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  • With help of FIRE, University of Washington professor returns to classroom after bread knife incident

    With help of FIRE, University of Washington professor returns to classroom after bread knife incident

    In Soviet-era Romania, police falsely accused engineer Aurel Bulgac and his wife of espionage and imprisoned him for six months. Seeking refuge in America, Bulgac channeled his passion for physics into a professorship at the University of Washington in Seattle, where he taught without incident for more than 30 years. 

    That would change in the fall of 2023 when Bulgac used a hypothetical involving a small bread knife to encourage students to take the subject seriously. Through a surreal disciplinary process he describes as more nightmarish than Cold War repression, UW banned him from campus and hid evidence to get him to confess to a crime he didn’t commit. Fortunately, Bulgac reached out to FIRE’s Faculty Legal Defense Fund, which set him up with legal representation to vindicate his rights and restore him to the classroom.

    Teaching physics on the cutting edge

    In October 2023, during office hours with two students, Bulgac referred to a Japanese yakuza ritual where members cut off a portion of their little finger as an act of atonement or display of loyalty, called “yubitsume”. To drive home his point about taking physics more seriously, Bulgac took out a small bread knife, placed it on his desk, and asked students if they were confident enough in their answers to physics questions to voluntarily cut off their own pinky fingers if they were wrong.

    It was an intense hypothetical, to be sure, but the two students took it as nothing more than colorful hyperbole. They remained in Bulgac’s office, continued in class, and earned good grades.

    One student later told an advisor about the incident, making clear he never felt threatened. Even after the advisor encouraged the student to file a complaint with campus safety, the student declined. The story should have ended here. 

    But administrators were already demanding their pound of flesh. Instead of dismissing the situation as the student wished, UW banned Bulgac from campus, framing the decision as a “form of protection” for Bulgac. The university failed to provide a clear timeline or indication of when Bulgac could return to in-person teaching. And the university never actually told him whether a formal complaint about the situation existed, making it difficult to defend himself. 

    Though Bulgac certainly didn’t expect university administrators to behave like Soviet-era apparatchiks, he knew his rights and fought back with FIRE’s help.

    For nearly a year, Bulgac could not offer in-person office hours, attend scientific seminars, interact with his peers in the department, or work effectively on his Department of Energy research grants. With no end in sight to the university’s investigation, Bulgac was in procedural limbo. So he contacted FIRE’s Faculty Legal Defense Fund, which provides legal representation for public university faculty facing administrative discipline. FLDF immediately put him in touch with FLDF attorney Michael Brown of Seattle’s Gordon Tilden Thomas & Cordell LLP. 

    With Brown on Bulgac’s side, the pair got to work.

    Bread knife of Damocles

    The university never actually told Bulgac whether a complaint about the incident even existed, making it difficult to defend himself. Brown had to file open records requests to get any information from the university about the specific allegations. Finally, in early 2024, UW offered to reinstate Bulgac, but only if he took multiple training courses on communication, attended at least 10 coaching sessions with a university-approved instructor, and apologized to the students. Cutting deeper, UW conceded there was no threat—yet still sought sanctions.

    Brown countered by explaining why Bulgac’s speech was protected by academic freedom. UW itself defines academic freedom as “the freedom to discuss all relevant matters in teaching, to explore all avenues of scholarship, research, and creative expression, and to speak or write without institutional discipline.” He also pointed out the university’s hypocrisy in violating its pledge that “faculty members are free to express ideas and teach as they see fit, based on their mastery of their subjects and their own scholarship.”

    Bulgac’s rhetorical question did not approach the line of being an unprotected, punishable true threat, or a “serious expression” of an intent to commit unlawful violence, and academic freedom gives faculty breathing room to determine how best to approach their own pedagogy.

    In September 2024, the university finally restored Bulgac to the classroom — no apologies or training required.

    “This disciplinary process should have ended with Bulgac’s explanation and the student’s confirmation that he did not feel threatened,” said Brown. “Bulgac’s hypothetical fell well within the zone of academic freedom afforded professors to teach as they see fit, without fear of reprisal from the university administration. As the courts have made clear, that freedom is critical to the proper functioning of universities as places for open and robust sharing of ideas. We were very pleased to work with FIRE to secure a resolution that brought this episode to a close without further damage to Bulgac’s ability to continue to do the important work he has been doing at UW since 1993.”

    Though Bulgac certainly didn’t expect university administrators to behave like Soviet-era apparatchiks, he knew his rights and fought back with FIRE’s help. If you are a faculty member facing punishment for your expression or teaching, contact FIRE

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  • House Passes Reconciliation Bill With “No Tax on Overtime” Proposal – CUPA-HR

    House Passes Reconciliation Bill With “No Tax on Overtime” Proposal – CUPA-HR

    by CUPA-HR | June 17, 2025

    On May 22, the U.S. House of Representatives passed H.R. 1, titled the “One Big Beautiful Bill Act.” Notably, the reconciliation “megabill” includes a provision to implement President Trump’s campaign pledge on “no tax on overtime,” among various legislative priorities for Republicans.

