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  • Carnegie Launches Strategic Advisory Council in Higher Education

    Carnegie Launches Strategic Advisory Council in Higher Education

    Carnegie, a leading provider of comprehensive solutions for higher education, today announced its new cohort of the Carnegie Strategic Advisory Council. The Council brings together a diverse community of senior-level higher education leaders to elevate industry conversations, surface emerging challenges, and ensure Carnegie is living its student-centered mission through solutions and client outcomes.

    As colleges and universities face a period of rapid transformation, the Council has expanded to represent a wide range of campus leaders that ensure student success, including academic affairs, the president’s office, and emerging roles like chief transformation and strategy officers. In addition to providing “outside-in” perspectives that shape Carnegie’s research and outcomes for clients, the Council leverages Carnegie’s convening power to create opportunities for leaders across a diverse range of institutional types, geographies, and domain expertise to engage with one another.

    A Council Designed to Reflect the Diversity of Higher Education

    The Council will meet three times annually, including an in-person gathering preceding the Carnegie Conference, to collaborate on strategic initiatives that support innovation and impact across the sector.

    The group is composed of leaders from:

    • Research universities
    • Public flagships
    • Regional universities
    • HBCUs
    • Liberal arts colleges
    • Community colleges

    Together, they represent the diversity of the higher education landscape in the United States.

    Leadership Perspective

    “The Carnegie Strategic Advisory Council represents a critical voice in how we partner with the higher education community,” said Shankar Prasad, Chief Strategy Officer at Carnegie. “As we strive to be the comprehensive solutions partner for the sector, this group of trusted leaders will help us test new ideas and spark the innovation necessary to help campuses future-proof their organizations for the changes of tomorrow”.

    Council Members

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    Judy M. Wolfe, Ed.D.

    Senior Associate Dean of Student Affairs, Columbia University School of Nursing

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    Andy Wilson, Ph.D.

    Senior Student Success Officer, Loyola University Chicago

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    Toya Webb, Ed.D.

    Chief of Staff and Vice President of Strategy, Waubonsee Community College

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    Jennifer Umberger, PCM

    Vice President and Chief Marketing and Communications Officer, Kettering University

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    Adam Poluzzi, Ph.D.

    Assistant Vice Provost for Graduate Enrollment Management, Boston College

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    Rachel Stephenson

    Chief Transformation Officer, The City University of New York

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    Kate Ledger

    Associate Vice President of Strategic Enrollment and Outreach, Old Dominion University

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    Angie Kamath

    Harvey J. Stedman Dean, School of Professional Studies, New York University

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    Amy Hutton, Ph.D.

    Vice Chancellor for Enrollment Management, University of Colorado Boulder

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    Andy Hirsch

    Vice President for Communications and Marketing, Swarthmore College

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    Libby Eckhart

    Vice President of Communications and Branding, Denison University

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    Narketta Sparkman-Key, Ph.D.

    Associate Provost for Faculty Affairs, Spelman College

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    Sandra Smith

    Dean, School of Professional Studies, Brown University

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    Pam Sarian

    Assistant Vice President of Strategic and Digital Marketing, Boston University

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    Alejandra C. Sosa Pieroni, Ed.D.

    Executive Vice President for Enrollment, Marketing, and Student Success, Georgia Southern University

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    Brian S. Merritt, Ph.D.

    Senior Vice President for Programs and Student Services, North Carolina Community College System

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    Nancy Coleman, Ed.D.

    Dean of Continuing Education and Extension, Harvard University

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    LaMar Bundts

    Chief Transformation Officer, Dartmouth College

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    Willie L. Banks, Jr., Ph.D.

    Vice Chancellor for Student Affairs, University of California, Irvine

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    Denise Baird, Ph.D.

    Provost and Senior Vice President, St. Catherine University

    Allana Forté

    Senior Advisor + of Counsel

    About Carnegie

    For every college and university facing urgent and complex challenges, Carnegie is the student connection company that helps you navigate the now and the next in higher education. Our experts design custom strategies fueled by data, technology, and insights—empowering you to connect with today’s diverse learners and stay focused on what matters most: changing students’ lives for good.

