Thisstory was produced by Floodlight and republished with permission.
President Donald Trump and his administration have called it the “Great American Comeback.” But environmental advocates say the U.S. Environmental Protection Agency’s reversing course on enforcing air and water pollution laws is more of a throwback — one that will exacerbate health risks for children who live and study in the shadows of petrochemical facilities.
The American Lung Association has found that children face special risks from air pollution because their airways are smaller and still developing and because they breathe more rapidly and inhale more air relative to their size than do adults.
Environmental lawyers say Trump and EPA Administrator Lee Zeldin’s slashing of federal protections against toxic emissions could lead to increased exposure to dangerous pollutants for kids living in fenceline communities.
Community advocates like Kaitlyn Joshua, who was born and raised in the southeast corridor of Louisiana dubbed “Cancer Alley,” say they are horrified about what EPA’s deregulation push will mean for the future generation.
“That is not an exaggeration; we feel like we are suffocating without the cover and the oversight of the EPA,” Joshua said. “Without that, what can we really do? How can we really save ourselves? How can we really save our communities?”
Kaitlyn Joshua is a native of the southeast corridor of Louisiana dubbed “Cancer Alley,” and has spent the last few years leading the fight against a hydrogen and ammonia facility being built within 2,000 feet of an elementary school in Ascension Parish. Joshua says she is ‘horrified’ about the recent deregulation measures the U.S. Environmental Protection Agency recently announced for the petrochemical industry. Credit: Claire Bangser/Floodlight
Ashley Gaignard knows how hard it is to keep kids safe when pollution is all around.
When Gaignard’s son was in elementary school, a doctor restricted him from daily recess, saying the emissions from an ammonia facility located within 2 miles of his playground could be exacerbating a pre-existing lung condition, triggering his severe asthma attacks.
“I had asthma as a kid growing up, and my grandfather had asthma, so I just figured it was hereditary; he was going to suffer with asthma,” said Gaignard, who was born and raised in Louisiana’s Ascension Parish, also located within Cancer Alley. She’s now chief executive officer of the community advocacy group she created, Rural Roots Louisiana.
“I just never knew until the doctor said, ‘Okay, we have to think about what he is breathing, and what’s causing him to flare up the minute he’s outside’,” she said.
Gaignard said the further her son got away from that school, as he moved through the parish’s educational system, the less severe his attacks were. She said he’s now an adult living in Fresno, California — and no longer suffers from asthma.
Zeldin sent shockwaves throughout the environmental justice sector on March 12 when he announced that the EPA was rolling back many of the federal regulations that were put in place under the administration of Joe Biden — many built around environmental justice and mitigating climate change.
Those included strengthening the Clean Air Act by implementing more stringent controls on toxic air emissions and increased air quality monitoring in communities near industrial facilities. The new standards were expected to reduce 6,000 tons of air toxins annually and reduce the emissions related to cancer risks in these communities in Texas, Louisiana, Delaware, New Jersey, the Ohio River Valley and elsewhere.
A new memo from the Office of Enforcement and Compliance Assurance, which serves as the law enforcement arm of the EPA — circulated the same day as Zeldin’s announcement — states that environmental justice considerations would no longer factor into the federal agency’s oversight of facilities in Black and brown communities.
Zeldin said the goal was “driving a dagger straight into the heart of the climate change religion.”
Port Allen Middle School sits in the shadow of the Placid petrochemical refinery in West Baton Rouge Parish, La. A 2016 report found nearly one in 10 children in the U.S. attends one of the 12,000 schools located within 1 mile of a chemical facility, which for environmental advocates highlights the danger of the recently announced rollbacks of air and water pollution regulations by the U.S. Environmental Protection Agency. Credit: Terry L. Jones / Floodlight
That means the EPA will no longer target, investigate or address noncompliance issues at facilities emitting cancer-causing chemicals such as benzene, ethylene oxide and formaldehyde in the places already overburdened with hazardous pollution.
“While enforcement and compliance assurance can continue to focus on areas with the highest levels of (hazardous air pollutants) affecting human health,” the memo reads, “…to ensure consistency with the President’s Executive Orders, they will no longer focus exclusively on communities selected by the regions as being ‘already highly burdened with pollution impacts.’”
The agency also will not implement any enforcement and compliance actions that could shut down energy production or power generation “absent an imminent and substantial threat to human health.”
In is prepared video statement about the EPA’s deregulation measures, Zeldin said, “The agency is committed to fulfilling President Trump’s promise to unleash American energy, lower cost of living for Americans, revitalize the American auto industry, restore the rule of law, and give power back to states to make their own decisions. ”
Top officials with the nonprofit environmental advocacy group Earthjustice recently said there is no way for the Trump administration to reconcile what it’s calling “the greatest day of deregulation” in EPA’s history with protecting public health.
Patrice Simms, vice president of litigation for healthy communities for Earthjustice, went a step further pointing out during a press briefing that the reason EPA exists is to protect the public from toxic air pollution.
“The law demands that EPA control these pollutants, and demands that EPA protect families and communities,” Simms said. “And these impacts on these communities most heavily land on the shoulders of children. Children are more susceptible to the harms from pollutants, and these pollutants are often happening right in the backyards of our schools, of our neighborhoods and our playgrounds.”
A 2016 report published by the Center for Effective Government found that nearly one in 10 children in the country attends one of the 12,000 schools located within 1 mile of a chemical facility. These children are disproportionately children of color living in low-income areas, the report found.
For the past several years, Joshua has been leading the opposition to a hydrogen and ammonia facility being built within 2,000 feet of an elementary school in Ascension Parish. Air Products plans to start commercial operation in 2028 where an estimated 600,000 metric tons of hydrogen will be produced annually from methane gas.
The $7 billion project has been touted as a clean energy solution because the company intends to use technology to collect its carbon dioxide emissions, and then transport them through pipelines to be stored under a recreational lake 37 miles away.
Carbon capture technology has been controversial, with skeptics highlighting the possibilities for earthquakes, groundwater contamination and CO2 leaking back into the atmosphere through abandoned and unplugged oil and gas wells or pipeline breaches. Pipeline ruptures in the past have also led to communities having to evacuate their homes.
Joshua said these communities need more federal regulation and oversight — not less.
“We had a community meeting … for our Ascension Parish residents, and the sentiment and the theme on that call was very much like ‘Kaitlyn, there is nothing we can do.’ Like, we just had to literally lie down and take this,” Joshua said. “We had to kind of challenge people and put them in the space, in time, of a civil rights movement. We have to get creative about how we’re going to organize around it and be our own version of EPA.”
This screenshot from CLEAR Collaborative’s Petroleum Pollution Map models health risks from hazardous air pollution from petrochemical facilities around West Baton Rouge Parish near Port Allen Middle School. The map uses U.S. Environmental Protection Agency data analyzed by the Environmental Defense Fund. Environmental advocates have sounded the alarm on the dangers of the EPA’s rollback of air and water regulations for children in fenceline communities. Credit: Provided by The Environmental Defense Fund
Sarah Vogel, senior vice president of health communities with the Environmental Defense Fund, said the move toward deregulation comes as the U.S. Department of Justice announced on March 7 that it was dropping the federal lawsuit the Biden administration lodged against Denka’s Performance Elastomer plant in Louisiana. That plant had been accused of worsening cancer risks for the residents in the surrounding majority-Black community.
