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  • 3 Questions for Fractional COLO Jeremiah Grabowski

    3 Questions for Fractional COLO Jeremiah Grabowski

    Jeremiah Grabowski’s LinkedIn article “Announcing Fractional Chief Online Learning Officer (COLO): Building Independence in Online Higher Education” caught my attention. Setting aside my worry that a fractional hire could replace my full-time role, I decided to reach out to Jeremiah to understand what this offering is all about. 

    Q: What is a fractional COLO? What types of schools might this service be a good fit for? Why would a college or university invest in a fractional COLO instead of recruiting for a full-time online learning leader?

    A: A fractional COLO is a senior-level executive, chief online learning officer, who embeds within an institution on a part-time basis, providing executive-level expertise without the full-time commitment.

    This service is particularly well suited for small to midsize universities that recognize the need to invest in online learning but lack the start-up capital for a full-time executive position, which can be quite expensive when you factor in salary and benefits at the senior level.

    Many institutions approach fractional COLO services because they need to see a return on investment before making larger commitments. Building online learning programs requires significant up-front investment, and schools don’t always see returns in the first year. (I recently wrote an article exploring this: “Can You Build a Brand New Online Program for Half a Million Dollars?”)

    Essentially, many schools know they need to make the investment in online learning leadership, but they can’t commit to a full-time hire right out of the gate. A fractional COLO allows them to get started with expert guidance while building revenues, which go towards that larger investment.

    Q: Help us understand the fractional COLO from the provider perspective. How do you provide this service? How scalable is the model? How does the fractional COLO idea differ from the work of consultants/consulting companies, in terms of methods, deliverables, costs and outcomes?

    A: I offer several service levels to meet schools where they are. Some institutions want an assessment of their current online operations—essentially an outsider’s perspective on their strengths and opportunities. I’ve developed a comprehensive rubric covering 10 key areas, from strategic planning to marketing, admissions, course design, faculty support and student services. I spend two days on campus meeting with staff, faculty and administrators to understand how they holistically support online students, then deliver a report with actionable improvements for six- and 12-month time frames.

    From there, service levels scale up. Some schools need help launching specific programs, while others commit to the full fractional COLO engagement.

    When I begin working with any institution, I always visit campus first to meet everyone, from senior leaders to registrars, financial aid staff, instructional designers and the entire support team. After conducting my assessment, we then develop a six- to 12-month strategic plan tailored to that institution’s specific needs.

    Regarding scalability, that’s a great question. As a new venture, I haven’t reached my bandwidth limit yet. Hopefully, that becomes a good problem to have! If demand grows, I’d look for individuals with a similar mindset: individuals with a teacher’s heart who want to roll up their sleeves and help institutions learn and implement best practices. I like to say I “teach institutions how to fish.”

    What differentiates my approach from traditional consulting or vendors is the hands-on, DIY element. There are many excellent consultants and companies that do great work for institutions and achieve results. I focus on teaching and blending consultation with implementation. I’ll conduct assessments and provide strategic guidance, but I also get my hands dirty helping different departments across the institution implement those strategies.

    This approach works best for institutions that want to build online learning capabilities internally [and] retain all tuition revenue and can commit to a one- to two-year development timeline. The costs are significantly less than a full-time hire, without the overhead of salary and benefits, and deliverables are always scaled to meet each institution’s specific needs.

    Q: Why have you decided to build up this fractional COLO business instead of pursuing a more traditional COLO role at a single institution? Tell us about your educational and professional background and how that prepared you to create this concept.

    A: I’ve always had an entrepreneurial itch, even though I spent over 20 years of my career in higher education in traditional roles. I was fortunate to serve as COLO at an institution for eight years. That was a valuable experience since fewer than 10 percent of institutions have an online learning leader serving on the cabinet or reporting directly to the president. That role gave me a unique perspective on integrating online learning throughout an institution rather than keeping it siloed.

    My educational background combines business and education, which prepared me for this venture. My undergraduate degree was in business, which seeded those entrepreneurial interests, but I transitioned to education for my master’s and completed a Ph.D. in learning sciences.

    In my previous role, we were essentially building from scratch, so I referred to our team as a start-up. We developed new standard operating procedures, created budget models and hired new team members. In some ways, I felt like I was running a business within the university. That unique combination of business skills, educational expertise and start-up experience prepared me for this role. Also, maybe most importantly, if you’re going to start a new company, you’d better have a supportive spouse because it’s not easy, lol. 

    One last comment related to the intro—my goal isn’t to replace full-time COLOs. It’s actually the opposite. My intent is that as institutions work with me and see the value a COLO brings, they’ll eventually hire their own full-time leader once operations are established. I hope this work helps more schools recognize the importance of dedicated online learning leadership, ultimately growing the pool of full-time COLO positions across higher education. I don’t want to take work away from anyone. I want to grow the position and demonstrate the value these roles bring to institutions.

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  • Bachelor’s Degrees Unaffordable for Most Low-Income Students

    Bachelor’s Degrees Unaffordable for Most Low-Income Students

    The high cost associated with college is one of the greatest deterrents for students interested in higher education. A 2024 survey by Inside Higher Ed and Generation Lab found that 68 percent of students believe higher ed institutions charge too much for an undergraduate degree, and an additional 41 percent believe their institution has a sticker price that’s too high.

    A recent study by the National College Attainment Network found that a majority of two- and four-year colleges cost more than the average student can pay, sometimes by as much as $8,000 a year. The report advocates for additional state and federal financial aid to close affordability gaps and ensure opportunities for low- and middle-income students to engage in higher education.

    Methodology: NCAN’s formula for affordability compares total cost of attendance (tuition, fees, housing, etc.) plus an emergency reserve of $300 against any aid a student receives. This includes grants, federal loans and work-study dollars, as well as expected family contribution and the summer wages a student could earn in a full-time, minimum-wage job in their state. Housing costs vary depending on the student’s enrollment: Bachelor’s-granting institutions include on-campus housing costs, and community colleges include off-campus housing rates.

    A graphic by the National College Attainment Network demonstrating how the organization calculated affordable rates for the average college student.

    National College Attainment Network

    Costs that outweigh expected aid and income are classified as an “affordability gap” for students.

    A recent Inside Higher Ed and Generation Lab survey of 5,065 undergraduates found that 9 percent of respondents said an unexpected expense of $300 or less would threaten their ability to remain enrolled in college.

