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  • Higher Education Leadership in Times of Crisis – Edu Alliance Journal

    Higher Education Leadership in Times of Crisis – Edu Alliance Journal

    First in Leadership Series by Barry Ryan, PhD, JD August 11, 2025

    It is hard to think of a time when higher education was swimming in a pool filled with a greater number of shark-like threats than at present.

    Some of these were predictable (in hindsight), some not so much. Let’s set aside blame, however, on either an institutional level or on a more global basis. The vital thing now is for genuine leaders to help chart courses that will lead higher education, not just to mere survival, but to new and meaningful purposes that will benefit this generation and the next.

    When situations are “normal,” we may be tempted to imagine that we need leadership that can keep the legacy intact, turn the crank, not rock the boat. But normal no longer exists, does it?

    I remember a senior university leader, who admonished me, as I began a new presidency: “everything’s going great—just don’t mess it up” (using slightly more colorful language). One year later, seismic changes in higher ed created an unexpected crisis and necessitated major changes in the institution. Almost everything that had contributed to its prior success turned, overnight, into a liability.

    There is, of course, more than one crisis in which higher ed is being buffeted. The sheer number of colleges and universities that have ceased to exist at all, or have been merged to various extents with others, or are currently teetering on the brink, appears in news stories almost every day. The root causes are legion and often woven together: financial shortfalls, a shrinking number of students, reductions in state and federal support, the disappearance of many international students, families, and prospective students increasingly unable to justify the cost of a degree, the “value” of which is seriously questioned. The list goes on.

    Of the three large “types” of higher education in the United States—public (state) colleges and universities, private not-for-profit colleges and universities, and for-profit entities—the vast majority are struggling in meaningful ways.

    If you find yourself in a leadership role in this age of crisis, what are some key things you can do to keep becoming a better leader and more effectively serve your institution and your colleagues? Here are three suggestions that you may find helpful.

    First, don’t panic.

    And even if you do feel panic welling up inside you, do your best to keep it from becoming obvious. Phil Slott, who was involved in the Dry Idea marketing campaign in the 1980s, seems to have coined a relevant phrase: “Never let them see you sweat.” It just stresses you out more and does little to inspire confidence in those who are looking to you for leadership.

    Once you’ve steadied yourself, the next critical realization is that leadership in crisis cannot be solitary work.

    Second, remember every day, you can’t do this alone.

    A 19th-century lawyer by the name of Abe Lincoln is credited with the adage: “A person who represents himself in court has a fool for a client.” That rings true for any leader who tries to do everything and assumes they have sufficient knowledge (or wisdom or experience or insight) to solve every problem on their own. No one does—no matter how experienced.

    So where do you turn for help? The answer is two-fold: internally and externally. You need to draw on both circles and find confidential, experienced, and reliable counsel.

    Choose very carefully with whom you share the issues internally. Depending on the nature of the problem you’re trying to address, success might well be thwarted if there is a lapse of absolute confidentiality. At the starting point of the process, you need to be able to rely on one other person, or perhaps a very small circle, with which you will be able to expand bit by bit as the timeline moves along.

    There are difficult audiences and stakeholders in the life of an academic institution, and ultimately, all must be included in the process of working through a crisis. The sequencing of sharing information and inviting input, though, must be very carefully structured. If you’re a president, oftentimes the first person you seek is a senior member of the administration—a provost, vice president, or someone in a similar position. At times, it could be the chair of the board or a wise and thoughtful alum. But whoever the person(s) may be, the timing of sharing the situation and seeking input for solutions is everything.

    It’s very important not to neglect external assistance as well. It is all but impossible to generate a sufficient perspective on a crisis from only one (your) vantage point, or even from that of your small, trustworthy group. You’re very likely not the first institution to face these problems, and consulting with trusted external leaders can provide not only perspective but also ideas you may not have thought of on your own.

    Some of these leaders may be in academic institutions, but not necessarily. It is always helpful to have relationships with leaders in other professional fields as well, who may be particularly helpful in providing fresh perspectives and ideas. For example, in my own experience, I’ve found such people in leadership of non-profit organizations or boards, key corporate positions, government at various levels, and experienced friends with whom I served long ago, and could provide input on both my institution’s situation and also my own strengths and weaknesses. In addition, external folks don’t have the same emotional investment as someone internal, so the chances of a more neutral observation point are increased significantly.

    There is a temptation—and often a prudent one—to seek external input from lawyers. There are, of course, a fair number of attorneys and firms with expertise in higher education, which can be a plus. Higher education is a very specialized field, and, frankly, most lawyers have a huge knowledge deficit in terms of the operational realities of a college or university. Their tendency is to think, “Well, I know higher ed—after all, I went to college and law school” (or maybe even taught a course or two). Beware the well-intentioned lawyer who does not have directly relevant practice experience.