The DOJ said its decision was tied to Trump’s moves to dismantle all federal programs tied to diversity, equity and inclusion.
“What they’re trying to do is just completely deregulate everything for oil and gas and petrochemical facilities, just absolutely take the lid off,” Vogel said. “We have long known that children are uniquely susceptible to air pollution and toxic chemicals. Like they’re huge, huge impacts. It’s why what they are doing is so devastating and cruel in my mind.”
Floodlight, which produced this story, is a nonprofit newsroom that investigates the powers stalling climate action.
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Having been involved in the world of men and boys’ issues (chairing charities, running campaigns, trying to get policy change) for a long time, the last few weeks have been potentially game-changing. We saw the Centre for Social Justice report Lost Boys, Netflix’s Adolescence and the Boys will be boys policy report from Nick Hillman and me for this Institute.
I felt that the Netflix programme raised serious issues facing some, not all, of our teenage boys, albeit it felt a little tick boxy in places (Tate – tick, Incels – tick, dad not around all the time – tick). I felt a little uneasy about how the dad was portrayed (leaving home at 6am and coming home at 8pm as if it was his fault and it was all his choice). Being the eldest son of a van driver, I am somewhat sensitive to negative portrayals of working-class dads doing the best they can to keep the lights on for their families.
The report Nick and I wrote highlighted the continuing gender gap between male and female teenagers going into higher education. We estimate it is half a million over a decade with no sign of any change on the horizon, given the main predictor is an attainment gap in school. Boys remain behind girls at every level. Therefore, they are not getting the grades and as a consequence, are not taking enough of the exams to qualify.
The main commonalities between both are that these issues have been hidden in plain sight. The issues raised by Adolescence about disengaged boys, negative influencers and their impact have been known for a long time. The same is true of the gender attainment gap. It shouldn’t, like last years’ Post Office Scandal drama, take TV to bring these to the fore.
The main difference between our report and the ensuing debate about Adolescence is what comes next.
We offered a range of policy solutions from schools taking up boy-positive principles to more male teachers and role models. Plus, there should be an increased focus on gender disparities in Access and Participation Plans, a Minister for Men and Boys and re-opening the Select Committee inquiry on boys’ attainment. Many more as well.
What has been missing with regard to Adolescence at a national political and education level is the lack of commitment for concrete action. More male teachers and role models, came the welcome call from Sir Gareth Southgate. But there was no commitment from anyone to act. The Prime Minister said he was concerned and would look at it, but he made no pledge on action or what that would look like. There was also no huge push on tackling the problems boys have, only talking about the problems boys cause. But of course, tackling the problems boys have reduces the problems some boys cause – to themselves and others, including women and girls.
My fear is that the media and political agenda will move on as it always does and nothing will change. The higher education attendance gap will remain, 150 plus teenage boys will die by suicide every year, well over 6,000 boys will continue to be excluded from school and 250,000 young men will still be unemployed.
The higher education sector needs more boys to do well, so more go to higher education, and they do better when they are there. Our economy and society depend on it, too. The lesson from both Adolescence and Boys will be boys is that a continual lack of concrete action will no longer do.
I just returned from the UPCEA annual conference held in Denver. A record attendance of some 1,300 administrators, faculty and staff from member institutions gathered to share policies, practices, innovations and knowledge in advancing the mission of higher education in 2025. It was a thriving and exciting environment of energy and enthusiasm in seeking solutions to challenges that confront us today and into the future.
Recent policy shifts regarding the federal funding of grants provided by the institutes and foundations that support university research were on the minds of most who attended. These topics provided the undercurrent of discussions in many of the sessions. The spirit was one of supporting each other in advancing their initiatives despite the prospect of cuts in federal support. The confluence of the demographic enrollment cliff of college-bound students due to the drop in births during the previous recession of 2007–09 and additional promised cuts in funding from federal and many state sources created an environment for collaboration on solving shared challenges rivaled only by that of the COVID-19 pandemic.
A number of the sessions addressed innovations with cost savings, efficiencies and effectiveness gains that can be realized by thoughtfully introducing artificial intelligence into supporting many aspects of the higher education mission. The potential savings are significant if AI can take over duties of positions that become vacant or instances where staff are better utilized by shifting their efforts elsewhere.
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By fall 2025, readily available AI tools will be able to serve in course development, delivery and assessment:
Adapt and update class materials with emerging concepts, societal situations and news context
Lead and assess class discussions—stimulate deeper thought and engagement
Assess course assignments with personalized recommendations to fill in the gaps in knowledge
Provide one-on-one counseling on academic matters and referrals for personal challenges
Create a summative assessment of course outcomes and initiate revisions for improvement
Generate a deep-thinking report for administrators and committees to consider
By this fall, readily available AI tools will be able to serve in curriculum development, marketing and student onboarding:
Survey specified fields for addition or expansion of degree and certificate programs
Recommend detailed curriculum for new programs and suggest tuition/fees
Create marketing plans after developing a report on demand and competitors in the program area
Develop, track, implement and adapt marketing budget
Prepare and support student advising to optimize retention and completion
Prepare updated and revised plans for spring 2026
By fall 2025, develop optimal staff allocation and review process:
Assess performance evaluations, recommend additional interviews as appropriate
Develop, refine and utilize departmental/college priority list to respond to revenue and enrollment trends for the year
Match staff skills with desired outcomes
Monitor productivity and accomplishments for each employee
Make recommendations for further efficiencies, having AI perform some tasks such as accounting and data analysis previously done by humans
Be responsive to employee aspirations and areas of greatest interest
Review and prepare updated and revised plans for spring 2026
These tasks and many more can be accomplished by AI tools that can be acquired at modest costs. Of course, they must be carefully reviewed by human administrators to ensure fairness and accuracy are maintained.
I learned from a number of those attending the UPCEA conference that, in these relatively early stages of AI implementation, many employees harbor fears of AI. Concerns center around human job security. While there are many tasks that AI can more efficiently and effectively perform than humans, most current jobs include aspects that are best performed by humans. So, in most cases, the use of AI will be in a role of augmentation of human work to make it more expedient and save time for other new tasks the human employees can best perform.
This presents the need for upskilling to enable human staff to make the efficiencies possible by learning to work best with AI. Interestingly, in most cases experts say this will not require computer coding or other such skills. Rather, this will require personnel to understand the capabilities of AI in order to tap these skills to advance the goals of the unit and university. Positions in which humans and AI are coworkers will require excellent communication skills, organizational skills, critical thinking and creative thinking. AI performs well at analytical, synthetical, predictive and creative tasks, among others. It is adept at taking on leadership and managerial roles that recognize the unit and institutional priorities as well as employee preferences and abilities.
How then can we best prepare our staff for optimizing their working relations with the new AI coworkers? I believe this begins with personal experience with AI tools. We all should become comfortable with conducting basic searches using a variety of chat bots. Learning to compose a proper prompt is the cornerstone of communicating with AI.
The next step is to use a handful of the readily available deep-research tools to generate a report on a topic that is relevant to the staff member’s work. Compare and contrast those reports for quality, accuracy and the substance of cited material. Perform the research iteratively to improve or refine results. This Medium post offers a good summary of leading deep-research engines and best applications, although it was released in February and may be dated due to the Gemini version 2.5 Pro released on March 26. This new version by Google is topping many of the current ratings charts.
