity is rising: Students and families are making more value-conscious decisions. They want proof that an academic program will lead to career outcomes that justify the investment. Programs with unclear value propositions face enrollment decline and reputational risk.
    2. Labor market and skills cycles are accelerating: The pace of change in the workforce means skills needs are evolving faster than ever. If academic offerings don’t keep pace, institutions risk graduating students into irrelevance. Agility is crucial for staying aligned with industry demand.
    3. Program-level scrutiny is intensifying: New regulations, such as those proposed in the bipartisan OBBB bill, formalize expectations around gainful employment and financial value transparency. These changes mark a shift from access-based accountability to market- and outcomes-based accountability. They require institutions to know, show, and grow the value of every program they offer.

    A new operating rhythm: Annual program review

    Many institutions still operate on a five-year program review cycle, a cadence that no longer supports sustainable decision-making. In a faster-moving environment, annual review is the new standard.

    “Program review must evolve into a dynamic, ongoing process. Institutions need a defined, strategic, and systematic rhythm — one that uses valid data to ensure alignment with student demand, workforce needs, and financial sustainability.”

    — Dr. Tracy Chapman, Chief Academic Officer

    A modern review process should include:

    • Internal metrics: enrollment trends, revenue contribution, cost of delivery, and student learning outcomes
    • External data: student and employer demand, competitive positioning, and alignment with learner expectations
    • Financial performance: program profitability, tuition pricing, and resource optimization

    When done consistently, this evidence-based practice can help institutions scale what’s working, fix what’s slipping, and sunset programs that no longer serve students or the institution.

    Make market research a strategic discipline

    Just as accreditation is a continuous, evidence-based process tied to institutional decisions, so too should market research. It cannot be treated as a one-time validation for new programs or a compliance box to check. It should be embedded into institutional strategy.

    That means investing in:

    • Reliable, valid data sources
    • Systems and platforms that connect market signals to internal performance
    • Skilled analysts and decision-makers who can interpret and act on insights

    What it takes to operationalize strategic program management

    To make continuous portfolio management a reality, institutions need the following:

    • Time: Strategic prioritization of program review as a leadership function
    • Talent: Cross-functional collaboration across academic, enrollment, finance, and IT teams
    • Technology: Data platforms like Collegis Connected Core® to unify insights and enable evidence-based decisions at scale

    For institutions that have yet to build the internal expertise or data infrastructure to support this work, Collegis Education brings the strategy, technology, and insight needed to support this type of transformation. From market research and academic portfolio development to data integration and instructional design, we help colleges and universities move from reactive review cycles to proactive portfolio optimization.

    Disciplined portfolios drive sustainable growth

    Whether the White House and Congress tilt red or blue, regulatory oversight of higher education isn’t going anywhere. The institutions that are best suited for long-term success will be those that treat program portfolio management not as a reactive task, but as a continuous, strategic discipline.

    It’s time to make market analysis a routine leadership practice. Protect your students. Protect your resources. And double down on the programs that deliver the most value — to students, to employers, and to your institution’s future.

    Reach out to learn how we can help you make this shift with confidence and clarity.

    Innovation Starts Here

    Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.

    Amber Arnseth oversees program and market research as a skilled problem-solver with an ability to integrate and contextualize data for partners into actionable recommendations. The research she and her team conduct help inform and strengthen our partners’ strategic portfolio and program decisions.

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  • A Mandate for Transformation: Inside the 2026 Marketing and Enrollment Management Benchmarks 

    A Mandate for Transformation: Inside the 2026 Marketing and Enrollment Management Benchmarks 

    For too long, institutions have operated under an enrollment model built for a market that no longer exists. That status quo persists because it benefits entrenched service providers who profit from preserving the illusion that yesterday’s playbook will solve tomorrow’s challenges. These models feel safe, but they quietly divert resources away from the work of real institutional evolution. 

    At EducationDynamics, we reject that approach. We refuse to manage a legacy of decline. We are actively dismantling the traditional enrollment playbook to meet a new reality defined by rapid AI advancement, fundamental shifts in student behavior and a growing demand for data-driven action. 

    The 2026 Marketing and Enrollment Management Benchmarks is more than a collection of data. It is a strategic blueprint for institutions willing to challenge convention. Traditional benchmarks act like a rearview mirror. These benchmarks define the road ahead, focusing on the forces now driving growth: brand authority, AI visibility, intent-rich audiences, operational speed and measurable value. 