    The total sample size covered 1,137 public institutions, 600 of which were community colleges.

    Majority of colleges unaffordable: Using these metrics, 48 percent of community colleges and 35 percent of bachelor’s-granting institutions were affordable during the 2022–23 academic year. In total, NCAN rated 473 institutions as affordable.

    Comparative data from 2015–16 finds slightly more community colleges were affordable then (50 percent) than in 2022–23 (48 percent), but that the average affordability gap, or total unmet need, has grown from $246 to $486.

    Among four-year colleges, more public institutions were affordable in 2022–23 than in 2015–16 (29 percent) and the average affordability gap shrank slightly, from $1,656 to $1,554. The data indicates slight improvement in affordability metrics but highlights challenges for low-income students interested in a bachelor’s degree, according to the report.

    NCAN researchers believe the $400 increase in the maximum Pell Grant in 2023 helped lower costs per student at bachelor’s-granting institutions, but community colleges appear less affordable due to the loss of HEERF funding and the increase in cost of attendance due to rising housing costs.

    Affordability ranges by states: Access to affordable institutions is also more of a challenge for students in some regions than in others. NCAN’s analysis found that 14 states lacked a single institution with an affordable bachelor’s degree program for low-income students. In 27 states, 65 percent of public four-year colleges were unaffordable.

    For two-year programs, five states lacked an affordable community college. Some states had a small sample (fewer than five) of community colleges analyzed; Delaware and Florida had no community colleges in NCAN’s sample.

    In Kentucky, Maine and New Mexico, 100 percent of the two-year colleges analyzed were found to be affordable for students, along with at least 80 percent of the bachelor’s degree–granting institutions in those states.

    Students pursuing a bachelor’s degree in New Hampshire ($8,239), Pennsylvania ($8,076) and Ohio ($5,138) had the largest affordability gaps. For community colleges, students in New Hampshire ($11,499), Utah ($7,689) and Pennsylvania ($4,508) had the greatest unmet need.

    Conversely, some states had aid surpluses, which can help address other expenses associated with college, including textbooks and transportation.

    Cost isn’t the only barrier to access, however. “For many students who live in rural or remote areas, far from the postsecondary institutions in their state, college may remain inaccessible,” the report noted.

    Based on the data, NCAN supports additional funding for higher education at all levels, federal, state and local, to provide students with financial aid.

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  • AAUP Accuses Trump of Weaponizing Civil Rights Law

    AAUP Accuses Trump of Weaponizing Civil Rights Law

    Photo illustration by Justin Morrison/Inside Higher Ed | Etienne Laurent/AFP/Getty Images | Scott Olson/Getty Images

    A new report released Monday by the American Association of University Professors and its Committee A on Academic Freedom and Tenure argues that the Trump administration has weaponized federal civil rights laws with a goal of discrediting colleges and compromising their academic freedom and institutional autonomy.

    The report focuses in part on a surge of investigations that have been launched by the Department of Education since Oct. 7, 2023, especially those that involve national origin and religion. Based on an analysis of those cases, AAUP argues that in many instances the Trump administration has targeted types of speech or programming that do not actually qualify as legally actionable discrimination. Rather, the association says, the Trump administration has used this surge to sidestep historical procedures and enforce its own interpretation of the law.

    Both the Biden and Trump administrations stepped up their enforcement of Title VI of the Civil Rights Act of 1964, which prohibits discrimination based on race, color, religion, sex or national origin, after the Hamas attack on Israel prompted a number of protests on college campuses and an increase in reports of antisemitism. Their approaches, however, have been quite different.

    Biden civil rights officials took issue with how colleges responded to reports of antisemitic harassment and found several colleges in violation of that law.

    However, the Trump administration has moved aggressively to cut off funds and to demand sweeping changes at institutions—all in the name of combating antisemitism. More recently, the administration has used Title VI as a way to restrict and investigate race-based practices and programs as well as admissions decisions.

    “In a perverse reading of DEI, the administration makes it an instance of racial discrimination rather than an attempt to dismantle the structures of discrimination based on race,” the report notes.

    Over all, the AAUP argues that the Trump administration is attempting to “unmake” and “hijack” Title VI.

    The Trump administration is “unmooring the Civil Rights Act from its foundational commitments to addressing structures of discrimination that prevent educational access,” the report stated. And doing so “is nothing less than an attempt to rewrite the history of the nation.”

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  • Texas State Prof Sues, Claiming Free Speech, Contract Violations

    Texas State Prof Sues, Claiming Free Speech, Contract Violations

    Mikala Compton/Austin American-Statesman/Getty Images

    A tenured Texas State University professor who was terminated earlier this month after allegedly inciting violence during a speech has sued the university, CBS Austin reported. In the lawsuit filed in district court, Thomas Alter, the former associate professor of history, claims that university leadership violated his free speech and due process rights and breached his employment contract. 

    At a Sept. 7 conference organized by Socialist Horizon, Alter said in part that “without organization, how can anyone expect to overthrow the most bloodthirsty, profit-driven mad organization in the history of the world—that of the U.S. government.” His speech was recorded and circulated by a right-wing YouTuber who had infiltrated the event. Alter was terminated three days later.

    In a statement announcing his termination, Texas State president Kelly Damphousse said Alter’s “actions are incompatible with their responsibilities as a faculty member at Texas State University.” Alter told CBS Austin that he did not associate himself with Texas State during the conference. 

    “The reasons Provost Aswrath provided for Dr. Alter’s termination are false and give every appearance of politically-motivated discrimination,” the lawsuit states. “In truth, Dr. Alter was terminated because he espoused views that are politically unpopular in today’s politically-charged climate, in violation of his First Amendment right to free speech.”

    Alter told CBS Austin that his dismissal “turned my world upside down and my family’s world upside down.”

    “Anyone should be able to express their views no matter how unpopular they are without facing the repercussions that many people are seeing,” he added. (Alter had earned tenure just 10 days before he was removed, The Chronicle of Higher Education reported.)

    Texas State did not respond to Inside Higher Ed’s request for comment, but a spokesperson told CBS Austin the university declined to comment on pending litigation.

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  • What’s So Conservative About Civics, Anyway? (opinion)

    What’s So Conservative About Civics, Anyway? (opinion)

    Amid rising political violence, the need for nonpartisan civic education has never been clearer. Yet saying, “civic thought” or “civic life and leadership” now reads conservative. Should it?

