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Honoring Giving Day Excellence | The 2025 RNL Givey Winners
Giving days have become a foundation for fundraising, helping institutions energize their donor base and create an incredible burst of philanthropic passion. As these days have evolved, so have the strategies institutions have used to amplify their efforts, rally donors around a theme, and gamify giving to take the results to the next level.
To recognize the creativity and strategy of these programs, RNL created the Giveys, and annual award celebrating the most innovative and successful Giving Day campaigns. This year we are pleased to announce 28 winners among our ScaleFunder partners.
The Giveys showcase a sampling of the outstanding work and unique approaches RNL’s many partners take to engage their communities and maximize their fundraising efforts. This year’s winners used pop culture-inspired themes and high-tech ambassador toolkits to bolster strategic support from the ScaleFunder and use of our easy-to-build platform to generate record-breaking fundraising events. Read about the winners and see their giving pages below, or watch our recent webinar where we unveiled the winning institutions.
2025 RNL Giveys Winners & Highlights
Category: Creative Giving Day Theme
- Winner: University of Texas at Dallas
- University of Texas at Dallas launched a fully integrated Taylor Swift-inspired campaign that spanned their logo, site text, graphics, and ambassador toolkit. The theme culminated in a fun, on-campus concert featuring a Taylor Swift impersonator and a selfie station.
- Winner: Missouri State University
- Missouri State won for their Taylor Swift-inspired theme that carried across their site’s banner image and ambassador materials, demonstrating a high-energy approach that resonated with their community
Category: Omnichannel Engagement
- Winner: Michigan Tech University
- Michigan Tech University was recognized for their professional and unified omnichannel strategy. They utilized high-quality branding, student photos, and front-and-center dates across postcards, digital ads, and email to ensure the campaign was seen everywhere.
Category: Creative Social Media
- Winner: West Virginia University (WVU)
- West Virginia University was celebrated for its use of creative social media challenges and contests, leveraging the Walls.io social media aggregator. Our favorites included a “Day of Giving Social Prop Challenge” tied to their save-the-date postcard, a “Country Roads Challenge” asking people to sing the John Denver song, and a “Pet Photo Challenge.”
Category: Gamification Excellence
- Winner: The University of Mississippi
- The University of Mississippi team was honored for leaning into what makes them unique! They tied their campaign to the hearts of their donors by offering unique and personalized rewards such as a manufacturing excellence fire pit and a signed, personalized print from artist Marshall Ramsey.
- Winner: Indiana State University
- Indiana State was recognized for an excellent display of matches and challenges on their site, particularly the “New Donor Challenge.” This challenge targeted first-time donors, successfully using a major gift to be unlocked once a specific number of new donors gave.
- Winner: Rensselaer Polytechnic Institute (RPI)
- We applaud RPI for tying their gamification directly into their giving day date, March 14th (Pi Day). Challenges included goals like 3,142 laps around the armory and gifts of $3.14 or $31.42, along with highlighting pet posts for their president’s dog’s birthday party.
- Winner: Montclair State University
- Montclair State University was highlighted for their fun, relatable challenge that asked young alumni to “give up a coffee” and make a modest gift, then rewarded them with a coupon for a free coffee, encouraging repeat engagement.
Category: Ambassador + Donor Engagement
- Winner: University of Oregon
- The University of Oregon won for their “Ducks Give Day” campaign. They offered a free sticker pack for signing up as an ambassador and motivated participation in their “You+2” campaign, where ambassadors made a gift and secured two others to make a gift, then they earned an exclusive Oregon pin and pair of socks.
- Winner: The University of Texas Health Science Center at Houston
- UT Health Houston put together a Giving Day campaign toolkit to engage the ambassadors by providing professional, easy-to-use graphics and copy-and-paste sample messaging. The success of their campaign stemmed from understanding of their audience and a commitment to making it simple for people to spread the word and help them meet their goals.
Category: On-Campus Engagement
- Winner: University of Wisconsin-La Crosse
- Celebrated for an excellent on-campus promotion strategy to generate awareness and engagement, which included free T-shirt giveaways, a kickoff pep rally, a voting contest for campus areas to receive funding, and a “Class Cab” golf cart.
Category: Awesome Greek Organization
- Winner: Kappa Alpha Theta
- Kappa Alpha Theta was recognized for their well-designed and welcoming ScaleFunder site design, which featured animated graphics and powerful donor testimonials directly on the page, leaning into their core message of sisterhood and connection.
Category: New Giving Day Partner
- Winner: University of Delaware
- The University of Delaware was honored for their successful first “iHeartUD Giving Day,” demonstrating excellent branding and execution, especially after needing to change their Giving Day date. Their quick, professional communication and successful campaign showed great promise, and they were true experts at keeping their community in the loop about iHUD happenings.
