This article provides a strategic framework for university admissions teams to transform their open days from logistical exercises into powerful, data-driven recruitment engines. We delve into the core principles of designing, executing, and measuring these events with a focus on tangible outcomes. The target audience includes admissions directors, recruitment managers, and event coordinators seeking to improve their return on investment. By exploring key performance indicators (KPIs), optimized tour flows, and operational best practices, this guide offers actionable insights to increase applicant quality, conversion rates, and overall institutional brand perception. We will cover the entire event lifecycle, from initial campaign strategy to post-event analysis, equipping you with the tools to justify budgets and demonstrate clear value.
Introduction
The university open day is a cornerstone of student recruitment, a critical touchpoint where prospective students and their families experience the campus, culture, and community firsthand. For decades, success was often measured by a simple headcount: the number of attendees. However, in an increasingly competitive higher education landscape, this metric is no longer sufficient. To truly understand the impact and optimize the return on investment, institutions must adopt a more sophisticated, data-centric approach. This involves a deep focus on specific university open day admissions kpis that tracks the entire journey from initial interest to final enrolment. By analyzing these metrics, universities can move beyond anecdotal feedback and make informed decisions that directly influence application numbers and quality.
This guide presents a comprehensive methodology for planning and evaluating open days through a performance-based lens. We will explore how to define meaningful objectives, select the right KPIs to measure them, and design tour flows and event schedules that maximize engagement and conversion. The focus is on creating a seamless, impactful experience for visitors while simultaneously gathering the data needed to refine future recruitment strategies. We will measure success not just by attendance, but by lead quality, application conversion rates, Net Promoter Score (NPS), and ultimately, the enrollment yield from event attendees. This strategic shift transforms the open day from a costly marketing event into a quantifiable and indispensable part of the admissions funnel.
Vision, values ​​and proposal
Focus on results and measurement
Our vision is to reframe the university open day as a strategic asset, not an operational burden. This requires a commitment to a data-driven culture within the admissions office. We apply the 80/20 principle (Pareto principle) by focusing on the 20% of activities that generate 80% of the results. This means prioritizing interactions and content that most influence a student’s decision to apply, such as faculty one-on-ones and authentic student panels, over less impactful elements. Our approach is grounded in measurable outcomes, ensuring that every pound, dollar, or euro invested in an open day is accounted for and contributes to the primary goal: recruiting and enrolling the right students for the institution.
- Primary Value: Applicant Centricity. Every decision, from the design of the tour route to the timing of information sessions, is made with the prospective student’s experience in mind. A high Net Promoter Score (NPS) is a primary indicator of success.
- Quality Criterion: Rigorous Measurement. We move beyond vanity metrics. Success is defined by KPIs such as Application Rate from Attendees, Lead-to-Applicant Conversion Rate, and ultimately, Enrollment Yield. A deviation of less than 10% between forecasted and actual KPIs is a target for mature processes.
- Value Proposition: Strategic Efficiency. By optimizing logistics and focusing on high-impact activities, we aim to reduce the Cost per Application Generated while increasing the quality of applicants. This creates a more sustainable and effective recruitment model.
- Decision Matrix: All proposed activities are evaluated against a simple matrix: Impact on Application Likelihood vs. Resource Cost (time, money, staff). Only high-impact, resource-efficient activities are prioritized for the core event schedule.
Services, profiles and performance
Portfolio and professional profiles
The “service” of an open day encompasses a portfolio of experiences designed to guide a prospective student through the decision-making process. This requires a coordinated effort from various professional profiles, each with their own performance indicators. The core objective is to leverage these roles to positively influence university open day admissions kpis. Key roles include the Admissions Director (strategic oversight), Event Manager (logistics and execution), Student Ambassadors (peer-to-peer engagement), and Faculty Representatives (academic credibility).
Operational Process
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- Phase 1: Strategic Planning (16-20 weeks prior). Definition of objectives and KPIs. KPI: Alignment of event goals with overall admissions targets (Target: 100%).
- Phase 2: Marketing and Registration (12-16 weeks prior). Multichannel promotional campaign. KPI: Registration numbers vs. target (Target: Achieve 90% of target registrations 2 weeks prior).
- Phase 3: Logistical Preparation (4-8 weeks prior). Staff training, preparation of materials, and coordination of suppliers. KPI: Staff training completion rate (Target: 100%); NPS from training sessions > +50.
