Tag: Ahead

  • The 2026-27 FAFSA launches a week ahead of schedule

    The 2026-27 FAFSA launches a week ahead of schedule

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    Dive Brief: 

    • The U.S. Department of Education rolled out the 2026-27 Free Application for Federal Student Aid to all students Wednesday, about a week before the congressionally mandated deadline.  
    • Education Department officials billed the release as the “earliest launch in the program’s history.” The new form comes with several updates, including a redesigned process for inviting parents or other contributors to add information to the application and faster account verification for students and parents, according to the agency. 
    • The on-time FAFSA follows later than usual releases the past two years. In 2023, the Education Department didn’t roll out the FAFSA until the final days of December — nearly three months after students and their families usually can access the form. 

    Dive Insight: 

    Education Department officials praised the on-time release after two rocky financial aid cycles. 

    “No one would have thought this was possible after the Biden-Harris administration infamously botched FAFSA’s rollout two short years ago,” U.S. Education Secretary Linda McMahon said in a Wednesday statement. 

    In 2023, the Biden administration was responsible for carrying out the first major redesign of the FAFSA in over four decades, including by paring down the number of questions applicants must answer. However, even after the Education Department released the FAFSA in December that year, many students and families struggled to complete the form due to glitches and other technical issues. 

    Moreover, the Education Department didn’t begin sending FAFSA applicant data to colleges that financial aid cycle until March 2024, even though that information is typically available shortly after the form rolls out in October. Scores of colleges pushed back their traditional May 1 decision deadline as a result. 

    In response, congressional lawmakers passed a law in November 2024 mandating that the Education Department release the form by Oct. 1 each year. The statute also requires the U.S. education secretary to testify before Congress if the agency anticipates it will miss the deadline. 

    This year, the Education Department began beta testing the form in early August. During that period, students started nearly 44,000 FAFSA forms and submitted roughly 27,000 of them, according to the department. The agency has processed almost 24,000 FAFSA forms without rejection. 

    However, this financial aid cycle hasn’t come without criticism. A report earlier this month from the U.S. Government Accountability Office, a federal watchdog agency, raised questions about whether the Education Department was adequately overseeing contracted work on the new back-end system launched in 2023 for processing FAFSAs

    In September 2024, the Education Department told GAO officials that several functions required by a contract with a third-party vendor were not yet available, including the ability to make corrections to FAFSA applications and modify eligibility rules. At the time, the department said those functions would be available by 2026. 

    However, as of May 2025, the Education Department couldn’t provide an update on the system and said it was no longer tracking the contractual requirements, according to the GAO report. GAO recommended that Federal Student Aid’s chief operating officer take steps to improve contract monitoring. 

    The GAO’s report included a response from Aaron Lemon-Strauss, executive director of the FAFSA program, who pushed back on GAO’s framing. Lemon-Strauss wrote that some of its recommendations embrace a model that “assumes initial contracts can fully anticipate a system’s evolving needs.”

    Lemon-Strauss, who joined the department last year, said the agency has made changes to its FAFSA vendor contracts that allow it to adapt to user needs. For instance, after the 2024 FAFSA release, department officials identified that the FAFSA system still did not allow users to import their answers from the prior year to start their new forms — a contractually required feature. 

    “This is undoubtedly a helpful feature and one that should be included in the FAFSA,” Lemon-Strauss said to GAO. “Yet, rather than mechanically moving to implementing renewal capability, the team examined user data to determine where their next efforts would be maximally useful.”

    Internal data showed that some 5% of users were exiting the form and not returning once they needed to invite their parents or other contributors — such as a spouse or a parent’s spouse — to work on the application. In response, the Education Department decided to prioritize redesigning the process to invite outside contributors instead of focusing on the contractually required feature, Lemon-Strauss said.

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  • 2026–27 FAFSA Launched Ahead of Schedule

    2026–27 FAFSA Launched Ahead of Schedule

    The final version of this year’s Free Application for Federal Student Aid was made available to all students Wednesday—eight days ahead of schedule. This marks the application’s earliest launch date since it first transitioned to an online platform nearly two decades ago, according to the Department of Education.

    Education Secretary Linda McMahon used the announcement as an opportunity to criticize the Biden administration for its “infamously botched” rollout of an extensive FAFSA overhaul two years prior. 

    “I am extremely proud to announce the earliest launch of the FAFSA form in history, which ensures American students and families have access to critical resources as they begin or continue their postsecondary education journey,” she said in a news release. “Under President Trump’s leadership, our talented team has redesigned and streamlined the process so all American students can now successfully complete the form in minutes.” 

    There were limited changes to this year’s form, but to test the changes that were made, a beta version was first made available to a select number of students and families in early August. Then, last week, all students could access the test form. Over the course of those two months, more than 40,000 applications have been started, about 27,000 have been submitted and roughly 24,000 have been processed without rejection.

    Updates to this year’s form include a redesigned process for inviting parents to contribute to the form and a faster verification process for new accounts. And over all, the students who have tested the form so far have had a good experience, with 97 percent of respondents reporting satisfaction and 90 percent saying it took a reasonable amount of time to complete.

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  • Higher Education Inquirer : Higher Education and Climate Change: Choppy Waters Ahead

    Higher Education Inquirer : Higher Education and Climate Change: Choppy Waters Ahead

    For years, Higher Education Inquirer (HEI) has documented how the climate crisis intersects with higher education. The evidence shows universities caught between their public claims of sustainability and the realities of financial pressures, risky expansion, and—in some cases—climate denial.

    Bryan Alexander’s Universities on Fire offers a framework for understanding how climate change will affect colleges and universities. He describes scenarios where institutions face not only physical damage from storms, floods, and wildfires, but also declining enrollments, strained budgets, and reputational harm if they continue business as usual.

    HEI’s reporting on Stockton University illustrates this problem. Its Atlantic City campus was celebrated as a forward-looking project, but the site is highly vulnerable to sea-level rise. Projections show more than two feet of water by 2050 and as much as five feet by 2100. Despite this, the university has continued to invest in the property, a decision that raises questions about long-term planning and responsibility.

    The problems are not only physical. HEI has reported on “science-based climate change denial,” where the language of research and inquiry is used to delay or undermine action. This type of denial allows institutions to appear rigorous while, in practice, legitimizing doubt and obstructing necessary changes.

    Even the digital infrastructure of higher education is implicated. Data centers and cloud computing require enormous amounts of water for cooling, a fact made more urgent in drought-stricken regions. HEI has suggested that universities confront their digital footprints by auditing storage, deleting unnecessary data, and questioning whether unlimited cloud use is consistent with sustainability goals.

    The federal safety net is also shrinking. FEMA cuts have reduced disaster relief funding at a time when climate-driven storms and floods are growing more severe. Colleges and universities that once relied on federal recovery dollars are now being forced to absorb more of the financial burden themselves—whether through state appropriations, private insurance, or higher tuition. In practice, this means students and working families will bear much of the cost of rebuilding.