    The Forces Defining Higher Ed in 2026

    These trends are not incremental adjustments or cosmetic shifts. They represent a structural reset in how students discover institutions, how trust is earned and how enrollment engines generate growth. Together, they form the pillars of survival for institutions that intend to compete in the next decade, not merely endure it. 

    1. High-Value Branding

     Winning institutions treat brand equity and transparency as primary drivers of top-of-funnel performance. In an era of automated information, trust is the only currency that matters. Reputation is the new SEO. If students don’t trust you, they never search for you. 

    By 2025, nearly 60% of online learners started their journey by searching for a specific institution—a 354% increase in brand-first searches since 2015. The funnel is no longer program-first. Your brand is the search term. If students don’t already believe in your value, you may never enter their consideration set.

    This shift makes it clear: reputation, trust and visibility now shape the top of the enrollment funnel more than any single program. Institutions that invest in brand equity, AI-ready SEO and consistent messaging across channels are the ones that show up first when learners start their search. 

    Visibility is no longer earned by keywords alone; it is earned with reputation, authenticity and authority—especially in AI-driven environments: 

    • Answer Engine Optimization (AEO): Provide concise, factual responses to zero-click queries so AI surfaces your brand as the answer. 
    • AI Density: Measure how often your institution appears as a cited source within AI ecosystems, your new visibility metric in a Search Everywhere world. 

    The report introduces the AI Visibility Pyramid, a strategic framework that connects brand reputation, content, reviews and earned media into one system designed to make your institution the trusted answer inside AI ecosystems—not just another result if someone happens to click. 

     

    2. “Search Everywhere” Transformation

    The traditional search results page is disappearing. It is being replaced by conversational AI and a multi-platform ecosystem where students demand answers, not links. Visibility is now a conversation, not a click. 

    An estimated 78% of education-related searches now return an AI Overview, and nearly 45% of Google searches end without a click. Students are building shortlists and making decisions from AI overviews, chatbots, social feeds and video long before your institution’s website loads. If your brand isn’t present in these AI-driven answers, you’ve lost the conversation before you see the prospect. 

    3.The Efficiency Imperative 

    Cost inflation is no longer a future concern. It is the operating reality for higher education marketing. In 2025, total digital media spend surpassed $2.77 billion, yet rising costs failed to produce proportional performance gains. 

    Efficiency across traditional acquisition channels has eroded. Non-brand paid search CPCs climbed 30.9% year over year, increasing the cost of competing on generic, high-intent keywords. That pressure is amplified by zero-click search behavior, which continues to weaken keyword-driven volume strategies. 

    In this environment, efficiency is not a budgeting exercise. It is a competitive advantage. Institutions outperforming the market are using AI-driven attribution models to understand how organic, paid, and brand touchpoints actually influence enrollment. The focus shifts from chasing clicks to identifying high-intent learners earlier and engaging them with precision. 

    The Efficiency Imperative is about where and how institutions invest. In 2026, growth will favor those who deploy capital intelligently, align messaging to intent, and reach the right learner at the decisive moment. 

    4. Value Outperforms Volume

    Inquiry volume once signaled success. In 2026, it signals inefficiency. High volumes of low-intent leads inflate costs, overwhelm admissions teams, and obscure real demand. 

    Institutions can no longer rely on inquiry-driven attribution to understand the market. Many of today’s strongest prospects never raise their hand. Growth now depends on brand authority within AI ecosystems, content structured for conversational search, and predictive models that surface high-intent learners before a form is ever submitted. 

    The data confirms this shift. Career Changers and Leadership Track learners convert at 9.75% and 15.73%, far outperforming less motivated segments. These learners are decisive, outcome-driven, and ready to act when value and ROI are clear. 

    At the same time, stealth applicants now account for 9.7% of total applications, up from just 1% in 2020. They research independently, build their own shortlists, and apply when confident, often without entering a traditional funnel. 

    Institutions that prioritize motivation, fit, and outcomes over raw inquiry counts build smarter funnels that convert faster and operate more efficiently. In 2026, success is defined not by how many leads you generate, but by how many of the right students you enroll.

    What this Means for Higher Ed Leaders 2026  

    Higher education has entered a new era, and the data leaves no room for debate. Modern Learners have rewritten how institutions are discovered, evaluated and chosen.  

    Institutions that prioritize scale over substance will fall behind in a market defined by AI-driven search, zero-click behavior and value-first decisions. Survival is not the goal. Growth is. 