    This, of course, does not at all preclude seeking competent legal advice for certain aspects of the problems you may be facing. For example, most institutions have or will need counsel in employment matters. Even if not the center of your challenge, these issues will likely arise as part of the need for a solution to your challenges. If it appears you will have to make difficult financial decisions that might impact faculty or staff, you should seek excellent employment counsel much sooner rather than later. With students, Title IX requirements, for example, may dictate the need for specialized counsel, as might certain types of accreditation issues.

    Third, leadership is not “one size fits all.”

    Every leader has different abilities and personalities. Even though many institutions experience similar types of crises, the circumstances of each call for a bespoke solution.

    However, some very important leadership characteristics can increase the probability of success in these situations. In part two, we’ll examine these and how to cultivate them.

    Dr. Barry Ryan invested the first half of his career in higher education in teaching and the second half in administration. During that same timeframe, he pursued a parallel career in law and legal education. He​ served as the Supreme Court Fellow in the chambers of Chief Justice William H. Rehnquist and is a​ member of numerous federal and state bars. He has been appointed as the president of five universities and provost and chief of staff at three others. Among the institutions he served have been state, private non-profit, and private for-profit universities. Included in his academic experience were two terms as a Commissioner of the regional accreditor WASC​ (WSCUC).

    He has been appointed as the president of five universities and provost and chief of staff at three others. Among the institutions he served have been state, private non-profit, and private for-profit universities. Included in his academic experience were two terms as a Commissioner of the regional accreditor WASC​ (WSCUC). Dr. Ryan has led institutions through mergers, acquisitions, and affiliations that have preserved academic​ quality, expanded access, and strengthened long-term viability. His leadership has been marked by​ transparency, shared governance, and a commitment to stakeholder engagement at every stage of these processes.

    He earned his Ph.D. from the University of California, Santa Barbara, his J.D. from the University of​ California, Berkeley, and his Dipl.GB in international business from the University of Oxford.

    Edu Alliance Journal provides expert commentary and practical insights on U.S. and international higher education, focusing on innovation, policy, and institutional growth. Published by Edu Alliance, a consulting firm with offices in the United States and the United Arab Emirates, the Journal reflects the organization’s mission to help colleges, universities, and educational organizations achieve sustainable success through strategic partnerships, market intelligence, and program development.

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  • How schools are tackling absenteeism

    How schools are tackling absenteeism

    (Note: This is the second piece in a two-part series on absenteeism in schools. Read the first part, on seven insights from researchers.)

    Chronic absenteeism, when students miss 10 percent or more of the school year, is 50 percent higher across the nation than before the pandemic. Researchers say it’s difficult for schools to address the problem because it is both so intense, with students missing huge chunks of the school year, and so extensive, affecting both rich and poor students and even high achievers. And the reasons vary widely, from asthma and bullying to transportation problems and the feeling that school is boring.

    “It’s hard to know where and when to target resources,” said Sam Hollon, a data analyst at the American Enterprise Institute, which hosted a symposium on the problem in May. “Who do you help when every student potentially can be a candidate for help?”

    Related: Our free weekly newsletter alerts you to what research says about schools and classrooms.

    The Trump administration’s immigration enforcement is exacerbating the problem. A June draft paper by Stanford University professor Thomas Dee calculated that recent raids coincided with a 22 percent increase in daily student absences with particularly large increases in absenteeism among the youngest students.

    Talking about the problem isn’t enough. Researchers say they want to study more schools that are making headway. It remains unclear if there are broadly applicable fixes or if each school or even each student needs individual solutions. Some underlying root causes for skipping school are more complex than others, requiring psychotherapy or housing assistance, which schools can’t provide alone. Here are a few examples of how very different communities are tackling the problem.

    Providence: Bus stops and weekend food bags

    Principal W. Jackson Reilly of Nathanael Greene Middle School in Providence, Rhode Island, said that when he arrived in April 2023, half of his 900 students in grades six to eight were chronically absent, up from 30 percent of students before the pandemic. Thirty percent of his teachers were also chronically absent. Achievement scores were in the state’s bottom 1 percent.  

    Reilly managed to slash his chronic absenteeism rate in half to 25 percent this past 2024-25 year. That’s still high. One in four students missed more than 18 days of school a year. But, it’s better. 

    He began by identifying 150 kids who were just over the threshold for chronic absenteeism, those who missed between 18 and 35 days, hoping that these kids would be easier to lure back to school than those who were more disengaged. Reilly and a group of administrators and guidance counselors each took 10 to 15 students and showed their families how much school they had missed and how low their grades were. His team asked, “What do you need in order for your kid to be coming to school?’” 

    The two most common replies: transportation and food. 

    Related: The chronic absenteeism puzzle

    Many students lived only a mile away, too close to school to qualify for bus service. Yet the walk deterred many, especially if it was raining or snowing. Yellow buses often passed these children’s homes as they were transporting children who lived farther out, and Reilly convinced the district to add stops for these chronically absent children. 

    Ninety percent of his students come from families who are poor enough to qualify for the federal free or reduced-price lunch program and 80 percent are Hispanic. Although many children were fed breakfast and lunch at school, their families admitted that their kids would get so hungry over the weekend that they didn’t want to wake up and come to school on Mondays. Reilly partnered with a food pantry and sent bags of meat and pasta home with students on Fridays. 

