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.

3 market trends forcing a new approach to program strategy

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.

1. Student affordability sensitivity is rising: Students and families are making more value-conscious decisions. They want proof that an academic program will lead to career outcomes that justify the investment. Programs with unclear value propositions face enrollment decline and reputational risk.
2. Labor market and skills cycles are accelerating: The pace of change in the workforce means skills needs are evolving faster than ever. If academic offerings don’t keep pace, institutions risk graduating students into irrelevance. Agility is crucial for staying aligned with industry demand.
3. Program-level scrutiny is intensifying: New regulations, such as those proposed in the bipartisan OBBB bill, formalize expectations around gainful employment and financial value transparency. These changes mark a shift from access-based accountability to market- and outcomes-based accountability. They require institutions to know, show, and grow the value of every program they offer.

A new operating rhythm: Annual program review

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:

• Internal metrics: enrollment trends, revenue contribution, cost of delivery, and student learning outcomes
• External data: student and employer demand, competitive positioning, and alignment with learner expectations
• Financial performance: program profitability, tuition pricing, and resource optimization

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.

Make market research a strategic discipline

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:

• Reliable, valid data sources
• Systems and platforms that connect market signals to internal performance
• Skilled analysts and decision-makers who can interpret and act on insights

What it takes to operationalize strategic program management

To make continuous portfolio management a reality, institutions need the following:

• Time: Strategic prioritization of program review as a leadership function
• Talent: Cross-functional collaboration across academic, enrollment, finance, and IT teams
• Technology: Data platforms like Collegis Connected Core® to unify insights and enable evidence-based decisions at scale

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.

Disciplined portfolios drive sustainable growth

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 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.

What’s driving demand for short-term credentials?

Recent data underscores a clear increase in interest:

• Undergraduate certificate enrollment grew 33% and graduate certificate enrollment grew 21% from Fall 2020 to Fall 2024, according to National Student Clearinghouse data.
• Google search volume for certificates has increased 19% from 2020 to 2025, according to Google Trends data.

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.

Certificates are a piece of the puzzle — not the whole strategy

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.

What a strategic certificate model looks like

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:

1. Workforce alignment: Programs must be rooted in real-time labor market data. What skills are employers seeking? Which certifications are valued? Aligning with reputable industry certifications is a proven way to ensure relevance and employer recognition.
2. Accessibility: Pricing should reflect the certificate’s value relative to degree programs, and eligibility for financial aid must be prioritized. Lack of aid is a significant barrier to enrollment for many prospective learners.
3. Laddering and stackability: Certificates should not be terminal unless intentionally designed that way. They should stack into larger degree pathways or offer alumni incentives for continuing their education.
4. Delivery speed and flexibility: Busy adult learners expect quick starts, clear outcomes, and minimal red tape. Institutions need streamlined onboarding and agile curriculum design.
5. Internal collaboration: Designing certificates in isolation often leads to friction. Academic, enrollment, and marketing teams must be aligned on purpose, target audience, and outcomes.
6. Employer engagement: Employers want to be part of the development process and seek assurance that certificate programs teach the skills they need. Their involvement enhances the recognition and credibility of the credential.

The role of institutions: Balance mission with market

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:

• Expand access to underserved learners
• Respond more nimbly to labor market shifts
• Strengthen ties with regional employers
• Drive awareness and enrollment for degree programs

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.

Plan with purpose, execute with intent

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 education is at an inflection point. As college enrollment continues to decline and pressure mounts to demonstrate return on investment, the federal government has responded with a potentially transformative shift: the creation of Workforce Pell Grants.

Included in the sweeping One Big Beautiful Bill Act (OBBBA) recently signed into law, this expansion of Pell Grant eligibility could open the door to new student populations, new revenue streams, and new institutional strategies — if colleges and universities act quickly and strategically. 

What is the Workplace Pell Grant? 

Traditionally, Pell Grants have been limited to students enrolled in credit-bearing, degree-seeking programs. That changed with the passage of OBBBA. Workforce Pell expands access to federal financial aid for students enrolled in short-term, non-degree training programs that lead directly to high-demand jobs. 

Under the law, students may now use Pell Grants to pay for qualifying workforce training programs that meet the following criteria: 

• Are between 150 and 600 clock hours (roughly 8 to 15 weeks of instruction); 

• Are offered by eligible institutions of higher education (IHEs) 

• Lead to industry-recognized credentials tied to in-demand occupations as defined by the U.S. Department of Labor and/or state workforce boards. 

This development reflects a growing bipartisan consensus that higher education must play a more responsive role in preparing learners for rapidly evolving labor market needs. 

