In today’s higher education landscape, the pressure to adapt has never been higher. Institutions are facing increased demands for transparency, affordability, and accountability from both students and the federal government. To thrive amid this scrutiny, colleges and universities must shift from periodic academic program reviews to an “always-on” portfolio management approach.
The institutions that succeed in the coming years won’t be those with the biggest catalogs. They’ll be the ones with the most disciplined, data-informed portfolios. Those that are regularly evaluated and refined to meet student, market, and regulatory expectations.
The following trends are reshaping how institutions must approach academic program strategy. Each highlights why traditional review cycles are no longer enough, and why a continuous, data-informed portfolio management model is essential.
Many institutions still operate on a five-year program review cycle, a cadence that no longer supports sustainable decision-making. In a faster-moving environment, annual review is the new standard.
“Program review must evolve into a dynamic, ongoing process. Institutions need a defined, strategic, and systematic rhythm — one that uses valid data to ensure alignment with student demand, workforce needs, and financial sustainability.”
— Dr. Tracy Chapman, Chief Academic Officer
A modern review process should include:
When done consistently, this evidence-based practice can help institutions scale what’s working, fix what’s slipping, and sunset programs that no longer serve students or the institution.
Just as accreditation is a continuous, evidence-based process tied to institutional decisions, so too should market research. It cannot be treated as a one-time validation for new programs or a compliance box to check. It should be embedded into institutional strategy.
That means investing in:
To make continuous portfolio management a reality, institutions need the following:
For institutions that have yet to build the internal expertise or data infrastructure to support this work, Collegis Education brings the strategy, technology, and insight needed to support this type of transformation. From market research and academic portfolio development to data integration and instructional design, we help colleges and universities move from reactive review cycles to proactive portfolio optimization.
Whether the White House and Congress tilt red or blue, regulatory oversight of higher education isn’t going anywhere. The institutions that are best suited for long-term success will be those that treat program portfolio management not as a reactive task, but as a continuous, strategic discipline.
It’s time to make market analysis a routine leadership practice. Protect your students. Protect your resources. And double down on the programs that deliver the most value — to students, to employers, and to your institution’s future.
Reach out to learn how we can help you make this shift with confidence and clarity.
Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
For many independent colleges, the notion of “resilience” has long conjured images of tradition, legacy, and steadfast leadership. But in 2026, that definition is due for a rewrite.
At this year’s CIC Presidents Institute, I joined a powerful workshop alongside fellow higher ed leaders and strategists to confront a hard truth: the pressures facing small and mid-sized private institutions are no longer theoretical. They’re here, and they’re intensifying.
It’s time to meet this moment not with tweaks around the edges, but with bold, informed action.
Paul Friga, a trusted strategist in higher ed finance, shared a sobering overview of the economic reality. Consider just a few of the trends:
Meanwhile, legacy cost structures, declining demographics, and fragmented strategies are making it harder for leaders to balance the books, let alone invest in the future.
What’s clear from the data — and from conversations with dozens of presidents — is that no one lever alone will restore financial sustainability. Not another round of cost-cutting. Not a new marketing campaign. Not even a promising program launch.
Real resilience requires coordinated action across three interconnected dimensions:
Together, these dimensions form a practical roadmap, and they align closely with what we’ve seen in our work with institutions across the country. Those that adopt a multi-lever approach are better positioned to move beyond crisis response and build a more sustainable, mission-aligned future.
During our session, I spoke about how Collegis partners are navigating these challenges with clarity and purpose. Institutions that are making meaningful progress are focusing on a set of clear, coordinated actions:
True resilience isn’t about weathering storms using the same tools and tactics. It means rethinking how we operate, how we lead, and where we invest. That shift must be driven by urgency and clarity.
Independent institutions have always played a transformative role in higher education. To continue that legacy, leaders need a new approach. The greatest risk now is standing still.
Those willing to rethink, realign, and act with purpose won’t just survive — they’ll help shape a stronger, more sustainable future while still protecting their mission.
Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
Higher education is entering 2026 in a period defined by rapid change, mounting pressure, and meaningful opportunity. Institutions are being asked to do more with less, meet rising expectations from students and families, and adapt quickly to shifting policy, technology, and market conditions.
From enrollment volatility and evolving student behavior to emerging policy changes and the next wave of AI adoption, colleges and universities will need to be more agile than ever. And all of this while staying focused on what matters most: serving learners and delivering results.
We gathered insights from Collegis leaders across disciplines to share their perspectives on where higher education is headed. Below are the trends we believe will shape higher education in 2026, and practical ways institutions can prepare for what’s next.
