Author: admin

  • Texas Tech Puts Its Anti-Trans Rules In Writing

    Texas Tech Puts Its Anti-Trans Rules In Writing

    Months after beginning to enforce unwritten policies about how faculty members can and cannot teach topics related to gender, Texas Tech University system officials released a memo Monday that officially put those policies—and more—in writing.

    “Effective immediately, faculty must not include or advocate in any form course content that conflicts with the following standards,” Chancellor Brandon Creighton wrote in the memo to system presidents, which was passed along to faculty members. The standards include specific rules around race and sexuality that were not previously discussed, system faculty members told Inside Higher Ed. The memo also enshrines that the Texas Tech system recognizes only two sexes—male and female.

    The fuzzy anti-trans policies that were first introduced via a game of censorship telephone at Angelo State University in September have now been made clear and expanded upon across the entire five-university Texas Tech system. Course content related to race and sexuality is now also subject to heightened scrutiny. Although the memo doesn’t ban outright discussion of transgender topics or any topics that suggest there are more than two genders, policies across the country stating that there are only two sexes or genders have been used to restrict transgender rights.

    Texas Tech is far from alone in its efforts; public systems across Texas have taken on varying politically motivated course reviews, leaving faculty members in the state angry and confused. For example, the University of Texas system recently completed a review of all courses on gender identity, and the Texas A&M system board approved a new policy last month mandating presidential approval for classes that “advocate race or gender ideology, sexual orientation, or gender identity.”

    According to Creighton’s memo, faculty members may not “promote” or instill the belief that one race or sex is superior to another; that an individual is, consciously or unconsciously, inherently racist, sexist or “oppressive”; that any person should be discriminated against because of their race or sex; that moral character is determined by race or sex; that individuals bear responsibility or guilt because of the actions by others of the same race or sex; or that meritocracy or a strong work ethic are racist, sexist or “constructs of oppression.”

    Creighton defined advocacy as “presenting these beliefs as correct or required and pressuring students to affirm them, rather than analyzing or critiquing them as one viewpoint among others. This also includes course content that promotes activism on issues related to race or sex, rather than academic instruction.”

    The memo also outlines a Board of Regents–controlled review process, complete with a flowchart, for courses that include content related to gender identity and sexuality. Although race is mentioned earlier in the memo, it’s unclear whether race-related course content will also be subject to this review.

    “We’ve been in this slow rollout process already. We had to go through all of the courses and essentially do the flowchart before the flowchart existed,” said a faculty member at Angelo State who wished to remain anonymous for fear of retribution. “Anything that would cover transgender [people] was flagged.”

    Creighton, a former member of the Texas State Senate, justified the new rules using Senate Bill 37, a law he sponsored earlier this year that, among other things, gave the control of faculty senates to public institution governing boards and established a once-every-five-years review process for general education curricula. An earlier version of the bill that passed the Senate contained language that’s very similar to the restrictions in the Texas Tech memo, including censoring specific course topics that suggest any social, political or religious belief is superior to another and allowing administrators to unilaterally remove faculty senate members for their personal political advocacy. The existing law does not prohibit teaching about transgender identity, racial inequality, systemic racism, homosexuality or any other individual topic.

    “This directive is the first step of the Board of Regents’ ongoing implementation of its statutory responsibility to review and oversee curriculum under Senate Bill 37 and related provisions of the Education Code. This curriculum review under Senate Bill 37 will, in part, ensure each university is offering degrees of value,” Creighton wrote.

    Texas Tech University system spokespeople did not respond to Inside Higher Ed’s questions about the memo, including what next steps might be.

    “The Board’s responsibility is to safeguard the integrity of our academic mission and maintain the trust of Texans,” Board of Regents chairman Cody Campbell said in a news release. “The Board welcomed the clarity provided by Senate Bill 37, which reaffirmed the Regents’ role in curriculum oversight. This new framework strengthens accountability, supports our faculty, and ensures that our universities remain focused on education, research, and innovation—core commitments that position the TTU System for continued national leadership.”

    Faculty across the system are largely upset about the changes but unsure about how to push back, a faculty member told Inside Higher Ed. One Texas Tech professor emeritus, Kelli Cargile Cook, told The Texas Tribune she began drafting a resignation letter.

    “I’ve been teaching since 1981 and this was going to be my last class. I was so looking forward to working with the seniors in our major, but I can’t stomach what’s going on at Texas Tech,” she told the Tribune. “I think the memo is cunning in that the beliefs that it lists are, at face value, something you could agree with. But when you think about how this would be put into practice, where a Board of Regents approves a curriculum—people who are politically appointed, not educated, not researchers—that move is a slippery slope.”

    Brian Evans, president of the Texas chapter of the American Association of University Professors, criticized the memo Tuesday. 

    “Empowering administrators to censor faculty experts’ teaching decisions does a disservice to the university, its students and the state,” Evans said. “Such a system is inconsistent with long-standing principles of academic freedom, university policy and the First Amendment.”

    Graham Piro, faculty legal defense fund fellow for campus advocacy at the Foundation for Individual Rights and Expression, decried the memo in a statement Tuesday.