    The “No Tax on Overtime” Proposal

    The overtime proposal creates a temporary above-the-line deduction from gross income for overtime pay required under the Fair labor Standards Act (FLSA). The bill does not set a cap on the amount of overtime pay that can be deducted, but it limits the application of the provision to employees who earn less than $160,000 per year, and it does not extend the deduction to independent contractors. If signed into law, the deduction will be available for tax years 2025 through 2028, and employers would be required to report overtime compensation on workers’ W-2 forms during this time.

    The proposed deduction only applies to workers’ federal income taxes and overtime pay as required by the FLSA, raising some compliance concerns for employers in states with different overtime pay requirements than those required under the FLSA and for employers whose overtime pay requirements are set by a collective bargaining agreement (CBA) with overtime pay that differs from the FLSA requirements. These employers will likely need to track both the FLSA-mandated overtime hours and pay to ensure workers’ W-2s are accurate and in compliance with the law while also ensuring they are tracking the overtime hours and pay in a manner that also complies with the more stringent state or CBA obligations.

    While CBA requirements vary case-by-case, there are five states with overtime pay requirements under their state wage and hour laws that differ from the requirements under the FLSA:

    • Alaska requires 1.5 times workers’ regular rate of pay for hours worked beyond 8 in a day or 40 in a workweek;
    • California requires 1.5 times an employee’s regular rate of pay for hours worked more than 8 in a day, 40 in a workweek, or the first 8 hours on a seventh consecutive day of work in a workweek. The state also requires double an employee’s regular rate of pay for any hours worked over 12 in a day or for all hours worked over 8 on a seventh consecutive day of work in a workweek;
    • Colorado requires overtime pay after 12 hours worked in a day or 40 hours in a workweek;
    • Nevada requires overtime pay for any hours worked beyond 8 in a day if the employee earns less than 1.5 times the state minimum wage; and
    • Oregon has industry-specific daily overtime rules that apply to hospitals, canneries and manufacturers.

    Looking Ahead

    The reconciliation bill is still early in the legislative process. For now, the “no tax on overtime” provision is only included in the House version of the bill. The Senate is currently drafting its version of the reconciliation bill, and they may choose to alter the no tax on overtime proposal — possibly including language of the Overtime Wages Tax Relief Act that was introduced earlier this year by Senator Roger Marshall (R-KS). CUPA-HR will continue to monitor for further developments on this issue.



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  • Investing in Student Engagement: University of Georgia Equips Faculty and Students with Free Access to Top Hat

    Investing in Student Engagement: University of Georgia Equips Faculty and Students with Free Access to Top Hat

    New license agreement provides all students and faculty with free access to Top Hat, reinforcing UGA’s strategic focus on affordability, student success, and innovation in teaching.

    TORONTO – June 17, 2025 – Top Hat, the leader in student engagement solutions for higher education, today announced that the University of Georgia has entered into a new enterprise agreement that will provide campus-wide access to the Top Hat platform at no cost to students or faculty. This initiative supports UGA’s continued efforts to promote high-impact teaching practices, student affordability, and innovation in the classroom.

    Top Hat’s interactive teaching platform as well as content authoring and customization tools will be available to UGA faculty to enhance in-person, online, and hybrid courses across disciplines. With this agreement, UGA joins a growing number of leading institutions investing in Top Hat to empower instructors to improve learning outcomes and student success at scale.

    “We are proud to support the University of Georgia in its efforts to deliver proven, student-centered teaching practices,” said Maggie Leen, CEO of Top Hat. “This partnership ensures every student and educator at UGA has access to the tools they need to drive learning and achievement, while reinforcing the university’s focus on affordability, innovation, and evidence-based instruction.”

    This initiative reflects UGA’s commitment to both student affordability and instructional excellence. With Top Hat, faculty can adopt and customize low- or no-cost course materials—including OpenStax and OER—helping to reduce costs for students while delivering engaging, evidence-based instruction. The platform enables instructors to easily integrate active learning strategies, such as frequent low-stakes assessments and reflection prompts, which are proven to enhance student engagement and academic outcomes. Top Hat’s AI-powered assistant, Ace, streamlines course prep by generating high-quality questions directly from lecture content, and supports students with on-demand study help and unlimited practice opportunities—reinforcing learning both in and out of the classroom. Real-time data from polls, quizzes, and assignments also empowers educators to continuously monitor progress and improve instructional impact.

    The University of Georgia is recognized nationally for excellence in teaching and learning, student completion, and affordability. The enterprise agreement with Top Hat is part of UGA’s broader commitment to building a world-class learning environment and increasing access to affordable, high impact teaching and  learning resources.