Enrollment teams are under growing pressure to meet goals with leaner resources. In 2026, institutions will focus on improving the fundamentals: speed-to-lead, workflow efficiency, conversion rates, and the overall experience from inquiry through enrollment.
How to prepare: Identify friction points across the enrollment funnel and use automation to streamline manual processes, strengthen follow-up, and improve conversion at every stage.
As expectations for digital experiences grow, stable and secure systems are no longer “behind the scenes”. They’re central to institutional performance. In 2026, more colleges and universities will lean on managed services to access technical expertise, strengthen support, reduce downtime, and maintain momentum on modernization without expanding internal IT teams.
How to prepare: Assess critical systems and service levels, then determine where managed IT services can improve reliability and reduce risk.
Cyberattacks are becoming more sophisticated as bad actors use AI to scale phishing, social engineering, deepfake fraud, and automated vulnerability scanning. In 2026, institutions will need to strengthen security quickly, using improved detection and monitoring while also tightening user protections.
That will likely mean more visible changes for end users, including stronger password requirements, broader multi-factor authentication, and increased security training.
How to prepare: Enhance threat detection, enforce stronger access controls, and invest in ongoing training to reduce risk across the institution.
Policy shifts tied to the One Big Beautiful Bill Act could influence affordability and student borrowing in 2026, particularly impacting how students evaluate graduate and professional programs. Institutions may see shifts in demand and increased sensitivity to cost and ROI.
How to prepare: Monitor changes closely, model potential enrollment impacts, and align recruitment messaging around value, outcomes, and support.
Many institutions have experimented with AI tools, but 2026 will be about results. Schools will prioritize AI use cases that improve speed, consistency, and efficiency across marketing, admissions, student support, and operations — all while establishing clearer governance.
How to prepare: Focus on practical applications, set policies and guardrails, and measure impact from the start.
Institutions have access to more data than ever, but many still struggle to translate it into timely action. In 2026, successful teams will rely on real-time insight into marketing and enrollment performance to adjust faster, spend smarter, and improve outcomes.
How to prepare: Strengthen reporting and dashboards, unify key data sources, and build a culture of continuous optimization.
The idea that one tool can do everything is fading. Institutions are increasingly building ecosystems across CRM, marketing automation, student success platforms, and analytics tools — creating new challenges around integration, ownership, and execution.
How to prepare: Prioritize interoperability, clarify responsibilities across systems, and align technology decisions to student lifecycle goals.
Institution-partner relationships are evolving quickly. Rather than relying on a single end-to-end model, more institutions are taking a modular approach — selecting partners based on specific goals like enrollment, student support, analytics, or program growth.
How to prepare: Identify where internal resources are stretched and where specialized support can create the biggest measurable impact.
With acquisition costs rising and competition intensifying, more institutions will shift focus from “recruiting more students” to keeping more of the students they already have. In 2026, retention efforts will expand beyond early alerts and advising to include stronger proactive outreach, clearer pathways, and more support for students balancing work, family, and financial stress.
Re-engaging stop-outs will also become a priority as schools look for realistic ways to stabilize enrollment and improve outcomes.
How to prepare: Strengthen lifecycle engagement strategies, identify high-risk points in the student journey, and build scalable support models that keep learners moving forward.
Competition for students is increasing, and prospective learners expect clear value, relevant communication, and fast responses. In 2026, institutions will need sharper differentiation, stronger outcomes storytelling, and more consistent engagement across the student journey.
How to prepare: Refine program positioning, improve speed-to-response, and optimize recruitment efforts based on performance (not assumptions.)
2026 will reward institutions that move quickly, remain focused, and keep students at the center of every decision. Collegis Education helps colleges and universities translate change into progress — supporting enrollment growth, student success, data-driven decision-making, and operational resilience.
If you’re ready to strengthen outcomes this year, we’re ready to help.
Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
As we head into the holidays, I’ve been thinking about this year and what we accomplished, what we learned, and most importantly, the people who made it all possible. When I look back, I’m reminded just how proud I am of the work we do and the impact it creates for institutions and the students they serve.
It’s easy to focus on the numbers — enrollments up, goals met, projects launched. And those metrics certainly matter. They reflect the hard work of our team and the trust of our partners. But behind every dashboard, there’s something far more meaningful.
This fall, a student accepted to the University of Scranton wrote to our enrollment specialists: “Thank you for all the care that goes into this process. I truly appreciate the time, attention, and effort you and the admissions team put into reviewing my application… receiving my acceptance means so much to me.”
Messages like this hit home. Because this is what we’re helping build: pathways for students who are ready to learn, grow, and change their lives. And everything we do — every data integration, every marketing campaign, every phone call, every technology issue resolved — is in service of that outcome.