    “The Texas Tech memo unconstitutionally singles out specific viewpoints on these topics, implying that faculty members must adhere to the state’s line on these issues—and that dissenters face punishment. The memo is also so broadly worded that an overzealous administration could easily punish a professor who seeks to provoke arguments in class or advocates outside the classroom for changes to curricula that reflect developments in teaching,” Piro said.

    “Decades ago, the Supreme Court recognized that the First Amendment ‘does not tolerate laws that cast a pall of orthodoxy over the classroom.’ It instead wrote that ‘truth’ is discovered not by ‘authoritative selection,’ but ‘out of a multitude of tongues.’ These principles are timeless, and Texas Tech should not compromise them, no matter the political winds of the day.”

    He also likened the memo to Florida’s Stop WOKE Act, currently blocked by a federal court, which severely limited how Florida faculty members could talk and teach about race, gender and sexuality.

    Source link

  • Career Growth Series 1 – CUPA-HR

    Career Growth Series 1 – CUPA-HR

    CUPA-HR’s Career Growth Series is a three-part professional development opportunity for higher ed HR professionals who want to explore how to grow, lead and thrive in their careers. The three 90-minute virtual workshops in each series offer practical tools, peer insights and reflective space to support your growth.

    While you can register for only one or two of the workshops, together they form a cohesive journey — from identifying creative, self-directed development opportunities to evaluating leadership readiness and building the skills and strategies needed to step into and succeed in leadership roles.

    The Career Growth Series is a pilot program that is open to invited CUPA-HR members. Seats are limited to support interaction among participants. The workshops will be highly interactive, so come prepared to engage, reflect and share ideas. The sessions will not be recorded.

    New to CUPA-HR Virtual Events?

    CUPA-HR is a nonpartisan, nonprofit educational organization of HR professionals serving our nation’s institutions of higher education. The content and discussions in these workshops are intended to be educational in nature and do not constitute legal advice or counsel. To that end, we request that participants refrain from promoting partisan positions during the workshops. 


    Building the Blueprint for Your Professional Development Journey

    Wednesday, August 13 | 1:00-2:30 p.m. ET

    This workshop invites you to rethink professional development by exploring unconventional, self-directed strategies that align with your position and career aspirations. Through interactive activities and real-world examples, you’ll learn how to identify meaningful growth opportunities, build support for your development plan and articulate the value of your learning. Explore how curiosity, creativity and commitment can be key drivers for shaping a fulfilling professional journey in higher ed HR.

    Presenters

    Krista Vaught, Ed.D.
    Principal Advisor, Employee Experience and Learning and Development
    Frontier Design

    Natalie Trent
    Talent Management Manager
    Grand Valley State University


    Navigating Career Possibilities: Is Leadership Your Next Destination?

    Wednesday, August 20 | 2:00-3:30 p.m. ET

    This workshop will help you explore if leadership/management is the right next step in your career journey and will challenge the assumption that upward mobility is the only route to career fulfillment. Through self-assessment, peer dialogue and real-world insights, you’ll examine your motivations and strengths — and the realities of leadership roles. Leave with clarity on your path forward, whether it involves formal leadership or alternative growth opportunities in higher ed HR.

    Presenters

    Dawn Aziz, Ph.D.
    Director, Organization and Employee Development
    Wayne State University

    Kristen Finley
    Talent and Organizational Development Specialist
    Clemson University

    Elizabeth Oeltjenbruns
    Organization Development Consultant
    University of South Florida

    Krista Vaught, Ed.D.
    Principal Advisor, Employee Experience and Learning and Development
    Frontier Design


    From Aspiration to Action: Positioning Yourself for a Successful Transition Into Leadership

    Wednesday, August 27 | 2:00-3:30 p.m. ET

    This workshop is for higher ed HR professionals who are pursuing a leadership or managerial role or have recently transitioned into leadership/management. You’ll explore essential leadership competencies, reflect on your readiness, and learn strategies to build experience and credibility, even without a formal title. Through interactive discussions and real-world insights, you’ll gain tools to confidently navigate the shift from team member to a formal leadership role.

    Laura Boehme
    Vice President of People and Technology
    Central Oregon Community College

    Krista Vaught, Ed.D.
    Principal Advisor, Employee Experience and Learning and Development
    Frontier Design

    CORE
    Employee Development

    STRATEGIC LEADERSHIP
    Leading the Higher Ed Business Model

    ENGAGEMENT
    Self-Awareness and Accountability


    New to CUPA-HR Virtual Events?
    The CUPA-HR website requires you to create a free site account if you don’t already have one. After you’ve created a website account and established a login, you can then proceed to register for this event. If you have any questions while registering, please contact CUPA-HR toll free at 877-287-2474 or via e-mail at [email protected].

    Need to Cancel a Registration?
    Fill out the cancellation form.

    Source link

  • Higher Ed HR Accelerator Cancellations and Substitutions

    Higher Ed HR Accelerator Cancellations and Substitutions

    Higher Ed HR Accelerator

    Higher Ed HR Accelerator Cancellations and Substitutions

    Use this form to cancel your Higher Ed HR Accelerator registration or to designate a substitute attendee.

    The post Higher Ed HR Accelerator Cancellations and Substitutions appeared first on CUPA-HR.

