Category: Strategy + Consulting

Smarter Student Support: Designing Connected Ecosystems That Drive Equity and Completion
Across higher education, student support systems are often built for institutions, not for students. As a result, many learners encounter a maze of disconnected services that feel reactive, impersonal, or inaccessible. For students already balancing work, caregiving, and financial pressures, this fragmentation can be the difference between staying enrolled and stopping out.

As Chief Academic Officer, I’ve seen how crucial it is to align support structures with academic goals and student realities. Institutions must move beyond piecemeal solutions and instead design holistic ecosystems that prioritize student experience, equity, and completion from the start. That means leveraging data, embracing design thinking, and fostering cross-campus collaboration.

Where fragmentation undermines student outcomes

Many institutions approach support through isolated units: advising, student success, IT, and academic departments each operating in silos. The result is a disjointed experience for students, where important information is delayed or missed altogether. Without a unified view of the student journey, opportunities for early intervention or personalized support fall through the cracks.

This fragmentation disproportionately affects students from historically underserved backgrounds. When support isn’t accessible or timely, those with less institutional knowledge or fewer resources are more likely to disengage.

Disconnected systems can lead to:
- Missed early warning signs
- Delayed or generic interventions
- Frustration from navigating multiple systems
- Lower retention and completion rates
It’s not enough to offer services. It’s crucial to ensure those services are connected, visible, and tailored to real student needs.

In my experience, when institutions treat student support as a set of tasks rather than a strategic function, it limits their ability to make meaningful progress on equity and completion. Students shouldn’t have to navigate a patchwork of websites, offices, and policies to get the help they need. They deserve a system that anticipates their challenges and responds in real time.

What a connected, learner-first ecosystem looks like

A modern support ecosystem begins with data. Institutions need to unify data from across the student lifecycle (from admissions to advising to classroom performance) to create a comprehensive view of each learner. With integrated platforms, faculty and staff can access timely insights to guide interventions and support decisions.

At Collegis, we’ve seen how data-powered ecosystems — supported by platforms like Connected Core® — drive measurable improvement in retention and equity. But technology alone isn’t enough. Data needs to be paired with personalization. That means using predictive analytics to identify students at risk and deliver outreach that is relevant, proactive, and human.

It’s not about automation replacing connection. It’s about enabling the right kind of connection at the right time.

I often ask, “Are support systems designed for students or around them?” A learner-first ecosystem doesn’t just meet students where they are academically. It considers their time constraints, personal responsibilities, and evolving goals. It removes barriers rather than creating new ones.

Key elements of a connected ecosystem include:
- Unified, actionable student data
- Proactive, personalized interventions
- Support that reflects real student lives
- 24/7 digital services and hybrid options
Flexible course scheduling, hybrid advising models, and round-the-clock support aren’t just conveniences. They’re equity tools that recognize the unique needs of today’s student body.

Using design thinking to reimagine support systems

Design thinking offers a powerful framework for this work. It starts with empathy — understanding the lived experience of students and mapping the friction they encounter in navigating institutional systems. From there, you can co-create solutions that reflect students’ realities, prototype interventions, and iterate based on feedback and outcomes.

I’ve found this approach invaluable for aligning innovation with mission. It brings together diverse voices (students, faculty, advisors, technologists) to build support systems that are not just efficient, but equitable.

Design thinking allows us to move beyond assumptions. Instead of designing around legacy processes or internal structures, we start with real student stories. This helps us ask better questions and arrive at more inclusive answers.

It’s not just about solving problems—it’s about solving the right problems.

The role of academic leadership in cross-campus collaboration

No single office can transform student support in isolation. It requires a coalition of academic, technical, and operational leaders working in sync. Academic affairs plays a central role in this work, bridging the gap between pedagogy and operations.

In my experience, success begins with a shared vision and clear metrics:
- What are we trying to improve?
- How will we measure progress?
From there, we build alignment around roles, resources, and timelines. Regular communication and an openness to iteration keep the momentum going.

One of the most powerful things academic leaders can do is model cross-functional thinking. When we approach student success as a collective responsibility, we shift the culture from reactive to proactive. And when data is shared across departments, everyone can see the part they play in helping students succeed.