In 2025, we helped more students find those pathways.
Institutions we support saw steady, year-over-year enrollment growth across every major term. At the New Jersey Institute of Technology (NJIT), new student enrollments grew by more than 5% over the previous year — a meaningful lift for an institution focused on driving innovation and access.
Places like Montclair State University and the MGH Institute of Health Professions didn’t just hit targets, they surpassed them (in some cases by more than 20%). At George Washington University, SMHS summer enrollments supported by Collegis surged 81%; a testament to the power of coordinated outreach and student-centered strategy.
Every success was the result of deep collaboration, thoughtful execution, and shared belief in what’s possible. Our creative team helped Babson College capture the story of its graduate programs in ways that resonate with students. Our tech teams kept critical systems running smoothly and securely. Our enrollment specialists showed up each day with empathy, clarity, and care.
Behind the scenes, our IT Managed Services team played a vital role in making outcomes possible. The things they accomplished this year — stabilizing systems at Utica, launching a new guest wireless experience at Dominican University, modernizing infrastructure at Missouri Baptist University, and integrating critical platforms for Joyce University, to name a few — translated directly into stronger security, reduced costs, and smoother experiences for students and staff alike.
A standout initiative at Agnes Scott College introduced career-aligned digital credentials through Canvas, giving students a new way to showcase their skills to employers while deepening engagement with academic pathways. These efforts may be less visible, but their impact is undeniable.
None of this happens without our people. The Collegis team continues to lead with grit, heart, and a relentless focus on results. Their work is complex, often behind the scenes, and always in pursuit of something bigger than themselves.
That collective effort continues to build something meaningful:
Stronger institutions. More resilient systems. Smarter strategies. And above all, more opportunities for students to thrive.
So as we all begin to wind down for the holidays, I hope this season offers us all a chance to pause, recharge, and take pride in the progress made and the impact created.
—Kim
Online programs are no longer a nice-to-have. They are essential, with many schools looking to online as their primary growth lever amid market headwinds. A strong portfolio of online programs can allow institutions to grow enrollment, reach new student populations, and future-proof their offerings. But building, launching, and sustaining a successful online program operation requires a certain expertise that many internal teams lack. And even if your team has the right skills, you have to ask, “Do they really have the capacity to take on one more thing?”
Given that time and budget are often finite, and the deep digital expertise needed to launch, scale, and sustain competitive online programs, its easy to see why traditional Online Program Management (OPM) providers would seem like a turn-key solution. At first glance, this revenue-share OPM model appears checks all the boxes: no upfront cost, faster time to market, and a larger team to shoulder the workload. It makes sense why the model feels appealing.
But there is no easy button in higher ed. When something appears to be too good to be true on the surface, chances are high that it is. What seems like a low-risk solution today can turn into a strategic liability tomorrow. Beneath the surface of many revenue-share OPM agreements are hidden costs, inflexible contracts, and a loss of institutional control that only becomes clear once you’re locked in.
We’ve had more than a few partners come to us waving the white flag. They’re stuck in contracts that overpromised and continue to under deliver. But with little-to-no insight into the daily operations, data, and marketing strategy, it becomes increasingly difficult to find a way out that doesn’t jeopardize what’s already in motion or stall the programs still in planning. Said plainly, this is not the symbiotic relationship they were sold.
And more and more institutions are catching on. Since 2021, new revenue-share deals have declined by nearly 50% as colleges and universities opt for fee-for-service agreements that offer transparency, flexibility, and allows schools to retain long-term control. A fee-for-service partnership puts both the school and its strategic partner in the front seat to work together to get to the final destination (the driver) and best way to get there (the navigator). And in some cases, these partnerships can be a stop gap, ensuring what is in motion stays in motion while schools work to build their own internal OPM, eventually being able manage its online programs autonomously.
The punchline is you have options. “OPM” is not synonymous with revenue-share. Enablement-based partners (like Collegis Education) now deliver the same services without taking over your strategy or forcing you to relinquish control.
The challenges with traditional OPM contracts aren’t always obvious upfront. It’s only after the ink dries that many institutions realize the trade-offs run deeper than expected — disrupting operations and long-term strategy. As more institutions reconsider their approach to online growth, it’s essential to understand what’s really at stake.
So before you lock your school into an OPM’s golden handcuffs and sign a revenue-share agreement, here’s what you need to know.
There is a big difference between external support and ceding control entirely. The traditional OPM model assumes ownership of key functions like marketing and enrollment, resourcing decisions, and budget allocation. That’s not collaboration; it’s surrendering some of your biggest strategic levers to an outside vendor whose priorities are often centered on enrollment volume, not institutional mission. And once you’ve given up that control, getting it back is not easy.