    About Top Hat

    As the leader in student engagement solutions for higher education, Top Hat enables educators to employ proven student-centered teaching practices through interactive content and tools enhanced by AI, and activities in in-person, online and hybrid classroom environments. To accelerate student impact and return on investment, the company provides a range of change management services, including faculty training and instructional design support, integration and data management services, and digital content customization. Thousands of faculty at 900 leading North American colleges and universities use Top Hat to create meaningful, engaging and accessible learning experiences for students before, during, and after class.

    Contact [email protected] for media inquiries.

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  • Applying the Moral Intensity Framework: Ethical Decision-Making for University Reopening During COVID-19

    Applying the Moral Intensity Framework: Ethical Decision-Making for University Reopening During COVID-19

    by Scott McCoy, Jesse Pietz and Joseph H Wilck

    Overview

    In late 2020, universities faced a moral and operational crisis: Should they reopen for in-person learning amid a global pandemic? This decision held profound ethical implications, touching on public health, education, and institutional survival. Using the Moral Intensity Framework (MIF), a multidimensional ethical decision-making model, researchers analysed the reopening choices of 62 US universities to evaluate the ethical considerations and outcomes. Here’s how MIF provides critical insights into this complex scenario.

    Why the Moral Intensity Framework matters

    The Moral Intensity Framework helps assess ethical decisions based on six dimensions:

    1. Magnitude of Consequences: The severity of potential outcomes.
    2. Social Consensus: Agreement on the morality of the decision.
    3. Probability of Effect: Likelihood of outcomes occurring.
    4. Temporal Immediacy: Time between the decision and its consequences.
    5. Proximity: Emotional or social closeness to those affected.
    6. Concentration of Effect: Impact on specific groups versus broader populations.

    This framework offers a structured approach to evaluate ethical trade-offs, especially in high-stakes, uncertain scenarios like the COVID-19 pandemic.

    Universities’ dilemma: in-person -v- remote learning

    The reopening debate boiled down to two primary considerations:

    1. Educational and Financial Pressures: Universities needed to deliver on their educational mission while addressing steep revenue losses from tuition, housing, and auxiliary services. Remote learning threatened educational quality and the financial viability of institutions, especially those with limited endowments.
    2. Public Health Risks: Reopening campuses risked COVID-19 outbreaks, jeopardising the health of students, staff, and surrounding communities. Universities also faced backlash for potential spread to vulnerable populations.

    Critical Findings Through the Moral Intensity Lens

    Magnitude of Consequences

    Reopening for in-person learning presented stark risks: potential illness or death among students, staff, and the community. However, keeping campuses closed threatened jobs, reduced education quality, and caused financial strain. The scale of harm from reopening was considered higher, particularly in densely populated campus settings.

    Social Consensus

    Public opinion and government policies influence decisions. States with stringent public health mandates leaned toward remote learning, while those with lenient regulations often pursued in-person or hybrid models. Administrators balanced community sentiment with institutional needs, highlighting the importance of localized consensus.

    Temporal Immediacy

    Health risks from in-person learning manifested quickly, while financial and educational setbacks from remote learning had longer timelines. This immediacy added ethical weight to public health considerations in reopening decisions.

    Probability of Effect

    The uncertainty surrounding COVID-19 transmission and mitigation complicated ethical judgments. Universities needed more data on the effectiveness of safety protocols, making probability assessments challenging.

    Proximity and Concentration of Effect

    Campus communities are close-knit, amplifying the emotional weight of decisions. Both reopening and remaining remote affected broad populations similarly, lessening these dimensions’ influence.

    Ethical Outcomes and Practical Mitigation Strategies

    Many universities implemented extensive safety measures to align reopening decisions with ethical standards:

    • Testing and Tracing: Pre-arrival testing, on-campus surveillance, and contact tracing reduced outbreak risks.
    • Modified Learning Environments: Hybrid and remote options ensured flexibility, accommodating vulnerable populations.
    • Health Protocols: Social distancing, mask mandates, and enhanced cleaning protocols were widely adopted.

    Despite risks, universities that reopened often avoided large-scale outbreaks, demonstrating the effectiveness of these measures.

    Lessons for Crisis Management

    The COVID-19 reopening experience offers valuable lessons for future crises:

    1. Use Multidimensional Ethical Frameworks: Applying tools like MIF provides structure to navigate complex moral dilemmas.
    2. Prioritize Stakeholder Engagement: Balancing diverse perspectives helps bridge gaps between perceived and actual risks.
    3. Adapt Quickly: Flexibility in implementing mitigation strategies can mitigate harm while achieving core objectives.
    4. Build Resilience: Strengthening financial reserves and digital infrastructure can reduce future vulnerabilities.

    Global Implications

    While this analysis focused on U.S. universities, the findings have worldwide relevance. Institutions globally grappled with similar decisions, balancing public health and education amid diverse cultural and political contexts. The Moral Intensity Framework offers a universal lens to evaluate ethical challenges in higher education and beyond.

