College administrators wear many hats to ensure their institutions thrive. Stakeholders expect them to be visionaries, budget stewards, tech experts, and student champions. However, wearing too many hats can hinder the ability to meet more strategic and forward-thinking institutional demands, effectively diluting leadership capacity and outcomes. 

How can administrators remove some of those hats without losing control or spending more? 

How can they guide their institutions to achieve better outcomes with fewer resources?  

At the 2024 Collegis Education Summit, keynote speaker Dr. John Smith-Coppes, president of Joyce University, shared his advice for achieving higher ed excellence amid market paradigms, shifting learner expectations, and capacity constraints.

“Embrace your institutional superpower and then partner for expertise. You have to know what you are really good at, but also where you might need help. Having the bravery to objectively look at the brutal facts can take you from good to great. Keep this in mind: Your institution is perfectly designed to get the outcomes it’s getting.”

-Dr. John Smith-Coppes, President of Joyce University

Dr. Smith-Coppes is right. If you’re not getting the results you want, you have to shine a light on the operation and consider what adjustments or changes will better position your institution for desired outcomes.

To echo Dr. Smith-Coppes and answer the earlier questions, working with a strategic partner who has deep expertise in higher education shared services and can manage certain responsibilities more efficiently can get your institution closer to turning aspiration into reality. A true partnership is not about simply outsourcing tasks. Rather, it’s a strategic way to gain access to specialized knowledge, proven methodologies, and scalable resources, all while enabling administrators to focus on their core areas of expertise.

Mounting challenges facing higher ed leaders

When I talk to administrators, the conversation inevitably turns to the challenge of doing more with less. They consistently grapple with four key issues:

• Budget Cuts: Funding is uncertain or shrinking, forcing them to rethink the allocation of resources.

• Advancing Technology: Technology is rapidly evolving, leaving administrators to scramble after the next advancement or emerging capability.

• Socioeconomic Pressures: With some questioning the value of postsecondary education, relevant programs with affordable tuition have never been more critical.

• Employee Turnover: Retaining top talent is difficult, leaving critical gaps.

But none of these issues surprise us. On the contrary, Collegis Education has partnered with numerous public and private institutions of varying sizes and levels of brand recognition to address these challenges, uncovering advantageous pathways toward more sustainable and fruitful operations.

The results speak for themselves. Administrators gain more time to leverage their core strengths to elevate their institution’s mission and educational outcomes while actualizing a variety of clear benefits. Here is what Collegis Education continues to deliver for our shared-service partners.

Seven ways shared services in higher education deliver results

Institutions that leverage shared services experience benefits in a variety of key areas. Explore some of the most significant advantages:

1. Improved financial stability

Predictability and optimization are the key words here. With our solutions for technology management, enrollment management, and student services, institutions know exactly what to budget every year. At the same time, we find cost savings by getting a better return on technology investments, strategically decommissioning redundancies, and renegotiating contracts.

2. Enhanced operational efficiency

Is there a better way to reach an institution’s goals more efficiently? More often than not, the answer is yes. We help bring these opportunities to the surface by fully assessing the school’s infrastructure, technology, processes, and other operating procedures. This assessment denotes areas of excellence and points of failure as well as identifies where lag or waste exists. With these insights, we can identify and prioritize emerging opportunities to drive improvement. All this informs a multiyear roadmap that guides higher ed leaders on how to thoughtfully implement changes that engage key stakeholders to accelerate the change management cycle.

3. Objective perspective & best practices

We bring a unique perspective to our recommendations based on our work with other schools while protecting each school’s anonymity and uniqueness. This helps give you a baseline of how your school performs when compared to similar ones. Are you leading or lagging? As an unbiased third party, we offer fresh ideas backed by the knowledge of the results they have produced. It’s a great way to eliminate the “but this is how we’ve always done it” objection and gain buy-in from internal staff.

4. Risk mitigation & accountability

There’s rarely a higher ed situation we haven’t already dealt with at another institution. Our partners benefit from this experience, allowing them to proactively avoid operational and technical risks. They also benefit tremendously from having a partner who holds themselves accountable to quantifiable outcomes measured by agreed-upon service level agreements (SLAs). Together, these provide a lot of peace of mind when it comes to issues like cybersecurity, compliance, disaster recovery, and business continuity.

5. Specialized expertise without the overhead

Hiring and retaining experienced staff is challenging enough. Finding people with skill sets to leverage evolving technology capabilities like artificial intelligence (AI) is a whole other story. That’s why our partners rely on Collegis to provide the expertise that’s hard to find. We’re software-agnostic and implement solutions that are in the school’s best interest from a financial, operational, and strategic perspective without the need for full-time employees to manage them.

6. Data-enabled decision making with full transparency

Data at most institutions is stored in siloes, with limited stewardship and governance over its quality and consistency. However, many of the “data” solutions in the market today are complicated and difficult to implement and support.

This is why we built Connected Core, a scalable higher education industry cloud solution that integrates siloed data sets, systems, and applications to enable institutional intelligence. This proven approach and methodology for collecting, connecting, and activating institutional data eliminates data doubt and gives leaders the confidence to make quickly make strategic decisions with confidence.

7. Focus on core mission & educational outcomes

By outsourcing some functions, administrators can redirect resources and energy to what truly matters: student success. By reducing the number of hats they wear, leaders can instead focus on using the tools they have on hand to manage strategic initiatives that drive institutional growth.

Strategic delegation to yield better outcomes

Some leaders fear losing control through outsourcing, and rightfully so. Too many vendors tout “partnership” when, in fact, they are trying to build an unhealthy dependency that is not mutually beneficial.

That’s just not us. It fundamentally goes against our values and who we are as a company.

Our partnerships are built on collaboration and shared governance. Institutions set priorities, and all actions follow clear assessments, implementation plans, and progress reviews. Our partners gain greater control over technology, enrollment, and budgets. Control isn’t lost, but visibility and accountability are gained.

Shared-services models allow administrators to confidently offload specific responsibilities. Leveraging external expertise amplifies your internal strengths and empowers your leaders to focus on building and maintaining a thriving campus community.