- Winner: California State University, Stanislaus
- California State University, Stanislaus was recognized for a very strong entry, leveraging years of success with RNL’s crowdfunding platform for their first Giving Day. They created a unique theme, “1960 Minutes of Giving” (based on their founding year), and used a unique domain label: “stanforacause.”
Category: Fall Giving Day
- Winner: The University of Alabama
- Featured for their recent “Clash of the Capstone” campaign, which pitted students against alumni in a competition to see who could bring in the greatest number of gifts, creating a fun, engaging way to host a second, focused giving day in the fall.
- Winner: UC Berkeley
- Recognized for the success of their second annual fall giving day, the “Oski’s Bearathon.” The campaign, which focuses on driving donations to student organizations, uses a fun, quirky theme and is a top example of how to successfully run multiple, distinct Giving Day campaigns in one year.
Category: Frictionless Giving Experience
- Winner: Butler University
- Butler University was celebrated for proactively adding custom questions to their donation form to collect information vital for advancement services and athletics, streamlining the gift processing workflow for their campus partners.
Category: Giving Day Video
- Winner: University of Houston
- The University of Houston created an engaging Giving Day campaign, which featured a video game theme. This included a fun, well-done video and the development of an actual playable game called “Shasta’s Birthday Dash,” accessible right on their Giving Day site. This gamified approach allowed participants to play, collect points by passing virtual campus landmarks, and track their scores on a visible leaderboard, making the celebration of their “years of excellence” a memorable and interactive experience.
Category: Incentivized Giving
- Winner: Northern Kentucky University
- Northern Kentucky University developed highly effective donor incentives as part of their annual Giving Day campaign. These incentives included offering a choice of a long-sleeve T-shirt for any gift of $68 or more (honoring their founding year) and leveraging a partnership with AAA to enter all donors of any gift size into a drawing to win two round-trip Delta Airline ticket vouchers anywhere in the continental United States.
Ready for a record-breaking giving day?
RNL Giving Day Powered by ScaleFunder combines the most powerful giving day platform with strategic assessments, omnichannel marketing, and stewardship to make your giving day a major success and increase future giving.
Category: Site Design
- Winner: The University of Mary Washington
- The University of Mary Washington earned recognition for their successful site refresh, which featured a custom-drawn campus wallpaper design for their Giving Day platform. Additionally, they leveraged a unique campus tradition, the “Devil Goat Challenge,” which pits even and odd class years against each other for additional challenge funds.
- Winner: Ivy Tech Community College
- Ivy Tech Community College Giving Day campaign prioritized team alignment across the entire organization and featured a visually fantastic site design. Their platform created a positive, celebratory atmosphere through its use of dynamic graphics and animation, including a banner with confetti dropping.
- Winner: Tarleton State University
- Tarleton State University created a professional and engaging Giving Day site that effectively showcased their branding, especially for the Texan Excellence Fund. Their use of vibrant giving area tiles that instantly captured attention and encouraged visitors to scroll and click through to learn about the different campus areas needing support.
- Winner: Washington State University
- Washington State University reached the outstanding milestone of their 10th annual Giving Day this year with their, “Cougs Give,” campaign. The university Giving Day site is well designed, featuring a “film noir” theme that used black and white imagery with a bold pop of red in their tile graphics, creating a memorable and visually sophisticated look that was carried throughout the entire campaign.
Category: Multi-Campus Showcase
- Winner: The University of Alaska
- The University of Alaska leveraged an exceptional multi-campus showcase feature, which unified its various campus identities through the creative use of their mascots. Their campaign stood out with engaging features like mascots animating in and out of the banner images and a fun “hide and seek” challenge that visually highlighted each campus’s unique identity.
Category: Athletics Giving Day
- Winner: Virginia Tech University
- Virginia Tech successfully hosted a second Giving Day specifically dedicated to their athletics, branded with the strong theme “Triumph Together.” This initiative united the university’s annual giving and athletics teams, serving as a powerful tool to generate engagement, secure great donor numbers, and cultivate loyal, all-around Virginia Tech fans.
Category: Giving Tuesday
- Winner: Northern Arizona University
- Northern Arizona University was recognized for their cohesive and successful Giving Tuesday campaign that featured a fall theme and their “Lumberjacks” identity. Their strategy featured a beautiful site design and creative, engaging messaging, such as substituting “gifts” with “axe of kindness” and playful puns to reinforce the thematic branding and celebrate who they are.
Category: Early Giving
- Winner: Marshall University
- Marshall University was recognized for their creative and effective use of early giving functionality on the ScaleFunder platform, which streamlined the donation process for both donors and staff. They simplified the experience by allowing gifts directly on the campaign site, customizing the donation button to say “Give Early,” and easily hiding the total aggregator and donor wall until the official launch to generate excitement.