    Frequently Asked Questions

    What is the Carnegie Strategic Advisory Council?

    The Carnegie Strategic Advisory Council brings together a diverse community of senior-level higher education leaders to elevate industry conversations, surface emerging challenges, and ensure Carnegie is living its student-centered mission through solutions and client outcomes.

    Who serves on the Carnegie Strategic Advisory Council?

    The Council is composed of leaders from research universities, public flagships, regional universities, HBCUs, liberal arts colleges, and community colleges across the United States.

    Why did Carnegie launch a Strategic Advisory Council?

    As colleges and universities face rapid transformation, the Council provides “outside-in” perspectives that shape Carnegie’s research and outcomes while fostering collaboration across institutional types and leadership roles.

    How often does the Council meet?

    The Council meets three times annually, including an in-person gathering preceding the Carnegie Conference.

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  • Carnegie Wins Five Educational Digital Marketing Awards

    Carnegie Wins Five Educational Digital Marketing Awards

    Carnegie is proud to announce that our partners earned five honors at the 13th Annual Educational Digital Marketing Awards, a national competition recognizing excellence in digital marketing, storytelling, and user experience across higher education.

    This year’s recognition includes two Gold Awards, two Silver Awards, and one Merit Award, celebrating work that connects institutional missions to the audiences they serve through thoughtful strategy, design, and content.

    Carnegie Partners Recognized for Award-Winning Website and Content Strategies

    Gold

    Institutional Website: Kettering University — Kettering University Website

    Blog: San Juan College — “6 Ways Colleges Can Support Native American Students”

    Silver

    Institutional Website: New York Institute of Technology — New York Institute of Technology Website

    Blog: University of Idaho — “Five Myths about Gerontology Dispelled by a University of Idaho Professor”

    Merit

    Institutional Website: Otis College of Art and Design — Otis College of Art and Design Website

    How Kettering University’s Website Design Supports Enrollment, Yield, and Student Success

    Kettering University’s website is the result of a deeply integrated brand and enrollment strategy. Working in close partnership with Kettering, Carnegie led a full website redevelopment grounded in extensive qualitative and quantitative research. The refreshed digital experience clarifies Kettering’s value proposition, elevates its distinctive cooperative education model, and delivers a student-first experience across every touchpoint.

    The results demonstrate how intentional website strategy can directly influence enrollment growth, student engagement, yield, and net tuition revenue. The new website supports a broader enrollment ecosystem that has driven significant gains in enrollment growth, yield, engagement, and net tuition revenue—while ensuring Kettering attracts students who are more likely to thrive academically and professionally. 

    Read more about all our work with Kettering University.

    How San Juan College’s Blog Supports Native American Students and Builds Institutional Trust

    San Juan College’s blog, 6 Ways Colleges Can Support Native American Students, exemplifies how strategic blog content can educate, advocate, build trust, and support underrepresented student populations.

    Developed to address the systemic challenges Native American students face in higher education, the blog offers actionable guidance for institutions while serving as a resource for Indigenous students seeking supportive campus environments. From financial literacy and cultural spaces to faculty representation and tribal partnerships, the piece balances data, empathy, and practical insight. 

    Read more about all our work with San Juan College.

    What Are the Educational Digital Marketing Awards?

    The Educational Digital Marketing Awards celebrate outstanding achievements in digital marketing within the education sector. Colleges, universities, and secondary schools from across the nation submitted more than 1,000 entries, which were evaluated by a panel of judges consisting of education marketers, advertising creative directors, and marketing and advertising professionals. 

    Please join us in congratulating Kettering University, San Juan College, New York Institute of Technology, University of Idaho, and Otis College of Art and Design on this well-earned recognition.

    How Carnegie Designs Websites and Content That Improve Enrollment Outcomes

    At Carnegie, we align insight, strategy, and creativity to drive enrollment, engagement, and long-term success. If you have a project in mind, let’s start brainstorming.


    Frequently Asked Questions About Enrollment-Focused Digital Marketing

    What are the benefits of an enrollment-optimized website?