Turning strategy into action

At Collegis, we’ve partnered with institutions to bring student-centered strategies to life:
- Our Connected Core data platform enables the kind of integration that underpins personalized support.
- Our deep higher education experience ensures solutions align with academic priorities.
We believe in the power of aligning strategy with execution. We don’t just talk about transformation. We build the infrastructure, train the teams, and help institutions scale what works. From data strategy to digital learning design, we act as an extension of our partners’ teams.

This work is about more than improving services. It’s about advancing equity, accelerating completion, and fulfilling our mission to support every learner.

Designing for what matters most

If we want better outcomes, we have to start with better design. That means asking not just what services you offer, but how and why you deliver them. It means shifting from reactive support to intentional, data-informed ecosystems that center the student experience.

By embracing design thinking, unifying your systems, and working across traditional boundaries, you can build the kind of support that today’s learners deserve and tomorrow’s institutions require.

Student success shouldn’t depend on luck or persistence alone. The most impactful institutions are those that view support not as a service, but as a strategy — one that helps every student reach their full potential.

Let’s talk about how to design smarter student support together.

Innovation Starts Here

Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
Source link
December 1, 2025
Leading Through Change: The Core Values That Guide Collegis and Higher Ed

Higher education is undergoing rapid transformation — from shifting student demographics to the urgent need for digital agility. At Collegis Education, we’ve navigated a similar journey. What began as a services organization has evolved into a technology-enabled partner, helping institutions thrive amid disruption. And while the journey hasn’t always been easy, one thing has kept us steady through it all: our culture.

When we talk about culture, we’re really talking about who we are when things get hard — how we make decisions, how we treat one another, and how we stay focused on our shared mission even when the future feels uncertain.

At Collegis, our culture is built on four core values that have guided every step of our transformation: authenticity, innovation, commitment, and collaboration. These aren’t just words. They’re the foundation that enables us to stay grounded and keep moving forward — together.

Shared transformation with our partners

Institutions across higher education are also undergoing profound transformation — navigating demographic shifts, evolving technology expectations, and increasing pressure to deliver on access and affordability.

These pressures have tested the resilience of colleges and universities nationwide. Yet just like Collegis, many institutions have found strength by doubling down on their missions and values.

That’s why our relationships with our partners are so strong. We understand that mission-driven organizations operate with purpose, and so do we. Higher education is about service, learning, and impact. At Collegis, our purpose is to help institutions live that mission more effectively through innovation, data, and technology — while never losing sight of the human side of education.

Authenticity in action: How trust drives transformation

Transformation requires honesty. Honesty about what’s working, what isn’t, and what comes next. Like many institutions, we’ve made difficult decisions in recent years. We’ve rethought how we serve our partners, restructured internally, and evolved how we operate.

Throughout these moments, authenticity has been our anchor. We communicate openly, acknowledge challenges, and lead with transparency to build trust.

It also means bringing our true selves to work. The people who thrive at Collegis are those who lead with integrity, admit mistakes, and approach challenges with humility and purpose. That creates space for bold ideas and genuine growth.

Authenticity connects us to our partners as well. Institutions strive to build cultures of empathy, honesty, and integrity — just like we do. It’s a value that runs deep across the higher ed ecosystem.

Innovation that moves us forward

Change is accelerating. The ability to innovate isn’t just a differentiator — it’s a requirement.

At Collegis, innovation is about more than technology. It’s how we think. It’s how we tackle complex challenges, experiment with new ideas, and find better ways to deliver value.

We’ve seen innovation in action across our organization — in the development of Connected Core^®, in our use of AI to personalize student experiences, and in our operations teams that continuously improve how we work.

Our partners are innovating too. From program design to data strategy to student engagement, institutions are finding new ways to serve their communities. Together, we’re helping higher ed adapt and thrive.

Commitment that never wavers

Change tests commitment. It’s easy to be dedicated when things are smooth. It’s much harder when goals shift, markets move, or resources tighten.

What’s impressed me most about our Collegis team is the depth of commitment I see every day. Our people lean in. They solve problems, meet deadlines, and show up for one another and for our partners.

That same spirit exists across the institutions we serve — a relentless focus on students, on mission, and on progress. It’s what fuels our shared success.

Collaboration that scales

No transformation succeeds in isolation. Every major milestone we’ve achieved at Collegis has happened because of collaboration across disciplines, departments, and partner campuses.

Our strength comes from diverse perspectives — technologists, strategists, enrollment experts, marketers, and more — working together to deliver real outcomes.