    The strategic imperatives that follow are not recommendations. They are the minimum requirements for relevance in 2026 and beyond. 

    The Strategic Imperatives Higher Ed Leaders Must Prioritize 

    1. Mechanize Brand Authority for a Zero-Click World  

    Nearly half of searches now end without a click. Visibility no longer belongs to the best-ranked institutions. It belongs to the most trusted brands. In a zero-click world, institutions must optimize for AI Density, ensuring brand content, outcomes data and FAQs are cited inside AI Overviews, while actively defending brand authority across the decentralized platforms that shape AI answers. 

    2. Pivot from Lead Volume to Enrollment Value  

    The era of buying growth through lead volume is over. Rising CPIs have made mediocre leads an expensive distraction. More leads are not the objective. Enrolling the right students is. Success in 2026 requires abandoning vanity metrics and optimizing toward Cost per Application and Cost per Enrollment using first-party data and AI-driven optimization. 

    3. Engineer Velocity into the Funnel  

    Modern Learners move fast and reward speed. Most enroll at the first institution that admits them. Delay kills conversion. Institutions must design for velocity at every stage, using AI as a 24/7 admissions concierge to answer questions, engage stealth researchers, and eliminate friction across the funnel. 

    4. Move from Performative to Operational AI  

    In 2026, the greatest barrier to progress is not technology, but cultural paralysis. Institutions waiting for a “perfect plan” will end up optimizing a strategy the market has already outgrown. AI cannot live on the sidelines. Leadership must treat it as operational infrastructure, championing upskilling and cross-functional integration across marketing and enrollment. The advantage comes from using AI to drive real-time personalization and faster decisions, not from experimenting in isolation. 

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  • Planning with Purpose: Designing Certificate Programs That Align with Market and Mission

    Planning with Purpose: Designing Certificate Programs That Align with Market and Mission

    Higher education is seeing a surge of interest in non-degree credentials. Learners are seeking faster, more affordable pathways to workforce advancement. Employers are increasingly open to (and in some cases requesting) alternatives to traditional degrees. And with new federal policy expanding Pell Grant eligibility to non-degree programs, institutions are feeling the urgency to act.

    But not all certificate programs are created equal. And while the trend line is clear, the strategy behind how institutions respond is anything but. This moment presents an opportunity, but only for those willing to plan with purpose and set realistic expectations.

    What’s driving demand for short-term credentials?

    Recent data underscores a clear increase in interest:

    • Undergraduate certificate enrollment grew 33% and graduate certificate enrollment grew 21% from Fall 2020 to Fall 2024, according to National Student Clearinghouse data.
    • Google search volume for certificates has increased 19% from 2020 to 2025, according to Google Trends data.

    Today’s learners are drawn to programs that offer accelerated timelines, reduced costs, and clear pathways to meaningful career outcomes. Many working adults are looking to upskill or pivot careers, and a certificate can be a more practical option than a full degree.

    On the employer side, organizations want proof of skills and are increasingly willing to collaborate with institutions on curriculum design. In fact, according to a 2022 employer survey from Collegis and UPCEA, 68% of respondents said they would be interested in teaming up with an institution to develop non-degree credentials to benefit their workforce.

    Certificates are a piece of the puzzle — not the whole strategy

    Despite the interest, many institutions struggle to meet enrollment goals for certificate programs. Strong market trends do not automatically translate into high enrollment volume. The reality is that most certificates serve niche audiences and deliver modest numbers. When treated as stand-alone growth drivers, they often fall short.

    The institutions that see the most strategic value from certificates do so by positioning them within a larger enrollment and academic ecosystem. For example, we’ve helped our partner institutions find success in using certificate interest as a marketing funnel to drive engagement in related master’s programs. Once a prospective student engages, enrollment teams can advise them on the best fit for their career goals, which, for some students, is enrolling in the full degree program.

    Ready for a Smarter Way Forward?

    Higher ed is hard — but you don’t have to figure it out alone. We can help you transform challenges into opportunities.