Why Workforce Pell matters for colleges and universities 

The proposed expansion of Pell Grant funding isn’t just a policy update — it’s a strategic opportunity. Here are some key opportunities institutions should be paying attention to:

1. New enrollment markets 

Workforce Pell unlocks funding for adult learners, displaced workers, and non-traditional students who may not have the time, resources, or need to pursue a two- or four-year degree. For institutions facing enrollment declines, particularly at the community college level, this represents a powerful new market. 

2. Revenue diversification 

Short-term credentialing programs — especially those that can scale — offer a way to generate net new revenue without over-reliance on traditional tuition models. With federal aid now available, these programs become more accessible and financially sustainable. 

3. Employer partnerships 

The law encourages alignment between institutions and regional labor market demands. Institutions that already collaborate with employers or workforce boards will be well-positioned to fast-track qualifying programs and potentially receive direct funding support or partnership commitments. 

4. Strategic positioning 

Institutions that embrace short-term, skills-based credentialing can position themselves as hubs of workforce development and talent pipelines. This enhances their relevance with local governments, employers, and adult learners alike. 

How can institutions prepare for the Workplace Pell? 

Now is the time for higher ed leaders and innovators to act on these policy changes. Here’s where you can start: 

1. Audit existing offerings 

Begin by reviewing current non-credit or certificate programs. Identify which ones could meet the new Workforce Pell criteria with limited modification—particularly programs already tied to industry credentials and high-demand jobs. 

2. Build approval infrastructure 

Programs must be approved by the U.S. Department of Education and/or state agencies. Start building a compliance plan, including documentation of program outcomes (e.g., job placement rates, earnings gains) and accreditation alignment. Consider appointing a cross-functional task force including financial aid, academic leadership, compliance, and workforce liaisons. 

3. Seek out strategic partnerships 

Engage with local employers, chambers of commerce, and workforce boards to validate demand and align curriculum. Public-private partnerships can strengthen program justification and outcomes data—key elements for gaining approval and maintaining eligibility. 

4. Invest in marketing and outreach 

Many potential Workforce Pell students are not currently in your database. Institutions must rethink marketing strategies to reach adult learners, incumbent workers, and individuals navigating career transitions. Messaging should highlight affordability, short duration, and job outcomes. 

5. Track the data 

Institutions must monitor the performance of Workforce Pell students and programs. The Department of Education will evaluate outcomes like employment rates and earnings. Underperforming programs may lose eligibility, so building robust reporting systems is not optional — it’s critical. 

A new era of credentialing is coming 

The Workplace Pell Grant represents more than a funding change — it’s a shift in federal policy philosophy. It signals growing recognition that short, focused training can be just as powerful as a traditional degree in driving upward mobility. 

This policy has the potential to reshape the education market within a few years, favoring modular, job-connected learning and expanding access for nontraditional students. For institutions ready to lead, the opportunity is clear. 

At Collegis, we partner with institutions to navigate policy shifts like the Workplace Pell with confidence, bringing the strategy, technology, and operational support needed to move quickly, ensure compliance, and deliver real impact. 

The future of workforce-connected education is coming fast. Let’s lead it together. 

In today’s competitive higher education landscape, institutions can no longer afford to rely on instinct alone when it comes to academic program planning. The stakes are too high and the margin for error too slim. 

Leaders are facing increasing pressure to align their portfolios with market demand, institutional mission, and student expectations — all while navigating constrained resources and shifting demographics. 

The good news? You don’t have to guess. Market intelligence offers a smarter, more strategic foundation for building and refining your academic program mix. 

Why program optimization matters now more than ever 

Most institutions have at least one program that’s no longer pulling its weight — whether due to declining enrollment, outdated relevance, or oversaturated competition. At the same time, there are often untapped opportunities for growth in emerging or underserved fields. 

But how do you decide which programs to scale, sustain, or sunset? 

Optimizing your portfolio requires more than internal performance metrics. It calls for an external lens — one that brings into view national and regional trends, labor market signals, and consumer behavior. When done effectively, academic portfolio strategy becomes less about trial and error, and more about clarity and confidence. 

The first step: Start with the market 

The strongest portfolio strategies begin with robust external data. At Collegis Education, we draw from sources like the National Center for Education Statistics (IPEDS), Lightcast labor market analytics, and Google search trends to assess program performance, student demand, and employment outlooks. 

National trends give us the big picture and a foundation to start from. But for our partners, we prioritize regional analysis — because institutions ultimately compete and serve in specific geographic contexts, even with fully online programs. Understanding what’s growing in your state or region is often more actionable than knowing what’s growing nationwide. 