    Individual attention also helped. At the start of each school day, Reilly and his team check in with their assigned students. Kids who show up get five “green bucks” to spend on snacks and prizes. Administrators call the homes of those who didn’t come to school. “If they did not answer the phone, we’d make a home visit,” said Reilly. 

    The most dramatic overhaul was scheduling. Reilly scrapped individual schedules for students and assigned four teachers to every 104 students. The kids now move in pods of 26 that take all their classes together, rotating through the same four teachers throughout the day. The classrooms are right near each other, creating a smaller community within the school. 

    “It’s all about relationship building,” said Reilly. When students look forward to seeing their classmates and teachers, he said, they’re more motivated to come to school. 

    Researchers say fostering relationships is effective. Hedy Chang, executive director of Attendance Works, a nonprofit organization that advises schools on how to boost attendance rates, said it’s still a battle to persuade some school leaders (and school board members) that making school a more welcoming place is more productive than punishing kids and families for skipping school.* 

    Reilly said his school now posts the lowest student and teacher chronic absenteeism rates in Providence. And he said his school is the highest performing middle school in the city and among the highest statewide in reading.  

    New York City: Catching the butterflies

    A cluster of New York City high schools are taking a more data-driven approach, guided by New Visions, a consulting organization that supports 71 city high schools. 

    After some experimentation, New Visions staff saw strong improvement in attendance in one subgroup of students who were on the cusp of missing 10 percent of school days, but had not yet crossed the chronic absenteeism threshold. These are students who might miss a day or two every week or every other week but were relatively engaged at school. Jonathan Green, a New Visions school improvement coach who is spearheading this effort, calls them “butterflies.” “They would flutter in and out every week,” he said. 

    Green suggested that someone at school meet weekly with these butterflies and show them their attendance data, set goals for the coming week and explain how their attendance was leading to better grades. The intervention took two to five minutes. “There were marked changes in attendance,” said Green.

    New Visions built a website where school administrators could print out two-page documents for each student so the data, including monthly attendance and tardiness, appeared in an easy-to-digest format. The quick meetings took place for eight to 10 weeks during the final grading period for the semester. “That’s when there’s the most opportunity to turn those potentially failing grades into passing grades,” said Green. “We were finding these sweet spots within the school calendar to do this very high resource, high-energy intensive weekly check-in. It’s not something that anyone can easily scale across a school.”

    Related: Tracking student data falls short in combating absenteeism at school

    Staff had to figure out the bell schedule for each child and intercept them between classes. One succeeded in holding their entire caseload of students below the chronic absenteeism threshold. Not everyone thought it was a good idea: Some school administrators questioned why so much effort should go into students who weren’t yet chronically absent rather than students in greater trouble.

    The dramatic results help answer that question. Among schools in the Bronx that volunteered to participate in the butterfly intervention, chronic absenteeism rates dropped 15 percentage points from 47 percent in 2021 to 32 percent in 2025, still high. But other Bronx high schools in the New Visions network that didn’t try this butterfly intervention still had a chronic absenteeism rate of 46 percent. 

    Green said this solution wouldn’t work for other high schoolers. Some have trouble organizing their study time, he said, and need more intensive help from teachers. “Two- to five-minute check-ins aren’t going to help them,” said Green. 

    Indianapolis: Biscuits and gravy

    The leader of an Indiana charter school told me he used a system of rewards and punishments that reduced the chronic absenteeism rate among his kindergarten through eighth graders from 64 percent in 2021-22 to 10 percent in 2024-25.

    Jordan Habayeb, the chief operating officer of Adelante Schools, said he used federal funds for the school breakfast and lunch program to create a made-from-scratch restaurant-style cafeteria. “Fun fact: On homemade biscuit and gravy days, we saw the lowest rates of tardies,” he said.

    Researchers recommend avoiding punishment because it doesn’t bring students back to school. But Habayeb said he adheres strictly to state law that requires schools to report 10 absences to the state Department of Child Services and to file a report with the county prosecutor. Habayeb told me his school accounted for a fifth of truancy referrals to the county prosecutor.

    The school created an automated warning system after five absences rather than waiting for the critical 10-day loss. And Habayeb said he dispatched the safety and attendance officer in a van to have “real conversations with families rather than being buried in paperwork.” Meanwhile, students who did show up received a constant stream of rewards, from locker decorations to T-shirts.

    Parent education was also important. During mandatory family orientations, the school illustrated how regular attendance matters for even young children. “We shared what a child might miss during a three-day stretch in a unit on ‘Charlotte’s Web’ — showing how easily a student could leave with a completely different understanding of the book,” said Habayeb. “This helped shift perspectives and brought urgency to the issue.”