    With the backing of a legislature his party dominated, Republican governor Doug Ducey created Arizona State University’s School of Civic and Economic Thought and Leadership in 2016. Both SCETL and its founding director, Paul Carrese, are now understood as key leaders in a movement for civic schools and centers.

    In a March 2024 special issue on civic engagement in the journal Laws, Caresse outlines a deepening American civic crisis, including as evidence, “the persistent appeal of the demagogic former President Donald Trump.”

    He’s not exactly carrying water for the MAGA movement.

    Whether MAGA should be considered conservative is part of the puzzle. If by “conservative” we mean an effort to honor that which has come before us, to preserve that which is worth preserving and to take care when stepping forward, civic education has an inherently conservative lineage.

    But even if we dig back more than a half century, it can be difficult to disentangle the preservation of ideals from the practices of partisanship. The Institute for Humane Studies was founded in the early 1960s to promote classical liberalism, including commitments to individual freedom and dignity, limited government, and the rule of law. It has been part of George Mason University since 1985, receiving millions from the Charles Koch Foundation.

    Earlier this year, IHS president and CEO Emily Chamlee-Wright asserted that President Trump’s “tariff regime isn’t just economically harmful—it reverses the moral and political logic that made trade a foundation of the American experiment.” Rather than classifying that column through a partisan lens, we might consider a more expansive query: Is it historically accurate and analytically robust? Does it help readers understand intersections among the rule of law, individual freedom and dignity?

    The editors at Persuasion, which ran the column, certainly would seem to think so. But Persuasion also has a bent toward “a free society,” “free speech” and “free inquiry,” and against “authoritarian populism.” The founder, Yascha Mounk, a political scientist at Johns Hopkins University, has been a persistent center-left critic of what he and others deem the excesses of the far left. Some of the challenges they enumerate made it into Steven Pinker’s May opinion piece in The New York Times, in which Pinker defended Harvard’s overwhelming contributions to global humanity while also admitting to instances of political narrowness; Pinker wrote that a poll of his colleagues “turned up many examples in which they felt political narrowness had skewed research in their specialties.” Has political narrowness manifested within the operating assumptions of the civic engagement movement?

    Toward the beginning of this century, award-winning researchers Joel Westheimer and Joseph Kahne pushed for a social change–oriented civic education. Writing in 2004, in the American Educational Research Journal, they described their predispositions as such: “We find the exclusive emphasis on personally responsible citizenship when estranged from analysis of social, political, and economic contexts … inadequate for advancing democracy. There is nothing inherently democratic about the traits of a personally responsible citizen … From our perspective, traits associated with participatory and justice oriented citizens, on the other hand, are essential.”

    Other scholars have also pointed to change as an essential goal of civic education. In 1999, Thomas Deans provided an overview of the field of service learning and civic engagement. He noted dueling influences of John Dewey and Paulo Freire across the field, writing, “They overlap on several key characteristics essential to any philosophy of service-learning,” including “an anti-foundationalist epistemology” and “an abiding hope for social change through education combined with community action.”

    Across significant portions of the fields of education, service learning and community engagement, the penchant toward civic education as social change had become dominant by 2012, when I inhabited an office next to Keith Morton at Providence College. It had been nearly 20 years since Morton completed an empirical study of different modes of community service—charity, project and social change—finding strengths and integrity within each. By the time we spoke, Morton observed that much of the field had come to (mis)interpret his study as suggesting a preference for social change over project or charity work.

    While service learning and community engagement significantly embraced this progressive orientation, these pedagogies were also assumed to fulfill universities’ missional commitments to civic education. Yet the link between community-engaged learning and education for democracy was often left untheorized.

    In 2022, Carol Geary Schneider, president emerita of the American Association of Colleges and Universities, cited real and compounding fractures in U.S. democracy. Shortly thereafter in the same op-ed, Geary Schneider wrote, “two decades of research on the most common civic learning pedagogy—community-based projects completed as part of a ‘service learning’ course—show that student participation in service learning: 1) correlates with increased completion, 2) enhances practical skills valued by employers and 3) builds students’ motivation to help solve public problems.”

    All three of these outcomes are important, but to what end? The first serves university retention goals, the second supports student career prospects and the third contributes broadly to civic learning. Yet civic learning does not necessarily contribute to the knowledge, skills, attitudes and beliefs necessary to sustain American democracy.

    There is nothing inherently democratic about a sea of empowered individuals, acting in pursuit of their separate conceptions of the good. All manner of people do this, sometimes in pursuit of building more inclusive communities, and other times to persecute one another. Democratic culture, norms, laws and policies channel energies toward ends that respect individual rights and liberties.

    Democracy is not unrestrained freedom for all from all. It is institutional and cultural arrangements advancing individual opportunities for empowerment, tempered by an abiding respect for the dignity of other persons, grounded in the rule of law. Commitment to one another’s empowerment starts from that foundational assumption that all people are created equal. All other democratic rights and obligations flow from that well.

    Proponents of civic schools and centers have wanted to see more connections to foundational democratic principles and the responsibilities inherent in stewarding an emergent, intentionally aspirational democratic legacy.

    In a paper published by the American Enterprise Institute, Benjamin Storey and Jenna Silber Storey consider next steps for the movement advancing civic schools and centers, while also emphasizing responsibility-taking as part of democratic citizenship. They write, “By understanding our institutions of constitutional government, our characteristic political philosophy, and the history of American politics in practice as answers to the challenging, even paradoxical questions posed by the effort to govern ourselves, we enter into the perspective of responsibility—the citizen’s proper perspective as one who participates in sovereign oversight of, and takes responsibility for, the American political project. The achievement of such a perspective is the first object of civic education proper to the university.”

    This sounds familiar. During the Obama administration, the Civic Learning and Democratic Engagement National Task Force called for the “cultivation of foundational knowledge about fundamental principles and debates about democracy.” More than a half century before, the Truman Commission’s report on “Higher Education for American Democracy” declared, “In the past our colleges have perhaps taken it for granted that education for democratic living could be left to courses in history and political science. It should become instead a primary aim of all classroom teaching and, more important still, of every phase of campus life.” And in the era of the U.S. founding, expanding access to quality education was understood as central to the national, liberatory project of establishing and sustaining democratic self-government. Where does this leave us today?