    An enrollment-optimized website clearly communicates an institution’s value proposition, guides prospective students to the information they need, and removes friction from the inquiry and application process. When grounded in research and student behavior insights, website strategy can directly improve engagement, yield, enrollment growth, and net tuition revenue.

    How can colleges use website design to improve student engagement?

    Effective website design prioritizes student needs, intuitive navigation, clear messaging, and accessible content. When students can quickly find information about programs, outcomes, cost, and support services, they are more likely to engage with the institution and move forward in their decision process.

    How can blog content support underrepresented student populations?

    Strategic blog content can address the specific challenges underrepresented students face, provide practical resources, and demonstrate an institution’s commitment to inclusion and support. This type of content builds trust with prospective students while also serving as a resource for campus communities.

    What role does digital marketing play in higher education enrollment?

    Digital marketing helps institutions connect their mission, programs, and student outcomes to the audiences they aim to serve. Through websites, content, search visibility, and storytelling, colleges can influence how they are discovered, understood, and evaluated by prospective students and families.

    How can institutions improve their digital marketing strategy for enrollment growth?

    Institutions can improve digital marketing performance by grounding their strategy in research, aligning messaging with student priorities, optimizing their website experience, and creating content that answers the real questions students ask during their college search process.

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  • Podcast: MI5, Labour, free speech

    Podcast: MI5, Labour, free speech

    This week on the podcast MI5 has warned universities that UK higher education has become a “prime target for foreign states and hostile actors” – so what are the risks and how should the sector respond to growing concerns about security and defence?

    Plus what a potential Labour leadership change could mean for higher education, and Reform’s threat to withhold funding from Welsh universities over free speech.

    With Paul Kett, Group CEO and Vice Chancellor at London South Bank University, Ben Vulliamy, Executive Director at the Association of Heads of University Administration, Debbie McVitty, Editor at Wonkhe and presented by Mark Leach, Editor-in-Chief at Wonkhe.

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    On the site:

    Intelligence agencies provide briefings on foreign interference

    Jacqui Smith’s secret service

    Was there a freedom of speech breach at Bangor?

    You can subscribe to the podcast on Apple Podcasts, YouTube Music, Spotify, Acast, Amazon Music, Deezer, RadioPublic, Podchaser, Castbox, Player FM, Stitcher, TuneIn, Luminary or via your favourite app with the RSS feed.

    Transcript (auto-generated)

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  • Colleges Cut Ad Spending by More Than Half in Last Decade

    Colleges Cut Ad Spending by More Than Half in Last Decade

    Universities are spending more than 50 percent less on advertising than they were 10 years ago. According to data compiled by the Postsecondary Education and Economics Research Center at American University, after peaking at $1.29 billion in 2014, advertising spending by higher education institutions dropped to $600 million in 2022.

    The number of institutions buying ads has also dropped, from a peak of 46 percent of the sector in 2010 to about 35 percent in 2022. More than half of colleges in the U.S. do not advertise at all, the study found.

    For-profit colleges account for about 88 percent of the total decline in spending over this time period. Heightened security from the federal government and a steady decline in enrollments at for-profit colleges likely contributed to the fall in spending, researchers hypothesized.

    Still, the mean and median of spending diverge hugely, suggesting that a few big spenders are skewing the results. For example, the average spend per institution is $475,000 per year, while the median spend among for-profits is $98,000, compared to $56,000 and $73,000 for nonprofit and public institutions. PEER said it will explore those patterns further in future reports.

    Researchers drew on proprietary data from Nielsen to track colleges’ spending on paid commercial advertising on television, radio, outdoor locations, websites and social media. Spending by media type shows a steep decline in local and national TV ads, from more than $500 million in 2014 to less than $200 million in 2022. Unsurprisingly, digital ads rose swiftly from 2016, peaking at $500 million in 2019, and just as quickly fell to less than $100 million after 2020.

    Outdoor media spend, though lower, has remained consistent over the last decade and half, hovering around $120 million. Researchers suggested buying outdoor ads, including on billboards, benches and bus stops, indicated colleges are focused on attracting local students or students in a specific area.

