Tag: Carnegie

  • Carnegie Mellon lays off 75 employees at engineering institute amid federal funding shifts

    Carnegie Mellon lays off 75 employees at engineering institute amid federal funding shifts

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    Dive Brief:

    • Carnegie Mellon University has laid off 75 employees in its Software Engineering Institute as it wrestles with disruptions to federal funding, according to a community message Wednesday from Vice President for Research Theresa Mayer.
    • Mayer tied the cuts — which amount to 10% of SEI’s workforce — to the engineering institute’s “unique financial structure as a federally funded research and development center as well as the shifting federal funding priorities that are shaping the research landscape.”
    • Carnegie Mellon as a whole is in a “strong financial position” for fiscal 2026, university President Farnam Jahanian said in August, noting that the Pittsburgh institution cut its expenses by $33 million.

    Dive Insight:

    Jahanian said in an August community message that Carnegie Mellon is poised to get through the current fiscal year without a deficit, which is more than some of its peer institutions can say. 

    But the university faces stiff financial headwinds — and what its president described as “existential challenges” — from the Trump administration’s disinvestment in scientific and academic research. 

    To tighten its budget, Carnegie Mellon has paused merit raises, reduced nonessential expenditures, limited new staff and faculty hiring, and has reduced staff in certain units through voluntary retirements and employee reductions.  

    In the August message, Jahanian described “signs of a marked decline in the pipeline of new federal research awards nationally and at Carnegie Mellon.” He added that university officials expect more cutbacks in federal agencies’ research budgets under a Republican-led Congress. 

    The university’s Software Engineering Institute, which Mayer described as integral to Carnegie Mellon’s overall research enterprise, is one of the institution’s biggest recipients of federal research funding. Sponsored by the U.S. Department of Defense, SEI develops new technologies and studies complex software engineering, cybersecurity and AI engineering problems, in large part to advance the strategic goals of federal agencies. 

    The institute took in $148.8 million in grants and contracts revenue in fiscal 2024. 

    Prior to this month’s job cuts, officials at the institute took “extensive steps to avoid this outcome, including implementing cost-saving measures in recent months,” Mayer said Wednesday. “Despite these efforts, SEI was unable to reallocate or absorb costs, so staff reductions were unavoidable.”

    Along with a slackening grant pipeline, Jahanian’s August message pointed to the possibility of reduced funding for research overhead costs. 

    The Trump administration has sought to unilaterally cap reimbursement rates for indirect research costs at 15% across multiple agencies, though these policies have been blocked by courts

    Carnegie Mellon is a plaintiff in one of the lawsuits that led to the 15% cap being permanently blocked at the National Institutes of Health, though the Trump administration has appealed the ruling. The university is also represented in lawsuits against other agencies through its membership in the Association of American Universities. 

    If a 15% cap were implemented on research overhead, that would create an additional $40 million annual shortfall for Carnegie Mellon, according to Jahanian. Indirect research costs include overhead expenses such as laboratories and support staff. 

    Beyond federal funding woes, Jahanian also noted in August that Carnegie Mellon’s projected $365 million in graduate tuition revenue for the current fiscal year is about $20 million short of initial estimates due to “lower-than-expected enrollment.”

    While Jahanian didn’t offer reasons for the shortfall, he did note that going forward Carnegie Mellon was examining its balance of undergraduate to graduate and international to domestic students to “ensure long-term stability.”

    Other universities have experienced major declines in their international enrollment amid the Trump administration’s disruptions to the visa approval process and aggressive immigration policies. 

    Officials at DePaul University, in Chicago, said recently that new international graduate student enrollment fell by 62% year over year this fall, contributing heavily to a budget crunch at the institution. 

    One group has predicted that international enrollment could drop by as much as 150,000 students this fall. 

    In recent years, Carnegie Mellon’s enrollment has grown, as has its graduate student ranks. Between 2018 and 2023, overall enrollment increased 11.2% to 15,596 students and graduate enrollment grew 11.7% to 8,307 students.

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  • VP Online Enrollment, Integrated Marketing Solutions, Carnegie

    VP Online Enrollment, Integrated Marketing Solutions, Carnegie

    The last time we caught up with Shankar Prasad, he was telling us about his new role as chief strategy officer at Carnegie. Shankar reached out, saying that he is recruiting for the key role of Carnegie’s VP of online enrollment and integrated marketing solutions. As I’m on the lookout to share information with our community about roles at the intersection of learning, technology and higher education change, this job seemed perfect. Shankar graciously agreed to answer my questions about the role.