    Based on more than 20 years of research, teaching and administration centered around civic education, at institutions ranging from community colleges to the Ivy League, I have six recommendations for democratic analysis, education and action to move beyond this hyperpartisan moment.

    1. Advance analysis rather than allegations. I started this essay with two critiques of President Trump advanced by leaders at centers ostensibly associated with conservativism. More recently I demonstrated alignments between current conservative appeals and civic aspirations under two popular Democratic presidents. We should spend far less time and ink debating whether something emerges from Republican or Democratic roots. Our proper roles as academics and as citizens direct us to consider specific policies and practices, to compare them historically and cross-nationally, and to gather evidence of impacts. We now have a landscape that includes more than a dozen new civic schools and centers. We therefore have opportunities to assess their differences, similarities and impact.
    2. Demonstrate that rights derive from shared governance. Work with students to understand the relationship between good government and everyday functions such as freedom to move, freedom to associate, freedom to contract and freedom to trade. These rights manifest through the promise made in the Declaration of Independence. “Governments are instituted,” it reads, “to effect … Safety and Happiness.” Danielle Allen’s Our Declaration is an indispensable aid in any such effort.
    3. Encourage historic political-economic comparisons of rights. Diving deep into history from all corners of the world clarifies various kinds of colonizing forces and diverse approaches to good government, from imperial China to the Persian Empire and American expansion. Last year’s winners of the Nobel Prize in Economics, Daron Acemoglu, Simon Johnson and James Robinson, received the award for research demonstrating that societies with well-established rule of law and individual rights are more likely to become economically prosperous. Consider this and other, disciplinarily diverse explorations of the structural conditions for human flourishing. Push past dichotomizing narratives that sort history into tidy buckets. Rights as we know them—expanded and protected through state institutions—are tools of liberation with an extended, colonial and global heritage. Mounk’s podcast is an excellent resource for contemporary, comparative interrogation of the structures and cultural commitments that advance rights.
    4. Wrestle with power and violence. Despite national and global history riven with conflict and conquest, many progressives came to imagine that democracy is a given, that having rights in conditions of comparative peace is the natural state. Yet those rights only manifest through the disciplined commitments of state officials doing their jobs. In a recent article in Democracy, William A. Galston, a Brookings Institution senior fellow, professor at the University of Maryland and former Clinton administration official, suggests democracy is on the defensive because citizens too frequently “regard the movement toward tolerance at home and internationalism abroad as irreversible.” Nonsense, argues Galston. History shows us societies descend into evil, governments revoke liberties and armies invade. Democratic liberties are co-created political commitments. They have always depended upon judicious, democratic stewardship of policing power at home and military power abroad. Questioning state structures of enforcement should be part of university-level civic education, but so too should respecting them and understanding the reasons for their persistence. Here and throughout, civic education must balance respect for the past, its traditions and its empirical lessons, with possibilities for the future.
    5. Embrace and interrogate foundational democratic values. Meditate on the intentionally aspirational commitment to American democracy, embodied in the assertion that all people are created equal. Nurture the virtue of respect for others implied by inherent equality. Foster—in yourself and in your students—an embrace of human dignity so strong that you seek bridging opportunities across the American experiment, working to find the best in others, seeking connections with individuals who seem most unlike you. Even if they offer no reciprocity, never forget any person’s basic humanity. Before analyzing or convincing, listen and find ways to listen well beyond your normal circles. My colleague at the University of Pennsylvania Lia Howard is modeling such efforts with systematic approaches to democratic listening across the Commonwealth of Pennsylvania.
    6. Most of all, if principled, rigorous, honest analysis beyond partisan dichotomizing appeals to you, know that you are not alone. Danielle Allen (Harvard University), Kwame Anthony Appiah (New York University) and Eboo Patel (Interfaith America) lead among numerous scholars and organizers refreshing democratic ideals for our era. They demonstrate that democracy does not manifest without attention to our shared heritage, our collective institutions and our willingness to respect one another. They hold a pragmatic space between civic education as unquestioning nation-building on one extreme and as unmoored social justice activism on another. Readers curious about their approaches can begin with Allen presenting “How to Be a Confident Pluralist” at Brigham Young University, Appiah making a cosmopolitan case for human dignity and humility in The New York Times Magazine, and Patel in conversation with American University president Jonathan Alger in AU’s “Perspectives on the Civic Life” series.

    This essay, it must be noted, was almost entirely completed before the political assassination of Charlie Kirk. It now becomes even clearer that we must identify ways to analyze beyond partisan pieties while embracing human dignity. Some leaders are reminding us of our ideals. Utah governor Spencer Cox’s nine minutes on ending political violence deserves a listen. Ezra Klein opened his podcast with a reflection on the meaning of the assassination, followed by his characteristic modeling of principled disagreement with a political opponent (in this case, Ben Shapiro). It is the second feature of that Klein podcast—extended periods of exploration, disagreement and brief periods of consensus regarding critical democratic questions—that we must see more of across campuses and communities. One of the worst possible, and unfortunately plausible, outcomes of this movement for civic schools and centers could be the continuing balkanization of campuses into self-sorted identity-based communities, with very little cross-pollination. That would be bad for learning and for our country.

    Whatever the political disposition of civic centers or other programs across campus, we need more and better cross-campus commitment to democratic knowledge, values and beliefs if we wish to continue and strengthen the American democratic tradition.

    Eric Hartman is a senior fellow and director of the executive doctorate in higher education management at the University of Pennsylvania Graduate School of Education.

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  • UNL Proposes Cutting Educational Administration Department

    UNL Proposes Cutting Educational Administration Department

    In an effort to address a deep deficit caused by rising costs, declining international enrollment and flat state funding, University of Nebraska–Lincoln officials have proposed merging or cutting a slew of programs. But one proposal has sparked particular outrage—within the university and beyond: the plan to ax the educational administration department.

    If the plan goes through, faculty members and students worry the state will be left without a key pipeline to fill leadership roles at local schools and colleges, particularly in rural areas. The University of Nebraska–Lincoln is the only university in the state that offers a Ph.D. program in educational leadership or higher education, which has a distinct scholarly focus, while Ed.D. programs and master’s degrees to train education leaders can be found elsewhere.

    “It’s hard for me to imagine the flagship university in a state does not offer a program to prepare future principals, future superintendents, future leaders of colleges and universities,” said Crystal Garcia, an associate professor and Ph.D. coordinator in the department. Eliminating the department would be “really doing a disservice to education as a whole in the state of Nebraska.” She noted the department is “incredibly impactful,” serving 316 current and incoming graduate students.