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  • Students Use Vision Boards to Plan Finances

    Students Use Vision Boards to Plan Finances

    Finances are often a stressor for students—whether they’re navigating unexpected expenses or worrying that loan debt will hinder their future goals. To address this, Wichita State University started a vision board workshop to help make financial wellness more engaging and approachable for students.

    The college piloted the event in late January, inviting students to drop in to visualize and set financial goals. More than 30 students participated. The workshop is part of a new series designed to address questions that go far beyond deadlines and paperwork, according to staff at Shocker Financial Wellness, a free program within the financial aid office that helps students build financial literacy.

    Janet Hartley, a financial aid and peer adviser at Wichita State, said students need guidance, reassurance and a way to talk about money that doesn’t feel overwhelming.

    “We’ve always had a workshop about eating on a budget, but we thought [creating vision boards] would be a good addition for setting goals at the beginning of the year—and an approachable way to talk about money,” Hartley said. “Sometimes when you start talking about financial goals, it can feel difficult, so this was a fun way to get that idea out there.”

    According to Inside Higher Ed’s latest Student Voice survey, college students often live in precarious financial circumstances. Of more than 5,000 students surveyed across 260 two- and four-year institutions, 36 percent said an unexpected expense of $1,000 or less could impact their ability to stay enrolled. In addition, nearly two in three respondents said they don’t know whether their institution offers emergency aid—underscoring the disconnect between student need and campus support.

    The same survey also found that some students are more stressed about finances than they are about academics. About 50 percent of respondents said balancing academics with personal, family or financial responsibilities—including work—remains a top source of stress, while about 38 percent named paying for college as a top stressor.

    Hartley said Wichita State students are no different, and financial challenges can compound quickly.

    “It just takes one speed bump to get a student derailed and causes more stress and, in turn, makes school more difficult,” Hartley said. “By visualizing what their goals are, it makes things easier.”

    Visions of affordability: Hartley said the workshop was held in the college’s student center, with cutout pictures, markers and glue available for students to use for their vision boards.

    “We had all of the supplies ready, so all they needed was 10 or 15 minutes to get started,” Hartley said. “We removed a lot of the barriers, and it was a no-pressure atmosphere.”

    She added that because the institution has a large number of first-generation students, many of the boards focused on the accessibility and affordability of a college degree.

    “Their family is very important, and a lot of students are navigating money with their families,” Hartley said. “That’s a real concern for them while trying to complete their degree.”

    Hartley said students’ goals increasingly reflect financial security rather than aspirational or leisure-based dreams.

    “In past years, we often heard students say, ‘Traveling is one of my dreams,’” Hartley said. “That really isn’t as high as it used to be.”

    More than 30 Wichita State students participated in the vision board workshop in January.

    Why this approach matters: Hartley said the appeal of the workshop is that it gives students a natural setting to have open conversations with their peers about money. She added that it also helps connect students with campus resources.

    Ultimately, Hartley believes that any approach that gets students comfortable talking about their finances can build confidence as they navigate higher education.

    “Students want financial information and want to make good decisions,” Hartley said. “Slowly build those conversations and trust with students, and they’ll come to your events.”

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  • Endowment Returns Held Stable in Fiscal ’25

    Endowment Returns Held Stable in Fiscal ’25

    Despite an economy marked by turmoil and the Trump administration’s on-again, off-again tariffs, university endowment investment returns remained stable in fiscal year 2025.

    Universities saw an average return of 10.9 percent, compared to 11.2 percent in fiscal ’24, according to the latest study by the National Association of College and University Business Officers and the Commonfund Institute, released today. Though down slightly year over year, the FY25 numbers are stronger than the 7.7 percent returns colleges saw in FY23 and the negative returns of FY22.

    The 10-year average return for endowment investments was 7.7 percent.

    While the returns remained stable, donations to endowment funds dropped, according to the study. Contributions to university endowments fell by 9.2 percent, from $15.4 billion in FY24 to $14 billion in FY25, as philanthropists dialed back donations. However, that number still surpasses the $12.7 billion donated in FY23.