The traditional OPM pitch (no upfront fees and no budget approvals) sounds like a win. But many institutions end up giving away 50–80% of tuition revenue for up to a decade or more. That’s funding that could be reinvested in faculty, student support, or academic innovation. Without that revenue, it becomes even harder to build internal teams or expand capabilities, leaving you stuck with the same constraints that pushed you toward an OPM in the first place. It’s a cycle that’s tough to break.
And because these contracts often lack transparency, the full financial impact isn’t clear until it’s too late. Every year in a revenue-share agreement can mean more value slipping through your fingers.
Even after giving up a significant share of tuition revenue, many institutions report underwhelming enrollment growth, unclear ROI, and limited visibility into performance. Add to that the cultural disconnects between OPM teams and on-campus leadership (different priorities, processes, and communication styles) and frustration can quickly mount.
When that much is at stake, institutions deserve meaningful outcomes, aligned strategies, and a partner that’s fully invested in their success.
OPM agreements are intentionally rigid and extremely difficult to exit. The OPM wants to increase your dependency on them and often includes tail clauses, auto-renewals, and other provisions that make it challenging to walk away. Even if the partnership underperforms, you may still be stuck paying for services you no longer want or need while the market moves on without you.
With revenue-share models, the tech stack is owned by the OPM and often lives outside your ecosystem. That means your access and visibility is limited to what the OPM is willing to share. This lack of transparency into performance data slows decision-making and leaves you dependent on tools you don’t control or fully understand. For a modern institution, that dependency is downright dangerous.
Download our “Building an Internal OPM” workbook for practical steps to assess your internal capabilities and create a sustainable, in-house online program strategy.
Revenue-share OPMs are financially incentivized to prioritize enrollment growth over educational outcomes. That often results in generic courses, diluted rigor, and aggressive marketing — especially toward vulnerable student populations. One high-profile partnership between a university and its OPM provider made headlines when tuition was set high, outcomes lagged, and questions emerged about who was truly being served.
And because the OPM is essentially invisible to students, your institution bears the full weight of any backlash — whether it’s from prospective students, faculty, or the public. The long-term impact? Lower student satisfaction, reduced faculty trust, and reputational damage that’s hard to repair.
The Department of Education and several states are scrutinizing tuition-share deals. If regulations change or compliance gaps emerge, your institution will bear the legal and financial consequences. Unlike your vendor, you can’t opt out of oversight — your name, your accreditation, and your funding are all on the line.
Speaking of brand integrity, when traditional OPM vendors control your messaging, your communications, and your marketing funnel, your voice starts to disappear. The student experience and institutional identity can quickly diminish and become disjointed. What’s left is often little more than your logo on a landing page, detached from the values and mission that set your institution apart.
Revenue-share OPMs aren’t structured to make independence easy. Even if you’ve built internal capabilities over time, you may not have access to the data, systems, or strategic insight needed to take control. Without a clear runway to transition, institutions often feel forced to renew, because picking up the ball and running with it isn’t possible when you can’t see the full playbook.
Enablement-based, fee-for-service models let you control the pace, scope, and strategy. You keep your data, you own your student experience, and you build sustainable capacity to grow on your terms.
If your goal is to build a mission-aligned, financially sustainable online portfolio, outsourcing core capabilities may not be the answer. Traditional OPM models once helped institutions enter the online space, but today, they’re more likely to hold you back.
Don’t give away your tuition dollars. Don’t give up your data. And don’t sign away your flexibility.
Build smarter. Own your growth.
Let’s explore what a fee-for-service partnership could look like for your institution.
Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
Across higher education, student support systems are often built for institutions, not for students. As a result, many learners encounter a maze of disconnected services that feel reactive, impersonal, or inaccessible. For students already balancing work, caregiving, and financial pressures, this fragmentation can be the difference between staying enrolled and stopping out.
As Chief Academic Officer, I’ve seen how crucial it is to align support structures with academic goals and student realities. Institutions must move beyond piecemeal solutions and instead design holistic ecosystems that prioritize student experience, equity, and completion from the start. That means leveraging data, embracing design thinking, and fostering cross-campus collaboration.
Many institutions approach support through isolated units: advising, student success, IT, and academic departments each operating in silos. The result is a disjointed experience for students, where important information is delayed or missed altogether. Without a unified view of the student journey, opportunities for early intervention or personalized support fall through the cracks.
This fragmentation disproportionately affects students from historically underserved backgrounds. When support isn’t accessible or timely, those with less institutional knowledge or fewer resources are more likely to disengage.