Category: Wild Card
- Winner: Salem State University
- Salem State University was recognized for enhancing their Giving Day with creative, multi-media engagement features promoted directly on their homepage, offering fun ways for their community to participate beyond just donating. These features included a high-energy “Viking Warrior Day hype up” Spotify playlist and a curated YouTube playlist offering various pre-recorded activities, such as an alumni-led morning yoga session and an evening meditation.
Ready to have your award-winning Giving Day?
These stories of record growth, community engagement, and frictionless giving celebrated at RNL’s 2025 Giveys highlights that with the right tools, consulting support, and strategic planning, any institution can host a successful and engaging digital fundraising campaign.
Whether you’re looking to launch your first Giving Day, elevate your annual campaign, or start a new crowdfunding initiative, RNL’s ScaleFunder platform provides the technology, insights, and support to turn your vision into a fundraising victory.
Contact us today to explore how RNL’s ScaleFunder can help you engage your donors, mobilize your ambassadors, and build a tradition of giving day excellence.
- Winner: University of Texas at Dallas
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Every Day Should Be Labor Day
As Americans celebrate Labor Day, the traditional holiday honoring workers, it is worth asking a blunt question: why do we set aside only one day to recognize the people who keep this country running? For the majority of working-class Americans, labor is not a seasonal event—it is a daily struggle. And yet, political and economic systems continue to undervalue, underpay, and exploit the very workforce that sustains them.
The numbers are stark. The U.S. Department of Labor reports that over 100 million Americans are part of the labor force. Yet median wages have barely budged in decades, while the top 1% of earners have seen their wealth multiply. In higher education, adjunct professors often earn less than $30,000 a year while carrying the teaching load of full-time faculty, and the majority of college graduates leave school with over $30,000 in student loan debt, only to find themselves in jobs that fail to utilize their skills or provide financial security.
The “gig economy” promised flexibility and empowerment, but in reality it has created precarious work with no benefits, no sick leave, and few protections. Companies like Amazon, Uber, and DoorDash rely on a workforce that bears nearly all the risk while executives reap outsized rewards. The same dynamic extends to knowledge industries: research assistants, graduate students, and postdocs often perform essential labor for universities without fair compensation, health care, or job security.
Labor Day should not simply celebrate the ideal of work—it should spotlight injustice. It should remind policymakers, university administrators, and corporate leaders that the human cost of economic growth is real and rising. Childcare costs, rent, healthcare premiums, and student debt are not abstract numbers—they are barriers that prevent workers from achieving economic stability or pursuing meaningful lives outside of work.
Across the country, workers are pushing back. Teachers strike to demand fair pay and better conditions. Nurses, long on the frontlines of a pandemic, advocate for safer staffing levels and respect. Fast-food workers, warehouse employees, and adjunct faculty organize for recognition and dignity. These struggles reveal a truth that is too often ignored: every worker deserves more than symbolic recognition; they deserve economic justice, security, and respect every single day of the year.
For policymakers, higher education leaders, and business executives, the lesson is clear: labor should not be celebrated just once a year. Fair wages, comprehensive benefits, and meaningful protections should be the baseline for every workplace. The fight for workers’ rights is ongoing, and the consequences of ignoring it are profound—not just for individual families, but for the health of the American economy itself.
This Labor Day, Americans should reflect on a simple truth: the nation thrives not because of CEOs, venture capitalists, or administrators, but because millions of people show up to work every day under conditions that are far from ideal. If respect for labor is genuine, it cannot be confined to a single Monday in September. Every day should be Labor Day.
Sources:
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U.S. Department of Labor, Labor Force Statistics
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Federal Reserve, Report on the Economic Well-Being of U.S. Households
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National Center for Education Statistics, Adjunct Faculty Data
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Economic Policy Institute, The State of American Wages
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Brookings Institution, Gig Economy and Worker Precarity
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3 steps to build belonging in the classroom
Key points:
The first few weeks of school are more than a fresh start–they’re a powerful opportunity to lay the foundation for the relationships, habits, and learning that will define the rest of the year. During this time, students begin to decide whether they feel safe, valued, and connected in your classroom.
The stakes are high. According to the 2023 Youth Risk Behavior Survey, only 55 percent of students reported feeling connected to their school. That gap matters: Research consistently shows that a lack of belonging can harm grades, attendance, and classroom behavior. Conversely, a strong sense of belonging not only boosts academic self-efficacy but also supports physical and mental well-being.
In my work helping hundreds of districts and schools implement character development and future-ready skills programs, I’ve seen how intentionally fostering belonging from day one sets students–and educators–up for success. Patterns from schools that do this well have emerged, and these practices are worth replicating.
Here are three proven steps to build belonging right from the start.
1. Break the ice with purpose
Icebreakers might sound like old news, but the reality is that they work. Research shows these activities can significantly increase engagement and participation while fostering a greater sense of community. Students often describe improved classroom atmosphere, more willingness to speak up, and deeper peer connections after just a few sessions.