Phase 4: Event Execution (Event Day). Management of visitor flows, sessions, tours, and data collection. KPI: On-time session start rate > 95%; Attendee satisfaction surveys (Target: Average score > 4.5/5).
Phase 5: Follow-up and Communication (1-4 weeks post-event). Sending personalized thank-you emails, post-event surveys, and application reminders. KPI: Open rate of follow-up emails > 50%; Click-through rate > 15%.
Phase 6: Analysis and Reporting (4-8 weeks post-event). Analysis of attendance data, surveys, and their correlation with applications. KPI: Delivery of post-event analysis report within 6 weeks.
Tables and examples
Reduce the Cost per Attendee by 10% without sacrificing the quality of the experience.Evaluate interest in specific programs.Session Attendance Rate per Department.Use credential scanning at the entrance of each academic session.Identify the 3 most popular programs to target future marketing campaigns…. generated.
| Objective | Indicators (KPIs) | Actions | Expected result |
|---|---|---|---|
| Increase the number of qualified applications | Application Rate from Attendees | Personalize post-event follow-up based on shown interests (sessions attended). | Increase the application rate from attendees by 15% compared to the previous year. |
| Improve the visitor experience | Net Promoter Score (NPS) | Implement a fast check-in system with QR codes; train ambassadors in active listening techniques. | Achieve an NPS of 60+ among attendees. |
| Optimize event efficiency | Cost per Attendee / Cost per Application | Digitize brochures and programs; Optimize tour routes to reduce downtime. |
Representation, Campaigns and/or Production
Professional Development and Management
The flawless execution of an open day depends on rigorous logistics and production management. This begins with the development of an integrated marketing campaign to drive registrations. Supplier coordination (catering, audiovisual, security) must be centralized, with clear contracts and contingency plans. A detailed run-of-show schedule must be created, covering everything from setup the day before to teardown after the event. Risk management is essential, including plans for bad weather (if there are outdoor activities), technical issues with the AV system, or a larger-than-expected turnout.
Documentation Checklist: Signed supplier contracts, liability insurance, permits for temporary signage, and updated campus maps.
Contingency Plan (Example: AV Failure): On-call AV technician, presentation loaded on a backup laptop, printed copies of key points for the speaker, and ambassador ready to start an impromptu Q&A session.
Student Ambassador Management: Clear shift schedules, designated meeting points, visible uniform or identification, and a real-time communication channel (e.g., WhatsApp group or walkie-talkie) for resolving issues.
Tour Logistics: Planned routes with key points Strategically placed stops, group size control (maximum 15-20 people per ambassador), and alternative routes for accessibility (wheelchairs, strollers).
- Signage and Flow: Strategic placement of directional signage from the parking area to the check-in point and the main event venues. Staff positioned at key points to direct the flow of people.
Content and/or Media That Convert
Messages, Formats, and Conversions
Content is the heart of the open day. Every session, tour, or conversation should be designed to answer prospective students’ key questions and persuade them that the institution is the right fit for them. Messages should be authentic, consistent, and focused on benefits, not just features. To maximize conversions, it’s crucial to use clear calls to action (CTAs). For example, at the end of an admissions talk, the CTA could be: “Scan this QR code to start your application today and be waived from the application fee.” A/B testing follow-up emails (e.g., subject line, CTA) can optimize open and click-through rates. Conversion measurement at this stage focuses on micro-conversions, such as downloading a brochure for a specific program or subscribing to an admissions newsletter, which are indicators of interest and predictors of future applications. Content effectiveness is directly linked to university open day admissions KPIs.
Ideation Phase: Brainstorming topics based on applicant FAQs and data from previous years. Responsible: Admissions Content Manager.
- Creation Phase: Development of presentations, tour scripts, and printed/digital materials. Assignment to speakers (faculty, student services staff). Responsible: Event Manager.
- Review Phase: Ensuring brand consistency and information accuracy. Review by the Director of Admissions. Responsible: Marketing Communications.
- Rehearsal Phase: Practice sessions for all speakers and ambassadors. Responsible: Event Manager.
- Distribution Phase: Execution of sessions on the day of the event and distribution of follow-up materials. Responsible: The entire team on the day.Measurement Phase: Collection of session attendance data, survey feedback, and tracking of post-event micro-conversions. Responsible: Data Analyst.