    Meanwhile, contradictions continue to pile up. Camp Mystic, a corporate retreat space that hosts gatherings for university-affiliated leaders, has become a symbol of institutional hypocrisy: universities stage climate conferences and sustainability summits while maintaining financial and cultural ties to industries and donors accelerating the crisis. These contradictions erode trust in higher education’s role as a credible leader on climate.

    Climate disruption does not occur in isolation. HEI’s essay Let’s Pretend We Didn’t See It Coming…Again examined how higher education is entangled with a debt-driven economy vulnerable to collapse. With more than $1.7 trillion in student loans, heavy reliance on speculative finance, and partnerships with debt-financed ventures, universities are already positioned on fragile ground. Climate change adds another layer of instability to institutions already at risk.

    Taken together, these trends describe a sector moving into uncertain waters. Rising seas threaten campuses directly. Digital networks consume scarce resources. FEMA funding is shrinking. Denial masquerades as academic debate. Debt burdens and speculative finance amplify risks. Universities that continue to expand without accounting for these realities may find themselves not only unprepared but complicit in the crisis.

    HEI will continue to investigate these issues, tracking which institutions adapt responsibly and which remain locked in denial and contradiction.


    Sources and Further Reading

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  • Podcast: Year ahead, international, governance

    Podcast: Year ahead, international, governance

    This week on the podcast we examine the challenges facing UK higher education as another tough academic year begins with government finances stretched and the sector languishing at the bottom of political priorities.

    With the post-16 education white paper still pending and rumours swirling about tuition fee increases and international student levies, what does the year ahead hold for universities already struggling with funding pressures?

    Plus we discuss the latest crackdown on international students as 130,000 are warned about visa overstaying and further restrictions on dependants loom, and ask whether new governance recommendations – from paying board members to live-streaming meetings – can restore confidence in university leadership after high-profile failures.

    With Anton Muscatelli, Principal at University of Glasgow, Dani Payne, Head of Education and Social Mobility at the Social Market Foundation, James Coe, Associate Editor at Wonkhe, and presented by Jim Dickinson, Associate Editor at Wonkhe.

    What’s coming up for HE policy in 2025–26

    For student leaders, it’s been a Cruel Summer

    Enhancing higher education governance will require agility and accountability

    From where student governors sit, Dundee isn’t the only institution with governance challenges

    The exploitation of international students begins before they enrol

    What’s happened with dependants since the PGT ban?

    International students and asylum claims

    Home Office Eyes More Restrictions On International Student Visas

    International students warned not to overstay visas

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  • OfS pushes ahead with two tier fairness for students

    OfS pushes ahead with two tier fairness for students

    Good news for students in England. Providers will soon be subject to tough new rules that ensure they’re treated fairly. But only if they’re in a new provider. Elsewhere, it seems, the unfairness can reign on!

    Just a few days before applications to join its register reopen, the Office for Students (OfS) has published consultation outcomes and final decisions on reforms to its registration requirements.

    It sets out the regulator’s decisions following its February 2025 consultation on changes to the entry conditions that higher education providers have to meet to register with OfS, and therefore access student loan funding. It covers:

    • A new initial condition C5 (treating students fairly), replacing the old consumer protection and student protection plan conditions (C1 and C3).
    • New governance conditions E7, E8 and E9, replacing the old governance requirements (E1 and E2).
    • Tighter application requirements, including more detailed financial planning, declarations about investigations, and restrictions on resubmitting applications after refusal.

    Conusingly, the changes interact closely with two separate consultations on subcontracting.

    First, in January 2025 the Department for Education consulted on requiring delivery providers in franchised or subcontractual arrangements to register directly with OfS for their students to be eligible for student support.

    Then, in June 2025 OfS ran its own consultation on the regulation of subcontracted provision, focusing on how such providers would be assessed, overseen, and held accountable if brought into the system.

    These reforms don’t themselves impose registration on subcontracted delivery providers, but they prepare the ground – the new conditions clarify how subcontracted applicants could meet C5 and related requirements, and OfS signals that it is ready to align with whatever the government decides on the January DfE proposals.

    Chin plasters

    We’re several months on now from the initial jaw on the floor moment, but by way of reminder – the main proposals on treating students fairly are justified as follows:

    Providers are facing increasing financial challenges. They must have effective management and governance to navigate those challenges in a way that delivers good student outcomes. Where providers are making tough financial decisions, they must continue to meet the commitments they have made to students. Our engagement with students shows that being treated fairly is very important to them and suggests that too often this does not happen.

    Against that backdrop, and repeated never-met promises to act to address student protection issues, you’d have thought that there would be progress on what is happening inside the 429 providers already on the register. Alas not – its centrepiece proposals on treating students fairly are only to apply to new providers, with a vague commitment to consult on what might be applied to everyone else (closing the stable door) at some point down the line (one the horse has bolted).

    But worse than that, in its infinite wisdom OfS has somehow managed to concoct a situation where for this tiny group of new providers, it will:

    • Remix lots of existing consumer protection law so that instead of talking about consumer rights, it talks about treating students fairly
    • In some areas go further than consumer protection law, because OfS can and has decided to in the student interest
    • In some areas not go as far as consumer protection law, because…. reasons?

    On the topline, what’s now being introduced is a new initial registration condition – C5, “treating students fairly” – that will replace the old consumer protection entry tests for providers seeking to join the OfS register.

    Instead of simply requiring a university or college to show that it has “had due regard” to CMA guidance, applicants will have to demonstrate that they treat students fairly in practice.

    To do that, OfS will review the policies and contracts they intend to use with students, and judge them against a new “prohibited behaviours” list, a detriment test, and any track record of adverse findings under consumer or company law. In effect, OfS is shifting from a box-ticking exercise about compliance to an upfront regulatory judgement about fairness.

    Providers will have to publish a suite of student-facing documents – terms and conditions, course change policies, refund and compensation policies, and complaints processes – which together will constitute their student protection plan.

    And the scope of the new condition is deliberately broad – it covers current, prospective, and former students, higher education and ancillary services like accommodation, libraries, or disability support, and information issued to attract or recruit students, including advertising and online material. In short, C5 sets a new standard of fairness at the point of entry to the system, at least for those providers trying to join it.

    Students aren’t consumers, but they are, or are they

    The problem is the relationship with consumer law. OfS is at pains to stress that new Condition C5 sits comfortably alongside consumer law, drawing on concepts that will be familiar to anyone who has worked with CMA guidance.

    It makes use of the same building blocks – unfair terms, misleading practices, clarity of information – and even names the same statutes.