    Kansas City: Candy and notes

    School leaders in Kansas City, Kansas, shared some tips that have worked for them during a webinar earlier this month hosted by Attendance Works. One elementary school reduced its chronic absenteeism from 55 percent in 2021 to 38 percent in 2024 by assigning all 300 students to an adult in the building, encouraging them to build an “authentic” relationship. Teachers were given a list of ideas but were free to do what seemed natural. One teacher left candy and notes on their assigned students’ desks. A preschooler proudly pasted his note, which said he was a “genius,” on the front door of his house. “The smiles kids have on their faces are amazing,” said Zaneta Boles, the principal of Silver City Elementary School. 

    When students do miss school, Boles said educators try to take a “non-blaming approach” so that families are more likely to divulge what is going on. That helps the school refer them to other community agencies for assistance. 

    Albuquerque: A shining example regroups 

    Alamosa Elementary School in Albuquerque, New Mexico, was once a shining example of a school that persuaded more families to send their kids to class. Chronic absenteeism fell as low as 1 in 4 students in 2018, when The Hechinger Report wrote about the school. 

    But Alamosa has not been immune from the surge of absenteeism that has plagued schools around the nation. Chronic absenteeism spiked to 64 percent of students during the 2021-22 school year, when Covid variants were still circulating. And it remained shockingly high with 38 percent of students missing more than 10 percent of the 2024-25 school year — exactly matching the 50 percent increase in chronic absenteeism across the country since 2019.

    “We were on a roll. Then life happened,” said Daphne Strader, Albuquerque Public Schools’ director of coordinated school health, who works to reduce absenteeism.

    Strader said Alamosa and other Albuquerque schools have made some successful changes to how they’re tackling the problem. But the volume of absenteeism remains overwhelming. “There’s so many kids who have needs,” Strader said. “We need more staff on board.” 

    Related: 7 insights about chronic absenteeism, a new normal for American schools

    Strader said attendance interventions had been “too siloed” and they’re focusing more on the “whole child.” She’s encouraging schools to integrate attendance efforts with other initiatives to boost academic achievement and improve student behavior. “Students are hungry, they’re dysregulated, they don’t have grit,” said Strader, and all of these issues are contributing to absenteeism. But she also concedes that some students have more severe needs, and it’s unclear who in the system can address them.

    Her biggest advice for schools is to focus on relationships. “Relationships drive everything,” said Strader. “One of the major consequences of the pandemic was the isolation. If I feel a sense of belonging, I’m more likely to come to school.”

    *Clarification: This sentence was modified to make clear the Attendance Works executive director did not say all school leaders oppose the idea of eliminating punishments for absenteeism. 

    Contact staff writer Jill Barshay at 212-678-3595, jillbarshay.35 on Signal, or [email protected].

    This story about how schools are tackling absenteeism was written by Jill Barshay and produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for Proof Points and other Hechinger newsletters.

    The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn’t mean it’s free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.

    Join us today.

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  • Are treaties worth the paper they are signed on?

    Are treaties worth the paper they are signed on?

    If you agree to something and put it in writing, shouldn’t you abide by that agreement? Until now, that seemed to be a pretty basic idea. 

    Agreements at the international level come in the form of treaties. When countries sign treaties they voluntarily agree to follow a given set of rules. The agreements tend to be broad and carefully negotiated. Once signed and ratified, treaties commit countries to obligations. 

    In June, the countries of Finland, Poland, Estonia, Latvia and Lithuania announced that they will withdraw from the 1997 Anti-Personnel Mine Treaty. Signed by 165 international states, the treaty forbids the use, production, stockpiling and transfer of anti-personnel landmines, which are devices buried in the ground that explode when someone steps on them. 

    This month, Ukraine announced it would also withdraw. 

    Russia’s 2002 invasion of Ukraine radically changed the geopolitical context that existed when the Mine Ban Treaty was signed. But since landmines are only used in times of war, it seems like the potential circumstance of war would have been considered when the countries agreed to ban them. 

    But Russia, which invaded Ukraine in 2022, never signed the treaty. So has the war in Ukraine really changed everything?

    Disarming the power of treaties

    All five countries that announced their withdrawal from the treaty border either Russia or Russia-friendly Belarus. The use of anti-personnel landmines can be easily seen as a defensive military action against Russia. Norway, however, which has a 121 mile land border with Russia, remains committed to its anti-mine obligations. 

    The withdrawals represent a serious weakening of disarmament treaties that have humanitarian objectives as well as respect for international law. The five-country withdrawals could be setting a precedent that could see countries withdraw from other treaties such as those banning biological, chemical and nuclear weapons as well as withdrawals from international institutions.

    The withdrawals are a considerable reversal for the International Campaign to Ban Landmines (ICBL), a loose coalition of non-governmental organizations that was awarded the 1997 Nobel Peace Prize along with its founding coordinator Jody Williams. 

    The campaign was an unusual movement that garnered the support of many high profile people, including Princess Diana, Paul McCartney and James Bond actor Daniel Craig.

    While treaties are formally signed by states, it is unique that the initiative behind the ICBL came from non-state organizations. 