    What a strategic certificate model looks like

    A certificate program with purpose isn’t just a set of courses — it’s a product with clear value to both learners and the institution. Key elements of a strategic approach include:

    1. Workforce alignment: Programs must be rooted in real-time labor market data. What skills are employers seeking? Which certifications are valued? Aligning with reputable industry certifications is a proven way to ensure relevance and employer recognition.
    2. Accessibility: Pricing should reflect the certificate’s value relative to degree programs, and eligibility for financial aid must be prioritized. Lack of aid is a significant barrier to enrollment for many prospective learners.
    3. Laddering and stackability: Certificates should not be terminal unless intentionally designed that way. They should stack into larger degree pathways or offer alumni incentives for continuing their education.
    4. Delivery speed and flexibility: Busy adult learners expect quick starts, clear outcomes, and minimal red tape. Institutions need streamlined onboarding and agile curriculum design.
    5. Internal collaboration: Designing certificates in isolation often leads to friction. Academic, enrollment, and marketing teams must be aligned on purpose, target audience, and outcomes.
    6. Employer engagement: Employers want to be part of the development process and seek assurance that certificate programs teach the skills they need. Their involvement enhances the recognition and credibility of the credential.

    The role of institutions: Balance mission with market

    Certificate programs are not a shortcut to growth. But they can be a smart strategic lever when grounded in data and designed to complement an institution’s broader mission. They offer colleges and universities an opportunity to:

    • Expand access to underserved learners
    • Respond more nimbly to labor market shifts
    • Strengthen ties with regional employers
    • Drive awareness and enrollment for degree programs

    The key is alignment. When certificate offerings reflect both market demand and institutional mission, they can play a powerful role in expanding reach and impact.

    Plan with purpose, execute with intent

    Certificates are more than just a trending credential. They’re a tool to serve learners in new ways. But institutions must resist the urge to chase quick wins. Success requires thoughtful design, realistic expectations, and cross-functional collaboration.

    With the right foundation, certificate programs can do more than fill a gap. They can open doors for learners, employers, and institutions alike. Collegis supports this effort with integrated services in market research, instructional design, and portfolio development — empowering institutions to make informed, mission-aligned decisions that deliver impact.

    Innovation Starts Here

    Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.

    Amber Arnseth oversees program and market research as a skilled problem-solver with an ability to integrate and contextualize data for partners into actionable recommendations. The research she and her team conduct help inform and strengthen our partners’ strategic portfolio and program decisions.

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  • The 2026 Growth Strategy Higher Ed Needs Right Now

    The 2026 Growth Strategy Higher Ed Needs Right Now

    Why Playing It Safe Is the Riskiest Strategy 

    The convergence of changing demographics, economic volatility and the relentless disruption of AI presents every leader with a stark choice: drive transformative growth or manage a legacy of decline. The choice is yours.

    The era of steady traditional enrollment is over. Beginning in 2026, most institutions will confront a lasting decline in their core undergraduate market. At the same time, public faith in higher education’s value is weakening, leaving institutions to rebuild trust through proof, not promises.

    Findings from EducationDynamics’ 2026 Landscape of Higher Education Report highlight a critical truth: volatility is the new normal and transformation is no longer optional.

    Growth in this new era demands more than adaptation—it demands reinvention. Institutions must lead with strategy, act with urgency and build around the Modern Learner. Because in a market defined by disruption, there are only two paths forward: reinvent or risk irrelevance.

    Key Takeaway #1: An Unstable Economic and Employment Landscape 

    Economic volatility is rising as job creation slows, and uncertainty spreads. The workforce is growing more cautious than ambitious, and in this climate, the traditional promise of a college degree is under siege.

    College graduates still enjoy higher employment rates, yet public faith in that value is eroding. The perception gap is widening, and institutions can no longer rely on reputation alone to carry their story.

    This is the moment to lead with proof, not platitude.

    Institutions must demonstrate return on investment with clarity and consistency. Publish outcomes data. Showcase alumni success. Connect every program to real career mobility. This isn’t just about convincing students, it’s about rebuilding trust across the entire ecosystem of alumni, employers, policymakers and the public.

    In today’s economy, outcomes are the new currency of reputation. The institutions that clearly and consistently prove their value will be the ones that grow.

    Key Takeaway #2: A Radically Transformed Enrollment Environment 

    Institutions now operate in a fundamentally different enrollment landscape. The long-anticipated demographic cliff is no longer a future threat; it’s here. The 2025 cycle marked the high-water mark for traditional-aged undergraduates. From 2026 on, institutions will face a sustained and irreversible decline in their core market. 

    But this doesn’t have to be a crisis. It’s an opportunity to pivot and capture where growth has moved. The new lifeblood of higher education lies in: 

    • Adult learners seeking rapid reskilling in a volatile economy 
    • Dual-enrollment students accelerating their path to a degree 
    • “Some college, no credential” learners returning to finish what they started 

    The lines between traditional and nontraditional students have disappeared. These aren’t separate segments—they’re one unified audience shaping the future of higher education.