    Despite the stable returns, colleges continue to face financial pressures, due in part to the Trump administration restricting certain federal research funds, which has prompted some institutions to cut jobs and programs. At the same time, the nation’s wealthiest colleges are bracing for an increase in the endowment excise tax passed last year as part of President Trump’s One Big Beautiful Bill Act.

    Here’s a look at the results of the latest NACUBO-Commonfund study.

    Big-Picture Outlook

    In a Wednesday media call, experts noted that returns were buoyed by a strong equities performance and a rebounding bond market, though venture capital delivered small gains. While GDP contracted, the U.S. economy remained resilient, yielding returns similar to last year.

    Mark Anson, chief executive officer of Commonfund, said the comparable year-over-year results were due in large part to the similar economic conditions during both fiscal years.

    “When you think about 2025, we had a strong U.S. economy, the employment data was still positive, inflation was moderated. Everything related to [artificial intelligence] continued to push the financial markets, particularly equity markets, higher and stronger,” Anson said on the call.

    The study included 657 participating colleges and universities, with a total of $944 billion in reported endowment assets. But officials noted that significant wealth remains concentrated in a handful of institutions.

    “While there are a small number of institutions that receive widespread public attention for the size of their endowments, the vast majority of colleges and universities operate with far more limited resources,” NACUBO president and CEO Kara Freeman said on Wednesday’s call.

    Top Endowments

    The NACUBO-Commonfund study found that 125 of the 657 participants had endowments valued at more than $1 billion. Another 30 had endowments worth more than $5 billion. (Those 30 control $552 billion, or 58.5 percent, of endowment dollars represented in the study.) But across all institutions, the median endowment came out to $253.6 million.

    The nation’s top 25 richest institutions remained largely unchanged from last year.

    Harvard University continues to be the nation’s wealthiest institution, with an endowment of $55.6 billion. Harvard is trailed by Yale University with an endowment of $44.1 billion, Stanford University at $40.7 billion, Princeton University at $36.4 billion and the Massachusetts Institute of Technology at $27.3 billion, rounding out the top five according to this year’s report.

    Among megawealthy institutions, MIT had the largest year-over-year increase at 11.4 percent; its endowment grew from $24.6 billion to $27.4 billion. Duke University had the smallest market value increase of the top 25 institutions; its endowment grew 3.6 percent, from $11.9 billion in FY24 to $12.3 billion in FY25.

    Like last year, the wealthiest universities saw the strongest average investment returns. Universities with more than $5 billion in endowment assets saw average returns of 11.8 percent, compared to 10.7 percent for those with endowments valued at under $50 million. The lowest average return was at institutions with endowments from $101 million to $250 million, at 10.5 percent.

    Spending Climbs

    Even as investment returns remained stable, endowment spending increased.

    The report found that participating colleges and universities withdrew $33.4 billion from their endowments in FY 2025, an 11 percent increase from the prior year. The average institution spent 4.9 percent of its endowment’s value, up slightly from 4.8 percent in FY24.

    Freeman noted that much of the spending went to support students directly.

    “In FY25 nearly half of total spending—47 percent—went to student financial aid, and endowments also supported academic programs, research, faculty and operation and maintenance of facilities. Endowments make college possible and more affordable,” Freeman said.

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  • ED Releases 2025 Data on U.S. Universities’ Foreign Funding

    ED Releases 2025 Data on U.S. Universities’ Foreign Funding

    The Education Department announced Wednesday that U.S. colleges and universities received $5.2 billion total in large foreign gifts and contracts in 2025. Including state and non-state entities in these countries, Qatar gave the most, at more than $1.1 billion, followed by the U.K., at $633 million, and China, at $528 million, the department said in a news release.

    If a foreign source provides an institution more than $250,000 in a year, Section 117 of the Higher Education Act of 1965 requires the institution to report the payment to the federal government. The department recently launched a public reporting portal that, as of Wednesday, includes new data and “data visualization capabilities,” ED said in the release.

    “Thanks to the Trump Administration’s new accountability portal, the American people have unprecedented visibility into the foreign dollars flowing into our colleges and universities—including funding from countries and entities that are involved in activities that threaten America’s national security,” U.S. Education Secretary Linda McMahon said in the release.