Disconnected systems can lead to:
It’s not enough to offer services. It’s crucial to ensure those services are connected, visible, and tailored to real student needs.
In my experience, when institutions treat student support as a set of tasks rather than a strategic function, it limits their ability to make meaningful progress on equity and completion. Students shouldn’t have to navigate a patchwork of websites, offices, and policies to get the help they need. They deserve a system that anticipates their challenges and responds in real time.
A modern support ecosystem begins with data. Institutions need to unify data from across the student lifecycle (from admissions to advising to classroom performance) to create a comprehensive view of each learner. With integrated platforms, faculty and staff can access timely insights to guide interventions and support decisions.
At Collegis, we’ve seen how data-powered ecosystems — supported by platforms like Connected Core® — drive measurable improvement in retention and equity. But technology alone isn’t enough. Data needs to be paired with personalization. That means using predictive analytics to identify students at risk and deliver outreach that is relevant, proactive, and human.
It’s not about automation replacing connection. It’s about enabling the right kind of connection at the right time.
I often ask, “Are support systems designed for students or around them?” A learner-first ecosystem doesn’t just meet students where they are academically. It considers their time constraints, personal responsibilities, and evolving goals. It removes barriers rather than creating new ones.
Key elements of a connected ecosystem include:
Flexible course scheduling, hybrid advising models, and round-the-clock support aren’t just conveniences. They’re equity tools that recognize the unique needs of today’s student body.
Design thinking offers a powerful framework for this work. It starts with empathy — understanding the lived experience of students and mapping the friction they encounter in navigating institutional systems. From there, you can co-create solutions that reflect students’ realities, prototype interventions, and iterate based on feedback and outcomes.
I’ve found this approach invaluable for aligning innovation with mission. It brings together diverse voices (students, faculty, advisors, technologists) to build support systems that are not just efficient, but equitable.
Design thinking allows us to move beyond assumptions. Instead of designing around legacy processes or internal structures, we start with real student stories. This helps us ask better questions and arrive at more inclusive answers.
It’s not just about solving problems—it’s about solving the right problems.
No single office can transform student support in isolation. It requires a coalition of academic, technical, and operational leaders working in sync. Academic affairs plays a central role in this work, bridging the gap between pedagogy and operations.
In my experience, success begins with a shared vision and clear metrics:
From there, we build alignment around roles, resources, and timelines. Regular communication and an openness to iteration keep the momentum going.
One of the most powerful things academic leaders can do is model cross-functional thinking. When we approach student success as a collective responsibility, we shift the culture from reactive to proactive. And when data is shared across departments, everyone can see the part they play in helping students succeed.
At Collegis, we’ve partnered with institutions to bring student-centered strategies to life:
We believe in the power of aligning strategy with execution. We don’t just talk about transformation. We build the infrastructure, train the teams, and help institutions scale what works. From data strategy to digital learning design, we act as an extension of our partners’ teams.
This work is about more than improving services. It’s about advancing equity, accelerating completion, and fulfilling our mission to support every learner.
If we want better outcomes, we have to start with better design. That means asking not just what services you offer, but how and why you deliver them. It means shifting from reactive support to intentional, data-informed ecosystems that center the student experience.
By embracing design thinking, unifying your systems, and working across traditional boundaries, you can build the kind of support that today’s learners deserve and tomorrow’s institutions require.
Student success shouldn’t depend on luck or persistence alone. The most impactful institutions are those that view support not as a service, but as a strategy — one that helps every student reach their full potential.
Let’s talk about how to design smarter student support together.
Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
Higher education is undergoing rapid transformation — from shifting student demographics to the urgent need for digital agility. At Collegis Education, we’ve navigated a similar journey. What began as a services organization has evolved into a technology-enabled partner, helping institutions thrive amid disruption. And while the journey hasn’t always been easy, one thing has kept us steady through it all: our culture.
When we talk about culture, we’re really talking about who we are when things get hard — how we make decisions, how we treat one another, and how we stay focused on our shared mission even when the future feels uncertain.
At Collegis, our culture is built on four core values that have guided every step of our transformation: authenticity, innovation, commitment, and collaboration. These aren’t just words. They’re the foundation that enables us to stay grounded and keep moving forward — together.
Institutions across higher education are also undergoing profound transformation — navigating demographic shifts, evolving technology expectations, and increasing pressure to deliver on access and affordability.
These pressures have tested the resilience of colleges and universities nationwide. Yet just like Collegis, many institutions have found strength by doubling down on their missions and values.
That’s why our relationships with our partners are so strong. We understand that mission-driven organizations operate with purpose, and so do we. Higher education is about service, learning, and impact. At Collegis, our purpose is to help institutions live that mission more effectively through innovation, data, and technology — while never losing sight of the human side of education.