In sum, we are facing changes of an unprecedented scale with the disruption of long-standing policies, funding sources and a shrinking incoming student pool. Fortunately, these changes are coming at the same time as AI is maturing into a dependable tool that can take on some of the slack that will come from not filling vacancies. However, to meet that need we must begin to provide training to our current and incoming employees to ensure that they can make the most of AI tools we will provide.
Together, through the collaborative support of UPCEA and other associations, we in higher education will endure these challenges as we did those posed by the COVID pandemic.
Wellesley College in Massachusetts has become the first U.S. institution to top $100,000 per year.
Jessica Rinaldi/The Boston Globe/Getty Images
Wellesley College appears to be the first higher ed institution in the nation to hit the $100,000 annual sticker price.
The cost to attend the all-women’s college this coming fall will be $100,541, as Boston Business Journal first reported. That includes direct costs of $92,440—which covers undergraduate tuition, housing, fees and meals—plus indirect costs, such as books, personal expenses, travel, transportation, and optional health insurance. Wellesley now appears to be the most expensive college in the country.
Various other universities have approached the six-figure mark for undergraduate tuition and indirect costs in recent years but managed to remain below it. When Inside Higher Ed explored this issue last year, it appeared that Vanderbilt University might be the first to cross the threshold, with estimated costs for undergraduate students in certain programs, such as engineering, hitting almost $98,000. Others at or over the $90,000 line include the University of Chicago, the University of Southern California, Washington University in St. Louis and Tufts University, and a handful of other highly selective, private institutions.
Wellesley spokesperson Stacey Schmeidel wrote in an email to Inside Higher Ed Tuesday that the college “meets 100% of the calculated need for all students” and is “committed to making a Wellesley education accessible to all.” Additionally, she noted that “loans are eliminated for students with total parent income less than $100,000 and calculated family contribution of less than $28,000. The average indebtedness of our 2023 graduates is $18,500, well below the national average.”
She added that indirect costs vary by student and “the majority” do not pay sticker price.
Schmeidel also wrote that more than 50 percent of students decline the optional health insurance, which, at $4,051, is the most expensive item on the list of indirect costs. Of those who do opt in, nearly half receive institutional grants to cover the entire cost, she noted.
Despite the potential sticker shock, Wellesley’s website plugs an education that is “more affordable than you think.” Wellesley has a financial aid budget of more than $84 million, according to its website.
That is also the case at many other well-endowed colleges where, regardless of the listed price, most students don’t pay the full amount. Tuition discounting has soared in recent years and remains well over 50 percent across the U.S. A recent study of 325 private nonprofit colleges conducted by the National Association of College and University Business Officers pegged the average tuition discount rate for first-time, full-time students at 56 percent, and 52 percent for all undergraduate students. Both numbers are all-time highs.
While public concerns about higher education have often focused on college costs, debt and the return on investment, Wellesley and its high-priced peers are outliers in terms of cost. A recent College Board analysis found that in the 2024–25 academic year, the average sticker price was $43,350 for private nonprofit four-year institutions, $30,780 for out-of-state students attending public universities, and $11,610 for in-state students at public universities.
Bryan Alexander, a senior scholar at Georgetown University who has been writing about college costs nearing the $100,000 mark since 2018, correctly predicted in 2023 that Wellesley would be one of the first institutions to reach six figures by the 2026–27 academic year.
Asked what he thought about his prediction coming to pass, Alexander responded with multiple questions.
“Will this pricing make the college more desirable, as a luxury good? Or will it drive away would-be students from sticker shock?” he wrote by email. “How many universities, scared of [the Trump administration], will make such a price hike to raise funds when grants are cut?”
He also pondered what it might mean for public perception, writing, “Wellesley is a small liberal arts college, but some universities are also playing this pricing game. Will [small liberal arts colleges] become seen as too pricey, or will all of higher ed get tarred with this brush?”
March brought layoffs, buyouts and the elimination of multiple academic programs as universities sought to plug budget holes wrought by sector challenges and state budget issues.
While many universities have announced hiring freezes and other moves due to the uncertainty of federal funding under Trump, the cuts below are not directly tied to the administration’s efforts to slash budgets and shrink the government. Instead, they are linked largely to dwindling enrollment or the loss of state funding.
University of Dayton
Officials at the private, Catholic research institution in Ohio announced cuts last month that affect 65 employees; 45 faculty members will not have their contracts renewed and 20 staff positions have been eliminated, The Dayton Daily News reported.
Affected employees will reportedly be offered severance packages.
Total cuts are projected to save the university $25 million over three years, the newspaper reported. Officials at the university said the moves were “focused on financial sustainability,” noting that while Dayton does not currently have a budget deficit, the change better positions it for the future.
Wagner College
The private liberal arts college in New York is looking to phase out as many as 21 programs in an effort to reverse recent enrollment declines, The Staten Island Advance reported.
The changes reportedly could affect up to 40 full-time faculty members.
Less popular academic programs—including anthropology, chemistry, English, history, math, modern languages, sociology, philosophy and physics—are among those that may be wound down. Officials told the newspaper that the process will be completed over the next 12 to 18 months.
Kent State University
Up to 30 administrative positions and nine majors are being eliminated at the public university in Ohio as part of a phased academic realignment that was approved by the board last month, WKYC reported. Kent State will also shrink the number of academic colleges from 10 to nine.
The changes are part of a phased plan to be completed in 2028.
The plans cites two goals: “First to strengthen academic affairs by reorganizing and realigning our academic units so that we are more cost efficient and therefore sustainable, and second, to ensure that we are providing the most in-demand, up-to-date and relevant academic programs and services for our learners,” executive vice president and provost Melody Tankersley said in an announcement last month following approval of the restructuring plan by Kent State’s board.
Lakeland Community College
Facing a $2 million budget deficit, the public two-year college in Ohio is laying off 10 faculty members and not replacing 14 professors set to retire, Ideastream Public Media reported.
Another eight faculty members who will retire next year will also not be replaced.
Between the cuts and retirements, Lakeland expects to save $2.3 million this year and another $800,000 next year. It will reinvest $225,000 in three faculty positions in manufacturing, welding and electrical engineering as it prioritizes workforce development.
Lakeland also plans to close an unspecified number of low-enrollment programs.
St. Norbert College
The private, Catholic college in Wisconsin announced plans last month to lay off 27 professors and cut more than a dozen programs to address its budget deficit, Wisconsin Public Radio reported.
Cuts will shave an estimated $5 million off the $12 million budget deficit. Of the 27 affected faculty members, 21 are set to lose their jobs in May, and the remaining six will be let go in 2026.
Averett University
Grappling with financial pressures, the small, private institution in Virginia announced plans last month to eliminate 15 jobs as part of cost-cutting measures, The Chatham Star-Tribune reported.
Additionally, Cardinal News reported this week that Averett listed its equestrian center for sale.
The university has navigated steep financial issues since last summer, when officials discovered a financial shortfall brought about by unauthorized withdrawals from the endowment by a former employee. While they said there was no evidence of embezzlement or misuse of the funds, the fiscal mismanagement prompted Averett to take a series of ongoing measures to fix its finances.
Oklahoma State University
Fallout continues at Oklahoma State, where the university laid off 12 Innovation Foundation employees after a recent audit uncovered financial missteps there, Oklahoma Voice reported.
Affected staffers will not receive severance but will remain employed through June 1.