    But we’re also reminded that C5 is not consumer law – it’s a regulatory condition of registration, judged and enforced by OfS as a matter of regulatory discretion. That means satisfying C5 doesn’t guarantee compliance with the Consumer Rights Act 2015 or the Digital Markets, Competition and Consumers Act 2024, and conversely, complying with the Act doesn’t automatically secure a pass on C5. The frameworks overlap, but they don’t align.

    In some respects C5 goes further. By creating its own “prohibited behaviours list”, OfS has declared that certain contractual terms – which the Consumer Rights Act 2015 would only treat as “grey list” risks – will always be unfair in the student context. Examples include terms that allow a provider to unilaterally withdraw an offer once it has been accepted, clauses that limit liability for disruptions within the university’s own control (like industrial action), or refund policies that impose unreasonable hurdles or delays.

    The list also bans misleading representations such as claiming “degree” or “university” status without proper authority, omitting key information about additional compulsory costs, or publishing fake or cherry-picked student reviews. It even extends to the legibility and clarity of terms and policies, requiring that documents be accessible and understandable to students.

    C5 also sweeps in documents that may not ordinarily have contractual force, like course change policies or compensation arrangements, and makes them part of the fairness test. In that sense, the regulator is demanding a higher standard than the law itself, rooted in its view of the student interest.

    But in other senses, C5 lags behind. Where DMCC now treats omissions of “material information” as unlawful if they’re likely to influence a student’s decision, C5 only bites when omissions cause demonstrable detriment, judged against whether the detriment was “reasonable.”

    DMCC introduces explicit protections for situational vulnerability, and a statutory duty of professional diligence in overseeing agents and subcontractors – neither concept is reflected in C5. DMCC makes universities liable for what their agents say on TikTok about visas or jobs – C5 says providers are accountable too, but stops short of importing the full professional diligence duty that the law now demands. DMCC makes clear that the full price of a degree needs to be set out in advance – including anything you have to buy on an optional module. C5 not so much.

    We will protect you

    The problem with all of that from a student point of view is that the Competition and Markets Authority is going to take one look at all of this and think “that means we don’t have to busy ourselves with universities” – despite the rights being different, and despite no such regulation kicking in in the rest of the UK.

    And worse, it makes the chances of students understanding their rights even thinner than they are now. On that, some respondents asked for wider duties to ensure students actively understand their rights – but OfS’ response is that its focus is on whether documents are fair, clear, and not misleading, and that if issues arise in practice (like if notifications flag that students aren’t being given fair or accurate information), OfS can require further information from the provider and take action.

    How on earth students would know that their rights had been breached, and that they can email an obscure OfS inbox is never explained. Even if students find the webpage, students are told that OfS “will not be able to update you on the progress or outcome of the issue that you have raised”.

    They’d likely make a complaint instead – but even if they got as far as the OIA, unless I’ve missed it I’ve never seen a single instance of OfS taking action (either at strategic/collective level or individual) off the back of the information I’m sure it gets regularly from its friends in Reading.

    I suspect this all means that OfS will now not publish two lots of information for students on their rights, depending on whether they’re new or existing members of the register – because like pretty much every other OfS strategy on the student interest, students are framed as people to be protected by a stretched mothership rather than by giving them some actual power themselves.

    I can make an argument, by the way, that sending complaints to lawyers to be assessed for legal risk to the provider, routinely ignoring the OIA Good Practice Framework, refusing to implement an OIA recommendation, not compensating a group when an individual’s complaint obviously applies to others who didn’t complain, using NDAs on complaints that don’t concern harassment and sexual misconduct, deploying “academic judgment” excuses on any appeal where the student is let down, or the practice of dragging out resolutions and making “deal or no deal” “goodwill” offers to coax exhausted students into settling are all pretty important fairness issues – but the relationship with the OIA in a whole document on fairness is barely mentioned.

    As usual, almost nothing has changed between proposals and outcome – but there’s a few nuggets in there. “Information for students” has been replaced with “information about the provider” – to make clear the duty extends beyond enrolled students and covers all marketing/info materials. The problem is that under DMCC stuff like, for example, misleading information on the cost of living in a given city is material, but under OfS “treating students fairly” doesn’t appear to be “about” the provider.

    OfS has clarified that its concerns about “ancillary services” only applies where there is a contract between student and provider (not with third parties), but has added that providers are responsible for information they publish about third-party services and expects universities to exercise “due diligence” on them and their contracts.

    Some language has been more closely aligned with the DMCCA on things like omissions and fake reviews), and in its “detriment” test providers now must do “everything reasonable” rather than “everything possible” to limit it.

    Banned practices

    In some ways, it would have been helpful to translate consumer law and then go further if necessary. But looking at the overlap between the CMA’s unfair commercial practices regime and OfS’s prohibited behaviours list reveals some odd gaps.

    OfS has borrowed much of the language around misleading marketing, fake reviews, false urgency, and misused endorsements, but it has not imported the full consumer protection arsenal. The result is that students don’t seem to be guaranteed the same protections they would enjoy if they were buying a car, a washing machine, or even a mobile phone contract.

    General CMA guidance prevents companies from mimicking the look of competitors to confuse buyers – but the practice is not explicitly barred by OfS. The CMA bans direct appeals to children – no mention of the vulnerable consumer / due diligence duties in OfS’ stuff. Under DMCC, a practice that requires a consumer to take onerous or disproportionate action in order to exercise rights that they have in relation to a product or service is banned – but there’s little on that from OfS.

    Fee increases

    One note on fees and increases – in the response, OfS points to a “statement” that anyone with an Access and Participation Plan has to submit on whether it will increase fees. It supposedly has to specify the “objective verifiable index” that would be used (for example, the Retail Price Index or the Consumer Price Index), in all cases the amount must not exceed the maximum amount prescribed by the Secretary of State for Education, and under consumer protection law, all students must have a right to cancel a contract in the event of a price increase, even where that price increase is provided for in the contact.

    Here’s the first five I found in approved Access and Participation Plans on Google:

    • “Our intention is to charge the maximum fee, subject to the fee limits set out in Regulations” (the doesn’t seem compliant to me)
    • “We will not raise fees annually for 2024-25 new entrants” (that one from a provider that has announced that it will after all)
    • “We will not raise fees annually for 2024-25 new entrants” (that from a provider who now says that for those who started before 1 August 2025, the continuing fee will be £9,535)
    • “We will not raise fees annually for new entrants” (that from a provider that now says “the fee information and inflation statement provided on page 69 of our 2025/26 to 2028/29 Access and Participation Plan are no longer current)
    • “Subject to the maximum fee limits set out in Regulations we will increase fees each year using RPI-X” (what it’s actually doing is increasing its fees by RPI-X as projected by the OBR, which is a very different figure, and no way would pass muster as an “objective verifiable index”

    I’d add here to this utterly laughable situation that the CMA is very clear that the right to cancel in the event of a material change or price increase has to be exercisable in practice:

    In the HE sector, switching course or, in some cases, withdrawing and switching HE provider, is likely to be difficult or impractical in practice, bearing in mind that in many cases the student will not be able simply to transfer their credits to another HE provider, and so saying the student can switch may not improve matters for them, or alleviate the potential unfairness of a variation.