Training and Employability
Demand-Oriented Catalogue
Training staff and student ambassadors is a multiplier of the event’s strength. A well-trained ambassador can transform a mediocre experience into an exceptional one. The training content should go beyond simply memorizing facts and focus on soft skills.
Module 1: The Brand and Key Messages. Understanding the university’s unique value proposition and how to communicate it consistently.
Module 2: Product Knowledge. Details about academic programs, student services (accommodation, scholarships, well-being), and admissions processes.
Module 3: Storytelling Techniques and Effective Communication. How to authentically share personal experiences to connect with visitors. Active listening and handling difficult questions.
Module 4: Logistics and Group Management. How to lead a tour, keep the group together, manage time, and handle unexpected situations.
Module 5: Emergency and Security Protocols. Knowing the procedures in case of a medical or security emergency.
Methodology
Training should be interactive, using role-playing, practical scenarios, and gamification. Evaluation is carried out using a rubric that assesses the clarity, enthusiasm, accuracy, and responsiveness of the ambassadors during practice sessions. “Trial tours” can be conducted with admissions staff acting as visitors to provide constructive feedback. The expected outcome is a team of ambassadors who act as an authentic and professional extension of the admissions office, which will be reflected in a higher NPS and positive qualitative feedback in post-event surveys.
Operational Processes and Quality Standards
From Application to Execution
- Diagnosis (Q4 of the previous year): Analysis of the KPIs from the previous open day cycle. Identification of strengths, weaknesses, and opportunities. Deliverable: Performance report for the previous year with recommendations.
- Strategic Proposal (Q1): Definition of dates, budget, objectives, and KPIs for the new cycle. Deliverable: Approved Open Day strategic plan.
- Pre-production (Q1-Q2): Marketing campaign development, registration opening, supplier contracting, detailed content and logistics planning. Deliverable: Complete project plan with timeline, detailed budget, and communication plan.
- Execution (Q2-Q3): Campaign implementation, staff training, final preparations, and event execution. Deliverable: The event itself, with real-time data collection.
- Closure and Analysis (Q3-Q4): Post-event communication, feedback collection, data analysis, and creation of the final report. Deliverable: Final KPI and ROI report, with lessons learned for the next cycle.
Quality Control
- Roles: The Event Manager is responsible for daily operational quality. The Director of Admissions is responsible for strategic quality and KPI compliance.Escalation: A clear protocol for escalating issues: Ambassadors report to their Team Leader, who reports to the Event Manager. The Event Manager has the authority to make operational decisions and escalates to the Director of Admissions only for strategic or crisis issues.Acceptance Indicators: An event is considered “accepted” if it meets at least 90% of its main KPIs (e.g., attendance, NPS, application rate).
Service Level Agreements (SLAs): External vendors (catering, AV) must have clear SLAs in their contracts. For example, the AV team must respond to a technical incident in less than 5 minutes.
| Phase | Deliverables | Control Indicators | Risks and Mitigation |
|---|---|---|---|
| Pre-production | Marketing Plan and Online Registration | Weekly Registration Rate vs. Target; Cost Per Registration (CPR) | Risk: Low number of registrations. Mitigation: Diversify marketing channels; Launch an email/SMS reminder campaign one week prior. |
| Execution | Visitor Experience on the Day | Check-in Wait Time (< 3 min); Real-time Pulse Surveys; No-Show Rate (< 25%) | Risk: Bottlenecks at check-in or on tours. Mitigation: Multiple check-in stations; staggered tours; staff to direct the flow. |
| Closure | KPI Analysis Report | Data Accuracy; Report delivery time (< 6 weeks) | Risk: Incomplete or corrupted data. Mitigation: Dual data collection system (scanning and manual if necessary); data validation before analysis. |
Application Cases and Scenarios
Case 1: Large Public STEM University – Optimizing Flow for 5,000 Visitors
Challenge: A public university with a large campus and over 5,000 visitors per event was suffering from overcrowding, generic tours, and low attendance at key departmental talks. Its “Attendee Request Rate” KPI was stuck at 25%, below the industry average.