    Source link

  • Reports – BEES Survey – CUPA-HR

    Reports – BEES Survey – CUPA-HR

    CUPA-HR Research is pleased to introduce redesigned Benefits, Employee Experience, and Structure (BEES) Survey reports in DataOnDemand. Our new reports feature a fresh look and feel and now include charts for most variables. Charts make it easier than ever to share the latest trends with leadership and teammates so you can continue to build and maintain competitive employee experience and benefits packages. Even better — your institution still has time to earn your discount on 2026 BEES DataOnDemand by participating in the BEES Survey.

    If your institution already subscribes to BEES DataOnDemand, log in to DataOnDemand to see the above chart for your peers (as opposed to all institutions that contributed data). If your institution has a BEES subscription, but you don’t have access, have your CHRO or primary CUPA-HR contact assign you access using these steps. Finally, if your institution does not currently have a BEES DataOnDemand subscription, consider participating in the BEES Survey to get a discount on 2026 BEES DataOnDemand.

    Source link

  • What government policy still fails to understand about international education

    What government policy still fails to understand about international education

    This blog includes personal reflections shared at the 2025 Independent Higher Education Conference by  James Pitman, Outgoing Chair of IHE and Managing Director U.K. and Ireland, Study Group.

    International education is important to many IHE members but for some of our biggest members, including my own organisation Study Group, it is our entire business. 

    Government policies on international education over the last 15 have been less than supportive, and some in the last 2 years have been materially value destructive for the UK.

    The Dependents Visa – policy and discrimination

    The removal of the Dependants visa in 2024 and questions over the Graduate Route cost the UK 54,000 international students in 2024 vs 2023.  That is worth £6 billion at today’s values, and over £2 billion in receipts to the exchequer each year.  Certainly the dependants visa had a major flaw, but it was one that could have been corrected rather than withdrawing the whole visa scheme entirely for taught degrees.

    As predicted by the sector, that withdrawal was gender discriminatory, leading to the loss of 19,000 female students vs the prior year, in the January 2024 intake alone.  Every one of those was a human story, of ambitions denied, families fractured, careers restricted and yet again women being discriminated against – in this case by UK government policy. It is particularly ironic, considering the importance the UN Sustainable Development Goals place on women’s education as arguably the most effective way of lifting a whole society.

    Such discrimination is also a risk with the tightening of the BCA metrics to barrier levels that no other export sector has to endure, such that universities are already withdrawing completely from certain countries. This is collateral damage that will stop those good students that do exist in every country from coming to study in the UK.  Compliance absolutely yes, but constriction beyond what is rational – that is a step too far.

    This government makes much of taking decisions that are in the interests of the UK and not overtly political; and they tell us that they are driving growth and jobs.  And yet the loss of international students almost always leads to the loss of jobs in every region of our country, most especially those that need inward investment the most and will find it hardest to fund an alternative.

    Those lost 54,000 international students lost us well over £1 billion in inward investment, and the UCU says nearly 15,000 jobs have been lost in Higher Education, many probably at graduate level.

    Research from Oxford Economics and others implies that you can double that with job losses in local economies and supply chains. So, some 30,000 jobs lost or at risk with no substitution possible, as those students have already taken their £1 billion elsewhere. When Tata Steel’s Port Talbot plant announced 2,800 job losses, with more in the supply chain, this was front-page news. Where are the headlines that ask for immediate intervention to prevent ten times that impact?

    The International Student Levy – the new export tax

    Which brings me on to the International Student Levy, or more correctly, an export tariff or jobs tax.  The Institute for Fiscal Studies calls it a ‘tax on a major UK export’. 

    Whether the tariff goes on international student fees – which research indicates will lose us 16,000 students straight away – or is absorbed by universities (which they are in no position to cope with) jobs will be lost.  The loss of 16,000 students implies 4,000 jobs at risk in higher education and 4,000 more jobs in local economies. Martin Wolf in the Financial Times earlier this week wrote, ‘the proposed…tax on international student fees is a dagger aimed at one of the UK’s most successful export industries’.  Who can disagree!

    The Government is arguing that there is no alternative to fund domestic student maintenance (which to be clear is a worthy cause for support).  I can’t be the only one who can think of an obvious alternative. Current US policy is hammering the competitiveness of the market leader, so that offers the UK a golden opportunity, if government would only work with the sector to grow our international education exports rather than endlessly restricting them. 

    Back of the envelope calculation indicates that recovering only half of the students we lost in 2024 because of government policy would generate the required income to the exchequer to fund those maintenance grants sustainably and create jobs, not destroy them.

    The Graduate Route subsidy

    Finally the Graduate Route, which is an incredibly sensible tool to encourage students to study here and contribute after graduation, but which also subsidises UK tax payers and the NHS specifically, every year that it is available to international students. Why? If you pay the same Income Tax and National Insurance as a domestic equivalent but can, by law, only access less than half the services that are paid for from those taxes, then that is a subsidy in my book.

    We should all hope the Graduate Route visa is here to stay, but it has already been shortened by six months and the consequences could yet be dire. According to the ICEF, an Indian graduate on an average salary may take 25 years to repay the cost of undergraduate study in a Russell Group university –  36 without two years of post study work. As families calculate return on investment in a challenging market for graduate employment, nibbling away at policies that allow an opportunity to recoup investment may risk it altogether.