    I’m not sure there’s a provider in the country that’s compliant with that.

    Wider changes

    On its reforms to registration requirements, the exciting news is that rather than introduce one new Condition of Registration, there’s going to be three – E7 (governing documents and business plan), E8 (fraud and inappropriate use of public funds) and E9 (on fit and proper persons, knowledge and expertise).

    In the future, providers will have to submit a defined set of governing documents at registration – replacing the previous reliance on self-assessment against public interest governance principles. Providers will also have to submit a clear and comprehensive five-year business plan showing objectives, risks, compliance with ongoing conditions, and consideration of students’ interests.

    Specific senior roles (chair of governing body, accountable officer, finance lead, and an independent governor) will have to demonstrate sufficient knowledge and expertise, usually tested through interviews. And a new fit and proper persons test will mean that those in senior governance and management roles will be subject to checks on past conduct (e.g. fraud, misconduct, behaviour undermining public trust).

    Providers will also have to have comprehensive and effective arrangements to prevent, detect, and stop fraud and the inappropriate use of public funds. A “track record” test also applies, the upshot of which is that relevant convictions or regulatory sanctions within the past 60 months could bar registration unless exceptional circumstances apply.

    You’ll not be surprised to learn that in the consultation, some worried that the changes would increase bureaucracy, slow down registration, and impose disproportionate burdens on smaller providers. Others objected to the removal of self-assessment against the Public Interest Governance Principles (PIGPs) at the point of registration, fearing this would dilute student protection or cause confusion given that PIGPs still apply on an ongoing basis.

    Concerns were also raised about creating a two-tier system where new entrants face tougher entry requirements than established providers, and about the practicality of requiring a five-year business plan when forecasting beyond two or three years is often unrealistic. Many also questioned a new interview requirement for key individuals, seeing it as costly, stressful, open to coaching, and potentially inconsistent. Just like student assessment!

    OfS was right all along, of course – arguing that the new conditions give stronger protection for students and taxpayers, that the five-year planning horizon is essential to test medium-term sustainability, and maintains that fit and proper person interviews are the most effective way to test leadership capacity.

    If you were one of the handful of respondents, it wasn’t all in vain – the phrase “policies and procedures” is now “policies and processes”, OfS has clarified the level of knowledge required (the chair and independent governor only need “sufficient awareness” of student cohorts rather than detailed operational knowledge) and a minimum requirement for fraud prevention arrangements is now in the actual condition (rather than just in guidance).

    Registering with OfS

    Much of that is now reflected in a tightening of the registration process itself. Applicants will now be required to submit a defined set of final, governing-body-approved documents at the point of application – including governing documents, financial forecasts, business plans, and information on ownership and corporate structure.

    The idea is to eliminate the previous piecemeal approach, under which providers often submitted partial or draft materials, and to ensure that applications arrive complete, coherent, and capable of demonstrating that a provider has the resources and arrangements necessary to comply with the ongoing conditions of registration.

    Some argued that the shift makes the process more rigid and burdensome, particularly for smaller or specialist providers, and warned that requiring fully approved documents could create practical difficulties or delay applications. Others were worried about duplication with other regulators and barriers to entry for innovative providers.

    Again, OfS is pressing on regardless, arguing that a standardised approach will improve efficiency and consistency, while promising proportionate application of the rules, detailed guidance on the required documents, and limited flexibility where a final document cannot yet exist.

    To the extent to which some might argue that a heavy and complex burden is a tough ask for small new providers – and runs counter to the original Jo Johnson “Byron Burgers” vision, the message seems to be that it turns out that scale and complexity is required to protect public money and the student interest. It would arguably be a lot easier (on both OfS and Independent HE’s members) if DfE was to just say so.

    Defeat from the jaws of victory

    Sometimes, OfS gets close to getting it – finally, an education regulator properly thinking through the ways in which students are treated unfairly – only to go and spoil it and say something stupid like “this will only apply to new providers”.

    As I noted when the consultation came out, what we now have is one set of rights for students in a new(ly registering) provider that they’ll never be proactively told about, and another set of much weaker ones for everyone else that they’re not told about either, all in the name of “fairness”, at exactly the point that the regulator itself admits is one where providers are under pressure to not deliver on some of the promises they made to students.

    The lack of justification or explanation for that remains alarming – and while cock up is often a better explanation than conspiracy, it’s hard to conclude anything other than OfS has proactively decided to turn a blind eye (while blindfolding students) to existing unfairness while everyone gets their cuts done. What a time to be a student.

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  • Reflections on the demand for higher education – and what UCAS data reveal ahead of Results Day 2025

    Reflections on the demand for higher education – and what UCAS data reveal ahead of Results Day 2025


    This HEPI blog was kindly authored by Maggie Smart, UCAS Director of Data and Analysis

    As we pass the 30 June deadline for this year’s undergraduate admissions cycle, UCAS’ data offers an early view of applicant and provider behaviour as we head into Confirmation and Clearing. It also marks a personal milestone for me, as it’s my first deadline release since rejoining UCAS. I wanted to take a deeper look at the data to reflect on how much things have changed since I worked here 10 years ago.

    Applicant demand has always been shaped by two key elements: the size of the potential applicant pool, and their propensity to apply. Since I last worked at UCAS in 2016, these two factors have continuously interchanged over the better part of the past decade – sometimes increasing or decreasing independently but often counterbalancing each other. Let’s take a look at how things are shaping up this year.

    Overall, by the 30 June there have been 665,070 applicants (all ages, all domiciles) this year, compared to 656,760 (+1.3%) in 2024. This is an increase in applicants of over 64,000 since UCAS last reported in January, although the profile of these additional applicants is very different. At the January Equal Consideration Deadline (ECD), over half of the total number of applicants were UK 18-year olds, who are the most likely group to have applied by that stage in the cycle. They represent just 8% of the additional applicants since January, among a much larger proportion of UK mature and international students.

    As we saw at January, the differences in demand for places between young people from the most advantaged (POLAR4 Quintile 5) and most disadvantaged (POLAR4 Quintile 1) areas at June remain broadly the same as last year – with the most advantaged 2.15 times more likely to apply to HE than those from the least advantaged backgrounds, compared to 2.17 last year.

    UK 18-year-old demand

    Demand for UK higher education (HE) has long been shaped by the 18-year-old population – the largest pool of applicants. Despite the well-known challenges facing the HE sector at present, at the 30 June deadline we see record numbers of UK 18-year-old applicants, with 328,390 applicants this year – up from 321,410 (+2%) in 2024. This trend was almost entirely locked in by the January deadline, given the vast majority of UK 18-year-old applicants have applied at this stage in the cycle.