Solution: The single, massive tour model was abandoned. A “choose your own adventure” system was implemented through an event app. Visitors pre-registered for specific departmental talks, allowing the university to anticipate demand. Multiple thematic “hubs” (Engineering, Life Sciences, etc.) were created with interactive demonstrations, short talks, and available academic staff. Campus tours were divided into shorter, themed routes (student life, sports facilities, libraries, and laboratories) departing from each hub.
KPIs and Results:
- Academic Session Attendance Rate: Increased from 40% to 75% thanks to the pre-registration system.
- Net Promoter Score (NPS): Improved from +35 to +58, with feedback praising the personalization and reduced crowding.
- Attendee Request Rate: Increased to 32% in the first cycle after implementation.
- ROI: Despite the initial investment in the app, the Cost Per Request Generated decreased by 8% due to the increased conversion rate.
Case 2: Small Private Liberal Arts College – Maximizing Impact with Limited Resources
Challenge: A university with fewer than 2,000 students had a limited budget for its open days. It was competing with larger institutions and needed to highlight its close-knit community and faculty access. Attendance was low, and the conversion rate from attendees to applicants was unpredictable.
Solution: They focused on quality over quantity, creating a highly personalized experience. The number of attendees per event was limited to 200 to ensure meaningful interaction. The day began with breakfast, where prospective students and their families sat at tables with professors from their areas of interest. Instead of large tours, ambassadors led small groups (maximum 8 people). The highlight was a 30-minute “sample lecture” given by a popular professor, followed by a candid, unscripted student panel about campus life. Follow-up was hyper-personalized, with handwritten notes from the professors they met.
Solution:
KPIs and Results:
- Show-up Rate (Attendance as a Percentage of Registered Attendees): Increased from 65% to 85% due to the perceived exclusivity of the event.
- Attendee Request Rate: Soared to 60%, demonstrating the effectiveness of the personalized approach.
- Qualitative Rating of “Access to Faculty”: Increased from 3.8/5 to 4.9/5 in post-event surveys.
Case 3: Online University – Creating Engagement in a Virtual Open Day
Challenge: A fully online university needed to replicate the energy and connection of an in-person event in a virtual format. Previous events consisted of a series of Zoom webinars with low participation and a high dropout rate.
Solution: An investment was made in a virtual events platform that allowed for multiple simultaneous “rooms” and “booths.” A virtual lobby with an interactive map was created. Content included: 360-degree virtual tours of the main campus (for support services), live Q&A sessions with program directors, one-on-one chat booths for admissions and financial aid, and networking rooms for prospective students to connect with current students and alumni. The experience was gamified, awarding points for visiting booths and attending sessions, with prizes such as tuition discounts.
KPIs and Results:
- Average Attendee Dwell Time: Increased from 45 minutes to 150 minutes.
- Number of Interactions per Attendee (chats, questions): Tripled compared to the webinar format.
- Attendee-to-Application Conversion Rate: Improved by 20%.
- University Open Day Admissions KPIs specific to the virtual event, such as “Apply Click Rate,” became a key indicator of real-time success.
Step-by-Step Guides and Templates
Guide 1: How to Design a Tour Flow of the Campus That Transforms
- Define the Tour Objectives: Is it to showcase history, highlight state-of-the-art facilities, or convey a sense of community? The objective will dictate the route.
- Identify the “Wonder Points”: Locate 3 to 5 places on campus that are visually stunning or tell a powerful story (e.g., a cutting-edge lab, a historic library, a vibrant student center).
- Map the Logical Route: The route should flow naturally, avoiding backtracking. It should start near the welcome point and end somewhere that facilitates the next step (e.g., near departmental talks or a lunch spot). Ideal length: 45-60 minutes.
- Write the Script (Key Points, Not a Monologue): Provide ambassadors with a structured outline of key points for each stop. Encourage them to add their own personal anecdotes to make it authentic.
- Plan the Interaction: Include stops where visitors can interact, not just listen. For example, entering a sample dorm room, speaking with a student in the student center, etc.
- Incorporate Logistics: Consider accessibility, group size, walking pace, and contingency plans for bad weather.
- End with a Call to Action: The tour should end on a point that reminds visitors of next steps, such as attending a financial aid session or speaking with an admissions counselor.
- Gather Feedback: Include 1-2 specific questions about the tour in the post-event survey for continuous improvement.
Guide 2: Essential Checklist for Planning an Open Day
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- Strategic Phase (16+ weeks prior):
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- [ ] Define objectives and University Open Day Admissions KPIs.