    Q: What is the mandate behind this role? How does it help align with and advance the company’s strategic priorities?

    A: Carnegie’s Online Program Experience (OPX) business line is an important growth area. The company aims to be the premier provider of integrated marketing and enrollment solutions for online programs. The mandate of the VP of online enrollment and integrated marketing solutions is to build and own the sales plan for this OPX business, drive revenue growth, and ensure that Carnegie’s full suite of services (research, strategy, digital marketing, lead generation, creative and website development) are successfully cross‑sold to new and existing clients.

    The job description states that the VP will “lead our sales strategy and execution to achieve our revenue targets,” shape the OPX growth strategy, and establish Carnegie as the premier provider of online program solutions in higher education. To do this, the VP must create the OPX sales plan, drive sales, meet goals and targets, and deliver growth through new clients and client‑expansion opportunities across Carnegie’s entire suite of services.

    This work aligns closely with Carnegie’s strategic priorities. The company positions itself as a leader in higher education marketing and enrollment strategy and emphasizes human‑centered, data‑driven solutions. By spearheading integrated marketing and enrollment solutions for online programs, the VP advances this mission—ensuring that Carnegie’s OPX offerings evolve with market trends, deliver measurable results and reinforce the organization’s leadership position. The role also requires thought leadership, cross‑team collaboration and partnerships, which support Carnegie’s focus on innovation and authentic human connections

    Q: Where does the role sit within the company’s structure? How will the person in this role engage with other units and leaders across the company?

    A: The VP of online enrollment and integrated marketing solutions is Carnegie’s leader of integrated sales for OPX. The position sits within the company’s growth and revenue organization and is accountable for the sales plan, revenue forecasting and team performance. The description notes that the VP “owns the development of all sales pursuits related to OPX” and partners closely with the SVP of marketing and the chief growth officer to develop messaging, positioning and proposals. This indicates that the role reports into or collaborates with senior leadership on growth strategy and marketing alignment.

    The role is highly cross‑functional. It requires partnering with marketing and business development to support inbound and new business pursuits and providing training and support to sales representatives in those divisions. The VP must collaborate with leaders of all business units to share feedback and optimize the OPX solution for clients.

    Day to day, the person will work with colleagues in sales, account management, production, senior strategists, client success, executive sales and enrollment strategy. They will also work with growth team members to craft proposals and coordinate with the marketing leader on business development materials and events. Additionally, the VP manages OPX revenue forecasting and ensures visibility across all accountable parties. This matrixed engagement means the VP acts as a connector between sales, marketing, product and leadership, ensuring that OPX solutions are delivered seamlessly and that market feedback informs strategic decisions.

    Q: What would success look like in one year? Three years? Beyond?

    A: In the first 12 months, success would involve laying the groundwork for a high-performing OPX sales organization. The VP should build and execute a sales plan, recruit or train a team, and cultivate strong relationships with marketing, business development and other unit leaders. Key milestones would include securing new OPX clients and expanding revenue from existing accounts, delivering on initial sales goals, instituting accurate revenue forecasting and establishing Carnegie as a respected thought leader at conferences and webinars.

    Three years: By year three, the VP should have turned OPX into a mature, scalable business line. The sales plan would be continuously optimized based on market feedback and the team would be driving sustained revenue growth across Carnegie’s services. Market penetration should be evident through a diversified client base, with high renewal and upsell rates. The VP should have built a strong network of external relationships and should be contributing to product evolution by monitoring industry trends and competitor activity. Measurable outcomes might include year‑over‑year revenue growth outpacing the market, higher average contract values and expanded partnerships or acquisitions that enhance the OPX offering.

    Beyond (five-plus years): Over a longer horizon, success would mean that the OPX division is a significant growth engine for Carnegie and a well‑recognized market leader. The VP will have built a resilient, data‑driven sales organization capable of adapting to changes in the higher education landscape. They may spearhead new offerings or strategic acquisitions and could play a central role in broader company leadership. The division’s revenue contribution might warrant further expansion into related services or international markets, ensuring Carnegie remains at the forefront of online program marketing and enrollment strategy.