    Education not immigration

    A year ago, I recommended to the IHE conference that the Government needed to decouple international students from the toxicity of immigration politics, which research shows much of the public also supports.  They have not done so and show no inclination to do so.

    Education and immigration must be decoupled if we are to ever escape relentlessly self-harming  policies. Until they do so, I am afraid that their maxim of doing what is right for our country and not just what is supposedly popular is destined to continue to ring very hollow for international education, one of our greatest exports and probably greatest source of influence for good.

    Source link

  • The Spell is Broken, But Credentials Remain

    The Spell is Broken, But Credentials Remain

    For decades, America was gripped by college mania, a culturally and structurally manufactured frenzy that elevated higher education to near-mythical importance. Students, families, and society were swept up in the belief that a college degree guaranteed status, financial security, and social validation. This was no mere aspiration; it was a fevered obsession, fueled by marketing, rankings, policy incentives, and social pressure. Today, the spell is breaking, but the demand for credentials persists.

    Historically, the term “college mania” dates to the 19th century, when historian Frederick Rudolph used it to describe the fervent founding of colleges in the United States, driven by religious zeal and civic ambition. Over time, the mania evolved. Postwar expansion of higher education through the GI Bill normalized college attendance as a societal expectation. Rankings, elite admissions, and media coverage transformed selective schools into symbols of prestige. By the early 2000s, for-profit colleges exploited the frenzy, aggressively marketing to students while federal and state policy incentivized enrollment growth over meaningful outcomes.

    The early 2010s revealed the fragility of this system in what I have described as the College Meltdown: structural dysfunction, declining returns on investment, predatory practices, and neoliberal policy failures exposed the weaknesses behind the hype. At its height, college mania spun students and families into a cycle of aspiration, anxiety, and debt.

    Now, even students at the most elite institutions are disengaging. Many do not attend classes, treating lectures as optional, prioritizing networking, internships, or social signaling over actual learning. This demonstrates that the spell of college mania is unraveling: prestige alone no longer guarantees engagement or meaningful educational outcomes. Families are questioning the value of expensive degrees, underemployment is rising, and alternative pathways, including vocational training, apprenticeships, and nontraditional credentials, are gaining recognition.

    Yet the paradox remains: for many jobs, credentials are still required. Nursing, engineering, teaching, accounting, and countless professional roles cannot be accessed without degrees. The waning mania does not erase the need for qualifications; it simply exposes how much of the cultural obsession — the anxiety, overpaying, and overworking — was socially manufactured rather than inherently necessary for employment. Students are now forced to navigate this tension: pursuing credentials while seeking value, purpose, and meaningful learning beyond the symbol of the degree itself.

    The breaking of the spell is not unique to higher education. History demonstrates that manias — economic, social, or cultural — rise and fall. College mania, once fueled by collective belief and systemic reinforcement, is now unraveling under the weight of its contradictions. Institutions must adapt by emphasizing authentic education rather than prestige, while policymakers can prioritize affordability, accountability, and outcomes. Students, in turn, may pursue paths aligned with practical skills, personal growth, and career readiness rather than chasing symbolic credentials alone.

    The era of college mania may be ending, but with the spell broken comes an opportunity. Higher education can be reimagined as a system that serves public good, intellectual development, and genuine opportunity, balancing the need for credentials with the pursuit of meaningful education.


    Sources:

    Frederick Rudolph, The American College and University: A History (1962).

    Frank Bruni, Where You Go Is Not Who You’ll Be: An Antidote to the College Admissions Mania (2015).

    Dahn Shaulis, Higher Education Inquirer, “College Meltdown and the Manufactured Frenzy” (2011–2025).

    Stanford Law Review, Private Universities in the Public Interest (2025).

    Higher Education Handbook of Theory & Research, Volume 29 (2024).

    Recent reporting on student engagement, class attendance, and labor-market requirements for degrees, 2023–2025.

    Source link

  • Texas Technical College Gets “Transformational” Endowment

    Texas Technical College Gets “Transformational” Endowment

    Texas State Technical College is striving to fill the state’s workforce gaps, but college leaders say the institution has been hampered by out-of-date facilities and a lack of funding to expand.

    The technical college has historically been entirely reliant on state funding, which can fluctuate. Unlike the state’s community colleges, it’s not allowed to levy taxes or issue bonds. And yet, the institution is bursting at the seams with 45 out of its 127 programs at capacity this semester across its 11 campuses. Enrollment at the institution has risen steadily over the last few years, jumping up to 13,682 students this year from 12,518 last year.

    But this past election cycle, Texas voters gave the institution a rare gift for a technical college—an $850 million endowment.

    In November, almost 70 percent of Texans backed a constitutional amendment to create an endowment for TSTC out of the state’s general revenue fund, which will include annual disbursements for capital improvements. College leaders expect up to $50 million from the endowment each year, said Joe Arnold, the college’s deputy vice chancellor of government relations.

    He called the endowment “transformational for the institution and for the state of Texas.”