    The portal provides cumulative foreign funding figures since 1986; it does not break down the gifts and contracts by year. The 2025 figures are from the department’s news release.

    The American Association of University Professors raised concerns about the fact that Palantir helped the department develop the reporting portal. Palantir is a controversial artificial intelligence and data analysis company that also serves the U.S. military and Immigration and Customs Enforcement.

    The 2025 data includes disclosures institutions submitted through Dec. 16, the release said.

    The institutions that received the most funds were Carnegie Mellon University and the Massachusetts Institute of Technology, both at nearly $1 billion, Stanford University at more than $775 million, and Harvard University at over $324 million, the release said. “Additionally, between February 28, 2025, and December 16, 2025, more than $2 billion in reportable gifts and contracts were reported late, in direct violation of statutory requirements,” it said.

    In an email, a Carnegie Mellon spokesperson ascribed its top recipient spot to its Qatar campus, which it operates “in full compliance with all applicable U.S. laws.”

    “The costs of operating the CMU-Q campus are underwritten by the Qatar Foundation, pursuant to agreed-upon annual budgets, which are reported each year to the Department of Education, as required by law,” the spokesperson wrote. “More than 90% of those funds are spent in Qatar to operate the campus there. Since CMU-Q opened its doors in 2004, more than 1,400 people from around the world have received a Carnegie Mellon education that would otherwise be inaccessible to them.”

    An MIT spokesperson said “MIT research on campus, regardless of funding source, is open and publishable, with the results available to scientists worldwide and not only in a particular country or countries,” adding that “we follow all federal laws in accepting and reporting any such gifts or contracts.”

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  • Remote LSAT Ending Due to Cheating Concerns

    Remote LSAT Ending Due to Cheating Concerns

    andreswd/E+/Getty Images 

    Beginning in August, the LSAT—the required entrance exam for law school admissions—will only be administered in person to protect the “security and integrity” of the test, the Law School Admission Council announced Wednesday

    Test takers will still complete the exam digitally, but they must do so at in-person testing centers, which will help deter potential misconduct, Susan Krinsky, executive vice president for operations and chief of staff at LSAC, wrote in a news release.

    “We are not taking this step lightly. Remote testing with real-time proctoring was a vital service for both test takers and schools during the pandemic, and we understand that some test takers may prefer remote testing for convenience, comfort, or other reasons,” Krinsky wrote. “But given the security and test integrity benefits of in-center testing, moving toward in-center testing is the right decision at this time.”

    LSAC first introduced the remote LSAT during the COVID-19 pandemic after building a digital version of the test in 2019. LSAC will still allow exceptions to the in-person requirements for “certain medical accommodations or extreme hardship in getting to a testing center,” the news release stated. The council also hopes that in-center testing will reduce the number of “score holds”—temporary holds on testers’ scores while the test is investigated for security or technical anomalies. Right now, 40 percent of all test takers complete the test remotely, but remote test takers account for a “majority” of the score holds. 

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  • The Collective Impact of Higher Ed Is Its Best Story

    The Collective Impact of Higher Ed Is Its Best Story

    At an average of $8 million per 30-second spot, a Super Bowl ad isn’t where I’d expect to see colleges advertising themselves. In fact, I’m unlikely to see an ad from an institution on any platform; according to research from American University’s Postsecondary Education and Economics Research Center, total advertising spending by higher education institutions dropped by more than half between 2010 and 2022, from $1.26 billion to $600 million, with for-profit colleges accounting for the bulk of the current spending.

    And yet, the sector struggles to communicate its value to the American public. A recent exhibit on HBCUs at the National Museum of African American History and Culture suggests a different way higher ed can show its impact that doesn’t require millions of dollars in TV ads—but it does mean colleges must leave their egos at the door.

    In “At the Vanguard,” curators highlighted stories of ingenuity, creativity and academic achievement from five historically Black colleges and universities. Amid black-and-white photographs of students from the turn of the 20th century and plaques with words from Black academic leaders such as W. E. B. Du Bois, Booker T. Washington and Ruth Simmons, I saw vibrant paintings from artists studying and working at Clark Atlanta and Texas State University inspired by the African diaspora, video games and social resistance movements. I learned about Florida A&M University’s vegetable gardening extension program, which helped farmers in the 1960s learn how to use new mechanical equipment. And I touched actual student-made bricks used in the construction of Tuskegee University buildings.