    Banning a conventional weapon

    Back in 1999, Williams wrote that widespread support for a landmine ban came as a surprise. “Few imagined that the grassroots movement would capture the public imagination and build political pressure to such a degree that, within five years, the international community would come together to negotiate a treaty banning anti-personnel landmines,” she wrote. She noted that it was the first time in history that a conventional weapon in widespread use had been comprehensively prohibited.

    That this is no longer the case has shocked land mine opponents.

    “We are furious with these countries,” said Thomas Gabelnick, the current director of the ICBL. “They know full well that this will do nothing to help them against Russia.”

    The signing of the 1997 Ottawa Convention and the awarding of the Nobel Peace Prize were hailed as crucial steps in disarmament – getting governments to reduce their stockpiles of destructive weapons. 

    The treaty was the first disarmament agreement where governments and civil society worked closely together, representing a new form of international diplomacy. Unlike previous disarmament treaties, it banned weapons actually in use instead of striving to prevent or ban weapons designed as deterrents, such as nuclear weapons – weapons so destructive that the mere fear of their use would stop one country from attacking another.

    The treaty ratification process

    Historically, the treaty was signed during the euphoric period after the fall of the Berlin Wall and before the 11 September attacks that took down the World Trade Center in 2001. During this period global tensions seemed to be easing. Following the end of the Cold War many believed that more disarmament treaties would follow.

    The landmines treaty came into force in 1999 when it was ratified by a sufficient number of states. But some of the most largest and most powerful countries declined to sign. Besides Russia, other countries that stayed out include China, India, Iran, Pakistan, Israel and the United States.

    The treaty has successfully led to the destruction of tens of millions of stockpiled landmines. Hundreds of thousands of square miles have been de-mined (13,000 in Ukraine alone) and well the number of civilians maimed or killed by mines has been drastically reduced.

    The withdrawal by the five countries could be an unfortunate example for withdrawals from other disarmament treaties or multilateral organizations. 

    Mary Wareham, the deputy director of the crisis, conflict and arms division at Human Rights Watch, told The New York Times that the withdrawals set a terrible precedent. “Once an idea gets going it picks up steam,” she said. “Where does it stop?” 

    A treaty set to expire

    The last arms control agreement between the United States and Russia, for example, is scheduled to expire in January 2026. Will that treaty — the New Start Treaty — which eliminated important nuclear and conventional missiles, be renewed?

    The legitimate reason for leaving a treaty is force majeure, an unforeseen circumstance. As a Finnish Parliamentarian said justifying her country’s leaving the Treaty, the war in Ukraine “changed everything.” 

    Norway doesn’t agree.

    Writing for the European Leadership Network, Wareham and Laura Lodenius, the executive director at Peace Union of Finland, warned that the humanitarian impact will far outweigh any marginal military advantages. “The deterrent factor of re-embracing anti-personnel mines isn’t worth the civilian risk, humanitarian liabilities and reputational damage, all of which extend far beyond their borders,” they wrote.

    As for the United States, it has recently withdrawn from bilateral treaties — those between two nations — and several multilateral accords in which multiple parties sign on.

    A treaty that ended the Cold War

    In a historic ceremony in Iceland back in 1987, U.S. President Ronald Reagan and Mikhail Gorbachev signed the Intermediate-Range Nuclear Forces Treaty (INF Treaty), which was largely seen as an end to the Cold War that had lasted since the end of World War II.

    Under the first Trump Administration in 2019, the U.S. withdrew from that treaty. 

    Trump has twice withdrawn the United States from the Paris Climate Accord and, in addition, withdrew from the Open Skies Treaty, which allows for the use of surveillance planes or drones for intelligence capturing purposes. 

    The United States has also withdrawn from institutions like the World Health Organization and is threatening to withdraw from the World Trade Organization. It has already left the U.N. Human Rights Council. 

    In an ominous move for multilateralism, Trump has set in motion a review of U.S. participation in intergovernmental organizations, including those that are part of the United Nations, with the intention of withdrawing from or seeking to reform them. 

    Breaking a treaty by executive order

    Trump’s executive order of 4 February 2025, started by saying: “The United States helped found the United Nations (UN) after World War II to prevent future global conflicts and promote international peace and security. But some of the UN’s agencies and bodies have drifted from this mission and instead act contrary to the interests of the United States while attacking our allies and propagating anti-Semitism.” 

    That’s his subjective interpretation of recent events. There is no justification in the mandate for the review for any change based on force majeure, certainly not that the United Nations and some of its agencies “drifted from this mission and instead act contrary to the interests of the United States.”

    Withdrawing from treaties or organizations has consequences for global stability. The announcement by the five countries that they are withdrawing from the Mine Ban Treaty is a worrisome addition to Trump’s general assault on multilateralism. Pacta sunt servanda, the underlying principle of contracts and law, translates to “agreements must be kept.” It is the foundation of international law and cooperation. 

    The withdrawals are a bad omen. They lessen the value of conventions and treaties. States should not respect their obligations only when they are in their favor. 

    Confidence that states will respect their obligations is the primary support for an international system. 