    Administrators have proposed nixing five other academic programs as well: community and regional planning; earth and atmospheric sciences; landscape architecture; statistics; and textiles, merchandising and fashion design. The plan would potentially retain the master’s degree program in educational administration but rehouse it elsewhere.

    Through these cuts, the university aims to reduce the budget by $27.5 million, in part by eliminating 58 roles—17 from the educational administration department, including tenured and tenure-track positions. University officials also proposed two department mergers and budget cuts to the College of Engineering and the College of Arts and Sciences, amid other cuts to administrative and staff expenses.

    The proposal will now be considered by the Academic Planning Committee, a group of faculty, staff and students. Members of affected programs can make their case before the committee in live-streamed hearings, and the public can weigh in through a feedback form. Then, the APC will come out with recommendations the chancellor can take or leave. If the chancellor decides to move forward with the proposed cuts, the issue will come before the Board of Regents in December.

    Elizabeth Niehaus, a professor in the educational administration department, said faculty were stunned by the news and are preparing to defend the department to the committee—and the Board of Regents if need be. She and other faculty members believe the department is thriving.

    The proposed cut was “quite honestly shocking, because we are a strong department with great students, great faculty, with a national reputation, folks who have been winning awards for teaching and research,” Niehaus said. “So, we did not see that coming.”

    The Decision-Making Process

    The university’s executive team undertook “a strategic, data-informed and holistic review of all academic programs,” said Mark Button, UNL’s executive vice chancellor.

    The review weighed a variety of metrics, he said, including student success outcomes—such as retention rates and degree-completion rates over a five-year period—the ratio of student enrollments to faculty members, and demand for programs as measured in student credit hours and students joining majors.

    Administrators also drew on metrics for research success used by the Association of American Universities; the university is seeking to regain membership in the organization, which it lost in 2011. Those measures include book publications, research citations and awards and fellowships. Administrators also compared programs to similar programs at other public AAU institutions, Button said, and considered more qualitative factors, like whether a program was distinctive in the state. The metrics were shared with college deans and then department chairs in May.

    Button said the metrics used to review the academic programs reflected priorities already in the university’s strategic plan and the criteria used for past budget reductions. Education administration was among the departments that “didn’t perform as well,” he said.

    Faculty members argue the process lacked transparency; they didn’t know until a day before the proposal came out that the department was on the chopping block. They say their specific questions have gone unanswered, including which particular measures caused them to fall short and whether the pandemic years were contextualized in the data.

    “We were reduced to a single number that definitely does not reflect the depth and breadth of what we do and our contributions to the field, to the university, to the state,” Niehaus said of the scoring process.

    The decision felt so at odds with how the department sees itself that associate professor Sarah Zuckerman said she wondered if it was being targeted for its outspoken faculty members. Zuckerman, who serves as president of the university’s chapter of the American Association of University Professors, said other members of the department are also active in the organization, as well as in Advocating for Inclusion, Respect and Equity, a faculty coalition focused on diversity issues.

    “It gives me a little bit of a nauseous feeling,” Zuckerman said.

    Button argued it’s “definitively not true” that the proposed cuts target outspoken departments. He said the proposal involved “very painful decisions.”

    “I probably can’t underscore enough just how difficult this budget-reduction process is for our entire university community and for everyone who’s committed to an outstanding land-grant, flagship, Big Ten university here in Nebraska,” Button said. “I share the sense of pain and grief that everyone on our campus is going through now.”

    If the cuts become a reality, tenured and tenure-track professors will have a year’s notice of their termination and the university has promised to develop teach-out plans for students. But students don’t have the details of those plans, and some said the uncertainty makes them ill at ease.

    Korrine Fagenstrom, who is participating in the online Ph.D. program focused on higher ed administration from Montana, said she doesn’t know what she’s going to do.

    Four years into her program, she doesn’t want to leave, she said, but “I don’t know what it would look like to stay—I don’t know that anybody does.”

    “The idea of the program getting eliminated at my final hour is terrifying,” said Kathryn Duvall, a third-year student in the Ed.D. program. “I have made sacrifices to my family. I have made sacrifices to my own personal life and dedicated years to getting my education. And this program has spent years pouring into me and developing me as a researcher, as a writer, as an educator, as a leader.”

    She also worries on a “macro level” that education in the state will suffer without the leadership training UNL provides.

    “Eliminating a program like this is eliminating foundational training that produces equitable educational opportunities in our society,” Duvall said.

    The Bigger Picture

    University officials argue that other offerings in the state, such as Ed.D. programs at University of Nebraska–Omaha or small private universities, can fill the same needs as UNL’s educational administration programs.

    But K–12 superintendents, who generally have doctorates, need more—not less—access to the affordable, high-caliber training public institutions like UNL historically provide, said Mónica Byrne-Jiménez, executive director of the University Council for Educational Administration. The proposal to cut the department has garnered national attention, because it’s an unusual move for a flagship campus or a university with a Research-1 Carnegie classification, she added.

    “It’s nothing I’ve seen before,” Byrne-Jiménez said, noting most R-1 universities boast strong K–12 and higher ed leadership programs. “We don’t want it to become a national trend.”

    Cheryl Holcomb-McCoy, president and CEO of the American Association of Colleges for Teacher Education, said that while UNL is a “unique case,” she has seen a growing number of education schools or colleges merge with other programs over the last decade. The Iowa Board of Regents also approved plans last week to end the University of Iowa’s graduate and doctoral programs in elementary education, secondary education, special education and science education.

    She worries that federal funding cuts, particularly to teacher training grants and Institute of Education Sciences contracts, is going to thrust more universities into positions where they consider taking such actions.

    Byrne-Jiménez said such programs may be extra vulnerable at a time when Americans are questioning the value of higher education and schools are “hyperscrutinized.” Educational administration programs also tend to attract smaller cohorts, she said, because a select few want to go into education leadership roles. She fears their size, combined with national skepticism, makes them susceptible to budget cuts. But she believes these programs have an outsize effect on the long-term success of state residents that needs to be considered.

    “From an external perspective, it looks like these are small, sort of niche programs that might not be generating a lot of money for the university,” she said. But “the impact is great.” At UNL, “those 300 students are going to go out to 300 schools and 300 communities.”