    Conclusion

    The reopening decisions of universities during COVID-19 exemplify the intricate balance of ethical, financial, and operational considerations in crisis management. The Moral Intensity Framework provided a robust tool for understanding these complexities, highlighting the need for structured ethical decision-making in future global challenges.

    This blog is based on an article published in Policy Reviews in Higher Education (online 20 September 2024) https://www.tandfonline.com/doi/full/10.1080/23322969.2024.2404864.

    Scott McCoy is the Vice Dean for Faculty & Academic Affairs and the Richard S. Reynolds, Jr. Professor of Business at William & Mary’s Raymond A. Mason School of Business.  His research interests include human computer interaction, social media, online advertising, and teaching assessment.

    Jesse Pietz is a faculty lead for the OMSBA program at William & Mary’s Raymond A. Mason School of Business.  He has been teaching analytics, operations research, and management since 2013.  His most recent faculty position prior to William & Mary was at the U.S. Air Force Academy in Colorado Springs, Colorado. 

    Joseph Wilck is Associate Professor of the Practice and Business Analytics Capstone Director
    Kenneth W. Freeman College of Management, Bucknell University He has been teaching analytics, operations research, data science, and engineering since 2006. His research is in the area of applied optimization and analytics.

    Author: SRHE News Blog

    An international learned society, concerned with supporting research and researchers into Higher Education

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  • This Is Not Business as Usual. This Is What’s Next.

    This Is Not Business as Usual. This Is What’s Next.

    The future of higher education belongs to those willing to build it. We’re not waiting for enrollment trends to rebound or for funding streams to stabilize. We believe growth is possible, sustainable and measurable when institutions take control of their narrative and align their strategies around what really moves the needle: revenue and reputation.

    That belief is at the heart of why the unique capabilities of EducationDynamics and RW Jones have come together. We recognized the need for a new kind of partner in higher ed, one that doesn’t just respond to the market but helps institutions shape it. By integrating experts in strategic communications, brand development, enrollment and performance strategy under one roof, we are offering something institutions haven’t had before: clarity, speed, and cohesion across the full student and stakeholder journey.

    This isn’t a campaign. It’s a movement to redefine what growth looks like for colleges and universities that are ready to lead.

    The Power of Revenue and Reputation Working Together

    For too long, institutions have operated as if revenue and reputation were separate tracks. Reputation was seen as a branding exercise. Revenue was the responsibility of enrollment, retention and advancement teams. But in reality, the two have always been connected. The strength of your brand directly influences your ability to attract students, secure funding, build partnerships, and earn public trust. Today’s stakeholders are making decisions based on value, outcomes and credibility. They are not just choosing programs. They are choosing institutions they believe in. When that belief is strong, growth follows. When it is not, performance slips.

    Modern Learners are sophisticated decision-makers. They are comparison shoppers, outcome seekers and relevance-driven consumers. They expect personalization, transparency and ROI. And they won’t be moved by static messaging or outdated enrollment models. Each semester is a new sales cycle, and if your strategy isn’t aligned from brand to enrollment to advancement, you’re starting from behind.

    This is where our integrated approach comes in. We are helping institutions stop chasing fragmented goals and start building unified momentum. We align strategic communications with enrollment strategy. We turn brand equity into market performance. And we help institutions speak to all their audiences from prospective students to policymakers with a single, compelling voice.

    Growth That Doesn’t Guess

    We don’t deal in vague promises. Our outcomes speak for themselves.

    Top clients working with our teams exceed national average enrollment growth by 47 percent. In the first year of partnership, institutions see an average application growth rate of 22 percent and a 30 percent improvement in cost-per-start. And we deliver measurable demand generation, with one recent partner experiencing a 51 percent increase in search demand and a 33 percent rise in organic traffic within a single year.

    These results aren’t coincidental. They are the product of a philosophy rooted in research, strategy, action and measurement. We build systems that connect mission with the market. We deliver insight and execution. And we do it with the confidence that comes from knowing how institutional ecosystems really work—from the boardroom to the enrollment office to the faculty senate.

    A Model Built for What Comes Next

    Higher education is under pressure, but the opportunity to adapt has never been more tangible. The cost of inaction is growing, and so are the expectations of students, families and communities. Waiting for federal funding shifts or traditional student populations to rebound isn’t a plan. Institutions need proactive strategies that account for inflation, shifting demographics and public skepticism, while still holding true to their mission and academic excellence.

    The model we’ve built is designed for exactly this moment. We are not a vendor, and we are not selling tactics. We are a strategic growth partner working across the institution to create alignment, drive outcomes and reestablish trust in the value of higher education.

    That includes helping leaders take action across every dimension of growth. Whether it’s enrollment and retention, brand and messaging, advancement communications or integrated marketing strategy, we provide tailored solutions backed by data and guided by impact. And when institutions face moments of reputational risk or public scrutiny, we are there too with the kind of steady, experienced counsel that only comes from decades in the field.