Some educators may worry that playful activities detract from a serious academic tone. In practice, they do the opposite. By helping students break down communication barriers, icebreakers pave the way for risk-taking, collaboration, and honest reflection–skills essential for deep learning.
Consider starting with activities that combine movement, play, and social awareness:
- Quick-think challenges: Build energy and self-awareness by rewarding quick and accurate responses.
- Collaborative missions: Engage students working toward a shared goal that demands communication and teamwork.
- Listen + act games: Help students develop adaptability through lighthearted games that involve following changing instructions in real time.
These activities are more than “fun warm-ups.” They set a tone that learning here will be active, cooperative, and inclusive.
2. Strengthen executive functioning for individual and collective success
When we talk about belonging, executive functioning skills–like planning, prioritizing, and self-monitoring–may not be the first thing we think of. Yet they’re deeply connected. Students who can organize their work, set goals, and regulate their emotions are better prepared to contribute positively to the class community.
Research backs this up. In a study of sixth graders, explicit instruction in executive functioning improved academics, social competence, and self-regulation. For educators, building these skills benefits both the individual and the group.
Here are a few ways to embed executive functioning into the early weeks:
- Task prioritization exercise: Help students identify and rank their tasks, building awareness of time and focus.
- Strengths + goals mapping: Guide students to recognize their strengths and set values-aligned goals, fostering agency.
- Mindful check-ins: Support holistic well-being by teaching students to name their emotions and practice stress-relief strategies.
One especially powerful approach is co-creating class norms. When students help define what a supportive, productive classroom looks like, they feel ownership over the space. They’re more invested in maintaining it, more likely to hold each other accountable, and better able to self-regulate toward the group’s shared vision.
3. Go beyond the first week to build deeper connections
Icebreakers are a great start, but true belonging comes from sustained, meaningful connection. It’s tempting to think that once names are learned and routines are set, the work is done–but the deeper benefits come from keeping this focus alive alongside academics.
The payoff is significant. School connectedness has been shown to reduce violence, protect against risky behaviors, and support long-term health and success. In other words, connection is not a “nice to have”–it’s a protective factor with lasting impact.
Here are some deeper connection strategies:
- Shared values agreement: Similar to creating class norms, identify the behaviors that promote safety, kindness, and understanding.
- Story swap: Have students share an experience or interest with a partner, then introduce each other to the class.
- Promote empathy in action: Teach students to articulate needs, seek clarification, and advocate for themselves and others.
These activities help students see one another as whole people, capable of compassion and understanding across differences. That human connection creates an environment where everyone can learn more effectively.
Take it campus-wide
These strategies aren’t limited to students. Adults on campus benefit from them, too. Professional development can start with icebreakers adapted for adults. Department or PLC meetings can incorporate goal-setting and reflective check-ins. Activities that build empathy and connection among staff help create a healthy, supportive adult culture that models the belonging we want students to experience.
When teachers feel connected and supported, they are more able to foster the same in their classrooms. That ripple effect–staff to students, students to peers–creates a stronger, more resilient school community.
Belonging isn’t a single event; it’s a practice. Start the year with purpose, keep connection alive alongside academic goals, and watch how it transforms your classroom and your campus culture. In doing so, you’ll give students more than a positive school year. You’ll give them tools and relationships they can carry for life.
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Behind the scenes at UCAS on level 3 results day
In Cheltenham they call it “UCAS Christmas” and it’s not hard to see why. Months of preparation, a whole lot of expectation riding on a single day, highs and lows of emotion, and more snacks than you can shake a stick at.
Level 3 results day at UCAS HQ has the kind of jittery manic energy that comes when a lot of people have been anticipating this day for months, and half of them have been up since 2.00am the night before. By the time I arrive, the marquee moment – the national release of admissions decisions into 700k-plus inboxes at 8.00am – has passed without a hitch and the main business of Clearing, fielding queries from anxious applicants (and their parents), is under way.
Nerve centre
At the heart of the building sits Joint Operations Centre, or JOC for short, a room humming with the quiet buzz of people making sure the right things are happening. Courteney Sheppard, UCAS head of operations, explains that today, most UCAS people who have decision-making power on results day convene in this one space so that if anything happens that needs speedy resolution the right person is on hand. Those with deep subject expertise are housed temporarily in the office next door, ready to jump in to address issues as they arise.
All along one wall there are massive screens – at least twenty and probably more like thirty, all monitoring different data in real time. One screen simply shows the current time (because in the critical two minutes before 8.00am release there are actions that are coordinated to the second); others track web traffic, database capacity, maximum wait times for calls, social media traffic, applicant behaviours, and much more besides. Opposite the screens is a flipchart where there are already a ream of jotted notes about ways to improve for next year.