In February, Oklahoma State president Kayse Shrum stepped down abruptly amid a review of improper transfers of legislatively appropriated funds. An audit later found that $41 million in state appropriations “were not properly restricted and in some instances were co-mingled with other funds” in violation of state laws and policies. In one instance, $11.5 million intended for other programs had been directed without board approval to OSU’s Innovation Foundation instead.
St. Joseph’s University
Officials offered buyouts to some faculty and staff last month as the private Jesuit university seeks to close a budget deficit following recent mergers, The Philadelphia Inquirer reported.
St. Joseph’s absorbed the University of the Sciences in 2022 and added Pennsylvania College of Health Sciences in 2023, which officials told the newspaper left them with a “small deficit.” President Cheryl McConnell did not specify a dollar figure in an interview with the Inquirer.
She added that there was no specific target number for buyouts, but when asked about potential layoffs, McConnell said it “depends on the nature of voluntary separation plan results.”
Utah State University
Voluntary buyouts are on the table and layoffs could be on the horizon at the public university following $17.3 million in budget cuts from the State Legislature, The Cache Valley Daily reported.
Those cuts were spread across two years, with the university taking a $12.5 million hit this year. However, USU could restore that money through the state’s strategic reinvestment initiative, which allows universities to regain funding if leaders can identify areas for cuts and shift resources toward strategic initiatives favored by the state.
Weber State University
Elsewhere in Utah, Weber State is also grappling with budget issues imposed by the state.
With anticipated budget cuts of $6.7 million due to the same strategic realignment initiative, Weber State is also offering voluntary separation incentives to employees, Deseret News reported. The university also plans to restructure some academic programs, including the College of Education.
Budget changes in Utah will also affect the other six state institutions, but not all have made their plans public yet.
Momodou Taal, the Cornell University graduate student who said his institution effectively tried to deport him in the fall over his pro-Palestine activism, announced Monday he’s leaving the U.S. of his own accord under threat from the Trump administration.
“I have lost faith I could walk the streets without being abducted,” Taal wrote on X. He added that “we are facing a government that has no respect for the judiciary or for the rule of the law.”
On March 15, Taal, his professor and another Cornell Ph.D. student sued President Trump, the Department of Homeland Security and Homeland Security secretary Kristi Noem, challenging executive orders that empowered immigration officials to deport noncitizens they deem national security threats. Immigration officers have targeted multiple international students suspected of participating in pro-Palestine protests. Taal is a U.K. and Gambian citizen.
A few days after he sued, Immigration and Customs Enforcement agents visited Taal in what Homeland Security acknowledged “was an attempt to detain him,” he said in a court filing. The State Department had revoked Taal’s visa, according to the lawsuit.
Now his lawyers have dismissed the case. “Trump did not want me to have my day in court and sent ICE agents to my home,” Taal wrote on X.
In an email to Inside Higher Ed Tuesday, an unnamed “senior” Homeland Security official called it “a privilege to be granted a visa to live and study” in the U.S.
“When you advocate for violence and terrorism, that privilege should be revoked, and you should not be in this country,” the official said. “We are pleased to confirm that this Cornell University terrorist sympathizer heeded Secretary Noem’s advice to self-deport.”
When asked for specifics on when Taal sympathized with terrorism, Homeland Security pointed to where Taal referenced in his Monday post the “Zionist genocide,” and wrote, “Long live the student intifada!” In his post, Taal wrote that the “repression of Palestinian solidarity is now being used to wage a wholesale attack on any form of expression that challenges oppressive and exploitative relations in the US.”
Taal added, “If you have been led to think that your safety is only guaranteed by state kidnap, repression, deportation, the slaughter of children, and the suppression of the global majority, then let Gaza’s shards of glass be your mirror.”
More than 700 University of Washington research coordinators and consultants have unionized, joining already organized research scientists and engineers there to create a bargaining unit more than 2,000 members strong, the union announced.
UAW 4121 said in a news release Tuesday that research coordinators and consultants are largely health-care professionals focused on research.
“They are responsible for running clinical trials, liaising with patients and scientists, and ensuring that research results are grounded in rigorous science,” the release said. “Despite the critical role they play at the university, many report job insecurity, a lack of transparency around career advancement and workload, low compensation relative to cost of living, and more as their reasons for forming a union.”
“The University of Washington recognizes and respects the right of employees to organize,” university spokesperson Victor Balta wrote in an email to Inside Higher Ed. “UW values the research coordinators and consultants who help make vital work possible and we look forward to negotiating in good faith their inclusion into the existing UAW 4121 bargaining unit of research scientists and research engineers.”
Mike Sellars, executive director of Washington State’s Public Employment Relations Commission, said his agency certified the unionization of the research coordinators and consultants Thursday. Nearly 400 employees submitted cards in favor of unionizing. A union spokesperson said cards were collected over the past year.
Mike Miller, director of UAW Region 6, said in the news release, “As workers and workers rights’ are under assault by the Trump administration, it’s never been more important to have the rights and protections of a union.”
Maraida Caraballo Martínez es educadora en Puerto Rico desde hace 28 años y directora de la Escuela de la Comunidad Jaime C. Rodríguez desde hace siete. Nunca sabe cuánto dinero recibirá del gobierno cada año porque no se basa en el número de niños matriculados. Un año recibió 36.000 dólares; otro año, 12.000 dólares.
Pero por primera vez como educador, Caraballo notó una gran diferencia durante la administración Biden. Gracias a una inyección de fondos federales en el sistema educativo de la isla, Caraballo recibió una subvención de 250.000 dólares, una cantidad de dinero sin precedentes. La utilizó para comprar libros y ordenadores para la biblioteca, pizarras e impresoras para las aulas, reforzar el programa de robótica y construir una pista polideportiva para sus alumnos. “Esto significó una gran diferencia para la escuela”, dijo Caraballo.
Yabucoa, un pequeño pueblo del sureste de Puerto Rico, fue una de las regiones más afectadas por el huracán María en 2017. Y esta comunidad escolar, como cientos de otras en la isla, ha experimentado trastornos casi constantes desde entonces. Una serie de desastres naturales, como huracanes, terremotos, inundaciones y deslizamientos de tierra, seguidos de la pandemia de coronavirus en 2020, han golpeado la isla e interrumpido el aprendizaje. También ha habido una rotación constante de secretarios de educación locales: siete en los últimos ocho años. El sistema educativo puertorriqueño -el séptimo distrito escolar más grande de Estados Unidos- se ha vuelto más vulnerable debido a la abrumadora deuda de la isla, la emigración masiva y una red eléctrica paralizada.
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Bajo la presidencia de Joe Biden, se produjeron tímidos avances, respaldados por miles de millones de dólares y una atención personal sostenida por parte de altos funcionarios federales de educación, dijeron muchos expertos y educadores de la isla. Ahora les preocupa que todo se desmantele con el cambio en la Casa Blanca. El presidente Donald Trump no ha ocultado su desdén por el territorio estadounidense, habiendo dicho supuestamente que estaba “sucio y que la gente era pobre.” Durante su primer mandato, retuvo miles de millones de dólares en ayuda federal tras el huracán María y ha sugerido vender la isla o cambiarla por Groenlandia.