    During my previous tenure at UCAS, the size of the UK 18-year-old population had been falling year on year but from 2020, it began to increase. This continued growth drives the increase in UK 18-year-old applicant numbers we have observed in recent cycles. But when we look at their overall application rate to understand the strength of demand among this group, the data shows a marginal decline again this year – down to 41.2% from 41.9% in 2024. The historically strong growth in the propensity of UK 18-year-olds to apply for HE, which we’ve observed across the last decade, has clearly plateaued.

    This could be due to a range of factors, such as young people choosing to take up work or an apprenticeship, or financial barriers. We know that cost of living is increasingly influencing young people’s decisions this year, with pre-applicants telling us that financial support – such as scholarships or bursaries – ranks as the second most important consideration for them (46%), followed closely by universities’ specific cost-of-living support (34%).

    Interesting to note is the number of UK 19-year-old applicants. When separating the data to distinguish 19-year-olds applying for the first time (as opposed to those reapplying), there has been a decent increase – from 46,680 last year to 48,890 this year (+4.7%). For many years, the number of first-time UK 19-year-old applicants had been falling year on year, but since 2023 this trend has started to reverse. This suggests that demand among young people may be holding up as they decide to take a year out before applying to university or college.

    Mature students

    For UK mature students (aged 21+), the picture looks very different. The number of mature students applying to university or college ebbs and flows depending on the strength of the job market, so since I was last at UCAS, we have typically seen applications decrease when employment opportunities are strong and vice versa. Alongside fluctuations linked to the employment market, rising participation at age 18 means there is a smaller pool of potential older applicants who have not already entered HE. The falling demand from mature students continues in 2025, although in recent years there have been small but significant increases in the volume of mature applicants applying after the 30 June deadline and directly into Clearing. 

    As of this year’s 30 June deadline there have been 86,310 UK mature (21+) applicants, compared to 89,690 (-3.8%) in 2024, meaning a fall in demand compared to the previous year at this point in the cycle for the fourth year in a row. However, whereas at the January deadline mature applicants were down 6.4% compared to the same point last year, at June the figure is only 3.8% down showing some recovery in the numbers. This is another indication that mature students are applying later in the cycle. While it remains too early to say whether we will see continued growth in mature direct to Clearing applicants in 2025, last year 9,390 UK mature students who applied direct to Clearing were accepted at university or college, an increase of 7.4% on 2023 and 22.7% higher than 2022.

    International students

    When looking at the UCAS data through the lens of international students, the landscape has changed significantly since 2016. Brexit led to a sharp decline in EU applicants, offset by strong growth elsewhere, the pandemic caused disruption to international student mobility, and we’ve seen intensified global competition, shifting market dynamics and geopolitics which are increasingly influencing where they choose to study. This year we’re seeing growth once more, with 138,460 international applicants compared to 135,460 in 2024 (+2.2%) – although this stood at +2.7% at January. It should be noted that UCAS does only see a partial view of undergraduate international admissions (we tend to get a more complete picture by the end of the cycle) and we don’t capture data on postgraduate taught and research pathways.

    Interest among Chinese students in UK education has held firm since my time at UCAS, and this year we’re seeing a record number of applicants from China – 33,870, up from 30,860 (+10%) in 2024. This year’s data also shows increases in applicants from Ireland (6,060 applicants, +15%), Nigeria (3,170 applicants, +23%) and the USA (7,930 applicants, +14%). 

    Offer-making

    We are releasing a separate report on offer-making this year, alongside the usual data dashboard for applications. This additional data covers offers and offer rates over the past three years, from the perspective of applicants according to their age and where they live, and from the perspective of providers by UK nation and tariff group.

    What we’re seeing as the natural consequence of increased applications this year is an uplift in offers. Universities have made more offers than ever before this year, with 2.0 million main scheme offers to January deadline applicants overall, largely driven by the rise in UK 18-year-olds applicants (who are the most likely to use their full five choices while applying). This record high surpasses the previous peak of 1.9 million offers set last year (+3.8%).

    While the main scheme offer rate has increased across all provider tariff groups, the most notable uplift is for higher tariff providers – up 3.2 percentage points to 64.4% this year.  Despite the increase in offer rates, higher tariffs do still remain the lowest, partly due to being the most selective institutions. Offer rates by medium and lower tariff providers have also increased, by 0.9 percentage points to 77.0% among medium tariff providers, and by 1.5 percentage points to 81.7% among lower tariff providers. This means that, among those who applied by the Equal Consideration Deadline in January, 72.5% of main scheme applications received an offer this year, also a record high, and 1.8 percentage points higher than in 2024.

    It’s worth noting that we’ll be updating our provider tariff groupings in time for the 2026 cycle, to reflect changes in the higher education landscape.

    Looking ahead

    For students who are intent on going to university or college, it makes this a very good year, with more opportunities than ever before. A record 94.5% of students who applied by the January deadline will be approaching the critical summer period having received at least one offer. High levels of offer-making by universities and colleges typically translates into more acceptances, which should give applicants plenty of confidence heading into results day. 

    I’m delighted to be back at UCAS, and my team will continue to dig further into the data as Confirmation and Clearing draws nearer to see how demand translates into accepted places come results day.

    UCAS

    UCAS, the Universities and Colleges Admissions Service, is an independent charity, and the UK’s shared admissions service for higher education.

    UCAS’ services support young people making post-18 choices, as well as mature learners, by providing information, advice, and guidance to inspire and facilitate educational progression to university, college, or an apprenticeship.

    UCAS manages almost three million applications, from around 700,000 people each year, for full-time undergraduate courses at over 380 universities and colleges across the UK.

    UCAS is committed to delivering a first-class service to all our beneficiaries — they’re at the heart of everything we do.

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  • More Muckraking Ahead

    More Muckraking Ahead

     

    At the Higher Education Inquirer, we see through the spin. We’ll keep digging, exposing the absurdity, and telling the stories no one else will.  More muckraking ahead. Stay tuned.

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  • After Michigan State trustees told students to call professor a racist, his lawsuit is moving ahead

    After Michigan State trustees told students to call professor a racist, his lawsuit is moving ahead

    Professor Jack Lipton scored a victory for free speech last week after a federal court allowed his lawsuit to move forward against two Michigan State University trustees who he claims not only urged students to call him racist, but told them how to phrase it.

    In his lawsuit, Lipton alleged that two trustees, Rema Vassar and Dennis Denno, met with MSU students, encouraged them to file complaints against Lipton with MSU’s internal civil rights office, and asked students to condemn Lipton as racist in public statements, op-eds, and on social media. MSU hired the law firm Miller & Chevalier to conduct an independent investigation, producing a report you can read online. According to Lipton, it found that Vassar and Denno planned the attacks and even provided others with specific language to paint Lipton as racist, anti-Palestinian, and anti-Muslim.