    “Texas has grown and grown and grown in businesses and population over the last 20 years, and it’s going to continue to grow,” Arnold said. “You’re going to have to have the workforce to meet the demand, and this is going to help us do that.”

    This is the second time TSTC has sought to get an endowment on the ballot. In 2023, an attempt to establish a $1 billion endowment for the college died in conference committee, The Texas Tribune reported.

    An Unusual Advantage

    Endowments at two-year institutions are rare compared to their four-year counterparts, but they aren’t unheard of. Southwest Wisconsin Technical College, for example, recently used its $700,000 Aspen Prize for a student success plan endowment run by its foundation. Ivy Tech Community College’s foundation also raises money for endowments to pay for student scholarships and other needs.

    Some states have also provided such funds for their public higher ed institutions. Alabama, for example, has an education trust fund for its institutions, including two-year and four-year colleges. Tennessee also put lottery reserves in an endowment to sustain Tennessee Promise, its free community college program. Texas’s Permanent University Fund also allows the University of Texas and Texas A&M systems to generate money from land leased by oil and gas companies.

    But still, “most public institutions don’t have state-provided endowments like that,” said Robert Kelchen, head of the Department of Educational Leadership and Policy Studies at the University of Tennessee at Knoxville. The advantage of an endowment is college leaders “know that the funds are going to be there and they have some level of control over how it gets drawn down.” But it’s a hard model for other states to replicate unless they have “a windfall [of] one-time funds” they’re willing to devote, without pulling back on state appropriations.

    “Because of a lot of the politically conservative legislation coming out of Texas, I think the perception is that Texas doesn’t financially support higher ed, but they do, and they’ve done some pretty innovative things in finance,” Kelchen added.

    Arnold said it makes a real difference knowing the institution has a set amount of money coming in each year.

    “We can plan for growth” and “plan ahead,” Arnold said.

    Support and Opposition

    Plans for the endowment had the backing of a wide range of employer groups, including the Texas Association of Manufacturers, the Texas Association of Builders and the Texas Economic Development Council, among others.

    It also drew opponents, including the Libertarian Party of Texas and a few other groups that support limited government. These organizations raised concerns that creating a separate tranche of long-term funding for TSTC could get in the way of its fiscal oversight.

    For example, Texas Policy Research, a research organization that seeks “liberty-based solutions” to improve Texas governance, recommended Texans vote no—arguing that “locking funding mechanisms into the Constitution erodes transparency and limited government” and that “programs should be funded through the regular budget process, where lawmakers justify spending every two years.”

    But Arnold stressed that the money can only be used for specific purposes, such as renovations, infrastructure improvements and buying new land, buildings and equipment for programs.

    Those types of funds are sorely needed, Arnold said. TSTC was founded 60 years ago and its flagship campus is on an old U.S. Air Force base. The funding will allow the college to update its “rather old facilities” and move forward with plans to add new campuses in three additional counties.

    Defenders of the proposition also argue TSTC’s funding model holds it accountable. The state tracks graduates’ wages five years after they leave TSTC, and state money is doled out to the college based on their wage gains. Select programs also refund students’ out-of-pocket tuition costs if they don’t get a job interview in their field of study within six months.

    The college’s funding depends on “graduates securing good jobs,” Meagan McCoy Jones, president and CEO of McCoy’s Building Supply, wrote in an op-ed in The Austin American-Statesman defending the endowment proposal. “That ensures accountability to students, taxpayers and employers alike.” She told voters the endowment would “strengthen our economy, support families with life-changing education and keep our state on a path of growth and innovation.”

    Since the funding formula was implemented in 2013, the college has discontinued programs that didn’t lead to well-paying or in-demand jobs.

    “It made us really work hard with our employers to understand what the needs were,” Arnold said.

    He believes the endowment is the next step in continuing to improve the institution.

    “We’re excited to be able to increase our capacity and put more people to work in Texas,” he said. “That’s kind of our thing.”

    Source link

  • Actually, It’s a Good Time to Be an English Prof (opinion)

    Actually, It’s a Good Time to Be an English Prof (opinion)

    It may sound perverse to say so. Our profession is under attack, our students are reading less, jobs are scarce and the humanities are first on the chopping block. But precisely because the outlook is dire, this is also a moment of clarity and possibility. The campaign against higher education, the AI gold rush and the dismantling of our public schools have made the stakes of humanistic teaching unmistakable. For those of us with the privilege of relative job security, there has never been a more urgent—or more opportune—time to do what we were trained to do.

    I am an English professor, so let me first address my own. Colleagues, this is the moment to make the affirmative case for our existence. This is our chance to demonstrate the worth of person-to-person pedagogy; to speak the language of knowledge formation and the pursuit of truth; to reinvigorate the canon while developing new methods for the study of ethnic, postcolonial, feminist, queer and minority literatures and cultural texts; to stand for the value of human intelligence. Now is when we seize the mantle and opportunity of “English” as a both a privileged signifier and a sign of humility as we fight alongside our colleagues in the non-Western languages and literatures who are even more endangered than we are— and for our students, without whom we have no future.