Una reciente orden ejecutiva para hacer del inglés el idioma oficial ha preocupado a los habitantes de la isla, donde solo 1 de cada 5 personas habla inglés con fluidez, y el español es el idioma de instrucción en las escuelas. Trump está tratando de eliminar el Departamento de Educación de EE.UU. y ya ha hecho recortes radicales a la agencia, lo que tendrá implicaciones en toda la isla. Incluso si los fondos federales -que el año pasado representaron más de dos tercios del financiamiento del Departamento de Educación de Puerto Rico, o DEPR- se transfirieran directamente al gobierno local, probablemente traerían peores resultados para los niños más vulnerables, dicen los educadores y expertos en políticas públicas. Históricamente, el DEPR ha estado plagado de interferencias políticas, burocracia generalizada y falta de transparencia.
Maraida Caraballo Martínez ha sido educadora en Puerto Rico durante 28 años y ahora es directora de una escuela primaria. Su escuela ha estado a punto de cerrar tres veces debido a la emigración masiva de la isla. Credit: Kavitha Cardoza for The Hechinger Report
Y el departamento de educación local no está tan avanzado tecnológicamente como otros departamentos de educación estatales, ni es tan capaz de difundir las mejores prácticas. Por ejemplo, Puerto Rico no dispone de una “fórmula por alumno”, un cálculo utilizado habitualmente en el continente para determinar la cantidad de dinero que recibe cada estudiante para su educación. Roberto Mujica es el director ejecutivo de la Junta de Supervisión y Gestión Financiera de Puerto Rico, convocada por primera vez bajo la presidencia de Barack Obama en 2016 para hacer frente al marasmo financiero de la isla. Mujica dijo que la actual asignación de fondos educativos de Puerto Rico es opaca. “Cómo se distribuyen los fondos se percibe como un proceso político”, dijo. “No hay transparencia ni claridad”.
En 2021, Miguel Cardona, Secretario de Educación de Biden, prometió “un nuevo día” para Puerto Rico. “Durante demasiado tiempo, los estudiantes y educadores de Puerto Rico fueron abandonados”, dijo. Durante su mandato, Cardona aignó casi 6.000 millones de dólares federales para el sistema educativo de la isla, lo que se tradujo en un aumento salarial histórico para los profesores, financiamiento para programas de tutoría extraescolar, la contratación de cientos de profesionales de salud mental escolar y la creación de un programa piloto para descentralizar el DEPR.
Cardona designó a un asesor principal, Chris Soto, para que fuera su persona de contacto con el sistema educativo de la isla, subrayando el compromiso del gobierno federal con la isla. Durante casi cuatro años en el cargo, Soto realizó más de 50 viajes a la isla. Carlos Rodríguez Silvestre, director ejecutivo de la Fundación Flamboyán, una organización sin fines de lucro de Puerto Rico que ha dirigido los esfuerzos de alfabetización infantil en la isla, dijo que el nivel de respeto e interés sostenido hicieron sentir que se trataba de una asociación, no un mandato de arriba hacia abajo. “Nunca había visto ese tipo de atención a la educación en Puerto Rico”, afirmó. “Soto prácticamente vivía en la isla”.
Soto también trabajó estrechamente con Víctor Manuel Bonilla Sánchez, presidente del sindicato de maestros, la Asociación de Maestros de Puerto Rico, o AMPR, lo que dio lugar a un acuerdo por el que los educadores recibieron 1.000 dólares más al mes en su salario base, un aumento de casi el 30% para el maestro promedio. “Fue el mayor aumento salarial en la historia de los maestros de Puerto Rico”, dijo Bonilla, aunque incluso con el aumento, los maestros de aquí siguen ganando mucho menos dinero que sus colegas en el continente.
Una de las mayores quejas que Soto dijo haber escuchado fue lo rígido y burocrático que era el Departamento de Educación de Puerto Rico, a pesar de una ley de reforma educativa de 2018 que permite un mayor control local. La agencia de educación -la unidad de gobierno más grande de la isla, con la mayor cantidad de empleados y el mayor presupuesto- estaba configurada de manera que la oficina central tenía que aprobar todo. Así que Soto creó y supervisó un programa piloto en Ponce, una región en la costa sur de la isla, enfocado en la descentralización.
Por primera vez, la comunidad local eligió un consejo asesor de educación, y los candidatos a superintendente tuvieron que postularse en lugar de ser nombrados, dijo Soto. El superintendente recibió autoridad para aprobar directamente las solicitudes presupuestarias en lugar de enviarlas a través de funcionarios de San Juan, así como flexibilidad para gastar el dinero en su región en función de las necesidades de cada escuela.
En el pasado, eso no se tenía en cuenta: Por ejemplo, Yadira Sánchez, psicóloga que lleva más de 20 años trabajando en la educación puertorriqueña, recuerda cuando una escuela recibió docenas de aires acondicionados nuevos aunque no los necesitaba. “Ya tenían aires acondicionados que funcionaban”, dice, “así que ese dinero se perdió”.
El proyecto piloto también se centró en aumentar la eficiencia. Por ejemplo, ahora se evalúa a los niños discapacitados en sus colegios, en lugar de tener que acudir a un centro especial. Y Soto dice que también intentó eliminar el uso de influencias y aumentar la transparencia en torno al gasto en el PRDE. “Puedes mejorar las facturas, pero si tus amigos políticos son los que se quedancon los trabajos, entonces no tienes un buen sistema escolar”, dijo.
Bajo el mandato de Biden, Puerto Rico también recibió una subvención competitiva o grant del Departamento de Educación de EE.UU. por valor de 10,5 millones de dólares para escuelas comunitarias, otro hito. Y el departamento federal empezó a incluir datos sobre el territorio en algunas estadísticas educativas recopiladas. “Puerto Rico ni siquiera figuraba en estos indicadores, así que empezamos a preguntarnos cómo mejorar los sistemas de datos. Desentrañar el problema de los datos significó que Puerto Rico puede ser debidamente reconocido”, dijo Soto.
Pero ya hay planes para deshacer el esfuerzo de Cardona en Ponce. La recién elegida gobernadora de la isla, Jenniffer González Colón, es republicana y partidaria de Trump. El popular secretario de Educación, Eliezer Ramos Parés, regresó a principios de este año al frente del departamento tras dirigirlo desde abril de 2021 hasta julio de 2023, cuando la gobernadora le pidió inesperadamente que dimitiera, algo nada inusual en el gobierno de la isla, donde los nombramientos políticos pueden terminar de repente y con poco debate público. Ramos dijo a The Hechinger Report que el programa no continuará en su forma actual, calificándolo de “ineficiente”.
“El programa piloto no es realmente eficaz”, dijo, señalando que la política puede influir en las decisiones de gasto no sólo a nivel central, sino también a nivel regional. “Queremos tener algunos controles”. También dijo que ampliar la iniciativa a toda la isla costaría decenas de millones de dólares. En su lugar, Ramos dijo que estaba estudiando enfoques más limitados de la descentralización, en torno a algunas funciones de recursos humanos y adquisiciones. Dijo que también estaba explorando una fórmula de financiación por alumno para Puerto Rico y estudiando las lecciones de otros grandes distritos escolares como la ciudad de Nueva York y Hawai.