    The Ukraine war has not changed that. Without that confidence, the system collapses. 

    Can we agree on that?

    A version of this story has been published previously in the publication Counterpunch. 

     

    Questions to consider:

    1. What is a treaty?

    2. Why would a country decide to not ratify a treaty that bans landmines?

    3. When was the last time you agreed to do something. Was it difficult to keep that agreement?

     

     

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  • This school built high-end career and technical education training sites on campus to prepare students for local skilled jobs

    This school built high-end career and technical education training sites on campus to prepare students for local skilled jobs

    This story is part of Hechinger’s ongoing coverage about rethinking high school. See our articles about a new diploma in Alabama, a “career education for all” model in Kentucky, and high school apprenticeships in Indiana. 

    BELOIT, Wis. — As Chris Hooker eyed a newly built piece of ductwork inside Beloit Memorial High School, a wry smile crept over his face. “If you worked for me,” he told a student, considering the obviously crooked vent, “I might ask if your level was broken.”

    Hooker, the HVAC manager of Lloyd’s Plumbing and Heating Corp. in nearby Janesville, was standing inside a hangar-sized classroom in the school’s advanced manufacturing academy, where students construct full-size rooms, hang drywall and learn the basics of masonry. His company sends him to the school twice a week for about two months a year to help teach general heating, venting and air conditioning concepts to students. 

    “I cover the mountaintop stuff,” he said, noting that at a minimum students will understand HVAC when they become homeowners.

    But the bigger potential payoff is that these students could wind up working alongside Hooker after they graduate. If his firm has an opening, any student recommended by teacher Mike Wagner would be a “done deal,” Hooker said. “Plus, if they come through this class, I know them.” 

    Manufacturing and construction dominate the business needs inside Beloit, a small city of 36,000 just minutes from the Illinois border. Sitting at the nexus of two major highways, and within 100 miles of Chicago, Milwaukee and Madison, Beloit is home to a range of businesses that include a Frito-Lay production plant, an Amazon distribution center and a Navy subcontractor. In the next two years, a $500 million casino and hotel complex is scheduled to open. 

    But staffing these companies into the future is a major concern. Across the country, the average age of manufacturing workers is increasing, and one in four of these workers is age 55 or older, according to U.S. Bureau of Labor Statistics’ 2021 figures, the most recent available. In many other jobs the workforce is aging, too. Wisconsin is one of several states looking to boost career and technical education, or CTE, as a possible solution to the aging and shrinking workforce. 

    Having industry standard machines is a key part of Beloit Memorial High School’s manufacturing program; here a student uses a JET metalworking machine to create precise cuts for his project. Credit: Wayne D’Orio for The Hechinger Report

    While the unemployment rate of Rock County, which includes Beloit, is 3.6 percent, only slightly higher than the state’s 3.2 percent, there’s a worker mismatch in the city, according to Drew Pennington, its economic development director.

    Every day, 14,000 city residents travel outside of Beloit to work, while the same number commute into the city to fill mostly higher-paying jobs, said Pennington. 

    So when Beloit decided to revamp its public high school in 2018, CTE and work-based learning were at the forefront of the transformation. 

    The 1,225-student school now has three academies that cover 13 different career paths. After ninth grade, students choose to concentrate in an area, which means taking several courses in a specific field. Students also have the option to do work-based learning, which can mean internships, a youth apprenticeship or working at high-end simulated job sites inside the school. 

    “This creates not just a pipeline to jobs but also to career choices,” said Jeff Stenroos, the district’s director of CTE and alternative education.

    Related: A lot goes on in classrooms from kindergarten to high school. Keep up with our free weekly newsletter on K-12 education.

    “There are a lot of really good-paying jobs in this area. Students don’t need to leave, or go earn a four-year degree,” Stenroos said. An auto mechanic can “earn six figures by the age of 26 and that’s more than an educator with a master’s degree,” he said.

    Beloit’s effort is a shift in high school emphasis similar to the extensive CTE programs being run in other places, notably Indiana, Kentucky and Alabama. In 2024, 40 states enacted 152 CTE-related policies, the biggest push in five years, according to Advance CTE, a nonprofit group that represents state CTE officials. Nationwide, about 20 percent of high school students take a concentration of CTE courses, it says, adding that the high school graduation rate for students who concentrate in CTE is 90 percent, 15 percentage points higher than the national average. 

    Three years ago, Wisconsin called for 7 percent of its high school students to be in workplace learning programs by 2026. Beloit’s progress puts it far ahead of that target. In Beloit Memorial, nearly 1 in 3 students meet this designation today, Stenroos said. 

    The high school features a cavernous construction area where students build full-scale rooms, learn masonry and complete plumbing and electrical wiring projects. The metal shop offers 16 welding stations and a die-cutter machine that allows students to create customized pieces to fit projects. Down the street, the school runs an eight-bay car repair center, a space it took over when a Sears autobody shop left town.

    These spaces are “better than a lot of technical colleges,” Stenroos said.