Transformation requires honesty. Honesty about what’s working, what isn’t, and what comes next. Like many institutions, we’ve made difficult decisions in recent years. We’ve rethought how we serve our partners, restructured internally, and evolved how we operate.
Throughout these moments, authenticity has been our anchor. We communicate openly, acknowledge challenges, and lead with transparency to build trust.
It also means bringing our true selves to work. The people who thrive at Collegis are those who lead with integrity, admit mistakes, and approach challenges with humility and purpose. That creates space for bold ideas and genuine growth.
Authenticity connects us to our partners as well. Institutions strive to build cultures of empathy, honesty, and integrity — just like we do. It’s a value that runs deep across the higher ed ecosystem.
Change is accelerating. The ability to innovate isn’t just a differentiator — it’s a requirement.
At Collegis, innovation is about more than technology. It’s how we think. It’s how we tackle complex challenges, experiment with new ideas, and find better ways to deliver value.
We’ve seen innovation in action across our organization — in the development of Connected Core®, in our use of AI to personalize student experiences, and in our operations teams that continuously improve how we work.
Our partners are innovating too. From program design to data strategy to student engagement, institutions are finding new ways to serve their communities. Together, we’re helping higher ed adapt and thrive.
Change tests commitment. It’s easy to be dedicated when things are smooth. It’s much harder when goals shift, markets move, or resources tighten.
What’s impressed me most about our Collegis team is the depth of commitment I see every day. Our people lean in. They solve problems, meet deadlines, and show up for one another and for our partners.
That same spirit exists across the institutions we serve — a relentless focus on students, on mission, and on progress. It’s what fuels our shared success.
No transformation succeeds in isolation. Every major milestone we’ve achieved at Collegis has happened because of collaboration across disciplines, departments, and partner campuses.
Our strength comes from diverse perspectives — technologists, strategists, enrollment experts, marketers, and more — working together to deliver real outcomes.
Higher education is built on collaboration, too. Shared governance, interdisciplinary research, cross-campus teamwork — it’s all about connection. And that’s where we thrive.
We’re living in an era of rapid change. The pace of advancement, the evolving needs of students, and the challenges facing institutions demand agility and resilience.
In that context, culture is our constant. It’s what grounds us. It defines how we show up for one another and for our partners.
Culture doesn’t eliminate uncertainty. But it gives us confidence in how we face it — with respect, dignity, and shared purpose.
We’re proud of how far we’ve come, and we’re even more excited about where we’re headed. Our transformation didn’t happen by chance. It happened because our people chose to lead with authenticity, innovate boldly, stay committed, and collaborate with purpose.
Those values mirror the best of what higher education stands for. We’re honored to work alongside mission-based institutions shaping lives and strengthening communities.
As we continue to evolve, one thing won’t change: our shared belief in dignity, respect, and building organizations that reflect the best of who we are.
If we stay grounded in those values — as a company and as a community of partners — there’s nothing we can’t achieve together.
In today’s fiercely competitive higher education landscape, enrollment leaders are being asked to do more with less. That means more inquiries, more conversions, and more starts, all while working with fewer resources and a shrinking pool of students actively seeking traditional degree paths.
What separates the institutions that are growing from those that are treading water? In my experience, it’s the willingness to question the status quo. The leaders seeing results are the ones taking a hard look at internal processes and policies and making bold decisions to remove what’s in the way of progress.
Many institutions face enrollment plateaus not because they lack student interest, but because of self-imposed friction. Burdensome application requirements, slow review cycles, and legacy processes that haven’t evolved with changing student expectations can all stand in the way of progress.
Students today expect seamless, responsive experiences. They compare your enrollment process not only to peer institutions but also to the intuitive digital experiences they encounter every day. If your application process is full of red tape or requires too many steps, students will disengage and likely move on to a more accessible option.
Colleges and universities that want to stay competitive need to start clearing the path. By taking the time to understand how your enrollment process actually operates and identifying where students tend to get stuck, you can make meaningful changes that increase both efficiency and enrollment success.
The first step to solving an enrollment slowdown is understanding where it’s happening. That’s where process mapping comes in.
At Collegis, we partner with institutions to conduct comprehensive process assessments. We document and analyze every step of the applicant journey, from inquiry through registration, to uncover inconsistencies, delays, and points of friction that may be limiting your enrollment funnel. We often find that a student’s experience varies widely depending on who they interact with or when they enter the process, revealing a need for greater consistency and coordination.