It’s easy to underestimate the logistical and technological challenge facing UCAS on results day but consider how rare it is for any system to have to cope with close to simultaneous login of every possible user. All over the country at 8.00am on the dot applicants’ UCAS results portal goes live and they can login to see whether they have secured their preferred course and higher education institution. Simultaneously they receive an email from UCAS with the same information. And, I’m told, UCAS creates a static web page for each and every applicant with the same information so that if there is any delay at all in getting into the portal, even of only a few seconds, the applicant can be redirected to the information they are looking for.
“The 8 o’clock moment is always hairy,” says Lynsey Hopkins, UCAS director of admissions. “The preparation is incredible, and takes months, because there are so many moving parts. The tech is really complex and is getting more so all the time. You always worry that if any applicant wasn’t able to see their outcomes that could ramp up their anxiety on one of the highest stakes and most stressful experiences of their young lives.”
But getting information on admissions decisions out to applicants is only the beginning. The vast majority – in fact the highest number on record this year – will have a place confirmed at their first choice of institution. Most of those will segue seamlessly into celebrating and looking forward to taking up their place. But a substantial number will pass through Clearing – and not only because they have been unlucky enough not to receive an offer from their preferred institution. Some applicants’ plans will have changed since they made their application through UCAS and will wish to decline their place in favour of a different option; others don’t even start applying until the Clearing period. Where UCAS holds data on applicants’ previous choices and qualifications the system will suggest possible matches for applicants to help them begin to sift their options.
“The largest group of people in Clearing are those who have actively put themselves there,” says Ben Jordan, UCAS head of strategy. “Clearing doesn’t have negative connotations among young people at all – it’s just a brand.”This year 92 per cent of all higher education providers are offering courses through Clearing, and there are more than 30,000 courses available, offering an enormous degree of choice to applicants.
Holding hands
In theory, applicants contact institutions directly, and once they have secured an offer, are able to update their applications via their UCAS portal and have the application confirmed by the institution, without active intervention from UCAS. In practice, many applicants still need help and support from the central admissions service.
Over in the “west wing” there’s the traditional call centre staffed by a mixture of UCAS’ customer service team, volunteers from across the business, and temporary staff, all sporting UCAS t-shirts, headsets and query cards they can wave to summon a senior staff member to help them answer the more complicated questions. On a normal day, UCAS has 50-60 people working on customer services; today it’s around 200.
It’s not uncommon for calls to simply consist of an applicant saying, “My UCAS portal says I got in. Did I get in?” To which the correct answer is, “Yes, you got in, hurray!” Job done to everyone’s satisfaction. But it’s much more likely that applicants have more complicated questions – predictably many lose their login information, don’t fully understand the process, and generally need a bit of hand-holding at a stressful time.
“We don’t just handle questions, we handle emotions,” says Jordan Court, customer call handler. “There can be so much riding on this day for applicants, they can get so anxious, it’s understandable they can sometimes lose the ability to deal with administrative stuff.” Every call handler, especially those volunteering receive detailed training, with a strong focus on emotional intelligence. “We tell people, ‘Imagine how you would want your child or your sibling to be treated’” says Courteney. “Nine of ten times what people want from the call is reassurance or validation, especially if they’re not able to get support from a school or college.”
While the calls come in steadily, in this day and age much of the queries are via social media or the UCAS chatbot, Cassy, which is able to resolve the more transactional questions, reducing the overall call load by around 30 per cent. Some issues require intervention: Jordan is able to resolve one query by noticing from a screenshot that an applicant is trying to access his UCAS portal via a web browser that has been designed for gamers – advising the applicant to try again with a more mainstream browser.
Without fail, everyone I speak to talks in glowing terms about their experience of being “on the phones” for Clearing. It’s clearly a formative experience for many UCAS staff, giving them a strong sense of purpose and of the importance of the work they do to connect applicants to higher education, as well as occasionally throwing up useful insight about how to improve the applicant experience.
Lines to take
Elsewhere in the building Jo Saxton, UCAS chief executive, is fielding media appearances and questions alongside minister for skills Jacqui Smith, who has the day before recorded a special message of congratulations to applicants from UCAS’ very own professional recording studio.
UCAS director of data and analysis Maggie Smart talks me through the extraordinary process of data analysis that underpins the talking points everyone is reading in the morning papers. As a voluntary signatory to the UK Statistics Authority’s code of practice for statistics, Maggie is responsible for making sure that anything UCAS says about what the data indicates should be verifiable with actual data published on its website.
Results day for the UCAS data team starts at 11.00pm the night before, capturing live operational data at 12.01am, wrestling it into a format that is publishable as public data, creating different datasets to inform governments in each of the UK Nations, and analysing the key insights that will inform the press release and briefing to the senior team until 5.00am. The press release covering the agreed talking points is signed off and released at 7.00am.