Higher education is built on collaboration, too. Shared governance, interdisciplinary research, cross-campus teamwork — it’s all about connection. And that’s where we thrive.

Culture is our constant

We’re living in an era of rapid change. The pace of advancement, the evolving needs of students, and the challenges facing institutions demand agility and resilience.

In that context, culture is our constant. It’s what grounds us. It defines how we show up for one another and for our partners.

Culture doesn’t eliminate uncertainty. But it gives us confidence in how we face it — with respect, dignity, and shared purpose.

Staying grounded in what matters most

We’re proud of how far we’ve come, and we’re even more excited about where we’re headed. Our transformation didn’t happen by chance. It happened because our people chose to lead with authenticity, innovate boldly, stay committed, and collaborate with purpose.

Those values mirror the best of what higher education stands for. We’re honored to work alongside mission-based institutions shaping lives and strengthening communities.

As we continue to evolve, one thing won’t change: our shared belief in dignity, respect, and building organizations that reflect the best of who we are.

If we stay grounded in those values — as a company and as a community of partners — there’s nothing we can’t achieve together.

Source link

November 10, 2025
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.

Source link
October 22, 2025
Embracing Disruption: Reflections from DisruptED 2025

Two weeks ago, I had the privilege of gathering with higher ed leaders from across the country for our annual Collegis conference, designed to spark candid dialogue about the future of higher education. We were fortunate to bring together leaders from institutions of all types and sizes, recognizing that while their contexts differ, the profound disruption reshaping higher education is affecting them all. As we heard from industry experts and schools “winning” during these unprecedented times, it was so rewarding to see excitement build around how to not just navigating this disruption but embrace and drive it.

We’ve hosted several conferences over the years, but this one felt different. Maybe it was the collective honesty in the room or the mix of optimism and unease we all carried about the future of higher education. Whatever it was, the conversations reminded me how critical it is for our industry to embrace discomfort as a catalyst for progress.

In higher education, disruption is often seen as something that happens to us, driven by external forces we have to react to. But our focus this year was on flipping that script. Instead of responding to disruption, we talked about creating it by becoming the catalysts who challenge long-held models and reimagine how to meet the needs of today’s and tomorrow’s students.

These conversations also reinforced the value of stepping out of the day-to-day to connect with peers and have the kind of honest, intentional conversations that spark real change. I felt honored to be amongst a group of leaders so passionate about the need to evolve for one main reason — the student.

Rethinking what “ready” really means

One thought-provoking statement that stood out to me came from presenter Casey Evans, Chief Operating Officer at ASU EdPlus. She posed: Institutions focus too much on students being college-ready. We need to flip that and ask ourselves, are WE, the college, ready for the students?

It’s a simple reframing, but it changes everything. Too often, we measure readiness as a student’s ability to fit into the systems we’ve built. But what if readiness meant our ability to adapt those systems to meet students where they are?

I spoke with leaders who are looking to do exactly that — using data, technology, and empathy to design experiences that are more flexible, inclusive, and human. These institutions aren’t lowering standards, they’re reimagining them. They’re asking what it means to be student-ready, not system-bound.

The power of deconstruction

Another theme that emerged was around innovation. Fixing broken processes isn’t innovation. Reimagining them is.

I heard from presidents, provosts, and enrollment leaders who are bravely seeking to dismantle long-standing workflows and rebuild them one step at a time. Not because it’s easy or efficient, but because it’s necessary.

That kind of deconstruction takes courage. It means letting go of what feels comfortable and, at times, rebuilding from the ground up with the student experience leading the way. It’s a daunting idea, but real innovation happens when we move past fixing what’s broken and start imagining what’s possible.

Leading through ambiguity

We also explored what it means to lead in an era that’s unpredictable and accelerating. Technology, policy shifts, and political forces are reshaping higher ed faster than ever, often in ways we can’t control.

Change once seemed to follow a pattern. Now it’s fluid — much like unstructured data: constant, complex, and always evolving. Uncertainty isn’t the exception anymore; it’s the environment we operate in.

That’s why intuition alone isn’t enough. Leaders need data to anticipate, adapt, and make confident decisions in real time. True leadership today means creating space for curiosity and collaboration, moving forward even when the path isn’t clear, and trusting that progress is built on motion, not perfection.

Creating space for humanity

Throughout the event, we discussed how technology could better support human connection across the student experience. There’s a real desire to reduce friction in the journey, make data work harder, and give faculty and staff more time to focus on what they do best: connecting, mentoring, and inspiring.