    Leaders who continue to operate with outdated distinctions risk designing strategies for a market that no longer exists. Modern Learners value cost, convenience and career outcomes—and they expect institutions to deliver all three.

    This is the moment to retire the old playbook, embrace a new mindset and build for the learner who’s already redefining what comes next.

    Key Takeaway #3: AI Is an Unmistakable Force with Far-Reaching Implications 

    AI is accelerating change across every dimension of higher education, from how institutions engage to how graduates build careers. 

    While the technology itself isn’t new, its rapid integration is rewriting the rules. AI has fractured the traditional recruitment funnel. Modern Learners use AI-powered tools to search, compare and evaluate options before they reach an institution’s website. The student journey is now self-directed, hyper-personalized and constantly evolving, demanding that marketing and enrollment teams adapt in real time. 

    But AI’s impact extends far beyond recruitment. Its growing influence in the workforce is forcing institutions to rethink their academic mission. Institutions that lead will design education for the AI era by combining technical fluency with human-centered skills such as creativity, critical thinking and ethics. 

    Key Takeaway #4: AI Is an Unmistakable Force with Far-Reaching Implications 

    Incrementalism is now the greatest risk. In an age of constant disruption, small adjustments and siloed strategies hinder growth. The institutions that succeed will lead with clarity, agility and a unified vision centered on the Modern Learner. 

    Sustained growth demands leadership that acts decisively across three dimensions: 

    1. Align program portfolios with high-growth sectors. Move beyond tradition-bound curriculums. Invest in programs that meet labor-market demand and retire those that no longer serve a clear purpose. 
    2. Unify brand and enrollment strategies. The boundaries between undergraduate, graduate and online student populations are disappearing. Institutions must speak with one voice and focus on the three factors that drive every learner’s decision: cost, convenience and career outcomes. 
    3. Lead the conversation on value and outcomes. Public trust cannot be rebuilt through messaging alone. It must be earned through transparency, data and measurable results.

    This is the moment that will define the next decade of higher education. The difference between survival and sustainable growth hinges on decisive, informed action. Leaders must either seize this moment to shape the future or watch their institutions be defined by it. 

    From Insight to Action: Ten Strategic Imperatives for Sustainable Growth 

    The era of incremental adjustment is over. Conviction is now the currency of leadership. This moment demands bold leadership and a decisive strategy that converts disruption into a roadmap for measurable growth. 

    The EducationDynamics’ 2026 Landscape of Higher Education Report delivers that roadmap. Our Ten Strategic Imperatives are pragmatic, research-driven levers designed to help your institution build resilience and sustainable momentum for 2026 and beyond. 

    Imperative #1: Prove Outcomes. Protect Reputation.  

    Publish transparent results and illustrate career alignment to help students understand program value. 

    Imperative #2: Market ROI Relentlessly. 

    Lead with affordability and clearly communicate a projected and proven return on investment. 

    Imperative #3: Capture the Dual Enrollment Surge.   

    Build structured high school-to-degree pipelines. 

    Imperative #4: Own the Adult Learner Market.

    Offer flexible, online and stackable options with the support working learners need to balance their multiple priorities. 

    Imperative #5: Prioritize Accessibility through the Three C’s.  

    Deliver education that meets learners on cost, convenience and career outcomes. 

    Imperative #6: Lead in Responsible AI Adoption.  

    Optimize marketing for AI discoverability and AI powered platforms, while Integrating AI into advising, engagement and instruction. 

    Imperative #7: Reinvent Vulnerable Disciplines.  

    Reframe liberal arts around adaptability and skills attainment. 

    Imperative #8: Re-engage the Stopped-Out Majority. 

    Convert the 43 million with some college, no credentials into completers through credit recovery, tailored pathways and adult-first design. 

    Imperative #9: Stack Credentials into Careers.  

    Link short-term certificates to degree pathways. 

    imperative #10: Advocate for Policy Stability. 

    Simplify aid communication and push for predictable funding. 

    Together, these imperatives form a blueprint for how higher education can evolve from reactive adaptation to proactive growth. 

    Transform Disruption into Growth

    The time for caution has passed. Those who hesitate or fail to act with purpose will fall behind in a marketplace that does not wait. 

    At EducationDynamics, we partner with colleges and universities prepared to lead this transformation—those who understand that meeting the Modern Learner where they are is not just an enrollment strategy but the new mission of higher education. 