    I’m not being Pollyannaish. Between Trump 1 and Trump 2 sit the tumultuous COVID years, which means U.S. universities have been reeling, under direct attacks and pressures, for a decade. I started my first job in 2016, so that is the entirety of the time that I have worked as an academic. I spent six years in public universities in purple-red states, where austerity was the name of the game—and then I moved to Texas.

    There have been years of insults and incursions into the profession. We have been scapegoated as an out-of-touch elite and called enemies of the state. And no, we haven’t always responded well. In the face of austerity, we let our colleagues be sacrificed. Despite the bad-faith weaponization of “CRT,” “DEI” and “identity politics,” we disavowed identity. Against our better judgment, we assimilated wave after wave of new educational technologies, from MOOCs to course management platforms to Zoom.

    Now, we face a new onslaught: the supposedly unstoppable and inevitable rise of generative AI—a deliberately misleading misnomer for the climate-destroying linguistic probability machines that can automate and simulate numerous high-level tasks, but stop short of demonstrating human levels of intelligence, consciousness and imagination. “The ultimate unaccountability machine,” as Audrey Watters puts it.

    From Substack to The New York Times to new collaborative projects Against AI, humanities professors are sounding the alarm. At the start of this semester, philosopher Kate Manne reflected that her “job just got an awful lot harder.”

    Actually, I think our jobs just got a whole lot easier, because our purpose is sharper than ever. Where others see AI as the end of our profession, I see a clarifying opportunity to recommit to who we are. No LLM can reproduce the deep reading, careful dialogue and shared meaning-making of the humanities classroom. We college professors stand alongside primary and secondary school teachers who have already faced decades of deprofessionalization, deskilling and disrespect.

    There is a war on public education in this country. Statehouses in places like Texas are rapidly dismantling the infrastructure and independence of public institutions at all levels, from disbanding faculty senates to handing over curriculum development to technologists who have no understanding of the dialogical, improvisatory nature of teaching. These are folks who gleefully predict that robots with the capacity to press “play” on AI-generated slide decks can replace human teachers with years of experience. We need them out of our schools at every level.

    Counter to what university administrators and mainstream pundits seem to believe, students are not clamoring to use AI tools. Tech companies are aggressively pushing them. All over the country, school districts and universities are partnering with companies like Microsoft and OpenAI for fear of being left behind. My own institution has partnered with Google. Earlier this semester, “Google product experts” came to campus to instruct our students on how to “supercharge [their] creativity” and “boost [their] productivity” using Gemini and NotebookLM tools. Faculty have been invited to join AI-focused learning communities and enroll in trainings and workshops (or even a whole online class) on integrating AI tools into our teaching; funds have been allotted for new grant programs in AI exploration and course development.

    I didn’t spend seven years earning a doctorate to learn how to teach from Google product experts. And my students didn’t come to university to learn how to learn from Google product experts, either. Those folks have their work, motivations and areas of expertise. We have ours, and it is past time to defend them. We are keepers of canon and critique, of traditions and interventions, of discipline-specific discourses and a robust legacy of public engagement. The whole point of education is to hand over what we know to the next generation, not to chase fads alongside the students we are meant to equip with enduring skills. It is our job to strengthen minds, to resist what Rebecca Solnit calls the “technological invasion of consciousness, community, and culture.”

    Many of us have been trying to do this for some time, but it’s hard to swim against the tides. In 2024, I finally banned all electronics from my English literature classes. I realized that sensitivity to accessibility need not prevent us from exercising simple common sense. We know that students learn more and better when they take notes by hand, annotate texts and read in hard copy. Because my students do not have access to free printing, and because a university librarian told me that “we only go from print to digital, not the other way around,” I printed copies of every reading for every student. With the words on paper before them, they retained more, they made eye contact, they took marginal notes, they really responded to each other’s interpretations of the texts.

    That’s the easy part. As we college professors plan our return to blue books, in-class midterms and oral exams, the challenge is how to intervene before our students come to class. If AI is antithetical to the project of higher education, it’s even more insidious and damaging in the elementary, middle and high schools.

    My children attend Texas public schools in the particularly embattled Houston Independent School District, so I have seen firsthand the app-ification of education. Log in to the middle school student platform—which some “innovator” had the audacity to name “Clever”—and you’ll get a page with more than three dozen apps. Not just the usual suspects like Khan Academy and Epic, but also ABC-CLIO, Accelerate Learning, Active Classroom, Amplify, Britannica, BrainPOP, Canva, Carnegie Learning, CK-12 Foundation, Digital Theatre Plus, Discover Magazine, Edgenuity, Edmentum, eSebco, everfi, Gale Databases, Gizmos, IPC, i-Ready, iScience, IXL, JASON Learning, Language! Live, Learning Ally Audiobook, MackinVIA, McGraw Hill, myPLTW, Newsela, Raise, Read to Achieve, Savvas EasyBridge, STEMscopes, Summit K12, TeachingBooks, Vocabulary.com, World Book Online, Zearn …

    As both a professor and a parent, I have decided to intervene directly. Last year, I started leading a reading group for my 12-year-old daughter and a group of her classmates. They call it a book club. Really, it’s a seminar. Once a month, they convene around our dining table for 90 minutes, paperbacks in hand, to engage in close reading and analysis. They do all the stuff we English professors want our college students to do: They examine specific passages, which illuminate broader themes; they draw connections to other books we’ve read; they ask questions about the historical context; they make motivated references to current social, cultural and political issues; they plumb the space between their individual readings and the author’s intentions.