Un autobús escolar bajo un árbol que cayó durante el huracán María, que azotó la isla de Puerto Rico en septiembre de 2017. Más de un año después, no había sido retirado. Credit: Al Bello/Getty Images for Lumix
El Departamento de Educación de EE.UU., que complementa la financiación local y estatal para los estudiantes en situación de pobreza y con discapacidades, tiene un papel desproporcionado en las escuelas de Puerto Rico. En la isla, el 55% de los niños viven por debajo del umbral de la pobreza, frente al 17% en los 50 estados; en el caso de los estudiantes de educación especial, las cifras son del 35% y el 15%, respectivamente. En total, durante el año fiscal 2024, más del 68 por ciento del presupuesto de educación en la isla procede de fondos federales, frente al 11 por ciento en los estados de EE UU. El departamento también administra las becas Pell para estudiantes de bajos ingresos -alrededor del 72 por ciento de los estudiantes puertorriqueños las solicitan- y apoya los esfuerzos de desarrollo profesional y las iniciativas para los niños puertorriqueños que van y vienen entre el continente y el territorio.
Linda McMahon, la nueva secretaria de Educación de Trump, ha dicho supuestamente que el Gobierno seguirá cumpliendo sus “obligaciones legales” con los estudiantes aunque el departamento cierre o transfiera algunas operaciones y despida personal. El Departamento de Educación de Estados Unidos no respondió a las solicitudes de comentarios para esta historia.
Algunos dicen que el hecho de que la administración Biden haya vertido miles de millones de dólares en un sistema educativo en problemas con escasa rendición de cuentas ha creado expectativas poco realistas y no hay un plan para lo que ocurre después de que se gasta el dinero. Mujica, director ejecutivo de la junta de supervisión, dijo que la infusión de fondos pospuso la toma de decisiones difíciles por parte del gobierno puertorriqueño. “Cuando se tiene tanto dinero, se tapan muchos problemas. No tienes que enfrentarte a algunos de los retos que son fundamentales para el sistema”. Y afirmó que apenas se habla de lo que ocurrirá cuando se acabe ese dinero. “¿Cómo se va a llenar ese vacío? O desaparecen esos programas o tendremos que encontrar la financiación para ellos”, dijo Mujica.
Dijo que esfuerzos como el de Ponce para acercar la toma de decisiones a donde están las necesidades de los estudiantes es “de vital importancia”. Aún así, dijo que no está seguro de que el dinero haya mejorado los resultados de los estudiantes. “Esta era una gran oportunidad para hacer cambios fundamentales e inversiones que produzcan resultados a largo plazo. No estoy seguro de que hayamos visto las métricas que lo respalden”.
Puerto Rico es una de las regiones más empobrecidas desde el punto de vista educativo, con unos resultados académicos muy inferiores a los del continente. En la parte de matemáticas de la Evaluación Nacional de Progreso Educativo, o NAEP, una prueba que realizan los estudiantes de todo EE.UU., sólo el 2% de los alumnos de cuarto curso de Puerto Rico calificaron como competentes, la puntuación más alta jamás registrada en la isla, y el 0% de los alumnos de octavo curso lo fueron. Los estudiantes puertorriqueños no hacen la prueba NAEP de lectura porque aprenden en español, no en inglés, aunque los resultados compartidos por Ramos en una conferencia de prensa en 2022 mostraron que sólo el 1% de los estudiantes de tercer grado leían a nivel de grado.
Hay algunos esfuerzos alentadores. La Fundación Flamboyán ha liderado una coalición de 70 socios en toda la isla para mejorar la alfabetización de los niños de preescolar a tercer grado, entre otras cosas mediante el desarrollo profesional. La formación del profesorado a través del departamento de educación del territorio ha sido a menudo irregular u opcional.
La organización trabaja ahora en estrecha colaboración con la Universidad de Puerto Rico y, como parte de ese esfuerzo, supervisa el gasto de 3 millones de dólares en formación para la alfabetización. Aproximadamente 1.500 profesores de Puerto Rico (un tercio de los maestros de Kinder a 5º grado) han recibido esta rigurosa formación. Los educadores recibieron 500 dólares como incentivo por participar, además de libros para sus aulas y tres horas de formación continua. “Fueron muchas horas de calidad. No ha sido el método de ‘rociar (con un poco de agua) y rezar’”, dijo Silvestre. Ese esfuerzo continuará, según Ramos, que lo calificó de “muy eficaz”.
Una nueva prueba de lectura para alumnos de primero a tercer grado que la organización sin fines de lucro ayudó a diseñar mostró que entre los años escolares 2023 y 2024, la mayoría de los niños estaban por debajo del nivel del grado, pero hubo avances en los resultados en todos los grados. “Pero aún nos queda un largo camino por recorrer para que estos datos lleguen a los profesores a tiempo y de forma que puedan actuar en consecuencia”, dijo Silvestre.
Kristin Ehrgood, Directora General de la Fundación Flamboyán, afirma que es demasiado pronto para ver resultados espectaculares. “Es realmente difícil ver una tonelada de resultados positivos en un período tan corto de tiempo con la desconfianza significativa que se ha construido durante años”, dijo. Dijo que no estaban seguros de cómo la administración Trump podría trabajar o financiar el sistema educativo de Puerto Rico, pero que la administración Biden había construido una gran cantidad de buena voluntad. “Hay muchas oportunidades que podrían aprovecharse, si una nueva administración decide hacerlo”.
Otra señal esperanzadora es que la junta de supervisión, que fue muy protestada cuando se formó, ha reducido la deuda de la isla de 73.000 a 31.000 millones de dólares. Y el año pasado los miembros de la junta aumentaron el gasto en educación en un 3%. Mujica dijo que la junta se centra en asegurarse de que cualquier inversión se traduzca en mejores resultados para los estudiantes: “Nuestra opinión es que los recursos tienen que ir a las aulas”.
Betty A. Rosa, comisionada de educación y presidente de la Universidad del Estado de Nueva York y miembro de la Junta de Supervisión, afirmó que la inestabilidad educativa en Puerto Rico se debe a los cambios en el liderazgo. Cada nuevo líder se dedica a “reconstruir, reestructurar, reimaginar, elija la palabra que elija”, dijo. “No hay coherencia”. A diferencia de su cargo en el estado de Nueva York, el Secretario de Educación de Puerto Rico y otros cargos son nombramientos políticos. “Si tienes un gobierno permanente, aunque cambie el liderazgo, el trabajo continúa”.
Ramos, que vivió esta inestabilidad cuando el anterior gobernador pidió inesperadamente su dimisión en 2023, dijo que se reunió con McMahon, la nueva secretaria de Educación de EE.UU., en Washington, D.C., y que mantuvieron una “agradable conversación”. “Ella sabe de Puerto Rico, se preocupa por Puerto Rico y demostró total apoyo en la misión de Puerto Rico”, dijo. Dijo que McMahon quería que el DEPR ofreciera más clases bilingües, para exponer a más estudiantes al inglés. Queda por ver si habrá cambios en la otorgación de fondos o cualquier otra cosa. “Tenemos que ver lo que ocurre en las próximas semanas y meses y cómo esa visión y esa política podrían afectar a Puerto Rico”, dijo Ramos.
La Escuela de la Comunidad Jaime C. Rodríguez es una escuela Montessori de Yabucoa, Puerto Rico, que carecía de instalaciones deportivas para sus alumnos. Recientemente comenzó las obras de un centro deportivo polivalente gracias a los fondos federales otorgados por la administración del presidente Biden. Credit: Kavitha Cardoza for The Hechinger Report
Ramos fue muy apreciado por los educadores durante su primera etapa como Secretario de Educación. También tendrá que tomar muchas decisiones, como ampliar las escuelas charter y cerrar las escuelas públicas tradicionales, ya que la matriculación en las escuelas públicas de la isla sigue disminuyendo vertiginosamente. En el pasado, ambas cuestiones provocaron protestas feroces y generalizadas.