But the first step is starting the conversation with the right partner.

College administrators know that technology can be a powerful tool for improving operations and boosting student success. However, given the rapid pace of technological change and the shrinking pool of qualified IT professionals, getting a real return on IT investments can be a major challenge.

One way to deal with these challenges is to outsource IT management and operations, and explore managed IT services for higher education.

While change can seem daunting, IT outsourcing can significantly improve overall IT management and strategic focus while mitigating risk and reducing cost. It’s about more than just maintaining IT infrastructure and operations –– it’s about using technology strategically to create better student experiences and drive institutional success.

One of the primary concerns I hear from administrators is the perceived complexity of moving to an outsourced IT model. Such a move impacts people, processes, and technology – so if not managed thoughtfully, unintended consequences could occur.

However, a well-structured transition plan significantly simplifies the process and minimizes risk to business operations during the transition. At Collegis, we employ a phased approach, starting with a thorough assessment of an institution’s current IT ecosystem, including resources, processes, financials, systems, infrastructure, projects, operations, etc. This assessment forms the foundation of a customized transition plan designed around the institution’s unique needs, outlining each step – from stabilization and standardization to technology optimization and, finally, transformation.

A key element of our approach is the stabilization phase, where we address immediate pain points and ensure that systems are secure and able to support day-to-day operations with no disruptions. This initial phase creates the foundation from which to build on and, ultimately, a level of confidence that sets the stage for longer-term improvements.

By breaking the transition into manageable phases and providing clear communication throughout the process, we alleviate much of the anxiety associated with change. Instead of a big “lift and shift,” the multi-year transition plan means current systems and processes continue to be supported. Administrators often express relief once they understand our structured approach and how it addresses their specific needs.

For example, our managed IT services solution for Saint Francis University involved stabilizing the core technology and infrastructure, standardizing expectations through strong IT governance (including installing a virtual CIO), and optimizing business processes and infrastructure for increased efficiency. This identified $200,000 in budgetary waste that was able to be reallocated toward technology upgrades.

Cost is, of course, a major factor in any IT outsourcing decision. Administrators are understandably concerned about the financial implications of outsourcing.

Studies show that many higher education institutions spend more than 75% of their IT budgets on basic support and technology maintenance. This is partially due to the technology debt that accrues after years of neglect and a lack of the precise skill sets needed to address deficiencies and create more efficient and effective operations. Just think of the impact technology could make if schools could reduce this amount by 25%+ and reallocate these dollars to improving student experiences or driving institutional cost savings.

Outsourcing can free up these valuable financial resources, enabling institutions to focus on projects that drive growth and enhance the student experience. Collegis partners typically experience:

• Predictable budgeting: We offer all standard IT management services through a clear and transparent fixed fee mutually determined for the life of the partnership so institutions know exactly what they spend for IT management every year. There are no surprises.
• Access to top IT talent: While Collegis goes out of its way to assess existing staff and rebadge those who have the needed skill sets and cultural fit, we also bring a team of more than 185 IT professionals to our partnerships, ensuring schools have access to the right skillsets at the right time.
• Better contract negotiations: Schools benefit from Collegis’s expertise in IT contract negotiations and cross-institutional expertise during all technology contract negotiations. We have long-term relationships with third-party vendors and can negotiate from a position of strength because we support dozens of similar institutions.
• Lower cybersecurity costs: We handle network, application, and data security, reducing a school’s need for additional resources or security solutions. Our partnerships have also helped many schools successfully stabilize or even reduce their cybersecurity insurance premiums.
• Elimination of consulting fees: Our model also eliminates the need for expensive consultants to fill staffing gaps or deliver strategic projects.

Most schools find that an IT managed services partnership with Collegis either saves them money or is cost-neutral. Our economies of scale enable us to provide expert services at a lower cost than most institutions could achieve in-house. Plus, we provide clear service level agreements (SLAs) to ensure accountability.

Beyond cost savings, outsourcing can also improve ROI by ensuring technology investments deliver their intended value. By leveraging the expertise of a dedicated IT partner, institutions can optimize their systems and ensure they are getting the most out of their technology investments.

Some administrators worry about losing control when they outsource IT. They’re concerned about relinquishing oversight of critical systems and data. However, a well-designed outsourcing agreement includes clear governance structures and communication channels, ensuring they retain control.

One way we’ve addressed this concern is by establishing a steering committee for IT governance that includes representatives from the institution’s leadership and fosters collaboration and shared decision-making.

Data security is paramount, and we understand the sensitivity of institutional data. We are a SOC 2-compliant organization that undergoes regular external audits to ensure the security and integrity of the data we manage.

Our dedicated information security officers (CISOs) work closely with each institution to implement best practices and address any security concerns. We also proactively monitor systems for potential threats, leveraging our experience working with multiple institutions to identify and mitigate risks before they escalate.

Outsourcing IT management in higher education can be a game-changer for institutions looking to navigate the complexities of the evolving IT landscape. Working with a partner that focuses on open communication, a phased approach to transitioning, a stronger cybersecurity posture, and leveraging your technology’s true potential can eliminate concerns about complexity, cost, and control while enabling schools to achieve strategic goals.

Finally, when considering IT outsourcing, institutions cannot underestimate the importance and value of cultural fit. Finding a partner who shares your values and can be trusted to run a critical function for your institution is just as important as any of the other considerations I’ve highlighted above.

— Kim Fahey, CEO Collegis Education

As a higher education leader, it’s no secret that you’re facing a fiercely competitive graduate enrollment landscape. You know as well as I do that understanding what prospective students want and how they behave isn’t just helpful – it’s crucial to your institution’s success. That’s why we teamed up with UPCEA to conduct a deep dive into today’s post-baccalaureate students, uncovering their unique needs, expectations, and wants.

We’ve published those insights in our latest report to help colleges and universities fine-tune their graduate enrollment strategies and deliver real results. You can download the complete report here: “Building a Better Pipeline: Enrollment Funnel Needs and Perspectives from Potential Post-Baccalaureate Students“

Our research focused on individuals who expressed at least some interest in pursuing advanced education, and this study sheds light on what matters most to potential graduate students—everything from program types and communication preferences to application expectations.