    Leading Institutions Are Choosing a New Path

    We are proud to work with colleges and universities that are ready to defy outdated models. The ones that don’t want to blend in or coast on legacy. The ones that know sustainability comes not from cutting corners, but from cutting through the noise with clarity and conviction.

    When revenue and reputation are treated as part of the same strategic engine, institutions don’t just survive, they grow.

    If you are ready to build a smarter institution—one that is aligned, strategic and built to thrive—we’re ready to help.

    CEO, EducationDynamics + RW Jones

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  • The Higher Education Inquirer’s Dramatic Rise in Viewership

    The Higher Education Inquirer’s Dramatic Rise in Viewership

    The Higher Education Inquirer has experienced a dramatic surge in readership in recent months, defying the odds in a media ecosystem dominated by corporate influence, algorithmic manipulation, and declining public trust. Without the benefit of advertising dollars, search engine optimization tactics, or institutional backing, the Inquirer has built an expanding audience on the strength of its investigative rigor, academic credibility, and fearless confrontation of power in higher education.

    The Inquirer’s success lies in its refusal to chase headlines or appease stakeholders. Instead, it examines the underlying systems that have shaped the American higher education crisis—escalating student debt, the exploitation of adjunct faculty, administrative overreach, the encroachment of private equity, and the weakening of regulatory oversight. Its reporting draws directly from primary source documents: internal university records, SEC filings, FOIA requests, and government data from the U.S. Department of Education, Department of Veterans Affairs, and other public institutions. Readers trust the Higher Education Inquirer not simply because it is independent, but because it is evidence-based and relentlessly honest.

    This journalistic integrity has attracted a diverse and influential group of contributors whose work amplifies the publication’s reach and credibility. Among them is David Halperin, an attorney, journalist, and watchdog who has long held the for-profit college industry accountable. Halperin’s sharp investigative writing has helped shape federal policy, inform regulatory action, and expose the inner workings of a powerful, often unregulated sector of higher education.

    Other essential contributors include Henry Giroux, whose writing connects neoliberalism, authoritarianism, and education policy; Bryan Alexander, who offers foresight into technological and demographic changes shaping the future of academia; and Michael Hainline, who combines investigative rigor with grassroots activism. Together, these voices reflect a commitment to intellectual diversity grounded in a shared mission: to make sense of a higher education system in crisis, and to imagine alternatives.

    HEI’s timing could not be more significant. As student loan debt hits historic levels, public confidence in higher education erodes, and international students reassess their futures in the United States, people are seeking answers—and not from the usual pundits or PR firms. They’re turning to sources like the Inquirer that offer clarity, accountability, and a refusal to look away from injustice.

    With more than 700 articles and videos in its growing archive, the Inquirer has become a vital resource for researchers, journalists, educators, and activists alike. And unlike many mainstream outlets, it remains open-access, free of paywalls and advertising clutter. It encourages participation from readers through anonymous tips, public commentary, and shared research, building a collaborative community that extends beyond the screen.

    Last week, more than 30,000 readers visited the site—a significant number for an independent, ad-free platform. But more than numbers, this growth signals a shift in how people consume and value journalism. It shows that there is a real appetite for media that holds power accountable, that prioritizes substance over spectacle, and that dares to tell the truth even when it’s inconvenient.

    The Higher Education Inquirer is not chasing influence—it’s earning it. Through fearless reporting, scholarly insight, and a commitment to justice, it has become a trusted voice in the fight to reclaim higher education as a public good. And with its core group of contributors continuing to inform and inspire, the Inquirer is poised to grow even further, serving as a beacon for those who believe that education—and journalism—should serve the people, not the powerful.

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  • RFK Jr. Falsely Claims New Vax Board Member Works at GWU

    RFK Jr. Falsely Claims New Vax Board Member Works at GWU

    Robert F. Kennedy Jr., secretary of the Department of Health and Human Services, falsely said he named a doctor from George Washington University to a federal vaccine advisory board, reported News 4, the NBC affiliate in Washington, D.C. 

    Last Monday, Kennedy, who denies that vaccines are safe and effective and whose department has previously cited fake studies to support parts of its public health agenda, fired all 17 members of the federal Advisory Committee on Immunization Practices. By Wednesday, he posted on X that he had “repopulated” it with eight new members.

    “The slate includes highly credentialed scientists, leading public-health experts, and some of America’s most accomplished physicians,” he wrote. “All of these individuals are committed to evidence-based medicine, gold-standard science, and common sense.”

    One of them, according to Kennedy, is Michael A. Ross, a clinical professor of obstetrics and gynecology at George Washington University and Virginia Commonwealth University, with a career spanning clinical medicine, research and public health policy.

    But a GWU spokesperson told News 4 that Ross hasn’t taught there in eight years; a VCU spokesperson also said Ross hasn’t taught there for four years. Instead, Ross is listed as an operating partner for the private equity fund Havencrest, and his company bio says he “serves on the boards of multiple private healthcare companies.”