That vision resonates deeply with me because it’s exactly what I believe is possible. Technology isn’t a replacement for human interaction, but it can absolutely enhance it. When designed intentionally and used strategically, it creates space for humanity. It creates space for students to feel seen, for advisors to act sooner, and for institutions to operate with both empathy and precision.

This is the kind of transformation higher ed leaders are striving toward, and it’s one we’re excited to help bring to life.

Looking ahead

As I left DisruptED, I felt both challenged and inspired. Change in higher ed isn’t slowing down. Technology, regulation, and politics are reshaping our world in ways we can’t always control — but how we respond is up to us.

There is no new normal. Continuous, unpredictable change is the norm, and with it comes opportunity. With the right data, strategy, and partners, institutions can move from reacting to leading — anticipating what’s next instead of catching up.

Change isn’t optional, but progress is. And as this community of leaders continues to show, disruption doesn’t divide us. It pushes us forward when we’re bold enough to lead together.

Innovation Starts Here

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

Kim Fahey is President and CEO of Collegis Education, where she leads strategy, operations, and growth to help higher education institutions leverage data, technology, and talent to achieve measurable outcomes. Since joining Collegis in 2014, Kim has played a pivotal role in scaling the company and evolving it into a premier higher ed solutions provider. A transformative leader with deep experience in technology and operations, she is passionate about driving innovation, building high-performing teams, and delivering exceptional results for Collegis partners.

Source link

October 8, 2025
Building an Internal OPM [Workbook]
As colleges and universities reconsider their long-term online program management (OPM) strategies, many are opting to bring services back in-house. But taking that leap from a traditional OPM model to a more autonomous, self-directed approach requires more than good intentions. It demands a deep, institutional understanding of your operational readiness.

That’s where this discovery workbook comes in.

Designed for higher ed leaders who are exploring the feasibility of an internal OPM model, this interactive guide walks you through the foundational questions, functional assessments, and strategic planning tools you need to make informed decisions and set your institution up for long-term success.

You’ll explore your institution’s current capabilities and uncover critical gaps across data, tech, and talent — while equipping your teams to take aligned, strategic action.
What’s Inside?

Strategic readiness prompts to evaluate your institution’s vision, leadership alignment, and change management culture

Functional deep-dives into five core operational areas: market research, marketing, enrollment, retention, and academic services

A robust gap analysis rubric to assess capabilities across data, technology, and talent

Planning tools including a RACI matrix and a rose-thorn-bud exercise to turn insights into action

Guidance on identifying the right support partners and what to look for in a modern, DIY OPM model

Whether you’re just beginning to evaluate your current OPM contract or actively planning for transition, this workbook offers a practical path forward.
Use this interactive workbook to explore what it takes to manage your online programs in-house.
Our mission is to enable impact in higher education. We help our partners achieve more, deliver superior experiences, and drive impact across the entire student lifecycle by leveraging and aligning data, technology, and talent.

Source link
October 3, 2025
Rethinking the OPM Model: Shifting from Outsourcing to Enablement
Higher education is rapidly evolving, and so are institutional approaches to online program growth. We’re consistently finding that schools are no longer interested in handing over full control to third-party vendors. Rather, they want to build and enhance the internal capabilities of their teams, maintain ownership over their data and brand, and deliver a student experience uniquely aligned with their mission.

This approach requires a flexible partner that’s focused on enablement vs. the traditional black-box outsource model.

The traditional OPM model is flawed

In my conversations with institutional leaders across the country, a common theme that keeps emerging is the frustration with traditional OPMs and the diminishing viability of this model. Leaders feel boxed in by long-term contracts, inequitable financial terms, a lack of visibility into performance data, and limited control over the student experience.

What many institutions seek is a partner who will deeply integrate with their teams, augmenting their talent and resource gaps. An ideal partner will enhance the institution’s strengths, not replace them. In many cases, schools have ambitions to in-source certain areas of expertise over time and need support, guidance, and best practices to achieve this.

More simply stated, many schools are seeking an enablement partner.

What is enablement?

At Collegis, we define enablement as helping institutions build their own internal strengths. It’s about equipping campus teams with the data, technology, and operational expertise they need to grow. This sets them up to thrive long after our work is done.

Instead of taking the reins, we help institutions empower themselves to take ownership and control of their future over time. That distinction matters.