As we dug into the data, some obvious themes emerged. Here are five key findings that can prepare your institution to stand out in this tight market and guide you in shaping strategies that resonate, engage, and deliver results.

This is no surprise to those working in higher ed in recent years. Graduate enrollment is slowing, with just a 1.1% projected increase over the next five years. Adding to the challenge, 20% of institutions dominate 77% of the market. For everyone else, it’s a fierce battle for a shrinking pool of candidates. To win, you’ll need a sharp, focused approach.

Did you know that 71% of prospective students are “extremely” or “very” interested in fully online programs? Hybrid formats come in a close second, while traditional in-person options are struggling to keep pace. The data confirms that flexibility isn’t a trend—it’s a necessity.

Here’s something we see far too often: quality programs losing prospective students simply because critical details—like tuition costs and course requirements—are buried or missing entirely from the school’s website. In fact, 62% of students indicated they would drop off early in their search for this exact reason.

The fix? It’s simpler than you might think. By optimizing your program pages and doubling down on SEO, you can turn passive visitors into engaged prospects.

Sticker shock is real. High application fees, vague cost information, and limited financial aid details are among the top reasons students abandon the application process late in the game. By addressing these concerns clearly and directly, you’re not just solving a problem, you’re building trust.

When it comes to connecting with prospective graduate students, email reigns supreme. Whether it’s inquiring about programs (47%), application follow-ups (67%), or receiving application decisions (69%), email is the channel students trust the most.
But here’s the catch: your emails have to be timely, personalized, and relevant in order to make an impact.

The insights highlighted above are just the tip of the iceberg. Imagine what’s possible when you apply them to your graduate enrollment strategy.

If you’re ready to refine your approach and stay ahead of the curve, we’ve got you covered. Our report dives deeper into the data and uncovers actionable insights, including:

• Positioning your online and hybrid offerings to meet growing demand
• Optimizing program pages to emphasize the information students value most
• Communicating financial information proactively to convert candidates
• Building email outreach strategies that build trust and keep students engaged

Grab your complimentary copy of the report today, and let’s start building a better pipeline together!

Your roadmap to winning in the competitive graduate market.

Higher education is experiencing transformative shifts as institutions respond to societal, economic, and technological changes. This year is set to bring new opportunities and challenges. We’re always keeping a pulse on the industry and where it’s headed so we can stay proactive and prepared –– ready to support our partners through whatever conditions they’re facing.

To help institutions stay ahead, we asked our team of experts to share their predictions for this year’s most impactful trends in higher education. From AI and digital transformation to new enrollment strategies, these insights highlight what’s shaping the future of higher ed— and how institutions can adapt.

The pace of mergers and consolidations among smaller colleges is expected to accelerate in 2025, according to Collegis Education CEO Kim Fahey. With financial pressures and declining enrollment, many institutions will view mergers as a strategic alternative to closure. But these transitions are anything but simple.

“Mergers involve unique technology requirements and complex data management challenges,” Fahey explains. Successfully integrating applications, systems, and hardware requires expert guidance. Higher ed leaders will look to partner with experienced organizations to help navigate these intricacies.

The information security landscape is becoming increasingly intricate. With 21 comprehensive state privacy laws, alongside European Union (EU) regulations, federal rules, and Title IV requirements, compliance challenges are mounting.

“Smaller schools often lack the experience and qualifications to manage these threats,” notes Dr. Jason Nairn, CISSP, Collegis VP of Information Technology. Cyberattacks, like phishing and social engineering, are relentless. In 2025, institutions must prioritize more robust cybersecurity measures, leveraging external partnerships and security tools to protect sensitive data.

Cloud migration will take center stage as institutions transition away from outdated, on-campus systems. While many schools still rely on highly customized platforms, which limits their ability to adopt or migrate to more modern technology, the adaptability and scalability of cloud platforms are simply too compelling to ignore.

Furthermore, technology infrastructures must be sufficiently modernized in order to capitalize on emerging tech innovations in AI and predictive analysis. This process can’t happen overnight –– it’s an evolution, according to Fahey.

“Cloud migrations take 18+ months, so schools need to act now,” she emphasizes. An institution-wide commitment to digital transformation will not only modernize operations but also position institutions to stay competitive in an increasingly tech-driven environment.

Financial constraints will push smaller schools toward shared services and consortium models to access the technology and expertise they need at a manageable scale. These models allow institutions to pool resources and reduce costs but require significant change management, according to Jeff Certain, VP of Solution Development at Collegis.

“This will require schools to standardize and make some concessions,” Certain explains. “This could pose a challenge, but they may not have an option.” Institutions must embrace these shifts to remain sustainable while navigating limited budgets.

Programs aligning with workforce needs will gain momentum in 2025. Alternative credentials like microcredentials and certificates will become more prominent, offering shorter, career-oriented pathways for learners.

“Institutions will increasingly recognize and credit learning outside the classroom, exploring more direct pathways into the workforce,” predicts Dr. Tracy Chapman, Chief Academic Officer for Collegis. This reflects growing demand for flexible, career-focused education that meets student and employer expectations.

It is not just colleges and universities facing consolidation. Ed tech companies and services providers are also reshaping the landscape with their own mergers and acquisitions. While these changes may offer schools more comprehensive solutions, they may not necessarily align with institutional objectives.

“Some recent acquisitions have led to poorer customer experiences,” Fahey observes. Institutions must carefully evaluate new partnerships to ensure they will deliver meaningful improvements.

With the “enrollment cliff” looming, institutions must double down on maintaining their existing student base as a key to sustainability. Purposeful and cost-effective retention strategies will play a pivotal role in maintaining financial health, as retaining current students is often more cost-effective than recruiting new ones.

“Retention strategies build stronger, more loyal communities,” says Patrick Green, VP of Enrollment Strategy. Forward-looking schools have perceived the importance of fostering a sense of belonging across the student lifecycle and are providing robust support networks that improve student persistence and satisfaction.