    In addition to their high school courses, Beloit Memorial students pile up industry-recognized certifications, Stenroos said. More than 40 percent of its students graduate with at least one certification, and 1 in 4 of them has multiple certifications. 

    Related: Schools push career ed classes for all, even kids heading to college

    While some simple certifications, such as OSHA Workplace Safety, can be accomplished in just 10 hours, others, such as those for the American Welding Society, require up to 500 hours of student work, he added. The state has called for 9 percent of graduating high school students to have earned at least one certification by next year. To incentivize schools to offer these opportunities, the state’s Department of Workforce Development pays schools for each student who earns a certification; in 2024, Beloit received $85,000 through this program, Stenroos said.

    One of the school’s best automotive students, Geiry Lopez, graduated this year with five Automotive Service Excellence certifications. Standing less than 5 feet tall, Lopez said she is not bothered that she might not look like a typical mechanic. “I know I can do this,” she said, adding that she hopes to work on heavy machinery such as tractor trailers after she graduates.

    She’s worked on her own car, with some fellow students, replacing the brakes, a front axle, rotors and wheel bearings at the school’s garage, she said, although she still hasn’t been able to drive it.

    “My dad is taking forever to teach me how to drive,” she said. 

    The garage operates like an actual business, but the only customers are teachers and other Beloit staffers and students. Students estimate work costs, order parts and communicate with customers before any repairs take place. While oil changes and brake replacements are common, some students are totally rebuilding an engine in one car. 

    Over in the welding room, rising senior Cole Mellom was putting the finishing touches on a smoker he built in less than a month’s time. He said he loved the creativity of finding a plan, cutting the metal and building something that he could sell, all while in school. Plus, he knows that welding is a key skill needed for his dream job, race-car fabrication.

    Officials revamped the Beloit Memorial High School in 2018 to funnel students into academies that are connected to jobs in the area and the state. Credit: Wayne D’Orio for The Hechinger Report

    In the past, students created a custom-made protective plate that the city’s police use on a bomb squad vehicle.

    The welding program has 125 students this year and had to turn away 65 more because of space limitations, Stenroos said; last year, 17 of the school’s welding academy graduates enlisted in the armed forces to specialize in welding. 

    These programs are designed to help meet the future needs of the state’s workforce. More than one-third of Wisconsin jobs will require education beyond high school but less than a bachelor’s degree by 2031, according to the Association for Career and Technical Education. For the last four years, the state has had more job openings than people on unemployment.

    “There’s more jobs than there are people to fill them right now,” said Deb Prowse, a former career academy coach at Beloit Memorial who now works at Craftsman with Character, an area nonprofit that helps train students for careers in skilled trades.

    Hooker, the Lloyd’s Plumbing HVAC manager, agreed. “Every project we work on has a delay, from a multimillion-dollar mansion to a three-bedroom spec,” he said. “There aren’t enough workers.”

    The main reason Beloit Memorial has been able to zoom past state and national goals for both CTE and work-based learning is the school’s single-minded focus since 2018 on helping to ensure that its graduates will understand what businesses need and giving them a head start toward gaining those skills.

    High school officials actually pared back the program from 44 pathways to 13, Stenroos said, part of an effort to tie each pathway to specific jobs. About 75 percent of pathways target area jobs, with the remaining quarter highlighting prominent professions within the state, he added. 

    Even though three straight budget referendum defeats have left the district with a $6.2 million funding gap, Stenroos said he’s been able to keep the CTE equipment modernized through donations and strategic allocation of the school’s federal Perkins grant and the state reimbursement for student certifications. In one instance, the school recently bought a $20,000 scanner for its automotive program; the machine can not only help diagnose a car problem, but also connect students to garages throughout the country that have successfully fixed the specified problem. 

    “It’s an expensive piece of equipment,” Stenroos said, “but it’s industry-certified and will give students real-life experience.”

    Each of the three academies has an advisory board of teachers and industry professionals who work out how to embed practical lessons in classroom curriculum. “We ask business people, ‘What do you need, and how can we help our kids get there?’” said Stenroos.

    Related: A new kind of high school diploma trades chemistry for carpentry

    “It’s really cool how receptive the school is to feedback,” said Heather Dobson, the business development manager at Corporate Contractors, Inc., a 200-person general contracting firm.

    She explained that the district has incorporated small changes over the years, such as having students work in Microsoft programs instead of Google Classroom apps and teaching them how to write a professional email.

    “Rarely is there an idea presented that they don’t embrace,” said Celestino Ruffini, the CEO of Visit Beloit, a nonprofit that promotes tourism of the city. The school is expanding its hospitality program because of the expected influx of jobs connected to the new casino and hotel, he said. 

    All the changes aren’t at the high school, however. In order to employ Beloit Memorial students, Frito-Lay had to alter its corporate policy of not allowing anyone under 18 to work in its plants, according to Angela Slagle, a supply chain manager there. The company now hires Beloit Memorial students for its career exploration youth apprenticeship program, she added. 

