Why University Systems Should Collaborate, Not Compete

As colleges and universities vie for students, funding, and reputation, the higher education landscape is becoming increasingly competitive. University Systems in particular feel this competition, as flagship campuses and regional campuses often have overlapping target communities or conflicting interests and goals. The data show that as flagships have increased the number of students that they serve, other institutions within the system/state experience a corresponding decline in enrollment. This trend has negative implications for the system as a whole, as it jeopardizes institutions’ mission to serve the diverse needs of its community and state. Without significant collaboration or investment, this trend is likely not going to reverse, putting the viability of regional campuses at risk. This could lead to negative effects on the regions they serve, such as reduced access to public education and decreased support for local workforce needs.

To keep up with the competition as well as attract students, colleges and universities have had to “turn a little into a lot” when it comes to providing services. Despite budget cuts and reductions in public funds, campuses are still trying to expand in ways they hope will help them bring in more students. By focusing on finding the right students and exploring non-traditional student populations, institutions can achieve more sustainable growth – or at least stop declining trends in enrollment. Getting creative with recruitment strategies and providing tailored support can help these students succeed.

The Opportunity of Collaboration

One way to address this challenge and potentially improve student outcomes is for university systems to embrace collaboration, rather than competition, in the recruiting process. Collaboration can help the system align its goals and interests and leverage its collective strengths and resources, fostering innovation and quality improvement across all campuses. All levels and areas within the system will need to collaborate, from day-to-day operations to higher-level strategic decision making, with active involvement from faculty and university leaders. To do so, systems will need to leverage analytics and data in innovative and creative ways to help support collaboration. For example:

• Using enrollment and recruiting as a shared service with centralized system resources to support and enhance the capabilities of individual campuses, while maintaining their autonomy;
• Providing pathways for rejected or waitlisted students to explore other institutions within the system, ensuring they find the best fit while respecting individual campus preferences;
• Exploring program specialization based on the unique strengths and needs of each campus, while maintaining a diverse array of offerings to provide students with ample choices.

Collaboration can also help recognize and value the contributions of each campus to the system and the community. Regional campuses play a vital role in providing access and opportunity to students who may choose them for their location, cost, or other preferences, as well as for those who may not be able to attend flagship campuses. Collaboration should enhance these opportunities by providing more pathways and options for students. Regional campuses also serve the specific needs and interests of their local communities by offering programs and services that are relevant and responsive to the regional context. For example, the growing demand for healthcare professionals has led to an increased need for specialized training programs in nursing, allied health, and public health. Regional campuses help meet this demand by offering targeted programs that prepare students for careers in these high-need areas. By supporting and celebrating the achievements of regional campuses, the university system can foster a sense of solidarity and mutual respect among the campuses, ensuring equitable resource allocation, contributing to a more cohesive and educated larger community.

How Enrollment Management Tools Can Support Collaboration

One way University Systems can facilitate collaboration among their campuses is by leveraging technology that enables teamwork at all levels of the institution. One example is using enrollment management tools that can provide shared services and value to the individual member campuses, while also providing the system with valuable analytics and insights. For example, Deloitte Consulting’s Candidate360? is an enrollment analytics solution that helps colleges and universities enhance their enrollment strategies by providing individualized student insights with personas, data, and predicted behaviors that greatly enhance what an institution already knows from the student’s application. Candidate360? can help University Systems in several ways:

• Help match prospective students to the institution(s) which best fit their needs and preferences;
• Identify and route rejected or waitlisted students to their next best-fit institution, streamlining enrollment;
• Identify adult learners – which are largely unavailable via traditional name buy avenues – and help understand the specific obstacles and opportunities that may decrease, or increase, their likelihood to enroll or re-enroll;
• Predict which students might face challenges and identify at-risk students early and offer the necessary guidance and support to help them succeed from day one.

University Systems have a unique opportunity to foster collaboration among their campuses, instead of competing with each other for resources and students. Fostering collaboration allows systems to better serve their mission and better allocate state education dollars. Enrollment management tools like Candidate360? can help University Systems enhance their collaboration and performance, and ultimately achieve their mission of providing high-quality education, research, and public service to their community and state.

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more.

Deloitte is a leading global provider of audit and assurance, consulting, financial advisory, risk advisory, tax and related services. Our global network of member firms and related entities in more than 150 countries and territories (collectively, the “Deloitte organization”) serves four out of five Fortune Global 500? companies. Learn how Deloitte’s approximately 312,000 people make an impact that matters at www.deloitte.com.

This publication contains general information only and Deloitte is not, by means of this publication rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

Copyright ? 2025 Deloitte Development LLC. All rights reserved.