[ ] Set date and budget.
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- Strategic Phase (16+ weeks prior):
[ ] Book all main campus spaces.
[ ] Create the draft program for the day.
- Marketing and Logistics Phase (8-12 weeks prior):[ ] Launch the registration page and marketing campaign.
[ ] Contract and confirm all external vendors (catering, AV, security).
[ ] Recruit internal staff and student ambassadors.
[ ] Order all branding materials (folders, pens, signage).
- Final Preparation Phase (1-4 weeks prior):
- [ ] Conduct training sessions for all staff and volunteers.
- [ ] Send reminder emails to registered participants with the final program and logistics.
- [ ] Print all necessary materials (registration lists, agendas).
- [ ] Conduct a full technical test of all audiovisual equipment.
- Event Day and Post-Event (Day of the Event and 1 week later):
- [ ] Hold a final briefing with the team in the morning.
- [ ] Execute the day’s plan, actively managing the flow and unforeseen events.
- [ ] Send thank-you emails and feedback surveys within 24 hours.
- [ ] Launch the follow-up campaign to encourage applications.
GuÃa 3: Cómo Calcular el ROI de un Open Day
- Paso 1: Calcular el Coste Total del Evento (CTE). Sumar todos los costes directos e indirectos:
- Costes de marketing (anuncios, redes sociales).
- Costes de personal (horas extra, salarios de los embajadores).
- Costes de proveedores (catering, alquiler de equipos).
- Costes de materiales (impresión, merchandising).
- Costes administrativos y de plataforma (software de registro).
- Paso 2: Calcular el Número de Nuevos Estudiantes Matriculados (NEM) atribuibles al evento. Esto es lo más complicado y requiere un buen seguimiento en el CRM. Hay que identificar cuántos asistentes al open day finalmente se matricularon.
- Paso 3: Calcular el Valor del Ciclo de Vida del Estudiante (LTV). Estimar el ingreso total que un estudiante genera durante su estancia (tasas de matrÃcula – becas). Por ejemplo, si la matrÃcula neta es de 10.000 €/año y el programa dura 4 años, el LTV es de 40.000 €.
- Paso 4: Calcular el Ingreso Total Generado (ITG). Multiplicar el número de nuevos estudiantes por el valor del ciclo de vida: ITG = NEM * LTV.
- Paso 5: Calcular el ROI. Aplicar la fórmula estándar: ROI (%) = [ (ITG – CTE) / CTE ] * 100. Un ROI positivo indica que el evento es rentable.
Recursos internos y externos (sin enlaces)
Recursos internos
- Plantilla de presupuesto para Open Day.
- GuÃa de formación para embajadores estudiantiles.
- Checklist de logÃstica del dÃa del evento (Run-of-show).
- Plantillas de correo electrónico para el ciclo de comunicación del evento (invitación, recordatorio, agradecimiento).
- Manual de marca de la universidad.
- Informe post-evento del año anterior.
Recursos externos de referencia
- Informes y benchmarks del sector de consultoras de educación superior (p. ej., EAB, Ruffalo Noel Levitz).
- Buenas prácticas en accesibilidad de eventos (p. ej., directrices WCAG para recursos digitales).
- Publicaciones sobre marketing en educación superior (p. ej., The Chronicle of Higher Education, Inside Higher Ed).
- Normativas locales de seguridad y salud para la celebración de grandes eventos.
Preguntas frecuentes
¿Cuáles son los 3 KPIs más importantes para un open day?
Aunque depende de los objetivos especÃficos, los tres KPIs más universalmente importantes son: 1) Tasa de Solicitudes de Asistentes, que mide la conversión directa del evento; 2) Net Promoter Score (NPS), que mide la calidad de la experiencia del visitante y la probabilidad de recomendación; y 3) Coste por Solicitud Generada, que mide la eficiencia financiera del evento.
¿Cómo puedo mejorar la tasa de asistencia (show-up rate)?
Para mejorar la tasa de asistencia, la comunicación es clave. EnvÃe un correo electrónico de recordatorio una semana antes y un SMS el dÃa anterior. Destaque elementos exclusivos o de alta demanda en su comunicación (“¡Quedan pocas plazas para la charla de IngenierÃa Aeroespacial!”). Considere la posibilidad de cobrar una pequeña tasa de reserva reembolsable a la llegada para eventos muy exclusivos, aunque esto puede disuadir a algunos solicitantes.
