Tag: Academic portfolio

  • 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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  • How the Workforce Pell Grant Could Transform Higher Ed and Workforce Training

    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.

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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?

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

    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. 

    Innovation Starts Here

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

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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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    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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    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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