    For example, in one recorded conversation, Denno told students, “The other thing you can do to help us is attack Jack Lipton, the Chair of the Faculty Senate . . . call him out, call him a racist.”

    What was Lipton’s “racist” crime?

    In October 2023, at a public Board of Trustees meeting that followed an open letter accusing then-BOT Chair Vassar of ethics violations, Lipton read a resolution on behalf of faculty calling for Vassar’s resignation. The meeting erupted in chaos, marked by jeers from Vassar’s supporters.

    The Constitution doesn’t cease to exist just because someone’s feelings got hurt at a trustee meeting.

    The next day, while making clear he was speaking in his personal capacity and not as a faculty representative, Lipton told a reporter that Vassar could have stopped the chaos of the meeting with “a single statement … yet she elected to let the mob rule the room.”

    That single word — mob — triggered what Lipton describes as a coordinated retaliation campaign by Vassar and Denno.

    Lipton apologized for using the word “mob,” as well as for any unintended racial undertones, but did not stop calling for accountability over Vassar’s alleged ethics violations — and he says Vassar and Denno’s harassment of him continued.

    In November 2023, the NAACP Michigan State Conference Youth & College Division released a statement accusing Lipton of “racial terrorism.” Also that month, the organization Diverse: Issues In Higher Education published an op-ed arguing that Lipton had used the word “mob” because he wanted to traumatize black and Palestinian students. At a BOT meeting that December, Denno read a statement accusing Lipton of “criminalizing students” and described his use of the word “mob” as “racism and violent language.”

    What’s more, even though the board eventually voted to censure both Vassar and Denno, as advised by investigators for a range of misconduct including their attacks on Lipton, Vassar didn’t stop there. At a meeting in September 2024, she mocked Lipton and questioned his right to speak on matters of civil discourse, which he cites as yet another effort to chill his speech.

    In language as dry as it was devastating, the court summarized the allegations that these trustees abused their power to carry out what amounts to a smear campaign. Lipton claims that Vassar and Denno “used their positions as BOT members to attack Lipton for the comment he made as a private citizen” and “used their BOT pulpit to funnel adverse action towards Lipton via proxies, leveraging their BOT membership to speak through students, supporters, and members of the public.”

    The court also noted that Lipton’s original “mob” comment was “speech regarding matters of public concern,” as it critiqued the behavior of a public official at a public meeting, and Lipton made the remark as a private citizen. The First Amendment protects faculty when they speak as private citizens on matters of public concern, such as raising state university ethics violations to the media, as Lipton did.

    UPDATE: Another federal appeals court backs academic free speech for public employees

    After FIRE secured a lawyer for a law professor at the University of Illinois Chicago, the school reached a resolution but later reneged on the deal. That’s when the professor sued.


    Read More

    While the court dismissed MSU and its Board of Trustees as defendants, Lipton is now free to pursue his claims against Vassar and Denno themselves — and they have not exactly covered themselves in glory. The university investigation that recommended their censure found that Vassar had taken courtside tickets and free flights while Denno had pressured consultants reviewing MSU’s response to the 2023 mass shooting on campus to tone down any criticism of the trustees. In fact, just this week, Gov. Gretchen Whitmer declined the MSU board’s official request to remove Vassar and Denno, though the governor’s counsel said this “by no means indicates a condoning of the conduct alleged in the referral.” Vassar and Denno may have retained their seats on the board, but they are hardly out of the woods. 

    Now, Lipton’s case moves to discovery, where we’ll get a closer look at how MSU’s top brass reacted when a faculty member stepped out of line by doing his civic duty, and potentially to trial. While this week’s court decision is far from a final ruling, it shows the court believes Lipton’s allegations deserve to be heard, and it’s a reminder that the Constitution doesn’t cease to exist just because someone’s feelings got hurt at a trustee meeting.

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  • College Marketing: 7 Ways It Has Changed and How to Stay Ahead

    College Marketing: 7 Ways It Has Changed and How to Stay Ahead

    …and What You Need to Do to Stay Ahead

    The higher education enrollment landscape is undergoing a significant transformation, driven by shifting demographics, technological advancements, and economic uncertainty. To remain relevant and competitive, colleges and universities must adapt to these changes and develop strategies to succeed in a challenging environment. But before you can adapt, one must first look at some of the major innovations that have disrupted how consumers engage with brands.

    Are you engaging students the way they engage with other brands?
    1. Short form video content: Platforms like TikTok, Instagram Reels, and YouTube Shorts have dominated, offering snackable content that informs, entertains, and inspires within seconds. Influencers (see #5) use this medium to tell stories, drive trends, and engage consumers on behalf of sponsored brands. Students use the medium to assess campus life and inform college choices.
    2. Voice and visual search optimization: The rise of “smart assistants”and digital assistants have changed the way we engage with brands, discover products, and complete research, transactions, and more. A good digital assistant is becoming as essential as a solid logo design in marketing.
    3. AI personalization: Artificial intelligence has revolutionized marketing by enabling hyper-personalized experiences, analyzing real-time data, and predicting consumer behavior to deliver tailored content. For cash strapped institutions, it has the added benefit of allowing you to zero in on your highest potential return prospects and curate content.
    4. Augmented reality (AR) experiences: AR is transforming how consumers shop, learn, and engage with brands, creating immersive experiences that drive both engagement and sales. George Mason University developed a successful AR campus tour for transfer students, and I expect to see prospective students and their families wandering campus with branded AR glasses on campuses everywhere before long.
    5. Influencer marketing: The focus has shifted from big-name endorsements to micro- and nano-influencers, offering niche expertise and deeper connections with audiences. Universities are leveraging student influencers on campus for enrollment and advancement opportunities.
    6. Data privacy regulations and ethical marketing trends: With increasing concerns about data breaches, consumers demand transparency and ethical practices in data handling and marketing. Layer an ever changing and tightening regulatory environment and you will need solid governance and procedural guidance to ensure compliance without limiting effectiveness.
    7. Omnichannel integration: Marketers now focus on providing a seamless experience across all touchpoints, ensuring brand consistency and cohesive customer interactions. The same experience is paramount during the college search process to stand out, stay top of mind, and draw students to your engaging (AR powered?) on campus events.

    5 keys to optimizing your college marketing strategy to address these changes

    That is the how, but what about the what. A great tech stack is one thing, but the meat of your strategy and message must center around what is central to your mission, your goals, and your prospective student audience.

    1. Gear your strategy to your prospective students

    As the student population becomes increasingly diverse, institutions must develop targeted recruitment and communication strategies to engage with underrepresented groups, including Hispanic, African American, and first-generation students. According to RNL’s most recent study of undergraduate marketing and recruitment practices, 51% of four-year private, 42% of two-year public, and 37% of four-year public institutions have specific strategies for recruiting Hispanic students. The vast majority of institutions also do not have materials and communications available in Spanish. Depending on your locality, these populations may be your best bet for stable growth, but without a specific marketing strategy, you will miss the opportunity.