Our proprietary methodology filters for: 

• Five-year conferral growth with positive year-over-year trends 

• Programs offered by a sufficient number of institutions (to avoid anomalies) 

• Competitive dynamics and saturation thresholds 

• Job postings and projected employment growth 

This data-driven process helps institutions avoid chasing short-term trends and instead focus on sustainable growth areas. 

Data in action: Insights from today’s growth programs 

Collegis’ latest program growth analyses — drawing from 2023 conferral data — surface a diverse mix of high-opportunity programs. While we won’t detail every entry here, a few trends stand out: 

• Technology and healthcare programs remain strong at the undergraduate level, with degrees like Computer Science and Health Sciences showing continued growth. 

• Graduate credentials in education and nursing reflect both workforce need and strong student interest. 

• Laddering potential is especially evident in fields like psychology and health sciences, where institutions can design seamless transitions from associate to bachelor’s. In fields such as education, options to ladder from certificate to master’s programs are growing in demand. 

What’s most important isn’t the specific programs, it’s what they reveal: external data can confirm intuition, challenge assumptions, and unlock new strategic direction. And when paired with regional insights, these findings become even more powerful. 

How to turn insight into strategy 

Having market data is just the beginning. The true value lies in how institutions use it. At Collegis, we help our partners translate insight into action through a structured portfolio development process that includes the following: 

1. Market analysis: Analyzing external data to identify growth areas, saturation risks, and demand signals — regionally and nationally. 

2. Gap analysis: Identifying misalignments between current offerings and market opportunity. 

3. Institutional alignment: Layering in internal metrics — enrollment, outcomes, mission fit, modality, and margin. 

4. Strategic decisions: Prioritizing programs to expand, launch, refine, or sunset. 

5. Implementation support: Developing go-to-market plans, supporting change management, and measuring results. 

By grounding these decisions in both internal and external intelligence, institutions can future-proof their portfolios — driving enrollment, meeting workforce needs, and staying mission-aligned. 

Put data to work for your portfolio 

Program portfolio strategy doesn’t have to be a guessing game. With the right data and a trusted partner, institutions can make bold, confident moves that fuel growth and student success. 

Whether you’re validating your instincts or exploring new academic directions, Collegis can help. Our market research and portfolio development services are built to support institutions at every step of the process — with national insights and regional specificity to guide your next move. 

As demand for skills-based learning grows, microcredentials are emerging as a key opportunity for higher education institutions to strengthen employer partnerships. But what do businesses actually look for in these programs, and how can colleges and universities position themselves as the preferred partner?

To find out, Collegis Education and UPCEA surveyed 500 organizations to gauge employer perceptions of non-degree credentials. Here’s a snapshot of what we found:

To capitalize on the growing demand for microcredentials, institutions must proactively engage employers with well-designed, industry-aligned programs. By addressing employer concerns and offering flexible, high-value learning pathways, colleges and universities can establish long-term workforce partnerships and create sustainable enrollment pipelines.

The insights found in the infographic only scratch the surface of what the research uncovered. Download the full report to learn what incentivizes employers to work with four-year higher ed schools.

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

Identifying workforce needs through market analysis

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

Differentiating your offerings through competitive program analysis

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.

Securing program sustainability: Financial viability and resource allocation

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.

Leveraging institutional strengths and brand for program development

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.

Industry partnerships and engagement

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.

Continuous program evaluation and adaptation

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.

Crafting the future

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.

Introduction to academic program review

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 role of market data in academic decision-making

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.

How to prioritize program analysis

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.

Metrics for evaluative program demand

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

Tap a partner for job market insights

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.

Shifting demographics, increasing competition, and budgetary pressures highlight the importance of establishing a proactive, data-driven approach to examining an institution’s overall academic portfolio as well as individual programs within the portfolio.

Offering the right suite of programs positions colleges and universities to grow enrollment, to make effective use of limited resources, and to strengthen their brand.

This article, the first in the series on optimizing your program offerings, recommends starting with a review of your academic portfolio to understand the strength of your overall suite of programs.

Portfolio review refers to an evaluation of a suite of programs offered by an institution. The scope of a portfolio review may include all of the institution’s programs or a subset of programs, such as master’s programs or online programs.

A portfolio review uses a set of agreed-upon metrics to provide a snapshot of the program mix and performance to inform institutional strategic planning, resource allocation, and alignment with institutional mission. Optimizing program offerings starts with a portfolio review, which can help identify specific programs for deeper examination.

Many institutions have a long-standing program review cycle for examining individual programs, often once every five to seven years. The process is typically faculty-led and involves individual academic departments conducting an in-depth self-study of the program under review.