Students and families are increasingly demanding clear ROI from their education. As a result, institutions will need to demonstrate how their programs lead directly to employment and career advancement.

“Building relationships with regional industries and showcasing job placement rates will be essential,” advises Tanya Pankratz, AVP of Marketing at Collegis. Marketing efforts will need to start highlighting tangible outcomes (e.g., alumni success stories, job placement rates, and employer partnerships) to win over prospective students.

AI and other emerging technologies will revolutionize higher education operations. From enrollment management and personalized marketing to virtual campus tours using augmented reality (AR) and virtual reality (VR), technology has the means to dramatically enhance the student experience –– or wreak technical havoc if data, platforms and tools are misaligned.

“AI-driven tools make personalization more accessible, but the strategy remains critical,” notes Dan Antonson, AVP of Data and Analytics. Institutions must invest in data infrastructure to fully harness these advancements in order to build and maintain a competitive edge.

Higher ed institutions are increasingly recognizing that they don’t need to own the entire value chain. In 2025, strategic partnerships will play a more prominent role.

“Institutions will double down on their core mission of education and seek out partners to support other critical functions,” Dr. Chapman explains. These partnerships provide access to technology, expertise, and resources, allowing schools to focus on what they do best — educating students.

As evident in this compilation of higher ed trends, the landscape is set for significant change in 2025 and beyond. Institutions that proactively address these trends will be well-positioned to navigate challenges and seize opportunities. By embracing digital transformation, fostering strategic partnerships, and adopting value-driven approaches, schools can ensure long-term success in an evolving marketplace.

Excited about the opportunities that lie ahead? Collegis Education has the experience and expertise to guide you through any twists and turns you may face. We’ll help you stay on the leading edge instead of chasing trends. Connect with us and let’s start creating solutions together.

The coming year promises to be transformative for higher education as institutions find new ways to manage enrollment targets, operating costs, and shifting student expectations. Several existing and emerging trends have the potential to alter the higher ed landscape as we know it in 2025.

Disruption isn’t necessarily a bad thing. It often leads to innovation and more efficient ways to meet the needs of students, faculty, and administrators. The good news is we have the tools and the know-how to address these challenges head-on. Institutions focused on building foundational capabilities in the coming months are best positioned to leverage technology effectively and position themselves for continued success.

Here are the trends I predict will significantly impact higher ed this year and what we can do to take advantage of them.

1. More Urgent Digital Transformation Plans
   Institutions need access to valid, reliable, and meaningful data to operate effectively. Thousands of schools still rely on proprietary, on-premise student information systems (SIS) with fragmented data sources, which limits their ability to make data-enabled decisions. Given that migrating to cloud-based solutions can take 18+ months, it’s important for schools to start the process now. Although the process is difficult given the significant change management associated with large cloud migrations, it will enable them to operate more efficiently and compete more effectively. I anticipate we’ll see SIS cloud migrations at the top of the priority lists at many institutions.
2. Heightened Focus on Cybersecurity
   Cyber attackers have targeted higher education for years because they know they are a rich source of student and institutional data and the digital infrastructures at most schools are outdated. Hackers continue to find new ways to access networks and data, especially as the number of connected devices and applications swells. Institutions need to stay vigilant to cyber threats while also complying with various data privacy laws. I count 18 states with privacy regulations in addition to U.S. federal and European Union requirements. It’s an extremely complex situation only made more difficult by the shortage of cybersecurity professionals, especially at smaller schools. In 2025, institutions will focus on automating network security protocols and finding outside resources to augment their security capabilities.
3. Expanded Use of Shared Services
   Smaller schools need access to the same technology and technical expertise as larger schools, just on a reduced scale with a more limited budget. I anticipate that smaller schools will seek strategic partners to manage critical IT and other specialized services to support data access, reliability, and usability. It’s a smart way to reduce costs while maintaining essential day-to-day services, enhancing security protocols, and being prepared for technology advancements.
4. Continuation of Mergers and Acquisitions
   Financial pressures and the threat of closures will continue to drive acquisitions of some smaller schools. Mergers create significant challenges to combine the data, applications, and systems of the two institutions. However, the benefits to both sides are worth it in streamlining operations, retaining existing students, and growing enrollment. Given the breadth and depth of our functional and technical expertise, we can help schools to navigate the challenges and drive positive results.
5. Adoption of Data-Enabled Technologies
   As institutions embrace digital transformation, they build out the foundation needed to take advantage of data-enabled technologies such as artificial intelligence (AI). With the initial hype of AI behind us, I anticipate in 2025 that schools will start to deploy AI-enabled solutions that feed off rich data sources to personalize recruitment efforts, improve retention, invigorate online classes, and predict demand for course offerings, as a few examples.
6. Refinement of Enrollment and Retention Strategies
   The declining number of high school graduates and international enrollments continues to intensify the effort to recruit and retain students. I expect to see schools expand how they leverage data to personalize recruitment campaigns, target secondary audiences (such as adult learners and transfer students), and nurture existing students. The success of this strategy relies heavily on having the right infrastructure in place to support centralized data access, emerging technologies, and analytic tools.
7. Shift to Career-Focused and Flexible Learning Opportunities
   Like changing recruitment and retention methods, institutions will continue to adapt their academic programs to meet the evolving needs of the workforce. They will highlight outcomes based on data about job placement rates, alumni success stories, and collaborations with area businesses to illustrate tangible benefits. They will evaluate current course offerings and pivot when it makes sense to expand hybrid learning models, professional development programs, and skill-based credentials. This effort may involve launching new programs in high-demand fields, such as data science and cybersecurity, or retooling existing programs to incorporate emerging technologies.
8. Consolidation of Ed-tech Solution Providers
   Many higher education software and service providers have discussed how they could combine forces to serve colleges and universities better. I think we’ll see M&A activity pick up over the next two years. These consolidations will further the need for institutions to standardize business processes and accelerate cloud migrations as legacy systems will eventually become unsupported.