Soto es realista y cree que la nueva administración tendrá “puntos de vista diferentes, tanto ideológica como políticamente”, pero confía en que el pueblo de Puerto Rico no quiera volver a la antigua forma de hacer las cosas. “Alguien dijo: ‘Ustedes sacaron al genio de la botella y va a ser difícil volver a ponerlo’ en lo que se refiere a un sistema escolar centrado en el estudiante”, dijo Soto.
Cardona, cuyos abuelos son oriundos de la isla, dijo que Puerto Rico había experimentado un “estancamiento académico” durante años. “No podemos aceptar que los estudiantes rindan menos de lo que sabemos que son capaces”, dijo a The Hechinger Report, justo antes de despedirse como máximo responsable de educación del país. “Empezamos el cambio; tiene que continuar.
La pequeña escuela de la directora Carabello, con 150 alumnos y 14 profesores, ha estado a punto de cerrarse ya tres veces, aunque en todas ellas se ha salvado en parte gracias al apoyo de la comunidad. Carabello confía en que Ramos, con quien ya ha trabajado anteriormente, cambie las cosas. “Conoce el sistema educativo”, afirma. “Es una persona brillante, abierta a escuchar”.
Pero las largas jornadas de los últimos años le han pasado factura. Suele estar en la escuela de 6:30 a.m. a 6:30 p.m. “Entras cuando anochece y te vas cuando anochece”, dice. Ha habido muchas plataformas nuevas que aprender y nuevos proyectos que poner en marcha. Quiere jubilarse, pero no puede permitírselo. Tras décadas en las que el gobierno local no financió suficientemente el sistema de pensiones, se recortaron los subsidios que compensaban el alto precio de los bienes y servicios en la isla y se congelaron los planes de pensiones.
Ahora, en lugar de jubilarse con el 75% de su salario, Carabello recibirá sólo el 50%, 2.195 dólares al mes. Tiene derecho a prestaciones de la Seguridad Social, pero no son suficientes para compensar la pensión perdida. “¿Quién puede vivir con 2.000 dólares en un mes? Nadie. Es demasiado duro. Y mi casa aún necesita 12 años más para pagarse”.
A Carabello, siempre tan fuerte y optimista con sus alumnos, se le saltaron las lágrimas. Pero es raro que se permita tiempo para pensar en sí misma. “Tengo una gran comunidad. Tengo grandes profesores y me siento feliz con lo que hago”, afirma.
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Higher education in 2025 will be about customized, data-driven, flexible learning opportunities rather than only classrooms and textbooks. These days, a cloud-based LMS system is not a luxury; rather, it is a must for universities trying to keep competitive, increase student involvement, and raise results.
But among hundreds of sites available, how do you choose the best one? Supported by statistics and meant to enable institutions to flourish, let us explore the 15 must-have characteristics of a modern customisable LMS for universities.
The 15 Must-Have Features for a Higher Education Learning Management System (LMS) in 2025
1. Support for blended learning
There is nowhere hybrid learning is headed. 73% of students, according to studies, would rather combine in-person and online instruction. To provide an immersive, adaptable experience, your LMS should easily combine digital materials with conventional classrooms.
2. Learning with self- pace
Students pick things up at varying rates. According to the Research Institute of America, a self-paced learning environment allows students to direct their development, therefore enhancing retention between 25 and 60%. Bonus—also Designed in-house tests and checkpoints help pupils stay on target.
3. Tools for collaborative learning
Better still is learning when done jointly. Especially crucial for Gen Z students, 85% of which favor group projects, peer assessments, and shared workspaces, platforms with these features promote involvement.
4. Accessible mobile-friendly
A mobile-optimized LMS is absolutely essential given students spend five to six hours every day on smartphones. Make sure students can access materials, turn in homework, and interact with peers—anywhere, at any moment.
5. Evaluations driven by AI
Why use outdated tasks? Student results are improved by adaptive examinations and performance-based assignments in modern LMSs. Pre-quiz adaptive study increased pass rates by 20%, according to research.
Adjustive learning enhances academic performance in 59% and student engagement in 36%, according to study. Teachers can better identify knowledge gaps and personalize instruction to individual students by using these new technologies.
6. Adaptable evaluations
There is no one-size-fits-all solution here. A strong learning management system should enable you to create customized tests and assignments that highlight each student’s unique advantages and disadvantages.
7. Integration of course schedules
Ensure professors and students stay on course. By automatically tracking missed lessons, impending tasks, and class progress, integrated schedules eliminate administrative burdens.
8. More complex content administration
Today’s content can be in many different formats, from YouTube videos to PDFs. There should be a variety of content types supported by your LMS so that teachers can design dynamic, multimedia-rich courses.
9. Messaging boards and discussion notes
In online courses, fifty-eight percent of students say they feel disconnected. Built-in forums and messaging tools help to build community and enable faculty and student real-time cooperation.
10. Student tracking for development
Track engaged and non-involved students in a jiffy! Detailed data on material availability, completion rates, and time spent per module let teachers act early to support difficult students.
11. Performance Studies
Performance goes beyond just marks. Dashboards displaying trends in student progress should be part of a strong LMS, therefore stressing areas needing work and increasing retention rates.
12. Gamification
Engagement leaps when education feels like a game. Leaderboards, badges, and awards on LMS systems help to increase student involvement by up to 89% hence transforming learning from a passive to an active process.
13. Instantaneous reporting
Give up searching frantically for information. Crucially for certification and institutional planning, your LMS should create fast, exportable reports on student performance, course progress, and engagement.
14. Complete branding and customizing
Why then do you look like everyone else? From logos to unique workflows, a top-notch LMS should represent the character of your university thereby guaranteeing a customized experience for staff and students.
15. Distance learning support
With 74% of students saying they would enroll in online programs even post-pandemic, distance learning support is here to stay. Remote classes are something a modern LMS has to support so that students from wherever may get top-notch instruction.
The Impact of Predictive Analytics on Student Engagement
Predictive analytics is changing higher education. According to a 2024 EDUCAUSE research, 76% of predictive analytics-using universities said their student results have improved Using data insights—tracking behavior, engagement, and performance—an LMS helps staff members intervene before students lag behind.
How to Choose the Right LMS for Your Institution
Selecting an LMS goes beyond just filling up boxes. This brief checklist can help you make decisions:
Scalability: Can your institution help it to flourish?
Customizability: Does it fit your particular requirements? Customizing
Integration: Will it flow naturally with your current systems?
Support: Does the provider give consistent, continuous assistance?
Analytics: Can it instantly monitor student involvement and performance?
A cloud-based, customized LMS is about enabling student success rather than only course administration. Your institution can design an interesting, future-ready learning environment with the appropriate features, data insights, and flexibility.
All set to change your college’s instruction? Start with a platform meant for future success—that of the students.
Future-Ready Learning Begins with the Correct LMS
Higher education in 2025 is about empowering student success with flexible, data-driven learning opportunities rather than about course management. More than just a platform, the appropriate cloud-based LMS solution transforms engagement, performance, and institutional growth.
Ready to future-proof your university using a customisable LMS for those that satisfy all the necessary requirements? Discover how Creatrix Campus LMS enables organizations like yours to provide smarter, more connected learning—built for tomorrow, now. Connect with us now!