This traditional program review process cannot provide institutional leaders the real-time insights they need to make strategic decisions in today’s rapidly evolving market.

Reviewing programs every two to three years is a good benchmark. Establishing a program review process that takes into account external market conditions, internal program data, institutional goals, and a timely review process is critical for sustaining a viable portfolio of academic programs.

Conducting a high-level review of an academic portfolio before delving into the specifics of an individual program is crucial for gaining a comprehensive understanding of an institution’s overarching goals, strengths, and areas for improvement.

By examining the broader spectrum of academic offerings, administrative structures, and institutional priorities, stakeholders can identify patterns, trends, and disparities that may influence decision-making at the program level. This holistic approach enables administrators to contextualize the performance of individual programs within the broader institutional framework, fostering a more informed and strategic approach to academic planning and resource allocation.

Furthermore, starting with a review of the academic portfolio promotes transparency, accountability, and equity within the institution. It allows for an inclusive assessment process that considers the diverse needs, perspectives, and contributions of various academic departments, disciplines, and stakeholders.

The first step is to categorize programs based on a national view of program size and growth trends. This analysis provides a snapshot of the program mix to identify individual programs for further analysis.

_{Figure 1: Portfolio Growth Segments}

Here’s how we define growth segments:

• Robust Performer: Large and growing programs, considered good prospects for driving growth
• Potential Performer: Small but growing programs that have the potential to become robust if they can scale
• Stable Performer: Often large, commoditized legacy programs with stagnant growth
• Strained Underperformer: Small programs with declining enrollment where growth is limited
• Ailing Performer: Large programs with declining enrollment, determine whether a program refresh may turn the dial

Institutions should strive to achieve a balanced portfolio that prioritizes segments with growth and volume (Robust and Stable). Forward-looking schools dedicate some budget and resources to testing emerging programs (Potential). Strained and Ailing programs should be limited to those deeply aligned to the institution’s mission or a strong regional need.

The table below is an example of an institution’s portfolio review showing how its programs align with these growth segments and institutional data: conferrals, the 1-year growth trend, and 5-year growth trend. It illustrates the right mix of growth segments in a nicely balanced portfolio.

Once you’ve completed this assessment, you have powerful data to inform strategic planning. The resulting categories highlight opportunities for better managing your portfolio and suggesting areas for potential shifts in budget, scaling up, or additional data analysis. For example, begin by further investigating programs classified as Robust Performers. Optimizing these programs typically provides a relatively quick return on investment.

• Robust Performers: Maintain strength in this segment and increase market share with ongoing investment.
• Potential Performers: Identify specific programs with realistic growth potential based on regional market factors.
• Stable Performers: Analyze programs to determine alignment with institutional priorities and streamline those misaligned. Innovative approaches are required to maintain market share.
• Strained Underperformers: Seek to “right size” number of programs with conferrals and divest in those without growth potential.
• Ailing Underperformers: Assess future viability of programs in decline and shift resources to Robust Performers.

The point of a portfolio review is to look at the holistic picture of your program offerings. Often the best way to achieve this data-driven assessment is to partner with an objective third party or identify a neutral internal party who is able to review data from multiple angles beyond academics.

The next article in this series will offer recommendations for using internal and external data for individual program evaluation. In the meantime, contact us to discuss how we can help you conduct a comprehensive portfolio review.

Employers want to partner with external providers to upskill and reskill their employees — presenting an opportunity for higher ed institutions to grow revenue by creating programs for employers. Our recent research with UPCEA found that from 2022 to 2023, companies partnering with external organizations to provide employee training/professional development increased 26%.

Higher ed is quickly losing these opportunities to private providers like Coursera and LinkedIn Learning. While partnerships with professional organizations and private providers rose year over year, partnerships with higher ed institutions fell. Schools need to aggressively align programs and processes with market demand and employer partnerships, or the market will go elsewhere.

The best way to take advantage of these opportunities is to play to your school’s strengths, prioritize program growth, and avoid overextending your resources. Consider using existing courses in high-demand areas to create online certificates and pathways to stack certificates into degree programs.

Here’s a list of graduate certificate programs with the best growth potential (according to national conferral volume and growth). Are there any programs your school could develop to take advantage of this growing need?

After determining the most in-demand certificates for your school, partnering with employers to design the curriculum and develop enrollment pathways can help scale enrollments. Collegis can help you analyze your regional competition and the skills demanded most by local employers to develop the right programs for your market, support employer partnerships, and develop custom strategies for growth and differentiation.

Understanding Employer Perceptions: The Collegis-UPCEA 2024 report