I’m excited about the positive impact these eight trends might make in 2025. Higher education institutions that prioritize foundational improvements by aligning their data, technology, and talent are best suited to successfully address mounting challenges like demographic shifts and affordability concerns.

I can’t wait to see how schools that adopt AI and predictive analytics are able to improve decision-making and enhance student experiences. However, the real breakthrough will come from integrating systems and breaking down data silos. Institutions that invest in building these foundational capabilities will be better positioned to leverage emerging technologies, drive measurable outcomes, and fulfill their mission to support lifelong learners.

— Kim Fahey, CEO Collegis Education

As the number of high school graduates declines, more and more colleges and universities are looking to the Some College, No Credential (SCNC) population as an opportunity for growth. According to the National Student Clearinghouse, there are 36.8 million people in this group, an increase of 2.9% from the previous year.

While many SCNC individuals stop out of higher education due to cost concerns, life changes, and mental health challenges, there is a segment of this population that has been forced to discontinue their degree program for reasons outside of their control.

The higher education landscape has been undergoing significant upheaval in recent years, with an increasing number of colleges and universities facing financial challenges and being forced to close or merge with other institutions. This trend has been driven by a variety of factors, including the looming “enrollment cliff” — a projected decline in the number of high school graduates due to demographic shifts — as well as rising costs, changing student preferences, and the lasting impacts of the COVID-19 pandemic.

For those of us following higher education news and trends, it can feel like a new school closure is announced every week. Higher Ed Dive publishes a tracker that indicates 118 colleges have been impacted by closures or mergers since 2016 (as of June 18, 2024).

Closures often leave students in a precarious position, scrambling to find alternative paths to complete their education. Tragically, a staggering 53% of students from closed colleges ultimately give up on their education altogether, according to a study by the State Higher Education Executive Officers Association (SHEEO). The challenges of navigating the transfer process, coupled with the loss of credits and mounting financial obligations, can become overwhelming, leading many students to abandon their academic aspirations.

Those who do manage to transfer to another institution often face additional hurdles. Fewer than half of the students who transfer stay long enough to earn their degrees, further highlighting the difficulties they encounter in adapting to a new academic environment and overcoming the setbacks caused by the college closure.

The SHEEO study shows the similarities and differences at an aggregate level of students from closed colleges versus students at open colleges. Students from closed institutions are more likely to be black, female, and federal Pell Grant recipients, which are awarded to students from low-income families. They are also likely to be under age 24 and attending college full-time.

Students who experienced college closures but enrolled within 120 days of closure were mostly female, white, and older than 30 at the time of closure.

The biggest hurdle students face is understanding their options and next steps. This requires having access to experienced advisors to help them understand and navigate these options. They need guidance on how to access their academic transcripts, which colleges will accept their previously earned credits, and what the implications are for their financial aid and student loans. These are complex issues that can overwhelm students. For those blindsided by their school’s closure, attempting to navigate this landscape alone often leads to confusion and frustration, and many ultimately give up on completing their degree.

Here are some recommendations your school can adopt to support students impacted by closures in your region.

Having your school shut down in the midst of your degree program is an incredibly disruptive experience. The path forward seems unclear and daunting. Students impacted by these closures often feel a mix of emotions: anger at the situation, sadness over the loss of their school community, fear about their future prospects, and a sense of hopelessness or of being cheated out of their educational journey.

Many start to question whether continuing to pursue a degree is worth the effort. They may feel the same stresses and anxieties they experienced as high school seniors, having to re-evaluate options, navigate application processes, and make major life decisions all over again. And they’ll be looking for signs of stability and program viability in their next school.

The more notice a student has of their school closing, the better they do. Unfortunately, some schools have given as little as two weeks’ notice. Students impacted by schools that were transparent about the challenges they were facing, and the possibility of closure, have been able to navigate their experience with more resilience. Proactively offering to partner with schools in financial distress to develop transition plans for their students will not only provide a lifeline for students but also demonstrate your commitment to higher education and the well-being of the community at large.

Transition plans should outline clear pathways for seamless credit transfers, financial aid assistance, and academic advising. By working together, you can ensure that students’ academic progress is not disrupted and their hard-earned credits are recognized.

Help students navigate this challenging time by activating a marketing strategy that provides resources to students who’ve been impacted by a school closure. Key questions students will be asking themselves:

• Does my school have a teach-out plan to help me complete my degree?
• Which schools will accept the credits I have already earned?
• How do I get official copies of my transcript?
• What is the status of my financial aid?
• Can I/should I discharge my student loans?

We recommend including the following tactics in your marketing strategy to reach these students:

• Create a landing page specifically for the identified school with messaging that speaks to their students. Messaging should encourage them to continue with their studies while offering support and detailing the options available at your school. Be as specific as possible around teach-out/transfer details. All marketing activities should direct students to this page.
• Create organic social media posts offering support to students from the identified school. Feature testimonials of transfer students from the closed school if available.
• Prepare statements for leadership and faculty to share on their own social media channels.
• Distribute the messaging and approach for managing inquiries with the admissions team.
• If applicable, plan targeted media campaigns for the geographical area in paid search and paid social channels.

Ensure your transfer policies are straightforward and lean toward accepting as many credits as possible. Take the time to evaluate course-substitution options from the closing institution to maximize the number of credits that can transfer.

Your admissions team should also be prepared to suggest alternative degrees if they are more aligned with the student’s existing credits. When possible, work with the closing school to receive students’ transcripts to take that burden off the student. Promise students prompt transfer evaluations, ensuring that internal operations are organized to complete evaluations in 24 hours or less.

You may charge nominal fees during the application process to demonstrate an applicant is serious about wanting to attend the institution. But paying those fees often requires accessing unfamiliar systems and can be one more cumbersome hurdle these transfer students don’t need while their lives are in upheaval.

Students who are motivated to transfer right away are focused on their goal of finishing their degree. They need an institution that is willing and able to move quickly. Identify a core group of employees who can be dedicated to ensuring these students are accommodated. Streamline your admissions process to remove unnecessary requirements for students in this circumstance.

