What's changed after the new FAFSA? One enrollment leader's biggest lessons

The new FAFSA may be simpler for families now, but enrollment leaders are still navigating a more complicated reality. Students are taking action later, families are asking sharper questions about cost and value, and every delay or unclear next step can create another reason for a student to pause.

So what should colleges do now? For many institutions, the answer is not just better FAFSA follow-up. It is a more responsive, student-centered enrollment strategy that helps families understand affordability, builds trust earlier, and keeps students moving through an increasingly nonlinear decision process.

Autumn Baggett-Griggs: Thanks for joining me, Stephanie. To start, how would you describe this moment for enrollment and financial aid leaders?

Stephanie Sanders: The current landscape is challenging. Between debates over the value of a degree, technology-driven career shifts, stiffer competition, and rising demand for responsiveness, the pressure is on. Plus, with COVID’s lingering impacts, we now spend more time assessing students’ individual needs, comfort levels, and goals for their college experience.

ABG: What’s the biggest shift you’ve seen in how students and families engage with colleges?

SS: Students and families can access endless information on their own terms, so we have to meet them where they already are—essentially operating 24/7/365. Families today are far more informed and expect total transparency around costs, outcomes, and the overall student experience. Even families that lack first-hand college experience come armed with questions, and we need to be ready to answer them.  

There’s also zero tolerance for friction. If finding information is too hard, answers take too long, or students experience hurdles, it is easy for students and families to look elsewhere. Students shop around just like any consumer, and maintaining a seamless, welcoming experience after enrollment as it does before.

ABG: Affordability is such a big part of that conversation. How does your team address cost questions from students and families?

SS: At Capital University, we believe personalized support is essential. Every student is assigned a dedicated financial aid counselor from the very start of the process. Instead of just sending a letter, our counselors proactively reach out to explain the financial aid award and offer a one-on-one meeting to discuss any questions. We make these conversations easy to schedule—whether in-person, by phone, or video call. We also help families look beyond the first year to understand what to expect in future years, a resource that our students and parents tell us they value. These conversations are not merely about reviewing the numbers. We strongly emphasize financial literacy and work hard to help students and families build realistic plans for financing their education and feeling confident in their investment. We work hard to position ourselves as a trusted partner.

ABG: We know families are increasingly price sensitive. How do you address debt aversion in those conversations?

SS: I’ve seen more debt aversion now than at any other time in my career, and honestly, that’s a positive shift. We know that some families have borrowed more than they should have in the past, which is never a good outcome. That said, we now talk to many students who are completely unwilling to take on any debt, even when it’s unrealistic for their financial situation.   In our individual counseling sessions, we focus on financial literacy—helping students distinguish between loan types, cautioning families against borrowing more than necessary, and discussing the long-term implications of their choices. Ultimately, when borrowing is necessary, we want students and families to borrow thoughtfully. 

ABG: Now that institutions have had time to adjust, what’s changed since FAFSA simplification?

SS: The new FAFSA is a genuine improvement. What once took families hours now takes minutes. While getting students and families to complete the FAFSA remains a hurdle, families no longer approach the process with the same level of fear. Operationally, we are more responsive. We receive FAFSA data more quickly, which shortens the turnaround from FAFSA submission to financial aid award notification. While procrastination remains a challenge—exacerbated by technology that makes “waiting until the last minute” easy—the efficiency gains of the simplification process have been positive for staff, students, and families.

ABG: As students delay more of their enrollment decisions, what signals do you rely on to understand who’s truly interested?

SS: In an era of delayed decisions, we rely on timeliness of response as a primary signal of student intent. We monitor how quickly a student completes key actions—such as submitting transcripts after application, responding to an admission offer, or registering for a campus event. We use these behavioral insights to trigger personalized follow-ups. By tracking activity across our digital platforms, we can identify what students are genuinely interested in—often beyond what they’ve explicitly told us—and tailor our communication accordingly. Our greatest opportunity today lies in moving from static outreach to being skillful, responsive, and data-informed in how we meet students where they are. 

ABG: As you think about Capital’s work over the past year, what are you most proud of? 

SS: I’m proud of two things in particular: improved enrollment outcomes and the ongoing evolution of our team culture.  We saw a nearly 25% increase in our First-Time in College (FTIC) class, along with growth in transfer, graduate, and law programs. Achieving those results while navigating significant organizational change—specifically integrating the financial aid and marketing teams—is a testament to our staff’s dedication and resilience. Over the last three years, we’ve shifted our focus to relationship building, both internally across departments and externally with the families we serve. I’m honored to lead a team that is so deeply dedicated to doing what is best for our students. 

ABG: What resources do you watch for guidance on FAFSA or federal policy changes?

SS: To stay informed, I monitor The Federal Student Aid (FSA) Knowledge Center and StudentAid.gov. I also rely heavily on professional organizations (NAFSAA, AACRAO, and NACUBO for strategic interpretations of new policies.

I also always look forward to the papers that EAB publishes. I rely on those and read those carefully. I really appreciate the partnership and the ability to pick up the phone to call somebody at EAB if I want to have someone help me think about what’s coming next or what other institutions are experiencing. And then, of course, my colleagues at institutions across the country. It is often helpful to discuss changes with others who are experiencing the same. 

ABG: Do you have any advice for other enrollment leaders in this moment?

SS: My best advice is to balance empathy with institutional sustainability. We must be deeply attentive to student needs, but that doesn’t mean granting every request. Part of the developmental value of the college experience is helping students build the self-advocacy and resilience they weren’t required to exercise when their parents managed everything for them.In enrollment management, we rarely operate with unlimited resources. When budgets or staffing are tight, the temptation is to cut back, but that is exactly when we must be most creative. Stay hyper-focused on the student experience; as long as you keep ‘what is best for the student’ at the center of your decision-making, you will remain aligned with the core mission of your institution.

Autumn Baggett-Griggs

Senior Analyst, Product Marketing

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