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  • Selecting and Supporting New Vice Chancellors: Reflections on Process & Practice – PART 2 

    Selecting and Supporting New Vice Chancellors: Reflections on Process & Practice – PART 2 

    Author:
    Dr Tom Kennie

    Published:

    This HEPI blog was kindly authored by Dr Tom Kennie, Director of Ranmore 

    Introduction 

    In the first blog post, I focused on the process of appointing new Vice Chancellors. with some thoughts and challenges to current practice. In this second contribution, I focus more on support and how to ensure that the leadership transition receives as much attention as candidate selection.  

    Increasingly, the process of leadership transitions often starts way before the incoming successful candidate has been appointed. Depending on the circumstances which led to the need for a new leader, the process may involve a short or extended period with an Interim Leader. This can be an internal senior leader or someone externally who is appointed for a short, fixed-term period. This in itself is a topic for another day. It does, however, require careful consideration as part of the successful transition of a new leader (assuming the interim is not appointed to the permanent role). 

    Reflections to consider when on-boarding Vice Chancellors 

    Rules of engagement with the Interim or Existing post-holder  

    Clear rules of engagement must be agreed with the appointed Interim. Among those rules are those relating to the engagement with the Board. Often these can feel quite implicit and unspoken. I’d encourage both parties to be much more explicit and document their mutual expectations to share with each other.     

    Incoming Vice Chancellor transition plan (individual and team-based) 

    Moving onto the post-appointment, pre-arrival period is an important phase in the process of ensuring a successful outcome. How can the incoming leader prepare (whilst often doing another big job)? How might the team prepare the way for the incoming leader? And, how might the existing or interim leader hold things together during this period? This is often a period of heightened anxiety within the senior leadership team (although rarely surfaced and discussed). Working with the team during this phase can help to reduce the danger of siloed working and help prepare the team for the arrival of the new leader.  

    Outgoing Vice Chancellor transition plan  

    Frequently overlooked is the importance of ensuring a successful transition for the current post-holder (assuming it has not been a forced exit). Beware of placing too much focus on the new person. Often, as indicated earlier, the current post holder may have many months to go before the new person can start. They also require support and encouragement. And, of course, recognition for their period in office.  

    Day 1 and week 1 

    The lead-up to day 1 requires significant consideration by the new Vice Chancellor. Meeting the new ‘inner office’ and considering how and in what ways the new Vice Chancellor is different in style and expectations compared to the outgoing leader is an important factor. Induction processes will, no doubt, feature heavily in the first few weeks, but a new Vice Chancellor should ensure that they control the transition process. This requires careful coordinated communication and choreography.   

    First x days (what’s the right number?) 

    Every new Vice Chancellor should be wary of being persuaded to work towards delivering a plan by some (often arbitrary) date, typically 90-100 days after their arrival. Understanding the context of the institution, and working with this, is more important. 

    Potential surprises & dilemmas  

    A new Vice Chancellor should expect a few surprises when they start. Context and culture are different and these will have an impact on the interpretation of events. To ensure success, these should be soaked up and immediate responses should be avoided. In time, it will be much easier to work out how to respond and what needs to change. 

    Match and ideally exceed expectations  

    Whilst clearly important and easy to say, it is vital to ensure the Vice Chancellor priorities are clarified with the Chair. Having done this, the senior team should be invited to similarly clarify their priorities. Lastly, these should be shared across the team. This, by itself, is likely to signal a new way of working. 

    A final proposal  

    The process of appointing Vice Chancellors is clearly an important matter for Chairs of Governing Boards. Whilst guidance is provided by the Committee of University Chairs (CUC), the latest edition of the document Recruiting a Vice Chancellor was published in 2017. Much has changed in the past eight years and it feels timely for a fresh look given the very different context and shifts in practice. 

    To close, it is worth remembering that nobody comes fully ready for any senior leadership role. Gaps exist and context and culture are different from the new perspective even if the candidate has had a prior role in a different place. You might wish to consider offering some independent support for your new Vice Chancellor. This could be through being a member of a peer-group and/or individual transition coaching. Being in charge is a lonely place and it can be constructive to be able to talk through dilemmas, issues and opportunities in a safe space. Sometimes this can’t be with one’s Chair or Senior Team.  

    Lastly, don’t be too judgemental and try and give any new Vice Chancellor the benefit of the doubt – well at least for a short while! 

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  • Generic AI cannot capture higher education’s unwritten rules

    Generic AI cannot capture higher education’s unwritten rules

    Some years ago, I came across Walter Moberley’s The Crisis in the University. In the years after the Second World War, universities faced a perfect storm: financial strain, shifting student demographics, and a society wrestling with lost values. Every generation has its reckoning. Universities don’t just mirror the societies they serve – they help define what those societies might become.

    Today’s crisis looks very different. It isn’t about reconstruction or mass expansion. It’s about knowledge itself – how it is mediated and shaped in a world of artificial intelligence. The question is whether universities can hold on to their cultural distinctiveness once LLM-enabled workflows start to drive their daily operations.

    The unwritten rules

    Let’s be clear: universities are complicated beasts. Policies, frameworks and benchmarks provide a skeleton. But the flesh and blood of higher education live elsewhere – in the unwritten rules of culture.

    Anyone who has sat through a validation panel, squinted at the spreadsheets for a TEF submission, or tried to navigate an approval workflow knows what I mean. Institutions don’t just run on paperwork; they run on tacit understandings, corridor conversations and half-spoken agreements.

    These practices rarely make it into a handbook – nor should they – but they shape everything from governance to the student experience. And here’s the rub: large language models, however clever, can’t see what isn’t codified. Which means they can’t capture the very rules that make one university distinctive from another.

    The limits of generic AI

    AI is already embedded in the sector. We see it in student support chatbots, plagiarism detection, learning platforms, and back-office systems. But these tools are built on vast, generic datasets. They flatten nuance, reproduce bias and assume a one-size-fits-all worldview.

    Drop them straight into higher education and the risk is obvious: universities start to look interchangeable. An algorithm might churn out a compliant REF impact statement. But it won’t explain why Institution A counts one case study as transformative while Institution B insists on another, or why quality assurance at one university winds its way through a labyrinth of committees while at another it barely leaves the Dean’s desk. This isn’t just a technical glitch. It’s a governance risk. Allow external platforms to hard-code the rules of engagement and higher education loses more than efficiency – it loses identity, and with it agency.