University faculty members are usually immersed in various tasks related to teaching, research, committees, and office hours. As a result, they rarely have time to explore the practices of their colleagues or seek advice on their own, which leads them to work in isolation. This isolation can hinder their professional development and growth, especially if they do not take the time to reflect on their own teaching methods and practices. Ultimately, student learning is impacted. One effective practice that can break this cycle is peer observation.
Peer observation is a valuable university practice with mutual benefits for the observer and observee, with an emphasis on learning, reflection, and improvement to enhance teaching methods and overall practices. Exploring peer observation models, their stages, and practical methods and resources for use in higher education are all part of this process. By fostering a culture of continuous improvement through pedagogical observation, educators engage in dialogue to share insights, plan for instructional improvement, self-reflect, adopt effective strategies, and refine teaching practices.
Models of Peer Observation
The focus of the peer observation defines its goal, context, and the way the participants act and feel toward the process. Based on the focus, peer observations can be classified into two models: formative-developmental and summative-evaluative.
While the formative-developmental observation aims to enhance and promote the improvement of teaching skills within a supportive and collegial context, the summative-evaluative observation aims to evaluate and judge the faculty based on the observation. Therefore, if an institution aims at improving the teaching practices of its faculty members and wants them to engage in professional development activities that they welcome and accept, it should incorporate a formative-developmental type of observation.
Although summative-evaluative peer observations are needed to evaluate the teaching skills of faculty members, we believe that it is a fair practice for the faculty to experience formative-developmental observations several times and to receive the necessary support before they undergo an evaluative observation especially if it is high-stakes in that it impacts their job retention or promotion. In our discussion, we will focus on formative-developmental observations because we are interested in practices that help in the improvement of teaching practices in educational institutions.
Benefits of Formative-developmental Observations
When approached as a developmental or formative practice, peer observations afford faculty valuable opportunities to improve their practices and grow professionally. This is mainly true if observations are done periodically, rather than as one-shot classroom visits, when the outcomes of one observation feed into another, and when on-going dialogue between the observer and the observee takes place. The practices of the process of classroom observations are critical as they:
Encourage professional growth: Formative observations provide faculty with structured opportunities to enhance their teaching skills and improve student learning outcomes.
Facilitate reflective practice: Formative observations enable faculty to critically assess their teaching methods and refine their instructional approaches.
Support learning in and from practice: As highlighted by Ball and Cohen (1999), learning is most effective when embedded in practice, making peer observations a powerful tool for professional development.
Promote the haring of best practices: Faculty can observe, discuss, and integrate effective teaching strategies used by their peers.
Challenge teaching assumptions: Through peer feedback and reflection, faculty can identify and modify ingrained teaching habits to enhance student engagement.
Build confidence in implementing new strategies: Observing peers in action helps faculty see new techniques in practice, making them more confident in adopting these approaches.
Enhance course content and delivery: observations allow for a structured review of both the material taught and the teaching methods used, leading to refinements in instruction.
Strengthen collegial support and collaboration: Collegial observations enhance a culture of open dialogue among faculty, fostering a supportive and collaborative academic environment.
Improve teaching and learning quality: Observations encourage continuous improvement in instructional effectiveness, ultimately benefiting student learning experiences.
Stages of Formative-developmental Observations
Peer observations have numerous merits. They can be perceived as a cyclic process, each cycle including a peer observation session that is preceded and followed by meetings between the observer and the faculty whose class is to be observed, thus making it a three-stage process. Each of the stages has its benefits and contributes to the overall outcome of the process if done with a clear purpose in a safe, collegial, and supportive context. The three stages are:
Pre-observation: To introduce the process and set the stage for effective peer observation, it is necessary to discuss the observation goals and establish mutual expectations for the process, in addition to discussing the session learning outcomes, learning activities and any content or documents that will be used during the observed session. This stage helps the observer clarify the goal of the observation and establishes an atmosphere of collaboration between the observer and the observee which reduces anxiety on the part of the observee. Moreover, it allows the observee to clarify the lesson context and allows for customization of the lesson before the observation takes place.
Lesson Observation: This includes observing a teaching session with all its happenings such as teaching strategies, students’ engagement, modes of interaction, indicators of learning, assessment tasks, questioning techniques, and learning activities. At this stage, the observer collects notes describing what is observed without making any judgment about the performance of the teacher. To this end, we prefer using the narrative log as it enables the observer to document the timing of behaviors, techniques, and actions of both the observed instructor and the students. These are recorded objectively; i.e., recording solely what is observed without including any of the observer’s judgments. However, the observer can add comments or questions about the classroom events to be discussed later in the post-observation meeting. Narrative logs are considered an effective tool to describe verbal and non-verbal behavior, highlighting what the observer sees rather than making judgements (Chism, 2007). To this end, the observer must keep in mind the golden rule: Learning to see, unlearning to judge.
Post- observation: At this stage, discussion of the class activities and reflection occurs. The observer uses the observation notes collected during the lesson observation to lead the discussion and to refer to for evidence for the different points being discussed. The observee reflects on the class; and the observer, to provide helpful feedback, seeks to understand more about the classroom by asking questions for clarification or to gain a clearer understanding of the lesson, students, and content. An excellent tool designed by Project-Zero at Harvard University is the Ladder of Feedback, which can help structure the discussion to be constructive, supportive and growth-promoting in a non-threatening manner.
The post-observation meeting should occur as soon as possible after the observation. The discussion in this stage should lead to an action plan. Therefore, as a good practice, the observer can summarize the points discussed in this meeting, emphasize points of strength, provide suggestions toward improving teaching practices, and agree with the observee on an action plan for improvement. The date for the following observation or meeting can be scheduled at the end of this stage.
How to Encourage Peer Observation in Higher Education
Although peer observation is a vital practice for professional development, it is not well-perceived by faculty members, and it is not a common practice in universities. Faculty members are mostly reluctant to voluntarily participate in peer observation. Thus, we recommend that universities start developing a culture of trust and collegiality to support this practice. At the personal level of faculty members, they can be encouraged to ask their colleagues to observe their classrooms and collect notes during the observations. To sharpen this practice and make it more relevant to one’s instructional needs, the observee can set specific goals for the observation. These suggestions can help promote the culture where peer observation becomes a practice for continuous, accessible professional development that can transform universities into learning communities and make them better learning spaces for their faculty members.
Dr. Siham Al Amoush is an experienced educator specializing in teacher education and higher education professional development, she obtained her PhD in Chemistry Education from Bremen University, where she researched and compared teacher beliefs in Jordan, Turkey, and Germany. She has published several papers in international journals on topics such as teacher beliefs, curriculum design, and technology integration in the classroom. Passionate about improving teacher education and supporting educators to reach their full potential, she aims to make a difference in the education system through collaboration between different sectors. Currently, she works in faculty development at the Excellence in Teaching and Learning Center at Qatar University.
Dr. Amal Farhat is an experienced educator and instructional coach with a background in both K-12 and higher education across the private and public sectors. She is interested in fostering professional learning communities through positive, constructive collaboration among all institutional stakeholders. In higher education, she has taught future educators and supported faculty in enhancing their teaching practices. Dr. Farhat holds a PhD in Education from the Lebanese University, a Counseling in Pedagogy diploma from St. Joseph University, and a CAEL certification from Harvard Graduate School of Education.