    The exhibit was organized as part of the HBCU History and Culture Access Consortium, a five-year project that’s part training for students seeking careers in arts and culture, part archival project to preserve the cultural history of HBCUs, and part promotion of the role that the art, history and culture of HBCUs played in shaping America.

    The curated stories from students, woven together with archival material from five institutions had a clear and powerful message: HBCUs have been transformative for their communities.

    HBCUs have a shared, unique mission and have collectively impacted the country in profound ways for over a century. Thanks to them, the U.S. won the space race with the help of female mathematicians trained at HBCUs; we have the poetry of Langston Hughes and the prose of Toni Morrison, both graduates of HBCUs; and all Americans benefit from the hard-won civil rights that HBCU student activists fought for in the 1960s.

    As I regarded fliers of Margaret Walker’s 1973 Phillis Wheatley Poetry Festival, I wondered if this exhibit might hold a lesson in framing for the wider higher ed sector. What if a college’s marketing strategy didn’t focus on promoting the institution’s own brand or its graduation rate on a billboard or radio ad but instead focused on curating a holistic picture of how it and other institutions have had a role in advancing a community? Imagine an R-1 institution, community colleges and private nonprofit institutions working together to feature firsthand student, employer and patient accounts to show how they have helped build the health workforce for an entire state? Another curation project could feature the engineers, tradespeople and social planners with degrees and certificates from local institutions who keep a city running—from trash collection to traffic lights.

    What the exhibit highlighted is something we all know: The power of higher education extends beyond just the graduates with degrees. Devoid of the competition that is so ingrained in higher ed, “At the Vanguard” offered the simple but refreshing experience of celebrating institutions’ achievements as parts contributing to a whole. Finding the shared narrative among a group of institutions—regardless of their acceptance rate, Carnegie classification or tuition price—would be a radical new way to offer the public a richer and more grounded idea of where higher ed fits into society.

    Curating the lived experiences and historical benefits of a group of colleges for a specific shared mission would show, rather than tell, audiences about the value of higher ed. A project like this wouldn’t solve the persistent problems of low graduation rates, affordability or politicization on campus, but it’s a fresh way of seeing how higher ed institutions of all kinds impact the communities they serve.

    Sara Custer is editor in chief of Inside Higher Ed.

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  • Jay-Z, Kamala Harris and Professors of Color Aren’t DEI Hires

    Jay-Z, Kamala Harris and Professors of Color Aren’t DEI Hires

    There were dueling Super Bowl LX performances—well, sorta. Bad Bunny did the official one that an estimated 128 million people watched live, the second most ever, according to The New York Times. It also had garnered almost 73 million views on the NFL’s YouTube channel as of Wednesday night.

    And Kid Rock headlined Turning Point USA’s Super Bowl live-stream event aimed at conservatives. Only five million people watched, Fox News Channel reports. Kid Rock called Jay-Z a “DEI hire” in a Fox News interview the day after the Super Bowl. Why reduce one of the greatest rappers of all time to a DEI hire? The same reasons why professors who diversify academic departments are too often mischaracterized as such.

    Since 2019, music mogul Sean Carter (also known as Jay-Z) has worked with the NFL to diversify its slate of Super Bowl halftime performers. Was the goal to discriminate against white performers? No. The overwhelming majority of halftime performers over time have been white. The aim instead was to help television’s biggest stage better reflect and appeal to America’s extraordinary racial diversity. In so doing, the NFL and Roc Nation, Jay-Z’s entertainment company, did not sacrifice artist quality or viewership ratings. Four of the five most watched halftime performances of the 21st century have occurred under Jay-Z’s leadership. Last year, Kendrick Lamar surpassed the record that Michael Jackson long held. Bad Bunny’s numbers place him third of all time.