Provide additional support for their transition to your program, understanding that the majority are younger full-time students. Help residential students find appropriate housing or adapt from on-campus learning to an online program.

Once impacted students express interest, create an automated communication journey to help them move through the process of application, transfer evaluation, scholarship and financial aid packages, and enrollment.

According to Jospeh Sallustio, senior vice president for Lindenwood Global at Lindenwood University, schools that can be agile will have increased administrative and academic expenses; but in the long run, they will enjoy a stronger brand through earned respect of their students and alumni.

As you plan to support transfer students from closing schools in your region, Collegis can help you navigate this complex landscape. Through close collaboration with our partners, we meticulously craft processes and messaging that instill confidence in students as they chart their path forward. By testing the effectiveness of our messaging and adapting to their preferred engagement styles, we guide students seamlessly through the enrollment process and illuminate the profound impact that your programs can have on their careers and lives.

To ensure an effective, student-centered approach, we can also map your enrollment process, identify opportunities, and execute strategies that prioritize these students’ unique needs. As an extension of your team and institution, we’ll build a collaborative approach to help students from closing colleges and universities beat the odds and continue their education. Contact us to learn more.

One of the best ways to navigate the changing higher ed landscape is to attend higher ed conferences. The 2024-2025 conference season is shaping into a promising lineup that will offer invaluable insights and connections for educators, administrators, and thought leaders. Whether you’re looking for professional development, networking opportunities, or just to stay informed, here are the higher ed conferences you won’t want to miss.

We’ll be at each of them this year. Looking forward to seeing you there!

June 23-25, 2024
Mackinac Island, MI

This is an exclusive, invite-only event for top private university and college presidents along with key corporate leaders. The purpose is to facilitate cross-sector dialog and collaboration in preparing students for successful career outcomes.

Our President & CEO Kim Fahey will be discussing “Leveraging Your Technology: From Data Silos to Personalized Pathways” during the breakfast session.

Best for: presidents of private universities and colleges

UPCEA Convergence

September 30 – October 2, 2024
New Orleans, LA

UPCEA Convergence is a place for key campus stakeholders in credential innovation to define and develop their institution’s alternative credentials strategy.

Catch our Chief Academic Officer Tracy Chapman, PhD, as she presents our original research, “Unveiling the Employer’s View: An Employer-Centric Approach to Higher Education Partnerships.”

Best for: senior leaders responsible for their institution’s strategy on alternative credentials as well as registrars and similar professionals

P3•EDU

October 7-9, 2024
Denver, CO

This invitation-only event brings together university leaders and government, association, foundation, and corporate thought leaders to discuss best practices for public-private partnerships.

Our President & CEO Kim Fahey will be speaking with our partner College of Western Idaho about how they’ve leveraged technology and data to stabilize their institution and position themselves for transformative growth.

Best for: college and university cabinet members

University Leadership Summit

October 21-22, 2024
Boston, MA

This invitation-only event brings university executives and innovative suppliers and solution providers together. The Summit’s content is aligned with key educational challenges and interests, relevant market developments, and practical and progressive ideas and strategies adopted by successful pioneers.

Best for: college and university presidents, chancellors, and provosts

2024 CIC Institute for Chief Academic Officers

November 1-4, 2024
Portland, OR

This year’s event focuses on building alliances, creating innovative academic pathways, and unlocking the potential of education for more students. It will evaluate the power of academic leadership and present ways to make teams more inclusive, adaptable, and forward-looking.

Our Chief Academic Officer Tracy Chapman, PhD, will be leading a roundtable session on “Nurturing Enrollment: Enhancing Tech Experiences for Student Retention” featuring our new joint research with Inside Higher Ed.

Best for: chief academic officers and their teams (such as associates, deans, and directors); only independent college and university administrators may participate

UPCEA MEMS

December 3-5, 2024
Philadelphia, PA

Marketing, enrollment growth, and student success are the focus of UPCEA MEMS, specifically in adult, professional, continuing, and online education. It will showcase innovative and proven approaches to grow enrollments and support student success.

Best for: marketing, recruitment, and student success professionals

CIC Presidents Institute

January 4-7, 2025
San Antonio, TX

Presidents from independent colleges and universities — along with industry experts — will come together to strengthen their networks and explore how to connect with communities on and off campus while transforming financial, political, and social disruptions into opportunities.

Best for: presidents of independent colleges and universities

ACCU’s Annual Meeting

January 31 – February 3, 2025
Washington, D.C.

ACCU’s Annual Meeting allows members to come together and discuss important issues affecting Catholic colleges and universities. It’s an opportunity to share ideas and network with those also working in faith-based higher ed.

Best for: presidents and senior leaders of Catholic colleges and universities

P3 New Start Summit

TBD 2025 (Previously February 2024)

This invitation-only summit is an opportunity for key university leaders to meet and exchange best practices around strategic enrollment and workforce connections. It’s an excellent opportunity to network with peers.

Best for: university leaders

UPCEA Annual Meeting

March 24-26, 2025
Denver, CO

The impact of online and professional continuing education units will be in the spotlight at this conference, where you can expect to hear groundbreaking ideas and have opportunities to take part in interactive workshops and networking events.

Best for: deans and other senior university leaders, as well as teams focused on managing or growing professional, continuing, and online education programs

ASU + GSV Summit & AIR Show

AIR Show: April 5-7, 2025
ASU + GSV Summit: April 7-9, 2025
San Diego, CA

Arizona State University and GSV host this annual event focused on transforming society and business around learning and work across the “Pre-K to Gray” — i.e., lifelong learning — global education sectors.

In conjunction with ASU + GSV Summit, the AIR Show (AI Revolution in EDU) is a free event with thought-provoking discussions and interactive workshops to empower educators, innovators, and learners to harness the limitless potential of AI in education.

Best for: educators, strategists, and foundation leaders

Google Cloud Next

TBD 2025 (Previously April 2024)

Google Cloud Next is an annual conference where Google Cloud showcases its latest products and technology. Events include presentations, technical and hands-on sessions, and networking opportunities.