    Q: What kinds of future roles would someone who took this position be prepared for?

    A: The VP of online enrollment and integrated marketing solutions oversees sales strategy, team leadership, revenue forecasting and cross‑functional collaboration. With 10-plus years of experience required in higher education enrollment and marketing for online programs, the role prepares someone for broader executive positions. Potential future roles could include:

    • Chief growth officer or chief revenue officer, because the VP manages revenue planning, sales execution and cross‑unit coordination.
    • General manager or president of a business unit, given the experience in developing a business line, building teams and driving profitability.
    • Chief marketing officer or chief commercial officer: The position demands collaboration with marketing leadership and deep knowledge of enrollment strategy.
    • Consulting or strategic advisory roles in higher education marketing and enrollment strategy, leveraging expertise in market trends, client relationships and integrated solutions.
    • Entrepreneurial leadership roles within the higher ed technology and services space, capitalizing on the growth mindset, executive presence and strategic thinking emphasized in the qualifications.

    By leading a high‑growth, cross‑disciplinary sales organization, the VP will develop a skill set that translates to senior leadership roles not only within Carnegie but across the broader higher education services sector.

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  • Carnegie Classifications debuts redesign of system to group colleges

    Carnegie Classifications debuts redesign of system to group colleges

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    The American Council on Education and the Carnegie Foundation for the Advancement of Teaching on Thursday released updates to the Carnegie Classifications, including a redesigned system to describe institutions and a new category to identify colleges that boost student access and earnings. 

    For the system’s basic classifications, colleges were previously grouped together based on the highest degree they awarded — a method that “fell short of adequately describing the full scope of activity on campuses across the country,” according to the announcement. 

    The basic classifications — renamed the institutional classifications — now group colleges together based on multiple characteristics, such as their size, the types of degrees they confer, and the fields of study they offer. For instance, the classifications will distinguish between institutions mostly focused on graduate education and those that offer a mix of bachelor’s, master’s and doctoral degrees. 

    Colleges will also be grouped together by size: Those with under 4,000 students will be classified as small, those with over 20,000 students will be considered large, and those in between will be considered medium. Additionally, colleges will be grouped together by their academic program mix, such as whether they primarily award pre-professional degrees. 

    The updated list has been highly anticipated ever since ACE and the Carnegie Foundation announced they were overhauling the Carnegie Classifications in 2023 to better reflect the diversity of college missions. 

    “With this redesign of the Carnegie Classifications, we set out to measure what matters,” Mushtaq Gunja, executive director of the Carnegie Classification systems and senior vice

    president at ACE, said in a statement. “Nowadays, institutions can’t be reduced down to the highest degree they award because they exist to serve a wide range of students in a wide variety of ways.”

    The system also debuted its new Student Access and Earnings Classification. This designation seeks to measure whether colleges are enrolling students reflective of the regions they serve and how well they are preparing them for the job market. 

    To calculate this, it examines the share of undergraduates receiving Pell Grants and those from underrepresented racial and ethnic backgrounds, along with alumni earnings eight years after enrollment. Researchers then compare these metrics to the demographics of the regions colleges serve.

    This classification groups colleges based on their access and whether their former students have relatively higher or lower earnings compared to their regional peers. 

    Colleges with higher access and earnings are designated Opportunity Colleges and Universities. 

    Nearly 500 colleges earned this designation. The group includes a wide variety of institutions, including historically Black colleges like Howard University, in Washington, D.C., and large public universities such as Stony Brook University, in New York. 

    Meanwhile, colleges that provide lower access but higher earnings contain all eight universities that make up the Ivy League, as well as other prestigious colleges, such as Stanford University. This group also included state flagships such as the University of Wisconsin-Madison and the University of Florida. 

    ACE and the Carnegie Foundation also updated their research designations, releasing their new list of research institutions under the revised metrics in February. The changes resulted in a sharp uptick in the number of institutions that earned the coveted R1 status, denoting the highest levels of research activity.

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  • Which colleges gained R1 status under the revamped Carnegie Classifications?

    Which colleges gained R1 status under the revamped Carnegie Classifications?

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    The American Council on Education on Thursday released the latest list of research college designations under the revamped Carnegie Classifications, labeling 187 institutions as Research 1 institutions. 