In many cases, we find students getting stuck at multiple points across the enrollment journey, starting with the application itself. Lengthy or confusing questions, lack of helpful guidance, and irrelevant fields can all create unnecessary complexity early on. Students may also encounter inconsistent or impersonal communication, making it unclear what to expect next or where they stand in the process.
Further down the funnel, delays often occur during application review, sometimes taking a week or more due to internal handoffs or manual processes. In some cases, applications sit idle because there’s no system in place to move files forward or flag them for outreach. These gaps add up, slowing momentum and causing potential students to disengage.
When you can see the entire process visualized, it becomes easier to ask the right questions:
Process mapping isn’t just a troubleshooting exercise. It’s a strategic investment in institutional agility and student-centered design. Institutions that complete this type of review often uncover both quick wins and opportunities for deeper transformation.
Higher ed is hard — but you don’t have to figure it out alone. We can help you transform challenges into opportunities.
Some of the most impactful improvements we’ve seen don’t require major investments or cutting-edge technologies. More often, they come from rethinking the policies that shape your admissions process and how those policies either support or hinder the student experience.
When we conduct policy reviews with our partner institutions, we often find that some admissions requirements add more complexity than value. It’s crucial to determine whether each requirement is truly essential to making an informed admissions decision. By removing or refining requirements that no longer serve a clear purpose (such as excessive documentation or overly rigid review criteria) institutions can streamline internal workflows and reduce avoidable delays. These targeted adjustments not only improve operational efficiency but also create a more accessible and student-centered experience.
These are not just hypothetical improvements. We’ve worked directly with institutions to implement these strategies and have seen the tangible impact they can deliver. Here are a few real-world examples that show how practical adjustments have translated into measurable results:
These types of changes create a more efficient, student-centered process that helps institutions convert interest into enrollment more effectively.
If your institution is still relying on outdated processes and rigid policies, now is the time to reevaluate. The enrollment environment is only becoming more competitive. But with the right changes, your institution can become more efficient, more agile, and more appealing to today’s students.
This isn’t about cutting corners or lowering standards. It’s about rethinking how your process serves students. Process mapping helps uncover ways to simplify steps, ensure consistency, and build trust through clear communication and meaningful staff connections. The result is an experience that’s more efficient, more personal, and better aligned with your institution’s goals.
A process mapping assessment is a powerful starting point. At Collegis, we go beyond identifying issues. We work side by side with our partners to solve them. Our approach is collaborative, our recommendations are practical, and our focus is always on impact.
If your institution is ready to accelerate enrollment growth, strengthen internal operations, and deliver a more consistent and personalized experience for your students, let’s talk.
Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
Higher education is seeing a surge of interest in non-degree credentials. Learners are seeking faster, more affordable pathways to workforce advancement. Employers are increasingly open to (and in some cases requesting) alternatives to traditional degrees. And with new federal policy expanding Pell Grant eligibility to non-degree programs, institutions are feeling the urgency to act.
But not all certificate programs are created equal. And while the trend line is clear, the strategy behind how institutions respond is anything but. This moment presents an opportunity, but only for those willing to plan with purpose and set realistic expectations.
Recent data underscores a clear increase in interest:
Today’s learners are drawn to programs that offer accelerated timelines, reduced costs, and clear pathways to meaningful career outcomes. Many working adults are looking to upskill or pivot careers, and a certificate can be a more practical option than a full degree — especially in disciplines where market demand is accelerating and new opportunities are emerging.
On the employer side, organizations want proof of skills and are increasingly willing to collaborate with institutions on curriculum design. In fact, according to a 2022 employer survey from Collegis and UPCEA, 68% of respondents said they would be interested in teaming up with an institution to develop non-degree credentials to benefit their workforce.
Despite the interest, many institutions struggle to meet enrollment goals for certificate programs. Strong market trends do not automatically translate into high enrollment volume. The reality is that most certificates serve niche audiences and deliver modest numbers. When treated as stand-alone growth drivers, they often fall short.
The institutions that see the most strategic value from certificates do so by positioning them within a larger enrollment and academic ecosystem. For example, we’ve helped our partner institutions find success in using certificate interest as a marketing funnel to drive engagement in related master’s programs. Once a prospective student engages, enrollment teams can advise them on the best fit for their career goals, which, for some students, is enrolling in the full degree program.
Higher ed is hard — but you don’t have to figure it out alone. We can help you transform challenges into opportunities.
A certificate program with purpose isn’t just a set of courses — it’s a product with clear value to both learners and the institution. Key elements of a strategic approach include:
Certificate programs are not a shortcut to growth. But they can be a smart strategic lever when grounded in data and designed to complement an institution’s broader mission. They offer colleges and universities an opportunity to:
The key is alignment. When certificate offerings reflect both market demand and institutional mission, they can play a powerful role in expanding reach and impact.