Following results day the team will track and publish daily Clearing data, updating the public dashboards by 11.00am each day. One innovation for this year will be publication of weekly data on use of the “decline my place” function, seeking to understand more about which applicants are more likely to take up that option.
In recent years the media around results day has presented something of a mixed picture, with celebratory stories of achievement and advice on securing a university place mixed with more critical queries of the value of higher education. For UCAS, engagement with stakeholders in government and in media is partly about giving confidence in the robustness of the system and partly about landing messages about the continued importance of higher education opportunity, in line with the emphasis on breaking down barriers to participation in UCAS’ recently published strategy.
In its next strategic period, UCAS will focus on the 250k-odd individuals who register for UCAS but never get to the point of making an application. Understanding the experiences, hopes and aspirations of that cohort will help to inform not just UCAS, but the whole HE sector on how to meet the needs of those of that cohort that could potentially benefit from higher education.
Given the complexity of the policy landscape for HE it’s invigorating to spend a day with people who share a core belief in the power of higher education to change lives, of which Ben Jordan is possibly one of the most heartfelt. As the policy narrative on access to university takes on a more regional and skills-led flavour, Ben argues that the enormous diversity of the higher education offer needs to be better understood so that students can truly appreciate the breadth of the options they have.
“I’ve seen purpose-built factories, I’ve seen racing car courses on university campuses,” he says. “These days the majority of applicants aren’t those with just A levels, it’s a much more mixed picture, and it’s so important that they understand not only what is opened up or closed off by the choices they make but how much higher education has to offer them. It’s our job to get that message out.”
This article is published in association with UCAS.
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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 AnalysisAs 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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Decoder Replay: Let’s celebrate Mandela Day
February 11, 1990 was truly a turning point in the history of South Africa.
For decades the nation at the southern tip of the continent had been pilloried by much of the rest of the world. This was because of its apartheid racial segregation laws that hugely favoured the white population over the far larger and mostly black majority.
Apartheid means “separateness” in Afrikaans, the language rooted in Dutch that evolved when the country was a colony.
By 1989 — itself a remarkable year for the wave of revolutions in communist East Europe — South Africa had made significant steps in its effort to end its pariah status. International sanctions were costing it dearly economically, culturally and in sporting terms.
As a taste of events to come, the government freed senior figures in the African National Congress (ANC), the exiled organisation waging a low-level guerrilla campaign against apartheid.
The fight against apartheid
A favourite weapon of the ANC was small mines. One of them exploded in a shopping mall in the commercial capital Johannesburg just as I had finished shopping there and was safely in the mall’s car park.
But there was no word when ANC leader Nelson Mandela — who ultimately spent 27 years incarcerated, much of it in an island prison — would be freed.
Lawyer Mandela entered the world stage with a famous speech at his 1963 trial for sabotage acts against the state in which he stated that freedom and equality were “an ideal for which I am prepared to die.”
Releasing Mandela from prison was a key card that South Africa could play to regain respectability, and the government would play it “soon,” Anton Lubowski, an anti-apartheid activist and human rights advocate, told me.
Lubowski did not live to see his forecast fulfilled. In September 1989, gunmen pumped AK-47 rifle rounds into him, with the coup de grace a pistol bullet. He was the latest in a long list of opposition figures in southern Africa to fall victim to unnamed assassins.
Freedom as news
Knowing that Mandela was expected to be released — his freedom would be a huge news story — but not knowing how or when it would happen was particularly frustrating for a news agency reporter like me.
Reuters and its rivals compete tooth and nail to get stories first, and to get them right. Being just one minute behind another news agency on a major story rates as a failure.
What I dreaded most was that Mandela would be released from prison unannounced, just as his ANC colleagues had been. This possibility made it necessary for me and my colleagues to be constantly alert, straining to catch the first authentic information.
The problem was that, then as now, the pressure to get hard information was compounded by a fog of fake news and hoaxes, saying that the release of Mandela was imminent or indeed had actually happened.
These claims were typically relayed on pagers, the messaging devices of the pre-smartphone age. Such messages, no matter how bogus-sounding, had to be checked. This took time and energy and shredded nerves.
Recognizing a hero
It was one such scare that prompted reporters to flock to an exclusive clinic outside Cape Town where Mandela was known to be undergoing treatment.
It was then that another problem surfaced: Nobody among us knew what Mandela looked like after his marathon spell in prison. There had been no pictures of him. Would we even recognise him if he walked out of the clinic?
The hilarious result was that every black man leaving the clinic — whether porter, delivery man, cleaner or whatever — came under intense scrutiny from the ranks of the world’s press assembled outside.
But on the timing of the release, I had a lucky break. A local journalist friend introduced me to a senior member of a secretive police unit who was willing to share with me whatever information he had on when Mandela would be a free man.