    Kennedy’s post on X made no mention of Ross’s current involvement with the company.



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  • Three Questions for Tulane’s Ashley Francis

    Three Questions for Tulane’s Ashley Francis

    Tulane University’s Freeman School of Business recently launched its first fully online M.B.A. program, marking a significant step in expanding its offerings for working professionals. As assistant dean at the Stewart Center for Professional and Executive Education, Ashley Francis plays a pivotal role in shaping and overseeing these programs. With a background in online learning and program development, she brings deep expertise in designing market-competitive programs that maintain Tulane’s unique academic experience.

    I wanted to sit down with Ashley to learn more about the strategy behind launching an online M.B.A. at Tulane’s Freeman School of Business, how the program distinguishes itself in a competitive landscape and what universities should consider when developing online offerings.

    Q: Why did Tulane’s Freeman School of Business decide to launch an online M.B.A. and how did you approach designing a program that stands out in an increasingly competitive market?

    A: Tulane University’s Freeman School of Business launched its online M.B.A. program as part of a comprehensive strategy complementing the school’s portfolio of programs directed towards working professionals and meeting students where they are. It was conceptualized in response to both an evolving institutional culture and a clear demand for accessible, high-quality business education.

    The COVID-19 pandemic further accelerated this momentum. With support from Dean Paulo Goes and our partnership with AllCampus, Tulane’s Freeman School of Business was able to build a rigorous and forward-thinking program.

    What sets Freeman’s online M.B.A. apart is its commitment to academic excellence, flexibility and support. The curriculum is designed specifically for working professionals, offering the same tenured faculty who teach on campus—a rarity among online programs, which often rely on adjunct instructors. The program underwent a rigorous four-month development process to ensure that our curricula offered engaging, culturally rich courses. We specifically structured a program with reduced credits to help lower cost and time to completion.

    The Freeman School’s online M.B.A. program is not only competitive but it’s also deeply student-centric. We offer unique, customized career support and access to tutoring services that not many other programs offer. While being competitive in the market was a top priority, ultimately the onus was on us to create a program that truly benefited students.

    Q: When selecting an online program management partner, what key factors did Tulane’s Freeman School of Business consider? Why was working with an OPM important to you?

    A: We went into the OPM selection process knowing the values and capabilities of working with an OPM and that this partnership style would set our online M.B.A. up for the most success. At their best, OPMs are sophisticated, passionate and willing to invest in the success of the program. At the same time, my previous experiences with OPMs had left me feeling wary and cautious when choosing our partner.

    For the new online M.B.A. program, we ended up going with AllCampus, and they’ve absolutely met my high expectations. Tulane’s Freeman School of Business was seeking a true partner—one that would collaborate deeply, offer full transparency and share in the school’s mission for success and AllCampus has embraced those values fully.

    My advice to other higher education leaders considering working with an OPM would be to build a relationship framed around mutual commitment and trust, with a shared goal of creating a standout program. Having a hands-on partnership allowed us to move quickly and tactfully when launching a high-quality program.

    Q: Tulane University is deeply connected to the culture and identity of New Orleans. How does the online M.B.A. program incorporate that sense of place and community for students logging in from around the country?

    A: Tulane’s Freeman online M.B.A. is infused with the spirit of New Orleans, bringing the city’s vibrancy and community-driven ethos into the virtual classroom. One of the core pillars of the program is “bringing the joy of New Orleans” to students—wherever they are. Rather than creating a hypercompetitive environment, the Freeman School fosters a sense of belonging and cultural richness, helping students feel the NOLA experience even if they never set foot on campus.

    This is accomplished through course design, community engagement strategies and faculty involvement that reflect our university’s values and strengths. Our courses embed the city’s ethos and leverage our expertise in energy, supply chain, brand management and entrepreneurial resilience. Tulane’s brand affinity, loyal alumni network and supportive student services—such as a dedicated career management center and a financial aid adviser—all contribute to building a connected environment. The result is a program that not only educates but also inspires a lifelong connection to the Tulane community and the unique culture of New Orleans.

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  • Higher Ed Must Recommit to Its Enlightenment Roots (opinion)

    Higher Ed Must Recommit to Its Enlightenment Roots (opinion)

    American higher education is on its back foot. As part of the Trump administration’s broader project of regime consolidation, universities are facing new and shockingly direct threats to their independence and academic freedom. And in the past few months, we’ve seen that reality start to sink in. Sometimes there is no more compromise to be had and the only way to stand on principle is to forthrightly say no. In the process, the academic community can reclaim fundamental values that had been eroding well before the present crisis.

    This campaign to assert government control is bad for the academy, but it’s even worse for liberal democracy. Despite the political challenges facing higher ed, or rather, in light of those challenges, it’s critical that scholars, academic leaders and students reclaim what seems to have been forgotten —that the modern university is a living legacy of Enlightenment-era liberalism, the tradition that champions political liberty, constitutional constraints on power, freedom of thought and evidence-based reasoning.