    2. Assess the suite of marketing tools, vehicles and assets at your fingertips

    How cohesive, consistent and connected are they? Students use a variety of resources to learn about colleges and universities, from websites and social media to videos and printed brochures. Institutions must adopt a balanced, omnichannel approach to marketing, leveraging multiple channels to reach students at various stages of their decision-making process.

    3. Plug the leak

    As the demographic cliff approaches, institutions must prioritize student success and retention strategies. A recent study found that public colleges and universities use market research and print/electronic campaigns to impact student yield and summer melt, but there is room for improvement in collecting data to inform retention policies. (Our report on retention practices provides very helpful benchmarks and ideas for student success strategies.)

    4. Improve the experience and reduce the stress

    The college search process can be a significant source of stress and anxiety for students. Institutions can help mitigate this by providing resources and support services, such as mental health counseling and academic advising, to help students manage their emotions and stay on track.

    5. Embrace change

    To succeed in a rapidly changing environment, institutions must be willing to adapt and innovate. This includes investing in technology, such as AI-powered enrollment management systems, and exploring new revenue streams, such as online and graduate programs.

    College marketing is evolving at an unprecedented pace. How can you keep up?

    To remain competitive, colleges and universities must embrace strategies that prioritize personalization, authenticity, and innovation. From leveraging short-form video content and AI-powered tools to integrating augmented reality experiences and omnichannel approaches, institutions have a wealth of opportunities to connect with prospective students in meaningful ways.

    However, success will require more than technology; it demands a deep understanding of the diverse needs and aspirations of the modern student population. By aligning marketing efforts with institutional goals, fostering inclusivity, and enhancing the overall student experience, higher education institutions can not only navigate these changes but thrive in a rapidly shifting environment. Now is the time to adapt, innovate, and future-proof strategies to ensure sustainable growth and relevance in the years ahead. Reach out and we can connect on your marketing strategies. We will find a time to talk about your opportunities to make sure your marketing efforts resonate with students and reach them in the channels they use.

    Talk with our marketing and recruitment experts

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

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

    Request now

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  • Unlocking Generative Engine Optimization (GEO): What Marketers Must Do to Stay Ahead

    Unlocking Generative Engine Optimization (GEO): What Marketers Must Do to Stay Ahead

    Remember when SEO was all about keywords and metatags, fueling now-defunct search engines like Yahoo, AltaVista and early Google? Those were the days of “keyword stuffing,” where quantity trumped quality and relevance, delivering poor search results and frustrating users. Google’s PageRank algorithm changed everything by prioritizing content quality, giving birth to the “Content is King” mantra and improving the user experience.

    Fast forward to the Era of the Modern Learner, where digitally astute users demand fast and accurate information at their fingertips. To keep up with their heightened expectations, search engine algorithms have evolved to become more sophisticated, focusing on the intent behind each search query rather than simple keyword matching. This shift has led to the emergence of AI-powered search engines features like Google’s AI Overviews to provide an AI-powered summary which now command prime real estate on the search engine results page.

    In response, Generative Engine Optimization (GEO) is emerging. AI-powered search engines are moving beyond simply ranking websites. They are synthesizing information to provide direct answers. In this fast-paced environment, delivering the right information at the right time is critical now more than ever. All marketers, regardless of industry, must adapt their strategies beyond traditional SEO.

    What is Generative Engine Optimization (GEO)?

    Artificial intelligence is rapidly infiltrating tools across every industry, fundamentally reshaping the digital landscape. Generative Engine Optimization (GEO) is emerging as a new approach to digital marketing, leveraging AI-powered tools to generate and optimize content for search engines. GEO is a catalyst, driving a fundamental shift in how search engines present information and how users consume it

    GEO leverages machine learning algorithms to analyze user search intent, create personalized content, and optimize websites for improved search engine rankings. This advanced algorithmic approach delivers contextually rich information from credible sources, directly answering user searches and proactively addressing related inquiries. A proactive strategy that goes beyond traditional SEO ensures that a school’s information is readily discoverable, easily digestible and favorably presented by AI-powered search engines such as Google’s AI Overviews, ChatGPT, Perplexity and Gemini.

    How GEO Works

    At its core, Generative Engine Optimization (GEO) uses artificial intelligence to bridge the gap between user needs and search engine performance. GEO tools go beyond traditional SEO by harnessing AI to deeply understand user behavior and generate content that’s not only relevant but also personalized and performance driven. Here is how it works across four core functions: 

    • Analyzing User Intent: GEO starts by analyzing user intent. AI models examine search queries, website behavior and browsing patterns to uncover what users are specifically searching for. This helps marketers develop content strategies that directly align with user expectations and needs. 
    • Generating Content: Using these insights, GEO tools generate original content tailored to meet the precise needs of the target audience. The result is content that answers user questions and aligns with how modern search engines evaluate relevance and quality.  
    • Optimizing Content: GEO then optimizes the generated content for performance. AI refines readability, integrates keywords and enhances structural elements for improved visibility in search results, which ensures that content performs well in both traditional and AI-powered search environments.  
    • Personalizing Content: Where GEO truly shines is in content personalization. By leveraging data like demographics, preferences and past interactions, GEO delivers tailored experiences that feel more relevant and engaging to individual users.  

    Comparing SEO and GEO

    While SEO and GEO may seem like competing strategies, they actually complement one another. Both aim to improve visibility in search results and drive meaningful engagement but do so through different methods. Understanding how they align and where they diverge is key to developing a modern, well-rounded digital strategy. 

    Ways GEO is Similar to SEO

    Despite their difference in execution, SEO and GEO share a common goal: delivering valuable content to users and meeting their search intent. Both SEO and GEO strategies contribute to: 

    • Improving website visibility and search rankings in the search engine results pages (SERPs). 
    • Driving organic traffic by making it easier for users to discover relevant information. 
    • Boosting user engagement and conversion rates through informative, well-tailored content.  

    Ways GEO is Different from SEO

    Where SEO and GEO begin to diverge is in their focus, tools, and content strategy:

    • Focus: Traditional SEO emphasizes keyword optimization, meta tags and technical structure. GEO, on the other hand, focuses on understanding user intent and creating dynamic, personalized content that adapts to evolving needs. 
    • Tools: SEO relies on tools like keyword research platforms, backlink analysis, and manual content audits. GEO uses AI-powered platforms to analyze data, generate content, and automate optimization based on real-time user behavior.  
    • Content: SEO often produces static, evergreen content that ranks over time. GEO enables the creation of responsive, personalized content that can shift based on user preferences, past interactions, and demographics. 

    While SEO has historically focused on driving clicks to websites and increasing rankings, GEO recognizes the increasing prominence of zero-click searches—where users find answers directly within AI-powered search overviews. In this new reality, GEO ensures your content remains visible and valuable even when the traditional click doesn’t occur. It does this by optimizing for how AI synthesizes and presents information in search results.