The police official’s name was Vic — I did not then know his full name. But he was no fake policeman. He introduced me to his staff in his offices, which were in a shopping arcade concealed behind what looked like a plain mirror but was in fact also a door.
Verifying fake claims.
All cloak-and-dagger stuff. With enormous lack of originality, my Reuters colleagues and I referred to Vic as our “Deep Throat,” the pseudonym of the informant who provided Washington Post reporters Bob Woodward and Carl Bernstein with information about the 1972 Watergate scandal.
Some time in the latter half of 1989, Vic told me in the less than cloak-and-dagger setting of a Holiday Inn coffee shop that Mandela was likely to be released in January or February of 1990.
This was not precise information, but at least it was better than anything that I had, or apparently anybody else in the news business.
In later meetings, Vic refined the information without disclosing the exact day of the release, which apparently was known to just four people in the South African government.
One of the ways Vic was valuable to us was that whenever a fake claim about Mandela’s whereabouts surfaced, I could call him, day or night, to check. And it was Vic who told me on February 10 that “it looked like” Mandela would be a free man the next day.
And so it proved.
Mandela instantly became universally recognisable, South Africa disbanded apartheid, elections were held in which all races voted, the ANC won, and Mandela became South Africa’s first fully democratically elected president.
February 11, 1990 is indeed a day to remember.
Three Questions to Consider
1. Why did apartheid last so long?
2. What was the reaction of South African whites to Mandela’s release?
3. Can you think of someone today who is trying to fight against an system of oppression?
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Embracing complexity in writing instruction
Key points:
Early in our careers, when we were fresh-faced and idealistic (we still are!) the prepackaged curriculum and the advice of more experienced colleagues was the go-to resource. Largely, we were advised that teaching writing was a simple matter of having students walk through and complete organizers, spending about one day for each “stage” of the writing process. At the end of the writing unit, students had finished their compositions–the standardized, boring, recreated ideas that we taught them to write.
As we matured and grew as teachers of writing, we learned that teaching writing in such simplistic ways may be easier, but it was not actually teaching students to be writers. We learned with time and experience that writing instruction is a complex task within a complex system.
Complex systems and wicked problems
Complexity as it is applied to composition instruction recognizes that there is more than just a linear relationship between the student, the teacher, and the composition. It juggles the experiences of individual composers, characteristics of genre, availability of resources, assignment and individual goals, and constraints of composing environments. As with other complex systems and processes, it is non-linear, self-organizing, and unpredictable (Waltuck, 2012).
Complex systems are wicked in their complexity; therefore, wicked problems cannot be solved by simple solutions. Wicked problems are emergent and generative; they are nonlinear as they do not follow a straight path or necessarily have a clear cause-and-effect relationship. They are self-organizing, evolving and changing over time through the interactions of various elements. They are unpredictable and therefore difficult to anticipate how they will unfold or what the consequences of any intervention might be. Finally, they are often interconnected, as they are symptoms of other problems. In essence, a wicked problem is a complex issue embedded in a dynamic system (Rittel & Webber, 1973).
Writing formulas are wicked
As formulaic writing has become and remains prevalent in instruction and classroom writing activity, graphic organizers and structural guides, which were introduced as a tool to support acts of writing, have become a wicked problem of formula; the resource facilitating process has become the focus of product. High-stakes standardized assessment has led to a focus on compliance, production, and quality control, which has encouraged the use of formulas to simplify and standardize writing instruction, the student writing produced, and the process of evaluation of student work. Standardization may improve test scores in certain situations, but does not necessarily improve learning. Teachers resort to short, formulaic writing to help students get through material more quickly as well as data and assessment compliance. This serves to not only create product-oriented instruction, but a false dichotomy between process and product, ignoring the complex thinking and design that goes into writing.
As a result of such a narrow view of and limited focus on writing process and purpose, formulas have been shown to constrain thinking and limit creativity by prioritizing product over the composing process. The five-paragraph essay, specifically, is a structure that hinders authentic composing because it doesn’t allow for the “associative leaps” between ideas that come about in less constrained writing. Formulas undermine student agency by limiting writers’ abilities to express their unique voices because of over-reliance on rigid structures (Campbell, 2014; Lannin & Fox, 2010; Rico, 1988).
An objective process lens: A wicked solution
The use of writing formulas grew from a well-intentioned desire to improve student writing, but ultimately creates a system that is out of balance, lacking the flexibility to respond to a system that is constantly evolving. To address this, we advocate for shifting away from rigid formulas and towards a design framework that emphasizes the individual needs and strategies of student composers, which allows for a more differentiated approach to teaching acts of writing.