    The temptation to automate is real. Universities are drowning in compliance. Office for Students returns, REF, KEF and TEF submissions, equality reporting, Freedom of Information requests, the Race Equality Charter, endless templates – the bureaucracy multiplies every year.

    Staff are exhausted. Worse, these demands eat into time meant for teaching, research and supporting students. Ministers talk about “cutting red tape,” but in practice the load only increases. Automation looks like salvation. Drafting policies, preparing reports, filling forms – AI can do all this faster and more cheaply.

    But higher education isn’t just about efficiency. It’s also about identity and purpose. If efficiency is pursued at the expense of culture, universities risk hollowing out the very things that make them distinctive.

    Institutional memory matters

    Universities are among the UK’s most enduring civic institutions, each with a long memory shaped by place. A faculty’s interpretation of QAA benchmarks, the way a board debates grade boundaries, the precedents that guide how policies are applied – all of this is institutional knowledge.

    Very little of it is codified. Sit in a Senate meeting or a Council away-day and you quickly see how much depends on inherited understanding. When senior staff leave or processes shift, that memory can vanish – which is why universities so often feel like they are reinventing the wheel.

    Here, human-assistive AI could play a role. Not by replacing people, but by capturing and transmitting tacit practices alongside the formal rulebook. Done well, that kind of LLM could preserve memory without erasing culture.

    So, what does “different” look like? The Turing Institute recently urged the academy to think about AI in relation to the humanities, not just engineering. My own experiments – from the Bernie Grant Archive LLM to a Business Case LLM and a Curriculum Innovation LLM – point in the same direction.

    The principles are clear. Systems should be co-designed with staff, reflecting how people actually work rather than imposing abstract process maps. They must be assistive, not directive – capable of producing drafts and suggestions but always requiring human oversight.

    They need to embed cultural nuance: keeping tone, tradition and tacit practice alive alongside compliance. That way outputs reflect the character of the institution, reinforcing its USP rather than erasing it. They should preserve institutional knowledge by drawing on archives and precedents to create a living record of decision-making. And they must build in error prevention, using human feedback loops to catch hallucinations and conceptual drift.

    Done this way, AI lightens the bureaucratic load without stripping out the culture and identity that make universities what they are.

    The sector’s inflection point

    So back to the existential question. It’s not whether to adopt AI – that ship has already sailed. The real issue is whether universities will let generic platforms reshape them in their image, or whether the sector can design tools that reflect its own values.

    And the timing matters. We’re heading into a decade of constrained funding, student number caps, and rising ministerial scrutiny. Decisions about AI won’t just be about efficiency – they will go to the heart of what kind of universities survive and thrive in this environment.

    If institutions want to preserve their distinctiveness, they cannot outsource AI wholesale. They must build and shape models that reflect their own ways of working – and collaborate across the sector to do so. Otherwise, the invisible knowledge that makes one university different from another will be drained away by automation.

    That means getting specific. Is AI in higher education infrastructure, pedagogy, or governance? How do we balance efficiency with the preservation of tacit knowledge? Who owns institutional memory once it’s embedded in AI – the supplier, or the university? Caveat emptor matters here. And what happens if we automate quality assurance without accounting for cultural nuance?

    These aren’t questions that can be answered in a single policy cycle. But they can’t be ducked either. The design choices being made now will shape not just efficiency, but the very fabric of universities for decades to come.

    The zeitgeist of responsibility

    Every wave of technology promises efficiency. Few pay attention to culture. Unless the sector intervenes, large language models will be no different.

    This is, in short, a moment of responsibility. Universities can co-design AI that reflects their values, reduces bureaucracy and preserves identity. Or they can sit back and watch as generic platforms erode the lifeblood of the sector, automating away the subtle rules that make higher education what it is.

    In 1989, at the start of my BBC career, I stood on the Berlin Wall and watched the world change before my eyes. Today, higher education faces a moment of similar magnitude. The choice is stark: be shapers and leaders, or followers and losers.

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  • Students as curriculum critics | Wonkhe

    Students as curriculum critics | Wonkhe

    When a member of staff claimed their course reading list was “diverse” because it included authors from the UK, North America, and Australia, it captured something problematic in higher education: an entrenched Eurocentric worldview dressed as global perspective.

    Despite growing sector-wide commitments to equity, diversity and inclusion, many UK university curricula remain bounded by the ideas, voices and assumptions of the Global North. This isn’t just an issue of representation. It cuts to the core of what and whose knowledge counts and who the curriculum is for.

    Universities have long functioned as what sociologist Remi Joseph-Salisbury calls “white spaces”; spaces where whiteness is not just numerically dominant, but culturally embedded. When students from minoritised backgrounds find their lived experiences absent from course readings, case studies, or teaching examples, the message is clear: they are not the imagined subject of the curriculum.

    Lost in translation

    This exclusion is rarely intentional. However, its effects are deeply felt. Students must expend emotional labour to navigate, challenge or mentally translate course content that does not reflect their experiences or worldviews. For some, this produces what scholars such as Smith and colleagues in 2014 have termed racial battle fatigue.

    Language plays a significant role here. In many classrooms standard academic English, which is rooted in the speech of white, middle-class Britons, is upheld as the norm. Yet this language can be very different to that adopted by young people. Students who speak dialects such as Multicultural London English (MLE), or whose cultural references differ from the mainstream, are often seen as less articulate or capable. Even institutional communications, usually packed with acronyms like NSS, OfS, PGCert, and so on can create an impenetrable culture that alienates students unfamiliar with higher education’s bureaucratic vernacular.

    Such institutional language is frequently seen in formal assessment briefs and feedback mechanisms, and so existing insecurities and barriers are reinforced. Minoritised students can struggle to link the assessments to their own lived realities and performance is impacted. These are factors that will contribute towards the ethnicity degree awarding gap, at many universities where white students tend to be awarded more top grades at the end of their studies than students from minoritised backgrounds.

    From audit to agency

    To address the ethnicity degree awarding gap, universities are now moving away from peer reviews or external examiner reports for assessments of teaching and learning materials. In their place, models of evaluation have been introduced that empower students to take the lead in assessing the inclusivity of their curriculum. This isn’t a symbolic gesture. Student reviewers can not only be trained in inclusive pedagogy and curriculum theory but bring a wealth of experiences and insights that add considerable value to curriculum.