    No phones, no computers, no apps. We have books (and snacks). And conversation. After each meeting, my daughter and I debrief. About four months in, she said, “You know, a lot of the previous meetings I felt like we were each just giving our own takes. But this time, I feel like we arrived at a new understanding of the book by talking about it together.” The club members had challenged and pushed each other’s interpretations, and together exposed facets of the text they wouldn’t have seen alone.

    The literature classroom is a space of collaborative meaning-making—one of the last remaining potentially tech-free spaces out there. A precious space, that we need to renew and defend, not give up to the anti-intellectual mob and not transform at the behest of tech oligarchs. We have an opportunity here to stand up for who we are, for the mission of humanistic education, in affirmative, unapologetic terms—while finding ways to build new alliances and enact solidarity beyond the walls of our college classrooms.

    This moment is clarifying, motivating, energizing. It’s time to remember what we already know.

    Source link

  • 3 Questions for Professor–Turned–Learning Designer Robin Baker

    3 Questions for Professor–Turned–Learning Designer Robin Baker

    In late 2023, Robin Baker made the career pivot from assistant professor at OHSU-PSU School of Public Health to learning designer at Dartmouth College. I asked if Robin would be willing to share some thoughts about her career path, and she graciously agreed.

    Q: What motivated you to shift from a traditional faculty position into a learning designer role? What preparation and background did you bring to the work of a learning designer, and what advantages and challenges have been posed by coming from a faculty role?

    A: I decided to transition from a traditional faculty role to a learning designer position after considerable reflection on what I wanted my work and life to look like. I was in a soft money–funded position, where success often felt tied to research output and securing grants. But in practice, most of my energy went into teaching and supporting students, the parts of the job that truly mattered to me. Over time, I began to realize that the pace and structure of that kind of academic role were not sustainable for me in the long run. As I thought more deeply about what aspects of my work I found most rewarding, I realized that, in addition to teaching and mentoring, I found immense satisfaction in designing learning experiences that were inclusive, authentic and relevant. I often spent significant time redesigning assignments and activities to make them more engaging and meaningful for my students. Learning design offered a way to stay connected to the core of what I value: teaching, learning and student success.

    I brought to this role a strong foundation in pedagogy, assessment and curriculum design, developed through years of intentionally reflecting on my teaching. Whenever I noticed a strategy fell flat, I dug into the literature and experimented with new approaches, refining my practice based on evidence and observation. Another advantage that my previous life as a faculty member has provided me is that I have developed empathy and practical insight into the challenges that faculty face when trying to create robust learning experiences, provide meaningful feedback and maintain a work-life balance. I have found that acknowledging those realities and engaging in open, honest dialogue helps build trust and leads to more creative and effective solutions. Coming from a faculty background has allowed me to serve as a bridge between teaching practice and design strategy.

    At the same time, that transition has come with some challenges. In my faculty role, I was accustomed to being the sole decision-maker for my courses, so adapting to a highly collaborative environment, where I needed to influence others without formal authority, was a major shift. In this context, I had to develop strong project-management skills, work within structured timelines and production workflows, and communicate clearly across teams. Learning to navigate these processes and contribute meaningfully without directing every decision was initially difficult, but it strengthened my ability to work strategically, build consensus and support high-quality learning experiences in partnership with others.

    Q: Having now experienced life as both a full-time professor and full-time learning designer, how do the two roles compare and contrast? For someone trained for research and employed mostly in teaching (as most Ph.D.s are), what recommendations might you have for anyone else contemplating a similar career path?

    A: Having experienced life as both a full-time professor and now as a full-time learning designer, I see both roles as connected by a shared commitment to improving student learning, though they differ in scope and kind of impact. As a faculty member, I had a very immediate connection with students: teaching, mentoring and witnessing their growth in real time. That direct engagement was deeply rewarding and energizing, but it also came with heavy workloads, administrative pressures and blurred boundaries. Over time, I found that level of intensity difficult to sustain, which prompted me to reflect on the kind of work-life balance and long-term impact I wanted.

    As a learning designer, the work feels broader and more strategic. Instead of focusing on one group of students, I now collaborate with faculty across disciplines to design courses and learning environments that enhance teaching and learning for many more students. The impact is less direct but often greater in scale, as it shapes the systems and supports that enable effective teaching.

    At the same time, I think it is important to acknowledge that the loss of direct connection with students can be a real adjustment. There is something uniquely special about witnessing students’ aha moments and seeing the immediate results of your teaching. As a learning designer, that feedback loop is more indirect. Faculty are often very appreciative of our collaboration, but it does not carry quite the same emotional resonance as seeing students thrive firsthand. For anyone considering this transition, it is worth reflecting on how central that kind of direct engagement is to their sense of purpose and whether there are other ways, such as mentoring colleagues, engaging in professional development or contributing to the broader learning community, to fill that gap.