The proposed framework is an objective process lens that is informed by design principles. It focuses on the needs and strategies that drive the composing process (Sharples, 1999). This approach includes two types of needs and two types of strategies:
- Formal needs: The assigned task itself
- Informal needs: How a composer wishes to execute the task
- “What” strategies: The concrete resources and available tools
- “How” strategies: The ability to use the tools
An objective process lens acknowledges that composing is influenced by the unique experiences composers bring to the task. It allows teachers to view the funds of knowledge composers bring to a task and create entry points for support.
The objective process lens encourages teachers to ask key questions when designing instruction:
- Do students have a clear idea of how to execute the formal need?
- Do they have access to the tools necessary to be successful?
- What instruction and/or supports do they need to make shifts in ideas when strategies are not available?
- What instruction in strategies is necessary to help students communicate their desired message effectively?
Now how do we do that?
Working within a design framework that balances needs and strategies starts with understanding the type of composers you are working with. Composers bring different needs and strategies to each new composing task, and it is important for instructors to be aware of those differences. While individual composers are, of course, individuals with individual proclivities and approaches, we propose that there are (at least) four common types of student composers who bring certain combinations of strategies and needs to the composition process: the experience-limited, the irresolute, the flexible, and the perfectionist composers. By recognizing these common composer types, composition instructors can develop a flexible design for their instruction.
An experience-limited composer lacks experience in applying both needs and strategies to a composition, so they are entirely reliant on the formal needs of the assigned task and any what-strategies that are assigned by the instructor. These students gravitate towards formulaic writing because of their lack of experience with other types of writing. Relatedly, an irresolute composer may have a better understanding of the formal and informal needs, but they struggle with the application of what and how strategies for the composition. They can become overwhelmed with options of what without a clear how and become stalled during the composing process. Where the irresolute composer becomes stalled, the flexible composer is more comfortable adapting their composition. This type of composer has a solid grasp on both the formal and informal needs and is willing to adapt the informal needs as necessary to meet the formal needs of the task. As with the flexible composer, the perfectionist composer is also needs-driven, with clear expectations for the formal task and their own goals for the informal tasks. Rather than adjusting the informal needs as the composition develops, a perfectionist composer will focus intensely on ensuring that their final product exactly meets their formal and informal needs.
Teaching writing requires embracing its complexity and moving beyond formulaic approaches prioritizing product over process. Writing is a dynamic and individualized task that takes place within a complex system, where composers bring diverse needs, strategies, and experiences. By adopting a design framework, teachers of writing and composing can support students in navigating this complexity, fostering creativity, agency, and authentic expression. It is an approach that values funds of knowledge students bring to the writing process, recognizing the interplay of formal and informal needs, as well as their “what” and “how” strategies; those they have and those that need growth via instruction and experience. Through thoughtful design, we can grow flexible, reflective, and skilled communicators who are prepared to navigate the wicked challenges of composing in all its various forms.
These ideas and more can be found in When Teaching Writing Gets Tough: Challenges and Possibilities in Secondary Writing Instruction.
References
Campbell, K. H. (2014). Beyond the five-paragraph essay. Educational Leadership, 71(7), 60-65.
Lannin, A. A., & Fox, R. F. (2010). Chained and confused: Teacher perceptions of formulaic writing. Writing & Pedagogy, 2(1), 39-64.
Rico, G. L. (1988). Against formulaic writing. The English Journal, 77(6), 57-58.
Rittel, H. W. J., & Webber, M. M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4(2), 155–169.
Sharples, M. (1999). How we write : writing as creative design (1st ed.). Routledge. https://doi.org/10.4324/9780203019900
Waltuck, B. A. (2012). Characteristics of complex systems. The Journal for Quality & Participation, 34(4), 13–15.
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Academics working 9 hours a day, 365 days a year – Campus Review
Funding challenges, promotion issues and heavy workloads are linked, a separate survey found
A survey has found academics are working 3,256 hours a year, about double the Australian average, and are suffering worse anxiety and depression as a consequence.
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No Kings Day of Protest June 14, 2025 (NoKings.org)
On June 14—Flag Day—President Trump wants tanks in the street and a made-for-TV display of dominance for his birthday. A spectacle meant to look like strength. But real power isn’t staged in Washington. It rises up everywhere else.No Kings is a nationwide day of defiance. From city blocks to small towns, from courthouse steps to community parks, we’re taking action to reject authoritarianism—and show the world what democracy really looks like.We’re not gathering to feed his ego. We’re building a movement that leaves him behind.
The flag doesn’t belong to President Trump. It belongs to us. We’re not watching history happen. We’re making it.
On June 14th, we’re showing up everywhere he isn’t—to say no thrones, no crowns, no kings.
A core principle behind all No Kings events is a commitment to nonviolent action. We expect all participants to seek to de-escalate any potential confrontation with those who disagree with our values and to act lawfully at these events. Weapons of any kind, including those legally permitted, should not be brought to events.
ContactFor general inquiries, please email us at [email protected]. Members of the media, please email us at [email protected] with inquires.