    For deeper insights and actionable strategies, download the full 2026 Landscape of Higher Education Report and learn how your institution can stay ahead of the curve. 

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  • The End of the Traditional Student Era: Higher Ed’s New Enrollment Reality

    The End of the Traditional Student Era: Higher Ed’s New Enrollment Reality

    For decades, the term “traditional student” referred to an 18–22-year-old, full-time student living on campus and largely unencumbered by adult responsibilities. That definition may have been true in the past, but today, it’s holding institutions back. 

    Across the country, Gen Z students increasingly look like their older counterparts in how they approach higher education. They’re working while enrolled, choosing flexible learning formats, weighing cost against career ROI, and demanding that programs fit into — not disrupt — their lives. At the same time, adult learners remain a vital audience, and their motivations often mirror those of younger students. 

    For enrollment and marketing leaders, the takeaway is clear: Stop relying on outdated labels and start building strategies for the actual students you serve. 

    The blurred lines between traditional and adult learners 

    Recent Gallup-Lumina research shows that 57% of U.S. adults without a degree have considered enrolling in the past two years, and more than 8 in 10 say they’re likely to do so within the next five years. While adult learners have long valued affordability, flexibility, and career outcomes, these same factors now dominate Gen Z’s expectations. 

    Cost concerns are particularly telling, as highlighted by The CIRP Freshman Survey 2024. The study found that 56.4% of incoming first-year students reported some or major concern about paying for college, with even higher rates among Hispanic or Latino (81.4%) and Black or African American (69.6%) students. 

    Work and life responsibilities are also playing a growing role. Georgetown University’s Center on Education and the Workforce (CEW) reports that between 70-80% of undergraduate students are employed while enrolled, with about 40% working full-time.  

    For many, this isn’t a nice-to-have — it’s the only way they can afford school. 

    Why this matters for enrollment strategy 

    If your enrollment marketing still segments audiences primarily by age, you’re likely missing the mark. Here’s the reality: 

    • An 18-year-old commuter working 30 hours a week and taking hybrid classes might have more in common with a 35-year-old career changer than with a residential peer. 
    • Transfer and degree completer students (36.8 million Americans with some college but no credential) are often juggling similar priorities. 
    • Both groups respond to messaging that clearly connects program design to life balance, affordability, and employment outcomes. 

    The “traditional vs. adult” distinction no longer works for understanding motivations, predicting behaviors, or designing student experiences. 

    Ready for a Smarter Way Forward?

    Higher ed is hard — but you don’t have to figure it out alone. We can help you transform challenges into opportunities.

    4 Priorities that span generations 

    Regardless of age, today’s students share a core set of expectations that shape their enrollment decisions. These priorities now cut across the full spectrum of higher education audiences. 

    1. Affordability 

      The Gallup-Lumina report states that finances are among the most influential factors in enrollment decisions for unenrolled adults. Cost is also the top reason adults have stopped out of higher education and a leading reason current students consider doing so.  

      Gen Z mirrors this cost-conscious mindset, with many forgoing the traditional four-year route and embracing community colleges or transfer pathways as a lower-cost way to begin their degree journey.

      2. Flexible learning programs 

        Hybrid, online, and asynchronous options are no longer “adult learner perks” — they’re mainstream expectations. Traditional-aged students now seek flexible schedules to balance work, internships, and other commitments, mirroring adult learners. The pandemic accelerated digital comfort across age groups, making flexibility table stakes for recruitment. 

        3. Career outcomes 

          The Gallup-Lumina report shows that 60% of currently enrolled students cite expected future job opportunities as a “very important” factor in choosing to enroll. For stopped-out adult students, career prospects were also the top motivator. 

          Knowing this, institutions should ensure career outcomes are central to program design, marketing, and student advising. Those that clearly articulate skill alignment, employment pathways, and alumni success stories will attract and retain students. 

          4. Work-life balance 

            More students than ever are balancing jobs, caregiving, and other priorities with their academic responsibilities. For adult learners, this has always been true, but for traditional-aged students it’s increasingly the norm.  

            Institutions should respond by offering flexible schedules, targeted support, and streamlined services that help students balance academics with work and family demands. 