Certificates are more than just a trending credential. They’re a tool to serve learners in new ways. But institutions must resist the urge to chase quick wins. Success requires thoughtful design, realistic expectations, and cross-functional collaboration.
With the right foundation, certificate programs can do more than fill a gap. They can open doors for learners, employers, and institutions alike. Collegis supports this effort with integrated services in market research, instructional design, and portfolio development — empowering institutions to make informed, mission-aligned decisions that deliver impact.
Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.
Two weeks ago, I had the privilege of gathering with higher ed leaders from across the country for our annual Collegis conference, designed to spark candid dialogue about the future of higher education. We were fortunate to bring together leaders from institutions of all types and sizes, recognizing that while their contexts differ, the profound disruption reshaping higher education is affecting them all. As we heard from industry experts and schools “winning” during these unprecedented times, it was so rewarding to see excitement build around how to not just navigating this disruption but embrace and drive it.
We’ve hosted several conferences over the years, but this one felt different. Maybe it was the collective honesty in the room or the mix of optimism and unease we all carried about the future of higher education. Whatever it was, the conversations reminded me how critical it is for our industry to embrace discomfort as a catalyst for progress.
In higher education, disruption is often seen as something that happens to us, driven by external forces we have to react to. But our focus this year was on flipping that script. Instead of responding to disruption, we talked about creating it by becoming the catalysts who challenge long-held models and reimagine how to meet the needs of today’s and tomorrow’s students.
These conversations also reinforced the value of stepping out of the day-to-day to connect with peers and have the kind of honest, intentional conversations that spark real change. I felt honored to be amongst a group of leaders so passionate about the need to evolve for one main reason — the student.
One thought-provoking statement that stood out to me came from presenter Casey Evans, Chief Operating Officer at ASU EdPlus. She posed: Institutions focus too much on students being college-ready. We need to flip that and ask ourselves, are WE, the college, ready for the students?
It’s a simple reframing, but it changes everything. Too often, we measure readiness as a student’s ability to fit into the systems we’ve built. But what if readiness meant our ability to adapt those systems to meet students where they are?
I spoke with leaders who are looking to do exactly that — using data, technology, and empathy to design experiences that are more flexible, inclusive, and human. These institutions aren’t lowering standards, they’re reimagining them. They’re asking what it means to be student-ready, not system-bound.
Another theme that emerged was around innovation. Fixing broken processes isn’t innovation. Reimagining them is.
I heard from presidents, provosts, and enrollment leaders who are bravely seeking to dismantle long-standing workflows and rebuild them one step at a time. Not because it’s easy or efficient, but because it’s necessary.
That kind of deconstruction takes courage. It means letting go of what feels comfortable and, at times, rebuilding from the ground up with the student experience leading the way. It’s a daunting idea, but real innovation happens when we move past fixing what’s broken and start imagining what’s possible.
We also explored what it means to lead in an era that’s unpredictable and accelerating. Technology, policy shifts, and political forces are reshaping higher ed faster than ever, often in ways we can’t control.
Change once seemed to follow a pattern. Now it’s fluid — much like unstructured data: constant, complex, and always evolving. Uncertainty isn’t the exception anymore; it’s the environment we operate in.
That’s why intuition alone isn’t enough. Leaders need data to anticipate, adapt, and make confident decisions in real time. True leadership today means creating space for curiosity and collaboration, moving forward even when the path isn’t clear, and trusting that progress is built on motion, not perfection.
Throughout the event, we discussed how technology could better support human connection across the student experience. There’s a real desire to reduce friction in the journey, make data work harder, and give faculty and staff more time to focus on what they do best: connecting, mentoring, and inspiring.
That vision resonates deeply with me because it’s exactly what I believe is possible. Technology isn’t a replacement for human interaction, but it can absolutely enhance it. When designed intentionally and used strategically, it creates space for humanity. It creates space for students to feel seen, for advisors to act sooner, and for institutions to operate with both empathy and precision.
This is the kind of transformation higher ed leaders are striving toward, and it’s one we’re excited to help bring to life.
As I left DisruptED, I felt both challenged and inspired. Change in higher ed isn’t slowing down. Technology, regulation, and politics are reshaping our world in ways we can’t always control — but how we respond is up to us.
There is no new normal. Continuous, unpredictable change is the norm, and with it comes opportunity. With the right data, strategy, and partners, institutions can move from reacting to leading — anticipating what’s next instead of catching up.
Change isn’t optional, but progress is. And as this community of leaders continues to show, disruption doesn’t divide us. It pushes us forward when we’re bold enough to lead together.
Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.