Our model is intentionally modular and tech-agnostic, allowing partners to engage only the services they need, when they need them. There are no bundles to untangle or one-size-fits-all solutions to force-fit. In practice, we integrate ourselves in lockstep with the institutional teams and work alongside them as trusted collaborators. This contrasts with other models where external vendors operate in a black box.

For us, enablement is about delivering lasting value, strengthening internal capacity, and helping institutions move forward and own their futures.

A real-world example of enablement in action

When institutions embrace this model, the outcomes are real and measurable.

One example comes from a public institution that was working with an OPM on some of its online programs. They brought Collegis in to help build a foundation they could truly own, starting with data strategy and enrollment support tailored to their internal goals.

Throughout our partnership, we’ve worked closely with their teams to refine processes, optimize student experience, openly share best practices, and enhance internal capabilities. The outcome? A 59% year-over-year increase in new online enrollments in the programs we support.

It’s a powerful reminder of what institutions can achieve when they choose a partner who builds alongside them, not in place of them.

Why ownership matters

When institutions retain ownership of their tech stack, data, and student experience, they stay agile and in control. They’re able to pivot when needed, maintain high standards for compliance and privacy, and continuously improve outcomes across the student lifecycle.

Our job at Collegis is to make that ownership attainable. We integrate with existing systems, design transparent reporting, and support processes that campus teams can run and refine on their own. True enablement means recommending and implementing sustainable practices that align with the mission and objectives of the institution.

Redefining “partnership” in a new digital era

Partnership today should mean transparency, collaboration, and shared purpose. And it should be built on trust.

When institutions evaluate potential partners, I encourage them to ask:
- Will we retain control of our data and decisions?
- Is this a flexible relationship or a one-size-fits-all model?
- Does this partner strengthen our internal teams?
- How will this approach improve and enhance the impact of our staff?
- Will this partnership contribute to the betterment of our student experience?
Let’s build something that lasts

Your institution shouldn’t have to choose between doing it all alone or giving it all away. There’s a better way forward that can empower your team, adapt to changing needs, and help you thrive in a competitive, fast-moving environment.

You deserve a partner who helps you lead on your terms with clarity, control, and confidence. That’s the path Collegis is committed to support.

Innovation Starts Here

Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
Matt Lachey is Associate Vice President of Partner Solutions at Collegis Education, where he leads strategic partnerships and custom solution design to help institutions address challenges in enrollment, operations, and technology. With 16+ years of higher education experience, Matt focuses on aligning institutional goals with scalable, performance-driven strategies. He works closely with senior leaders to design programs and processes that balance innovation with practicality, helping colleges improve experience, efficiency, and growth.

Source link
September 19, 2025
Fuel Innovation at Your Institution with the Design Thinking Workbook [Download]
In a time when institutions are being asked to do more with less, reimagining how teams solve problems is critical. That’s where design thinking comes in.

This workbook introduces a proven framework for creative problem-solving that centers empathy, collaboration, and experimentation. Whether you’re launching a new program, reworking a process, or building cross-functional alignment, design thinking can help your institution move faster and smarter.
What’s Inside?

A breakdown of each phase of the design thinking process

Guided activities to structure collaborative work sessions

Prompts to help teams challenge assumptions and generate solutions

Space to capture insights and action steps in real time

Tips for applying design thinking to institutional challenges

It’s built for higher ed professionals looking to drive innovation without overcomplicating the process.

Complete the form on the right to download your free copy and start unlocking smarter solutions, faster.
Our mission is to enable impact in higher education. We help our partners achieve more, deliver superior experiences, and drive impact across the entire student lifecycle by leveraging and aligning data, technology, and talent.

Source link
September 12, 2025
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
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.

Source link
August 25, 2025
Higher Education Needs to Prioritize for Impact
Last month, a few of our Collegis leaders attended the Google Public Sector Leaders Connect summit in Chicago. This event brought together technology, education, and government leaders to address one major question: How can public institutions unlock the true value of AI?

Institutions are grappling with a fast-changing AI landscape

The summit served up plenty of insight, data, and dialogue about the promises and pitfalls of artificial intelligence in higher ed. One stat that hit home: 80% of students think universities are falling short when it comes to integrating AI.

That’s not just a tech gap, it’s a relevance gap. Today’s students are living in an AI-powered world, and if institutions can’t keep pace, they risk losing credibility and connection.