¿Es mejor un open day presencial, virtual o hÃbrido?
Cada formato tiene sus ventajas. Los eventos presenciales ofrecen una inmersión y conexión inigualables. Los virtuales ofrecen un alcance geográfico mucho mayor y un coste por asistente menor. Los hÃbridos intentan combinar lo mejor de ambos mundos, pero pueden ser complejos de ejecutar. La mejor estrategia suele ser una combinación: grandes eventos presenciales para el público local/regional y eventos virtuales especÃficos para mercados internacionales o lejanos.
¿Cómo mido el engagement en un open day virtual?
El engagement virtual se mide a través de KPIs como el tiempo medio de permanencia en la plataforma, el número de sesiones a las que asiste un usuario, el número de mensajes en los chats, las preguntas realizadas en las sesiones de Q&A, y las descargas de materiales. Las plataformas de eventos virtuales suelen proporcionar un completo panel de análisis con estos datos.
¿Cuántos embajadores estudiantiles necesito?
Una buena regla general es tener al menos un embajador por cada 15-20 visitantes para los tours del campus. Además, necesitará personal adicional para el check-in, para dirigir a la gente, y para estar presente en las sesiones departamentales. Es mejor tener un ligero exceso de personal que un déficit, ya que esto impacta directamente en la calidad de la experiencia del visitante.
Conclusión y llamada a la acción
En resumen, la transformación del open day universitario de un mero evento logÃstico a un motor de reclutamiento estratégico y medible es esencial en el competitivo panorama actual. Al centrarnos en un conjunto bien definido de university open day admissions kpis, las instituciones pueden obtener una comprensión profunda de lo que funciona, optimizar sus recursos y, en última instancia, aumentar tanto la cantidad como la calidad de sus solicitantes. Desde el diseño de flujos de tour centrados en la experiencia hasta el análisis riguroso del ROI, un enfoque basado en datos permite una mejora continua y demuestra el valor tangible de estos eventos a los stakeholders de la universidad. Los dÃas de medir el éxito únicamente por el número de asistentes han terminado; el futuro pertenece a las oficinas de admisiones que aprovechan el poder de los datos para tomar decisiones más inteligentes y construir conexiones más significativas con sus futuros estudiantes.
El próximo paso es auditar sus procesos actuales. Comience por definir claramente los objetivos de su próximo open day y seleccione 3-5 KPIs clave para medir el éxito. Implemente al menos una de las estrategias de optimización de flujo o contenido discutidas en esta guÃa y comprométase a realizar un análisis exhaustivo post-evento. La adopción de este enfoque iterativo y basado en la evidencia es el camino más seguro para maximizar el impacto de su inversión en reclutamiento.
Glosario
- KPI (Key Performance Indicator)
- Un indicador clave de rendimiento; una métrica cuantificable utilizada para evaluar el éxito en el cumplimiento de los objetivos.
- NPS (Net Promoter Score)
- Una métrica de lealtad del cliente que se mide con una sola pregunta: “¿Qué probabilidad hay de que recomiende [la universidad/el evento] a un amigo o colega?”. Se califica en una escala de 0 a 10.
- Tasa de Conversión
- El porcentaje de visitantes o leads que realizan una acción deseada, como registrarse, solicitar o matricularse.
- ROI (Return on Investment)
- El retorno de la inversión; una métrica de rendimiento utilizada para evaluar la eficiencia o rentabilidad de una inversión.
- Flujo de Tour (Tour Flow)
- La ruta, el guion y la logÃstica planificados para un tour del campus, diseñados para maximizar la experiencia del visitante y comunicar mensajes clave.
- CRM (Customer Relationship Management)
- Software de gestión de relaciones con los clientes utilizado por las oficinas de admisiones para rastrear las interacciones con los futuros estudiantes a lo largo de todo el embudo de reclutamiento.
Internal links
- Click here👉 https://us.esinev.education/diplomas/
- Click here👉 https://us.esinev.education/masters/
External links
- Princeton University: https://www.princeton.edu
- Massachusetts Institute of Technology (MIT): https://www.mit.edu
- Harvard University: https://www.harvard.edu
- Stanford University: https://www.stanford.edu
- University of Pennsylvania: https://www.upenn.edu