Best for: IT professionals and developers

The lineup for 2024-2025 higher ed conferences is filled with opportunities for professionals across your college or university to learn and network. Embrace these opportunities to be part of the conversations that will shape the future of higher education.

For more information on upcoming conferences, be sure to sign up for our newsletter.

Contact us to connect in person at one of these inspiring events.

In an era where higher education is experiencing increased cyberattacks and smarter cyberthreats, colleges and universities must do all that they can to safeguard sensitive data and ensure the privacy of their constituents. While the evolving cybersecurity landscape may seem daunting, adopting fundamental strategies can significantly bolster your school’s resilience against cyberattacks. As a bonus, schools may experience lower insurance premiums by showing commitment to cybersecurity, implementing comprehensive measures, and complying with relevant regulations.

Here are three basic higher education cybersecurity strategies every institution should prioritize:

Stopping threats before they occur is the best-case scenario. Threat-detection tools, such as data loss–prevention software, can analyze the security ecosystem and quickly identify malicious activity and enact mitigation efforts. These tools allow institutions to detect threats in real-time and stop breaches before they occur.

Education is a powerful and essential to counteract cyberthreats. Enable students and staff to recognize, avoid and report an attack by offering regular awareness training that promotes cybersecurity best practices for schools. They should be made aware of common cyberattacks, such as:

• Ransomware Attack: Paralyzing a victim’s systems or threatening to steal, block or publish a victim’s data unless a ransom is paid.
• Business Email Compromise (BEC): Emails that impersonate senior leadership and ask for tasks to be carried out that would reveal sensitive information or transfer funds.
• Phishing: Using electronic communications to deceive and take advantage of users, often beginning with an email attempting to obtain sensitive information by persuading a user to click on a malicious link or download an infected attachment.
• Spear Phishing: Infiltrating an organization to steal sensitive information through a targeted type of phishing. Attackers will often gather personal information about their victims via social media profiles to write emails with more authentic context.
• Spoofing: Committing malicious acts by disguising oneself as a person, business or entity the victim is familiar with to get them to freely provide information.

Students and staff should also be educated in proper data-handling practices and physical security measures for various technologies. By creating a culture that values cybersecurity, schools can empower active contributions to defend against cyberthreats.

“The most significant new risk in higher ed is the bad guys’ use of AI to develop and launch more targeted and believable phishing campaigns. Phishing is still a top method of compromising users, but with the added power of AI, it can be easier, quicker, and more effective than ever. User training has to shift to meet the challenge,” said Nairn.

The recent changes to the Gramm-Leach-Bliley Act’s safeguard rules require universities and colleges to take a proactive approach to student financial record-keeping and cybersecurity. Remaining compliant with these regulations and reporting requirements is essential to securing funding. That begins with a well-documented IT security policy that sets standards of behavior for the digital activities of faculty, staff, and students.

Your policy should define common cyberattacks, outline systems to guard data, assign roles and responsibilities, and be regularly updated as new regulations and threats emerge. Artificial intelligence (AI), though somewhat underdeveloped, should have a place in your IT security policy that outlines how to reduce the cybersecurity risks of AI, such as avoiding sharing sensitive data with AI and building a strong AI incident-response procedure.

Collegis can also help with a cybersecurity risk assessment. Contact us to learn more.

In our recent blog series, we’ve discussed how to review your school’s academic portfolio and evaluate individual programs. Colleges and universities must continually consider their mix of programs and carefully select new programs to remain relevant to the needs of students, employers, and society.

Institutions increase the likelihood that new programs will thrive by considering complex data sets, including market demand, competition, and financial projections. This data-driven decision making provides the basis for realistic expectations on investments and returns.

Let’s look at recommended data sources.

An analysis of the demand for specific degrees, skills, or disciplines can identify emerging trends, regional workforce needs, and areas of anticipated job growth in the region, which provides a solid foundation for identifying potential program offerings.

By examining a combination of labor market trends, employment projections, and occupational outlooks, colleges and universities can gain valuable insights into areas of growth and demand for skilled professionals.

Data sources may include the following:

• Government agencies, such as the Bureau of Labor Statistics (BLS)
• Job posting and recruitment platforms, which aggregate data on job postings and offer real-time information about the skills and qualifications employers are seeking
• Labor market analytics tools that use big data and machine-learning algorithms to analyze job market trends, skills demand, and salary data

Understanding student needs and preferences is essential for designing programs that resonate with the target audience. Assess student needs by:

• Analyzing enrollment data and trends within existing programs
• Gathering data from your enrollment management team about what prospective students are looking for
• Reviewing Google search trends for insights into student demand outside of the institution
• Analyzing enrollment and completion data from regional competitors

Understanding the competitive landscape is equally important. Identifying programs offered by your competitors — their structure, cost, and delivery — and then comparing that data to your market analysis will provide insights into what competitors are offering and highlight areas of opportunity for differentiating your programs.

By aligning new offerings with student aspirations and career goals, universities can attract and retain a diverse and engaged student body. This can further inform decisions about where to invest resources for new program development.

Financial considerations should play a substantial role in the analysis of new program opportunities. A thorough financial analysis should assess the potential costs, revenue streams, and return on investment associated with launching and sustaining new programs.

Identify resource requirements, including faculty, staff, facilities, technology, marketing, recruitment, retention, and administrative support, to ensure the institution can adequately support the proposed programs.

The uncertainty in the shifting higher education market should be built into financial forecasting. Additionally, flexibility to adjust based on actual performance is necessary. Institutions are well advised to develop a multi-year pro forma that establishes realistic revenues, costs, and ROI timelines based on market conditions.

New academic programs should align closely with the mission, values, and strategic priorities of the institution. Institutions should leverage their existing academic strengths, faculty expertise, resources, and brand when considering new programs.

By building on established areas of excellence and reputation, colleges and universities can create innovative and competitive programs that set them apart in the higher education landscape. New offerings must complement and enhance the academic portfolio of the institution and build on the institutional reputation.