They are also failing to prepare students for a new job market, where AI is “attacking” entry-level jobs that their graduates would previously fill. With many entry-level jobs being fulfilled by AI, what are schools doing to help their graduates get the skills they need to thrive in this new world?

Fragmented priorities are holding higher ed back

As we listened to leaders at the summit and reflected on our partner conversations, it became clear that the challenges institutions face go beyond AI adoption.

Other concerns surfaced as well:
- 71% of institutions say their top priority is attracting and retaining students.
- 56% are worried about data security threats like phishing, ransomware, and breaches.
- 42% cite operational pressures as a major barrier, from business model constraints to process inefficiencies.
On their own, these numbers signal urgency. But together, they reveal something deeper:

Institutions aren’t just overwhelmed by change, they’re unsure where to focus and where to invest.

Competing priorities and limited resources make it hard to know what matters most. These three statistics may look unrelated, but they are all very much related and impact each other. Operational pressure can heighten data security risks, which can trigger breaches that erode student trust and enrollment. Those same pressures often stem from — and lead to — inefficient processes that hurt the student experience and, ultimately, retention.

Throughout the day, multiple speakers kept reinforcing the importance of “prioritizing for impact.” Because while AI offers enormous potential, the technology itself won’t drive transformation — leadership will.

It’s not about adopting more tech — it’s about focusing on impact

Now this struck a chord with me, especially given how we approach partner onboarding at Collegis. Even during early conversations with potential partners, our first question is always the same: “What are you trying to impact?”

It’s a simple question, but the answers we hear are very telling, and can drastically vary depending on who at the institution is answering. What I like about this question is that it helps focus the conversation on a desired end result, providing an immediate opportunity to pressure test strategies, tactics, and competing priorities.

Is this getting you closer to, or further away from, your desired impact? If the latter, perhaps it’s time to consider reallocating resources and budget to what gets you toward the finish line faster.

How to prioritize for impact in higher ed

Take the AI example. Instead of asking, “What AI tools should we adopt?” instead ask, “Where can AI meaningfully move the needle for our institution AND our students?” That shift from solution-first to strategy-first is everything.

Here are a few guideposts we recommend:
1. Start with your outcomes. Whether it’s student success, operational efficiency, or enrollment growth, define what success looks like before introducing any new technology.
2. Connect C-suite ambition with frontline reality. Consider forgoing a top-down approach that prioritizes selling to leadership. To enable real change, your strategies must reflect on-the-ground needs. Build from the bottom up and bring the insight and intel back to your cabinet leaders to help inform prioritization conversations.
3. Break down the silos. So many institutions are decentralized and highly matrixed, which means that critical data, digital infrastructure, and internal departments are often disconnected. Aligning them is essential to enable AI to operate at scale. Consider cloud platforms like Connected Core®, which extract, clean, and connect data across systems, applications, and third-party tools. This enables actionable institutional intelligence across the student lifecycle.
4. Build AI literacy, institution-wide. Google shared that only 14% of campuses have adopted AI literacy as a learning outcome. That’s a missed opportunity to empower both staff and students to engage with AI responsibly and effectively.
5. Don’t go it alone. With 62% of institutions lacking the internal expertise to fully leverage AI, choosing the right partner matters. Not someone just trying to sell you tech, but to help you translate it into impact. This is the talent component of Collegis Education’s data, tech, and talent approach. It does you no good to own a plane if you don’t have a pilot, crew, and maintenance team. When you align your data, tech, and talent, you’ve enabled impact, and sustainable impact at that.
The Google event confirmed what we see every day: Higher ed has a prioritization problem. Leaders have been sold more tech tools than they can use; what they truly need is help implementing them for impact.

A smarter path forward for institutional leaders

Institutional leaders know their schools better than anyone and have a clear vision of where they need to go to thrive. Building a strategic plan focused on the areas that will drive the greatest impact to that vision is the next critical step. A great way to start is by finding a partner who understands that progress isn’t about doing more, it’s about doing what matters.

Prioritize for impact. We’ll help you make it happen.

Innovation Starts Here

Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
Source link
August 7, 2025
How the Workforce Pell Grant Could Transform Higher Ed and Workforce Training
Higher education is at an inflection point. As college enrollment continues to decline and pressure mounts to demonstrate return on investment, the federal government has responded with a potentially transformative shift: the creation of Workforce Pell Grants.