    The coveted R1 designation is given to universities with the highest levels of research activity. The number of colleges designated as R1 institutions in 2025 rose 28% compared with the last time the list was released, in 2022. 

    The updated list of research institutions is the first that ACE and the Carnegie Foundation for the Advancement of Teaching have released since they updated their methodology for the classifications. The new methodology was created in part to simplify a previously complex formula that left institutions fearful about losing their status. 

    “We hope this more modernized version of Carnegie Classifications will answer more questions in a more sophisticated way about institutions and their position in the ecosystem and will allow decisions to be made much more precisely by philanthropists, by governments, and by students and families,” Ted Mitchell, president of ACE, told Higher Ed Dive.

    Thirty-two institutions moved from the second-highest research level in 2022 — commonly called Research 2, or R2 — to the R1 designation. That group includes Howard University, a historically Black college in Washington, D.C. The private college — which announced a record $122 million in research grants and contracts in 2022 — is the only HCBU with the designation. 

    Other colleges that moved from R2 to R1 include public institutions like the University of Idaho, University of North Dakota, University of Rhode Island, University of Vermont and the University of Wyoming, along with private colleges like Lehigh University, in Pennsylvania, and American University, in Washington, D.C. 

    Just one institution dropped from R1 to R2 status — the University of Alabama in Huntsville. 

    For universities to achieve R1 status under the new methodology, they must spend an average of $50 million on research and development each year and award 70 or more research doctorates. 

    R2 institutions need to spend an average of $5 million per year on research and award 20 or more research doctorates. 

    Previously, the methodology was more complex. In order to keep the R1 and R2 groups of equal size, classifiers determined the line between the two designations with each cycle. They also looked at 10 different variables to determine R1 status. 

    “The previous methodology was opaque and I think led institutions to spend more time trying to figure out what the methodology actually was, perhaps distracting them from more important work,” said Timothy Knowles, president of the Carnegie Foundation. “Institutions that are close to the bar will just be much clearer about what they have to do to get over the bar.”

    The latest crop of R1 institutions have each spent $748.4 million on research and development on average annually from fiscal 2021 to fiscal 2023. During that same period, they have annually awarded an average of 297 research doctorates. 

    Texas led the list of states with the most R1 institutions, with 16. California and New York followed closely behind with 14 and 12 institutions, respectively. 

    The 139 R2 institutions on this latest list each spent an average of $55.17 million annually over three years on research and development — just beating the threshold for R1 status. However, they produced an average of only 49 research doctorates per year. 

    This year also marks the first time the classifications have included a new designation: RCU, or research colleges and universities. The new category is meant to recognize institutions that regularly conduct research but don’t confer doctoral degrees. These colleges only need to spend more than an average of $2.5 million annually on research to be recognized as RCUs. 

    This year, 215 colleges and universities have reached that status. Many are master’s- and baccalaureate-level institutions. And some are four-year colleges with a “special focus,” such as medical schools and centers. 

    Two tribal colleges have also reached RCU status: Diné College, in Arizona, and Northwest Indian College, in Washington.

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  • Carnegie Foundation launches sustainability classification pilot

    Carnegie Foundation launches sustainability classification pilot

    The Carnegie Foundation for the Advancement of Teaching and the American Council on Education announced Thursday that they have launched a pilot of their new Sustainability Elective Classification, a designation that will recognize institutions of higher education that “embed sustainability and climate action into their core missions,” according to the announcement.

    The pilot program will include 21 colleges and universities from across the 50 states and Puerto Rico and will aim to refine the criteria for the classification while working to guarantee that it is attainable to institutions of all sizes and types. The classification is expected to consider “institutional efforts across curriculum, research, operations, community engagement, and workforce development, with an emphasis on preparing students for careers in sustainability fields.”

    “The Elective Classification for Sustainability recognizes how institutions of higher education are essential to the future of American innovation and progress, within and beyond their classrooms,” Timothy F. C. Knowles, president of the Carnegie Foundation, said in the announcement. “These pilot institutions are helping to forge the way.”

    The Sustainability Elective Classification is scheduled to launch in early 2026. The Carnegie Foundation and ACE are also looking for a university or institution to serve as the classification’s administrative and operational host.

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