    So again, given these stats, why call Jay-Z a DEI hire? The same reason why Congressman Tim Burchett (Republican of Tennessee) slapped the label on Kamala Harris. He declared this in response to her becoming the Democratic Party’s sole presidential candidate after Joe Biden unexpectedly exited the 2024 presidential race. Harris was the second in command, the first woman to serve America as vice president. California voters elected her to the U.S. Senate. She was the state’s first and only our country’s second Black woman senator. Harris had also been elected attorney general of California, our nation’s largest state department of justice. Her irrefutably impressive record as a district attorney and prosecutor confirms that Harris was far from a so-called DEI hire. Why call her that?

    Vice President Harris and Jay-Z are not DEI hires. Their records and legacies speak for themselves. Suggesting that they got something only because they are Black is racist. The notion of a DEI hire is a white supremacist dog whistle. At its core is the insistence that white people belong on top, at the epicenter of power, on every Super Bowl stage and in university academic departments that have had too few or no people of color. Whites best reflect America and its values, is the belief. Everyone else is comparatively less qualified, only in a place or position because of race, not merit. There is also a presumption that those people are not actually talented, despite the availability of so much proof that confirms otherwise.

    Joe Biden said he would select a Black woman vice presidential running mate—all but one other president before him chose white guys. Biden also vowed to nominate a Black woman to the U.S. Supreme Court. There had never been one. Ketanji Brown Jackson was his choice. In both instances, he selected extraordinarily smart, talented, highly respected and astoundingly credentialed citizens. Biden never said that any two Black women would suffice. He did not select a suspect pair whose qualifications were quantifiably inferior to those of their white male peers. Instead, he found in Vice President Harris and Justice Jackson two leaders who gave America something that it had never had, but long deserved.

    I have been the first person of color in a tenure-track faculty position in the history of an academic program. When I applied, a demonstrated commitment to diversity and inclusion was mentioned, but nowhere in the position description did it indicate that only a person of color would be hired. I remain certain that I was selected because of my record and the brilliance of my ideas, not entirely because of my race. But being Black and queer enhanced the program, the academic schools in which I taught and the overall university. Students of color and white students alike (including white heterosexual men) benefited in unique ways from having had me as their professor. Annually, many told me that I was their first ever Black faculty member. Students continue to tell me this year after year.

    I have also served on numerous search committees, mostly for tenure-track faculty positions, but also for a provost, athletics director, chief diversity officer, business school dean and a director role within the U.S. Department of Education. Never once have I seen a position description indicating that whites need not apply. That would have been unlawful. I also have not seen a call for applications that explicitly noted that DEI was the only credential or value that an applicant needed. Consequently, I have never been part of a search or heard of one occurring anyplace where being a woman or a candidate of color was the single criterion.

    Another assumption about so-called DEI hires is that they cannot do the work and are unfairly set up to fail in their roles because they are not as talented as whites who were passed over. This argument has also been used to dispute the importance of race-conscious admissions practices. As I noted in a Forbes article published just after the U.S. Supreme Court struck down affirmative action nearly three years ago, Black Harvard and Princeton students graduated at higher rates than their classmates over all, and equally at Yale.

    Graduation rates were higher, the same or just one percentage point lower at other elite universities, including Caltech, Columbia, the University of Chicago, Johns Hopkins, NYU, Emory and Vanderbilt. Despite their academic success, Black collegians at these institutions are too often presumed to be DEI admits. And when they graduate and earn top jobs, they are baselessly labeled “DEI hires.” Two degrees from Harvard did not exempt Justice Jackson from this.

    To be sure, there is no such thing as a DEI hire in U.S. higher education or any other industry. It is a racist notion. Too much proof verifies that Jay-Z, Kamala Harris, Ketanji Brown Jackson and professors of color bring so much more than their racial identities to their professions. Noteworthy, though, is that being a woman, a person of color or the intersectionality of the two adds tremendous value to spaces that have had no or far too little diverse representation.

    Shaun Harper is University Professor and Provost Professor of Education, Business and Public Policy at the University of Southern California, where he holds the Clifford and Betty Allen Chair in Urban Leadership. His most recent book is titled Let’s Talk About DEI: Productive Disagreements About America’s Most Polarizing Topics.

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