    Founding-era academic leaders understood, in concrete terms, that universities were cornerstone institutions of the fledgling American experiment. They took it as their duty to educate not royal subjects but politically free, self-governing citizens capable of managing complex matters of private, commercial and public life. They believed that liberty and intellectual agency were inextricably linked.

    As Benjamin Rush, a prominent signer of the Declaration of Independence and founder of Dickinson College, observed, “Freedom can exist only in the society of knowledge. Without learning, men are incapable of knowing their rights, and where learning is confined to a few people, liberty can be neither equal nor universal.” In other words, right from the start, the ethos of American universities was bound up with the American ideal of liberal democracy.

    To be clear, I am not suggesting that only liberal perspectives should be taught in institutions of higher learning. Far from it. Among liberalism’s most distinctive strengths is that it creates space for its own critics. But while individual scholars may explore and promote alternatives to constitutionally constrained liberal democracy, the institution itself must assertively defend the liberal rules of the game that make those critiques possible in the first place.

    In other words, if universities are to have a future as cornerstone institutions of a free society, they must assert their role as caretakers of the liberal democratic project. My point is not that it would be nice if universities were to play this role. As my co-author Bradley Jackson and I have argued, “The future of higher education and the future of the liberal order are inextricably bound to one another. As goes one, so goes the other.”

    As I take stock of the past decade, a few moments stick in my mind as emblematic of the current state in which higher education now finds itself. The first was in 2015, when a professor of mass media at the University of Missouri famously called for “some muscle” to prevent a student photojournalist from exercising his First Amendment rights to cover a public demonstration on the campus quad. At least one other Mizzou staff member assisted in the effort to intimidate the journalist.

    The 2017 episode at Middlebury College, when students organized to shout down invited speaker Charles Murray, was another. Like so many others, I was shocked and angry that outsiders saw it as an opportunity to engage in political violence. But what broke my heart was the fact that students carefully prepared for the event not by marshaling their best arguments to counter Murray, but by crafting prescripted chants designed to shut down the open exchange of ideas. As a professor and provost, I cringed as I considered what these incidents said about the profession to which I was so passionately dedicated. And wasn’t it obvious that attacks on intellectual freedom would always, one way or another, end up harming the marginalized and those fighting for social justice? Somehow, we had lost the plot.

    Perhaps the most cringe-inducing episode before this year’s events was in December 2023, when the presidents of Harvard University, the Massachusetts Institute of Technology and the University of Pennsylvania were summoned before a congressional committee to face allegations of antisemitism for not shutting down protests opposing Israel’s response to the Oct. 7 Hamas attack. I winced not just at the Inquisition-style interrogation and the lawyerly responses the witnesses offered. I cringed because, in their attempts to invoke First Amendment freedoms as their rationale, the presidents of three of our most prestigious institutions had zero credibility. Their allegiance to First Amendment principles read like an unconvincing foxhole conversion.

    My point is not to relitigate these incidents. Rather, it is to suggest a pattern —and to provide context for why universities are so vulnerable to the Trump administration and state legislatures seeking to compel ideological compliance. When academic leaders, professors and students disregard the academy’s liberal foundations, we no longer have ground to stand upon when illiberal forces come to tear it all down. The weaponization of federal funding, deportation of students and scholars engaged in protected political speech, bans on “divisive concepts,” and threats of consent decrees— legal settlements that would place universities under long-term federal control—effectively strip universities of governance autonomy and set dangerous precedents for political interference in academic institutions.

    Now faced with a truly existential crisis, many institutions are starting to fight back. Harvard has dug in its heels in the face of previously unthinkable threats, turning to the courts to protect its rights—fighting not just its blacklisting from federal research grants, but a flagrantly lawless attack on its tax-exempt status and an equally illegal attempt to revoke its certification to enroll international students on visas. In a response to the government through its lawyers, Harvard made clear its refusal to cave in no uncertain terms: “The university will not surrender its independence or relinquish its constitutional rights. Neither Harvard nor any other private university can allow itself to be taken over by the federal government.”

    Harvard isn’t the only institution finding its courage. Georgetown University, when menaced by the interim federal prosecutor for Washington, D.C., correctly asserted, as a matter of both speech and religious freedom (as a Jesuit university), its right to determine its own faculty and curriculum. It’s not a matter of abstract principle. A member of Georgetown’s own faculty has been targeted for abduction and meritless deportation. Princeton University, as well, has aggressively pushed back.

    Nor is the resistance limited to elite universities. As students are disappeared for speech displeasing the government, and as Trump’s overt censorship demands mount, smaller private colleges and state institutions have been sounding the alarm. In the process, they aren’t just defending their own self-interest, they are rallying civil society to resist incipient authoritarianism. Charles Murray’s work provides a compelling example of how the tit-for-tat cycle of illiberal escalation unfolds. At the U.S. Naval Academy in Annapolis, the office of Secretary of Defense Pete Hegseth ordered the removal of supposed “DEI” works. While The Bell Curve survived the purge, a pointed critique of Murray’s most controversial book did not.