            Moving from segmentation to personalization 

            The solution isn’t to erase audience differences but to recognize that motivations and needs cut across age lines. Institutions should: 

            • Use behavioral and attitudinal data (not just demographics) to inform personas. 
            • Map programs to shared priorities, ensuring flexible formats and clear ROI messaging. 
            • Equip enrollment teams to surface emerging trends from student conversations. 
            • Invest in CRM and marketing automation to deliver personalized, timely outreach. 

            The opportunity for forward-thinking institutions 

            Institutions that adapt now can capture a larger share of a changing student market. Meeting the needs of today’s learners, who span generations, life stages, and responsibilities, requires more than minor adjustments. It calls for rethinking how programs are designed, marketed, and delivered to address shared priorities and remove persistent barriers. 

            Consider the following tactics: 

            • Retooling marketing messages to emphasize affordability, flexibility, and career outcomes. 
            • Rethinking program delivery models for a mixed audience. 
            • Breaking down internal silos between “traditional” and “adult learner” recruitment. 

            From outdated labels to modern enrollment strategies 

            The traditional student still exists, but they’re no longer the majority. Today’s demand for higher education comes from learners of all ages and circumstances. 

            The lines are blurred, and the labels are outdated. It’s time to create enrollment strategies that reflect today’s student realities and anticipate tomorrow’s opportunities. 

            Innovation Starts Here

            Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.

    Amber Arnseth oversees program and market research as a skilled problem-solver with an ability to integrate and contextualize data for partners into actionable recommendations. The research she and her team conduct help inform and strengthen our partners’ strategic portfolio and program decisions.

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  • From Intuition to Intelligence: Leveraging Data to Guide Academic Portfolio Strategy

    From Intuition to Intelligence: Leveraging Data to Guide Academic Portfolio Strategy

    In today’s competitive higher education landscape, institutions can no longer afford to rely on instinct alone when it comes to academic program planning. The stakes are too high and the margin for error too slim. 

    Leaders are facing increasing pressure to align their portfolios with market demand, institutional mission, and student expectations — all while navigating constrained resources and shifting demographics. 

    The good news? You don’t have to guess. Market intelligence offers a smarter, more strategic foundation for building and refining your academic program mix. 

    Why program optimization matters now more than ever 

    Most institutions have at least one program that’s no longer pulling its weight — whether due to declining enrollment, outdated relevance, or oversaturated competition. At the same time, there are often untapped opportunities for growth in emerging or underserved fields. 

    But how do you decide which programs to scale, sustain, or sunset? 

    Optimizing your portfolio requires more than internal performance metrics. It calls for an external lens — one that brings into view national and regional trends, labor market signals, and consumer behavior. When done effectively, academic portfolio strategy becomes less about trial and error, and more about clarity and confidence. 

    The first step: Start with the market 

    The strongest portfolio strategies begin with robust external data. At Collegis Education, we draw from sources like the National Center for Education Statistics (IPEDS), Lightcast labor market analytics, and Google search trends to assess program performance, student demand, and employment outlooks. 

    National trends give us the big picture and a foundation to start from. But for our partners, we prioritize regional analysis — because institutions ultimately compete and serve in specific geographic contexts, even with fully online programs. Understanding what’s growing in your state or region is often more actionable than knowing what’s growing nationwide. 

    Our proprietary methodology filters for: 

    • Five-year conferral growth with positive year-over-year trends 
    • Programs offered by a sufficient number of institutions (to avoid anomalies) 
    • Competitive dynamics and saturation thresholds 
    • Job postings and projected employment growth 

    This data-driven process helps institutions avoid chasing short-term trends and instead focus on sustainable growth areas. 

    Ready for a Smarter Way Forward?

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    Data in action: Insights from today’s growth programs 

    Collegis’ latest program growth analyses — drawing from 2023 conferral data — surface a diverse mix of high-opportunity programs. While we won’t detail every entry here, a few trends stand out: 

    • Technology and healthcare programs remain strong at the undergraduate level, with degrees like Computer Science and Health Sciences showing continued growth. 
    • Graduate credentials in education and nursing reflect both workforce need and strong student interest. 
    • Laddering potential is especially evident in fields like psychology and health sciences, where institutions can design seamless transitions from associate to bachelor’s. In fields such as education, options to ladder from certificate to master’s programs are growing in demand. 

    What’s most important isn’t the specific programs, it’s what they reveal: external data can confirm intuition, challenge assumptions, and unlock new strategic direction. And when paired with regional insights, these findings become even more powerful. 