    Another concern I often hear from faculty considering this path is the fear of losing autonomy, particularly the flexibility to structure their own days or pursue creative ideas. In my experience, that depends heavily on the team and institutional culture. In my current role, which is largely remote and hybrid, there is a genuine appreciation for the whole person. We are trusted to manage our time and energy, and that autonomy is still very much present.

    The difference is that I now have a healthier kind of control. I set realistic goals for what I can achieve in a given day, while being careful not to let work bleed into personal or family time. That structure allows me to work efficiently and intentionally and it has given me space to reconnect with family, friends, community and nature. For anyone thinking about making this transition, it’s worth having open conversations about team expectations, workflows and culture. Understanding these aspects up front can help you gauge whether the role is a good fit and set you up for long-term satisfaction.

    Q: Recently, you took on an additional role as course co-director of the Capstone for the Dartmouth M.H.A. program. How does that work integrate with your learning design role, and how have you been able to balance both responsibilities?

    A: In many ways, my role as course co-director is a meaningful complement to my work as a learning designer. In this role, I serve as one of the faculty for the capstone course, guiding students as they pull together what they’ve learned across the program and apply it to complex, real-world challenges. It’s been incredibly rewarding to reconnect directly with students, something I’d missed since stepping away from a full-time faculty role.

    What makes this role even more meaningful is that I was one of the learning designers who helped faculty develop many of the courses in the M.H.A. program. Now, I get to see that work come full circle. It provides me with a unique perspective on how our strategies are implemented in practice and highlights opportunities to further refine the learning experience.

    I also appreciate how this teaching role complements, rather than competes with, my work in learning design. My design experience informs how I approach the capstone, helping me think carefully about scaffolding, alignment and authentic assessment. At the same time, teaching keeps me connected to the student perspective, giving me a firsthand understanding of how learners experience our courses. That insight flows directly back into my design work and strengthens my collaborations with faculty.

    Balancing both roles does require intentional structure and realistic expectations. I’ve learned to be clear about what I can reasonably accomplish each week and to protect time for rest, family and personal commitments. I rely on block scheduling to focus on design projects, faculty consultations and capstone mentoring, while making sure these blocks don’t spill into evenings or weekends. Maintaining these boundaries has been essential for sustaining both quality and balance.

    I’m also fortunate to have supportive leadership in both the learning design team and the M.H.A. program, who recognize the value of these complementary roles. That culture of trust and flexibility makes it possible to do both well.

    In many ways, this dual role gives me the best of both worlds: the broader, systemic perspective of learning design and the direct, human connection of teaching. Together, they keep me grounded in why this work matters and allow me to contribute to both faculty and student success in meaningful, sustainable ways.

    Source link

  • U of Delaware Creates Yearlong Co-Ops for Business Students

    U of Delaware Creates Yearlong Co-Ops for Business Students

    More colleges and universities are seeking ways to embed work-based learning into the student experience, ensuring graduates are prepared to tackle their first job.

    The University of Delaware’s Lerner College of Business and Economics received a grant in January from the Delaware Workforce Development Board to create yearlong employment opportunities for current students, connecting them with businesses across the state that are interested in hiring local talent. Program leaders say the goal is to provide deeper learning opportunities for students and create a talent pipeline for the region.

    State of play: Delaware has the second-highest rate of brain drain in the U.S., just behind North Dakota, meaning the state educates more workers than it retains and attracts.

    “We want to keep homegrown talent here in Delaware after they graduate,” said Scott Malfitano, chair of the Delaware Workforce Development Board, in a press release. “We also want to keep those students who come from out of state to Delaware here when they see the wonderful opportunities that are available.”

    Part of the challenge is that companies in Delaware compete for talent with employers in nearby regions including Washington, D.C.; Philadelphia; and New York, Malfitano said. “We want [students] to see the opportunities that are here, and they’ll find out that businesses are hungry and they want to keep the talent here.”

    How it works: The Lerner Co-Op program launched in January. The university’s career center solicited businesses in the region to host co-op participants and opened a form for students to apply. In the spring, companies provided job descriptions, and students submitted applications before being selected for interviews by the employers.

    The co-op officially started in June, when students began their full-time summer internships, working 40 hours per week. Since classes started back up in the fall, students continue to work up to 20 hours per week, which they will do until next spring.

    “A lot of our students tend to intern in the summer for eight to 10 weeks, which is great, but we wanted for them to have a much longer experience to build their résumé, build their networks and make money,” Jill Panté, director of Lerner career services, said in a January press release.

    Grant funding was used to hire a program coordinator to oversee the co-op, including posting positions, scheduling interviews and assisting with the offer process, Panté said.

    The impact: For the initial cohort, 25 students were placed with 21 employers, including WSFS Bank, JPMorgan Chase, 2L Race Services, the Siegfried Group and DuPont. Student roles include business operations, event coordination and data product solutions.

    Feedback from participants, collected in surveys and blog posts, showed that continuing the work beyond the summer has been productive for both students and employers. Employers get more work done, and students expand their learning experiences and benefit from longer-term mentors who provide career advice and support during the program.

    Looking ahead, the university hopes to grow the program to 50 companies in the next year, allowing additional students to participate.

    Does your college or university provide paid work experiences for students during the academic year? Tell us more here.

    Source link