    The irony is hard to ignore. Upon entry into the Naval Academy, midshipmen swear an oath to defend the Constitution “against all enemies, foreign and domestic.” Shouldn’t we trust America’s future military leaders to exercise the very freedoms we’re asking them to defend with their lives? (Most of the books that were initially removed have since been returned to the Naval Academy’s shelves.)

    Fortunately for civilian institutions, the courts are proving up to the task in pushing back. Tufts University student Rümeysa Öztürk was freed after several weeks in Immigration and Customs Enforcement custody, having been targeted for co-authoring an op-ed critical of the war in Gaza. That such a thing would happen in the United States is an unthinkable attack on free speech at its very core. Öztürk was incarcerated and threatened with expulsion not for protests, which can devolve into physical conflict and rule breaking, but simply for writing an opinion the government decided it disliked.

    No liberal education—no liberal society—can endure under such a menacing shadow of state retaliation and suppression. We shouldn’t lose sight of the longer term, and the need to recommit ourselves to first principles. We must reinforce the principle of academic freedom as the constitutional order that governs a functioning university. Further, as we welcome new students and colleagues into the academy, we can’t leave it to chance that liberal values that privilege openness, curiosity, ingenuity and intellectual humility will take hold. We must be deliberate in our efforts to cultivate those values.

    But an important, though less obvious, recommendation is one that won’t be easy to follow in a moment when our impulse is to defend the academy at all cost. Simply put, we must own our mistakes. If we are to refortify the liberal foundations of American higher education, we must proactively name the failures that have contributed to a permission structure that now accommodates illiberal and authoritarian reactionary forces. In some cases, that will mean replacing leaders who have tarnished their credibility with those who can better meet the moment.

    To be clear, in owning our mistakes, we will not be currying favor with political elites on either side of the aisle. We will be speaking to and rebuilding trust with the public who support institutions of higher learning through their taxes and tuition payments. And we will be speaking to our own campus communities who seek principled leadership.

    Taking full responsibility for the course correction will be good for the academy, as it will reset the path by which colleges and universities become sites of intellectual openness, challenge and discovery. But it will also be good for the future of our country. It will offer an example of how, after shifting away from its liberal foundations, a cornerstone institution of the American experiment can once again find its bearings, re-establish its independence and assertively take the lead in fortifying, in its most urgent hour, our system of constitutionally constrained liberal democracy.

    Emily Chamlee-Wright is president of the Institute for Humane Studies at George Mason University and was previously provost and dean at Washington College.

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  • Are universities too safe in their vice-chancellor recruitment?

    Are universities too safe in their vice-chancellor recruitment?

    Following publication of our joint GS/HEPI reporting into vice-chancellor recruitment and a vibrant LinkedIn debate,  the complex dynamics shaping leadership in the sector have been brought to light. The conversation reveals a sector at a crossroads, wrestling with tradition and transformation.

    Insider vs. Outsider: Who Should Lead?

    Should vice-chancellors come from within academia or be recruited from other sectors? Out-of-sector candidates can bring a fresh perspective on leading change and challenging the status quo. Inside sector candidates offer deep cultural understanding, academic credibility, and governance experience. Many argue for a hybrid model and leaders who can bridge both worlds.

    The CEO-ification of the VC Role

    Today’s vice-chancellors are expected to be more than academic figureheads. They must be visionary strategists, financially astute operators, and empathetic people leaders. But, much more is needed to nurture leadership development pipelines with, perhaps, a reappraisal required of the very many leadership development programmes that exist already.

    Diversity and Inclusion: Still a Distant Goal

    Leadership in higher education remains homogenous. There remains a pressing need to broaden the pool, not just in terms of gender and ethnicity, but also professional and disciplinary backgrounds. Scepticism, especially in research-intensive institutions, about whether university leaders without academic credibility should lead universities persists. Valuing potential over pedigree could unlock untapped leadership talent.

    Culture, Metrics, and Mission

    Effective leadership in universities demands cultural intelligence and emotional literacy. Metrics like rankings and KPIs, while useful, often fail to capture the true impact of leadership. A more holistic, context-specific approach is needed; one that honours the civic and educational purpose of universities.

    Collective Leadership and Cross-Sector Learning

    Leadership should not and cannot rest on one individual. Distributed models featuring diverse senior teams and strategic co-leads are gaining traction. Embracing mobility between academia and industry can enrich leadership with fresh insights and mutual respect.

    Join the Conversation: Upcoming Webinar

    These themes and more will be explored in our upcoming webinar. Whether you’re an academic, policymaker, or sector professional, this is your chance to engage with thought leaders and shape the future of higher education leadership.

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