Included in the sweeping One Big Beautiful Bill Act (OBBBA) recently signed into law, this expansion of Pell Grant eligibility could open the door to new student populations, new revenue streams, and new institutional strategies — if colleges and universities act quickly and strategically.

What is the Workplace Pell Grant?

Traditionally, Pell Grants have been limited to students enrolled in credit-bearing, degree-seeking programs. That changed with the passage of OBBBA. Workforce Pell expands access to federal financial aid for students enrolled in short-term, non-degree training programs that lead directly to high-demand jobs.

Under the law, students may now use Pell Grants to pay for qualifying workforce training programs that meet the following criteria:
- Are between 150 and 600 clock hours (roughly 8 to 15 weeks of instruction);
- Are offered by eligible institutions of higher education (IHEs)
- Lead to industry-recognized credentials tied to in-demand occupations as defined by the U.S. Department of Labor and/or state workforce boards.
This development reflects a growing bipartisan consensus that higher education must play a more responsive role in preparing learners for rapidly evolving labor market needs.

Why Workforce Pell matters for colleges and universities

The proposed expansion of Pell Grant funding isn’t just a policy update — it’s a strategic opportunity. Here are some key opportunities institutions should be paying attention to:

1. New enrollment markets

Workforce Pell unlocks funding for adult learners, displaced workers, and non-traditional students who may not have the time, resources, or need to pursue a two- or four-year degree. For institutions facing enrollment declines, particularly at the community college level, this represents a powerful new market.

2. Revenue diversification

Short-term credentialing programs — especially those that can scale — offer a way to generate net new revenue without over-reliance on traditional tuition models. With federal aid now available, these programs become more accessible and financially sustainable.

3. Employer partnerships

The law encourages alignment between institutions and regional labor market demands. Institutions that already collaborate with employers or workforce boards will be well-positioned to fast-track qualifying programs and potentially receive direct funding support or partnership commitments.

4. Strategic positioning

Institutions that embrace short-term, skills-based credentialing can position themselves as hubs of workforce development and talent pipelines. This enhances their relevance with local governments, employers, and adult learners alike.

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.

How can institutions prepare for the Workplace Pell?

Now is the time for higher ed leaders and innovators to act on these policy changes. Here’s where you can start:

1. Audit existing offerings

Begin by reviewing current non-credit or certificate programs. Identify which ones could meet the new Workforce Pell criteria with limited modification—particularly programs already tied to industry credentials and high-demand jobs.

2. Build approval infrastructure

Programs must be approved by the U.S. Department of Education and/or state agencies. Start building a compliance plan, including documentation of program outcomes (e.g., job placement rates, earnings gains) and accreditation alignment. Consider appointing a cross-functional task force including financial aid, academic leadership, compliance, and workforce liaisons.

3. Seek out strategic partnerships

Engage with local employers, chambers of commerce, and workforce boards to validate demand and align curriculum. Public-private partnerships can strengthen program justification and outcomes data—key elements for gaining approval and maintaining eligibility.

4. Invest in marketing and outreach

Many potential Workforce Pell students are not currently in your database. Institutions must rethink marketing strategies to reach adult learners, incumbent workers, and individuals navigating career transitions. Messaging should highlight affordability, short duration, and job outcomes.

5. Track the data

Institutions must monitor the performance of Workforce Pell students and programs. The Department of Education will evaluate outcomes like employment rates and earnings. Underperforming programs may lose eligibility, so building robust reporting systems is not optional — it’s critical.

A new era of credentialing is coming

The Workplace Pell Grant represents more than a funding change — it’s a shift in federal policy philosophy. It signals growing recognition that short, focused training can be just as powerful as a traditional degree in driving upward mobility.

This policy has the potential to reshape the education market within a few years, favoring modular, job-connected learning and expanding access for nontraditional students. For institutions ready to lead, the opportunity is clear.

At Collegis, we partner with institutions to navigate policy shifts like the Workplace Pell with confidence, bringing the strategy, technology, and operational support needed to move quickly, ensure compliance, and deliver real impact.

The future of workforce-connected education is coming fast. Let’s lead it together.

Innovation Starts Here

Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
Tricia serves as vice president and general counsel at Collegis Education, bringing years of deep experience in setting strategy, overseeing compliance, and leading policy development. She also directs contract and litigation management, driving efficiency and alignment across legal and operational functions.

Source link
July 30, 2025