    How to turn insight into strategy 

    Having market data is just the beginning. The true value lies in how institutions use it. At Collegis, we help our partners translate insight into action through a structured portfolio development process that includes the following: 

    1. Market analysis: Analyzing external data to identify growth areas, saturation risks, and demand signals — regionally and nationally. 
    1. Gap analysis: Identifying misalignments between current offerings and market opportunity. 
    1. Institutional alignment: Layering in internal metrics — enrollment, outcomes, mission fit, modality, and margin. 
    1. Strategic decisions: Prioritizing programs to expand, launch, refine, or sunset. 
    1. Implementation support: Developing go-to-market plans, supporting change management, and measuring results. 

    By grounding these decisions in both internal and external intelligence, institutions can future-proof their portfolios — driving enrollment, meeting workforce needs, and staying mission-aligned. 

    Put data to work for your portfolio 

    Program portfolio strategy doesn’t have to be a guessing game. With the right data and a trusted partner, institutions can make bold, confident moves that fuel growth and student success. 

    Whether you’re validating your instincts or exploring new academic directions, Collegis can help. Our market research and portfolio development services are built to support institutions at every step of the process — with national insights and regional specificity to guide your next move. 

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  • Graduate Student Insights and Perspectives

    Graduate Student Insights and Perspectives

    Facing challenges in enrollment, retention, or tech integration? Seeking growth in new markets? Our strategic insights pave a clear path for overcoming obstacles and driving success in higher education.

    Unlock the transformative potential within your institution – partner with us to turn today’s roadblocks into tomorrow’s achievements. Let’s chat.

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  • Employer Perceptions of Higher Ed Partnerships

    Employer Perceptions of Higher Ed Partnerships

    Facing challenges in enrollment, retention, or tech integration? Seeking growth in new markets? Our strategic insights pave a clear path for overcoming obstacles and driving success in higher education.

    Unlock the transformative potential within your institution – partner with us to turn today’s roadblocks into tomorrow’s achievements. Let’s chat.

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  • The Effect of Employer Understanding and Engagement on Non-Degree Credentials

    The Effect of Employer Understanding and Engagement on Non-Degree Credentials

    The Effect of Employer Understanding and Engagement on Non-Degree Credentials Report

    Home >The Effect of Employer Understanding and Engagement on Non-Degree Credentials

    HoMore than 500 employers share their perceptions

    As the workforce evolves, many employers are considering the relevance and use of alternative credentials for upskilling or reskilling employees. This reimagining of workforce education provides an opportunity for higher ed leaders to partner with employers on microcredential programs that drive a funnel of enrollments.

    Collegis teamed up with UPCEA to survey more than 500 employers about their perceptions of microcredentials and interest in partnering with colleges and universities on these non-degree programs.

    Download the report to receive insights on:

    What incentivizes employers to work with higher ed institutions

    Employer valuation of alternative credentials

    Employer use of alternative credentials in lieu of degrees in the hiring process

    Download Now

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    Additional Resources

    Transform Challenges Into Opportunities 

    Facing challenges in enrollment, retention, or tech integration? Seeking growth in new markets? Our strategic insights pave a clear path for overcoming obstacles and driving success in higher education.

    Unlock the transformative potential within your institution – partner with us to turn today’s roadblocks into tomorrow’s achievements. Let’s chat.

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  • Rethinking Your Student Population

    Rethinking Your Student Population

    Rethink your student population whitepaper

    Home >Rethinking Your Student Population

    Adult learners are higher ed’s future

    Reskilling, upskilling and lifelong learning are creating a big opportunity for higher education to become the go-to resource for career-minded adults. But not all adult learners are alike. In this report, we break them down into four types of adult learners (Career Advancer, Career Builder, Discerning Academic and Hesitant Learner).

    Download the white paper with the following insights for each persona:

    • Top motivations
    • Recruitment strategies
    • Program optimization recommendations

    Collegis Education surveyed 1,000 adult learners interested in pursuing degrees for this white paper, Rethink Your Student Population. Discover who makes up the majority of the adult learner market and how to target your outreach to grow your enrollment in this untapped population.

    Also, get key takeaways in our infographic The Adult Learners You’re Ignoring.

    Download Now

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    Additional Resources

    Transform Challenges Into Opportunities 

    Facing challenges in enrollment, retention, or tech integration? Seeking growth in new markets? Our strategic insights pave a clear path for overcoming obstacles and driving success in higher education.

    Unlock the transformative potential within your institution – partner with us to turn today’s roadblocks into tomorrow’s achievements. Let’s chat.

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