    Is GEO Replacing SEO?

    The rise of GEO has sparked an important question for marketers: Is SEO dead? The short answer is no. Rather than replacing SEO, GEO enhances it.

    GEO builds a foundation of traditional SEO by leveraging artificial intelligence to automate time-consuming tasks, deepen audience insights, and elevate content quality. A strong SEO strategy remains essential, and when paired with GEO, it becomes even more powerful.

    To support marketers in building that foundation, tools like EducationDynamics’ SEO Playbook offer actionable strategies for mastering SEO fundamentals while staying adaptable to innovations like GEO. As the higher education marketing landscape evolves, institutions are reaching a critical inflection point: the status quo no longer meets the expectations of the Modern Learner, and a more dynamic, data-driven approach is essential to stay competitive.

    Here’s how GEO supports and strengthens traditional SEO efforts:

    • Smarter Keyword Research and Optimization: GEO tools analyze search intent more precisely, allowing marketers to choose keywords that better reflect how real users search, creating content that directly answers those queries.  
    • More Personalized Content Experiences: By generating dynamic content based on user behavior, preferences, and demographics, GEO helps ensure the right message reaches the right audience at the right time.  
    • Streamlined Workflows: GEO automates content generation and optimization processes, making it easier to keep web pages fresh, relevant, and aligned with evolving search behaviors—all while saving time and resources.  

    SEO is far from obsolete; however, relying solely on traditional SEO tactics is outdated which is no longer sufficient in today’s evolving higher education landscape. To truly transform their marketing approach, institutions must embrace innovative solutions. 

     As generative AI becomes increasingly embedded in how people search, marketers must adapt. While traditional SEO tactics like on-page optimization, site structure, and link-building still have a role to play, GEO provides the bold innovation needed to drive impactful outcomes. By pairing SEO strategies with GEO’s AI-driven insights and automation, institutions can achieve greater efficiency and effectiveness in their marketing efforts.  

    Together, SEO and GEO provide a holistic, future-ready framework to engage the Modern Learner, enhance digital marketing efforts, and drive both reputation and revenue growth, which are essential for long-term success.

    Integrating GEO and SEO in Your Marketing Strategy for Higher Education Marketers

    As the digital landscape evolves, one thing remains clear: SEO is still essential for institutions looking to connect with today’s students. With the rapid adoption of AI in everyday search habits though, SEO alone is no longer enough.

    According to EducationDynamics 2025 Engaging the Modern Learner Report, generative AI is already transforming how prospective students evaluate their options. Nearly 70% of Modern Learners use AI tools for generative chatbot platforms like ChatGPT, while 37% use these tools specifically to gather information about colleges and universities in their consideration set.

    This shift signals a clear need for higher ed marketers to adapt their digital strategies. GEO provides a pathway to do that while better serving today’s students. By combining the proven fundamentals of SEO with GEO’s advanced AI capabilities, institutions can engage the Modern Learner more effectively at every stage of their decision-making journey.

    Reaching Modern Learners: Integrating GEO and SEO Strategies

    • Speak to What Modern Learners Search For: Modern Learners expect content that speaks directly to their needs and interests. Use GEO tools to identify the actual search terms prospective students use, such as “flexible online MBA,” or “how much does an online degree cost.” Then, develop SEO-optimized pages, blog posts, and FAQs that address these specific questions. Incorporate schema markup, structured headings, and internal links to boost visibility while keeping content informative and student focused.  
    • Personalize the Journey for Every Modern Learner: GEO enables marketers to go beyond generic messaging. Use behavioral data, such as which pages students visit, how long they stay or what programs they explore, to personalize touchpoints across channels. Personalization builds trust and shows Modern Learners you understand what matters to them.  
    • Deliver the Seamless Digital Experiences Modern Learners Expect: Today’s students want fast, seamless experiences. Use GEO insights to identify where users drop off, then optimize navigation and page speed accordingly. Implement clear, scannable layouts with prominent CTAs to enhance your website’s structure and user-friendliness. Consider adding AI-powered chatbots to provide real-time support for everything from application steps to financial aid inquiries.   
    • Use Data to Stay Ahead of the Modern Learner’s Needs: GEO tools give you visibility into what students search for, which content they engage with, and where they lose interest. Regularly review search patterns, click paths, and drop-off points to identify gaps in your content or barriers in the enrollment funnel. Use these insights to refine headlines, adjust keyword targeting, or introduce new resources that better align with what students care about. 

    As prospective students increasingly turn to AI tools to explore their options, higher education marketers must evolve their strategies to keep pace with changing search behaviors. While Search Engine Optimization remains essential for visibility and reach, it no longer fully reflects how today’s students search and engage online. GEO bridges that gap by adapting to real-time behaviors and preferences. To effectively connect with Modern Learners and stay competitive, institutions must evolve their digital strategies to include GEO. 

    The Future of SEO and GEO in Higher Education

    The future of enrollment will be shaped by how well institutions adapt to evolving digital behaviors. GEO is one of the many new components at the forefront of this shift. As AI continues to reshape how students interact with institutions and search for information, GEO will become an instrumental tool for delivering personalized, real-time information to meet their expectations.

    Traditional SEO will still play a vital role in ensuring your institution is discoverable, but GEO takes things further by extracting and tailoring relevant content to meet the specific needs of each user, creating dynamic, intent-driven engagement. With more students using generative AI tools to guide their enrollment journey, institutions must embrace strategies that reflect this new reality.

    Looking ahead, AI-powered SEO strategies will empower higher education marketers to create adaptive content that speaks directly to individual student goals and behaviors. These tools will also make it possible to deliver faster, more relevant information across platforms, often surfacing answers before a student ever clicks a link. With deeper access to behavioral data and user intent, marketers can refine messaging in real time, ensuring they’re reaching the right students with the right information at the right moment in their decision-making journey.

    Unlocking the Power of GEO with EducationDynamics

    As the digital landscape continues to shift, it can be challenging for institutions to keep pace with rapid change—especially when it comes to reaching the demands of today’s students. GEO empowers institutions to transform their digital engagement strategies, moving beyond outdated tactics to cultivate meaningful connections with the Modern Learner. 

    As a leading provider of higher education marketing solutions, EducationDynamics specializes in helping colleges and universities stay ahead. Our team brings deep expertise in foundational SEO and is actively embracing the next wave of digital strategy through Generative Engine Optimization (GEO). We understand what it takes to create meaningful engagement in a competitive enrollment environment and we’re here to help you do just that. 

    Connect with us to discover how we can support your team in building personalized digital strategies—whether it’s laying the groundwork with SEO or embracing innovative approaches like GEO. We’re here to help your institution succeed in today’s ever-changing digital world. 

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