    Having a student review their teaching can be challenging for staff, but it should be viewed as a positive experience and an opportunity to develop. Practical, structured student feedback specifically about how the curriculum is experienced isn’t routinely available but by positioning students as co-creators rather than consumers of education and working with them to develop a negotiated curriculum universities can begin to develop what Bovill and Bulley in 2011 call “student–staff partnerships” in curriculum design. More importantly cultures of reflection will be built among both students and staff.

    Indeed, the insights gathered by students provide fresh ideas and impetus for change. Universities should expect to see changes such as staff diversifying reading lists, incorporating non-Western knowledge systems, adopting and adapting podcasts and visual content, removing or clarifying colloquialisms, and reflecting more critically on their own teaching assumptions. Students also benefit as they gain a deeper understanding of learning and teaching at a personal and institutional level while developing skills that make them more employable.

    Structural limits, and what they reveal

    It is important that inclusion is not viewed as a compliance exercise. Inclusivity isn’t just about content or the material on reading lists, but about systems. Class times, unit design or professional frameworks can prevent meaningful change. These barriers resonate with what Sara Ahmed calls “non-performativity”; institutional practices that talk inclusion but do little to change the power structures that sustain inequality.

    Too frequently in HE, students are asked for feedback at the end of a module; asked what is missing or could be improved. And too often, the work of inclusion is treated as a box-ticking exercise, rather than as a long-term commitment to changing institutional norms. Collaborations that give agency to students provide visible demonstration to staff and students that inclusion matters, and that they need to work together to take practical steps that make a real difference.

    Importantly, in the same way that it is vital to reduce the burden of navigating racialised systems and institutional language, inclusive practice cannot rest on the unpaid labour of those most affected by exclusion. Students employed to do this work should be compensated, recognising their expertise and time – institutions must demonstrate their commitment to this work.

    It is also important to address how gender, disability, class, and educational background also shape curriculum experience. This move reflects the understanding, drawn from Kimberlé Crenshaw’s work that inclusion must be multi-dimensional. One-size-fits-all interventions rarely address the complex realities students navigate.

    Reimagining who defines knowledge

    Curriculum audits on their own are not enough to drive change, A shift in culture is needed. The idea that academics alone define what is taught must be challenged, with students viewed not as passive recipients but as partners in learning.

    If universities are to genuinely respond to the challenges of structural inequality, they must go beyond slogans and statements. They must create space for critique, redistribute power, and invite students to shape the educational experiences that shape them in return.

    At a time when EDI initiatives in the higher education sector are facing pressure from right-wing popularist leaders it is perhaps now more important than ever that efforts to decolonise and diversify curricula continue to grow. The question for higher education institutions is whether they are willing to relax their control over whose knowledge counts.

    Practical takeaways for sector professionals

    • Start small, but with structure. Begin with a pilot group of trained student reviewers and focus on a manageable number of modules.
    • Pay students. Their labour and insights are valuable; budget for it.
    • Support staff engagement. Offer training and development to help staff reflect and act without defensiveness.
    • Embed responses in course planning. Ensure that student input leads to visible, documented changes.
    • Build community, not compliance. Inclusion isn’t just about metrics; it’s about shared commitment to equity and belonging.

    The authors are grateful for the contributions of Rebekah Kerslake and Parisa Gilani to this article.

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  • Start a Podcast with Your Friend, Two Therapists Nerd Out

    Start a Podcast with Your Friend, Two Therapists Nerd Out

    Dr. Zori Paul and Natalie Jeung started a podcast about their geeky passions and mental health. What’s it like to start a podcast with your friend? An academic interview with Jennifer van Alstyne.

    JUST LIVE

    What’s it like to start a podcast with your friend? Dr. Zori Paul and Natalie Jeung, LCPC, NCC met in their master’s program. Years later, they started a podcast together where two therapists nerd out about their geeky passions and mental health. Video games, movies, and interests they love are a scope for new episodes of the podcast. Zori and Natalie share about their podcasting journey. Not just the process behind getting started, but the emotional and social journey of putting your podcast out there too.

    0:00 Meet Zori Paul and Natalie Jeung
    2:50 What sparked the idea for having your podcast?
    4:31 Social media and video editing for the podcast
    6:22 Different methods of doing the podcast
    9:24 What’s Therapy on a Tangent about? What Zori and Natalie love to talk about
    12:01 Video games, Inside Out, and Miyazaki, and clinical work as therapists
    17:50 When is something not quite right for your show?
    19:56 Looking back to the start, celebrating 1 year for their show
    23:29 Podcasting equipment and skills you’ve grown over time
    32:18 What’s it like to share your podcast with people?
    39:15 At the heart of their podcast is friendship, trust, and collaboration

    A full text transcript will be coming to the blog in the coming week or so. I’ll also be adding English captions to the YouTube video for you too. Thank you! —Jennifer

    Therapy on a Tangent Podcast

    Hosted by Zori Paul, PhD, LPC, NCC and Natalie Jeung, LCPC, NCC

    Bios

    Zori Paul

    Dr. Zori Paul (she/her) is a Chicago native, licensed professional counselor, counselor educator, and researcher. She is also the co-host of Therapy on a Tangent, a podcast where two therapists nerd out about their geeky passions and mental health. Dr. Paul received her Ph.D. in counseling from the University of Missouri – St. Louis, her M.A. in clinical mental health counseling from Northwestern University, and her B.A. in comparative human development and minor in gender and sexuality studies from the University of Chicago. Her research focuses on the mental health and stressors of individuals with multiple marginalized identities, specifically bisexual+/queer people of color; cross-cultural mentorship in counseling programs; and the ethical use of social media and AI by counselors and other mental health professionals.

    Natalie Jeung, LCPC, NCC

    Natalie Jeung, LCPC, NCC, is a Licensed Clinical Professional Counselor. She is the owner of Side Quest Counseling Services, which provides counseling services in Illinois, Indiana, and Iowa. She enjoys doing life with people and destigmatizing gamers and geeks in the mental health space. Her passion for working with video gamers came from her journey as a video gamer and desire to bring inclusive care to those who feel marginalized by society. Her clinical work also includes working with people navigating their different identities, family systems and family of origin issues, parenting, and inner child work. When she is not wearing her therapist hat, she enjoys hanging out with her cat, playing video games, being a foodie, and going on random adventures.

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