Leveraging relationships with employers and industry associations in the region will provide important insights into workforce needs. Additionally, advisory boards composed of employers who can provide firsthand perspective on workforce realities are a valuable source of insight for developing in-demand programs.

Major employers and associations can provide information about program naming, program outcomes, curricula, marketing channels, and degree levels (associate, bachelors, masters, certificate). These relationships also help you reach your intendent audience and build pathways for internships, hiring opportunities, and program instructor resources.

To maintain a healthy portfolio of programs, the selection of new academic programs must be accompanied by timely and continuous program evaluation and adaptation. Regular monitoring of performance based on agreed-upon metrics will provide decision makers with the information necessary to make data-driven decisions.

Those metrics should include enrollment trends, student outcomes, alumni success, employer feedback, financial performance, and other relevant measures of program success. Flexibility and agility are essential for responding to evolving market demands, technological advancements, and changes in student needs.

Innovative and sustainable programs that support the institutional mission are essential to a healthy, balanced portfolio. Selecting new academic programs requires a combination of strategy, discipline, and process informed by multiple relevant and current data sources. With careful planning and execution, universities can navigate the path to success and ensure their academic programs remain relevant, impactful, and sustainable in the years to come.

Adopting this culture of continual review and reflection can be challenging. Collegis can provide an objective assessment of your new program opportunities and give you the tools you need to future-proof your academic portfolio. Contact us to get started.

The first blog in this program strategy series addressed the difference between assessing a portfolio of programs and conducting an individual program analysis. In that article, we recommended a high-level assessment of a suite of academic programs to understand your portfolio’s strength and highlight opportunities for better management. The next step in the process is to conduct a more targeted academic review.

In today’s rapidly evolving higher ed landscape, colleges and universities face mounting pressures to stay relevant and responsive to the needs of students and employers alike. With the job market becoming increasingly competitive and industries undergoing constant transformations, academic institutions need to adopt a market-driven approach to reviewing academic programs. Considering a variety of market factors helps ensure that academic offerings align closely with industry demands and student aspirations, fostering greater success for both graduates and the institutions themselves.

At most institutions, the program review process traditionally occurs once every five to seven years and typically includes:

• An in-depth self-study led by program faculty involving program administrators and students,
• A review of the self-study report by a team outside of the department housing the program, and
• Determination of next steps based on program review findings.

This approach focuses primarily with an internal lens, considering factors such as enrollment trends, curriculum coherence, faculty expertise, and student and graduate outcomes.

While these aspects remain essential, supplementing the traditional five-year review cycle with a more frequent, market-driven approach to program evaluation and resource allocation can help institutions adapt swiftly to changing workforce needs and technological advancements.

The market-driven approach provides three key benefits.

By analyzing industry trends, job market demands, and employer feedback, institutions can tailor the curricula of their academic programs to equip students with the skills and knowledge most valued by employers.

This proactive approach not only increases students’ chances of securing meaningful employment but also enhances the reputation of the institution as a provider of career-ready graduates.

By closely monitoring market trends and emerging fields, schools can introduce new programs or modify existing ones to address emerging needs. This flexibility enables institutions to stay ahead of the curve, offering cutting-edge education that prepares students for the jobs of tomorrow.

By actively engaging with employers, professional associations, and community organizations, universities can gain valuable insights into industry expectations and cultivate opportunities for internships, co-op programs, and applied research projects.

These partnerships not only enrich the learning experience for students but also provide avenues for faculty professional development and research funding.

Start with programs classified as Robust Performers, those that are large and growing (see the first blog in the series for details). These programs are more likely to have a shorter timeline for realizing a return on investment.

With the exception of mega-universities (such as Southern New Hampshire, WGU, Grand Canyon, and ASU), college and university enrollment is regionally focused. Students gravitate toward familiar brands, and research continues to show they prefer institutions within 50 miles of their home. Therefore, we recommend, when possible, focusing on regional, external data in program analysis.

Many institutions today are focused on aligning programs to successfully reach the adult learner population.

The snapshot below provides an overview of the fundamental aspects of program design necessary to attract these learners. A comprehensive academic program review should include an evaluation of the program’s alignment with each of these factors.

In a market-driven approach to program review, it’s crucial to gather and analyze relevant data points that reflect the demands and trends of the job market and industry sectors. Here are some key data points to consider:

1. Labor market analysis:
   • Employment trends in relevant industries or sectors
   • Projected growth or decline in specific occupations
   • Regional demand for certain skills or professions
2. Industry surveys and feedback:
   • Surveys or interviews with employers to identify desired skills and competencies
   • Feedback from alumni regarding the relevance of their education to their careers
   • Input from professional associations or industry partners on emerging trends and technologies
3. Competitors: Enrollment and conferral trends of regional competitors offering similar programs
4. Student demand: Key search volume and estimation of inquiry volume (Google search data is often used as a proxy for student demand as well as data from enrollment on what prospective students are looking for)
5. Job placement and career outcomes:
   • Employment rates and job placement statistics for program graduates
   • Average starting salaries and career progression data
   • Employer satisfaction with the skills and preparedness of graduates
6. Skills and competency mapping:
   • Identification of key skills and competencies required for success in relevant fields
   • Alignment of program learning outcomes with industry needs and professional standards
   • Assessment of student proficiency in critical areas through surveys, assessments, or employer feedback
7. Graduate feedback and alumni success:
   • Surveys or interviews with program graduates to assess the relevance of their education to their careers
   • Tracking of alumni achievements, leadership positions, and contributions to their fields
   • Alumni networking events or mentorship programs to foster ongoing engagement and feedback

Collecting this important market data every two to three years may require assistance from an external agency well-versed in collecting and analyzing the data.

When selecting a partner, it’s important to consider their expertise and experience working with higher education programs, knowledge of the institution, and access to analytical tools (such as Collegis Education’s exclusive collaboration with Google Cloud).

Insights into the evolving needs of the market allow academic institutions to make informed decisions that enhance the relevance, quality, and impact of their programs. This market-driven approach ensures that graduates are well-equipped to meet the demands of the workforce and contribute meaningfully to their chosen professions and industries. And that reflects well on the institution.