    The connection to area businesses goes beyond the school’s leaders. Each year, about 10 teachers complete an externship in which they spend one week of their summer at a local business. Teachers are paid $1,000 for the 20 hours, and they not only learn about what jobs a company may have but also find ways to incorporate real-world problems into their classroom lessons.

    A few summers back, math teacher Michelle Kelly spent a week at Corporate Contractors. She was searching for different ways to use construction-based math problems with her students. In addition to using math to estimate a bid for a project or calculate the surface area of a job, she realized that complex math is needed to build a truss, the framework used to support a roof or bridge.

    Because the triangular truss is supported by different lengths of wood inside its structure, Kelly said, building one requires the calculation of angles, total area, how much wood is needed and more. Since all her algebra students were in the school’s construction academy, she partnered with those teachers to go beyond blueprints and have the 10th graders build trusses, a collection of which sit in the back of her classroom.

    A student’s detailed outline for creating a truss in Michelle Kelly’s 10th grade algebra class at Beloit Memorial High School, which is embracing career and technical education. Credit: Wayne D’Orio for The Hechinger Report

    She sees this work as one way to help counter the chronic absenteeism that has existed since Covid. Teaching with this kind of hands-on work makes students see the relevance of algebra, she said. “Would it be easier to just have them take a test? Yes.” 

    Beloit Memorial Principal Emily Pelz said the school’s work is paying off. In the last four years, the school’s four-year graduation rate has ticked up slightly, from 83.4 percent in 2021-22 to 85.2 percent in 2024-25, while its attendance went from 78.5 percent to 84.8 percent in the same period, Pelz said. 

    Related: ‘Golden ticket to job security’: Trade union partnerships hold promise for high school students

    Rik Thomas, a rising senior who already has his own business repairing and modifying cars, said this work has definitely made him more interested in school. While he thought the academy would merely explain what a construction career might include, “It’s nice to find out how to do the work.” His father works in construction and, Thomas added, “He loves that I take this program.” 

    Thomas and his classmates built a wooden shed earlier this year and were able to sell it for $2,500, with the money going to pay for more materials. Likewise, the first smoker created in the welding class was bought by Stenroos; the students are looking forward to posting the second one for sale after they determine how much they should charge. 

    While the school’s construction and other trade-related fields have drawn the most attention, its three academies also offer career paths in healthcare, education, business, the arts, hospitality and more. 

    For example, rising senior Tayvon Cates said he hopes to study pre-med at a historically Black college or university on his way to becoming a cardiology radiologist. Cates, who is in the school’s health and education academy, said, “If you want to do something, the school can help you do it.”

    This story about career and technical education was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for Hechinger’s weekly newsletter.

    The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn’t mean it’s free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.

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  • July Brought Cuts at Public and Private Colleges

    July Brought Cuts at Public and Private Colleges

    July was marked by steep cuts at some of the nation’s wealthiest institutions while fewer small, cash-strapped colleges made significant workforce reductions.

    While some of the nation’s wealthiest universities—institutions with multibillion-dollar endowments—laid off hundreds of employees last month due to federal research funding issues, an uncertain political landscape and rising costs, those cuts were an anomaly. Colleges outside the top financial stratosphere, contending with issues such as declining enrollment, shrinking state support and other challenges, didn’t cut as deep compared to the megawealthy.

    Inside Higher Ed recently covered how the Trump administration is driving cuts at wealthy institutions. Now here’s a look at other layoffs and program cuts announced in July as both large, well-resourced institutions and smaller colleges with less capital contend with challenging headwinds for the sector.

    Temple University

    Grappling with a budget deficit that was projected as high as $60 million, Temple laid off 50 employees and eliminated more than 100 vacancies in July, The Philadelphia Inquirer reported.

    The 50 layoffs equal less than 1 percent of Temple’s total workforce, according to the university.

    Altogether Temple eliminated “190 positions across the university, with the vast majority of these coming through attrition, retirement or elimination of vacant positions,” President John Fry wrote in a message to campus last month. Fry added that those reductions narrowed the projected budget gap from $60 million to $27 million, cutting Temple’s structural deficit by more than half.

    Michigan State University

    The wealthiest institution represented here, with an endowment valued at more than $4.4 billion, the public university in Lansing cut nearly 100 jobs last month, The Detroit Free Press reported.

    Officials announced 94 employees in MSU’s extension division were being laid off due to a loss of federal grant funding. The cuts come as a result of the Supplemental Nutrition Assistance Program–Education program being discontinued this fall, which provided a $10 million grant. Layoffs will affect employees across the state.

    Additional jobs cuts also loom at Michigan State, where officials recently announced cost-cutting plans, citing the need to trim its budget by about 9 percent over the course of the next two years.

    University of Florida

    One of the wealthiest institutions on this list with an endowment of more than $2 billion, UF eliminated 75 jobs last month, largely through attrition and closing vacant roles, WCJB reported.

    A university spokesperson told Inside Higher Ed the cuts were part of a 5 percent reduction in administrative expenses, which amounted to $20 million in cost savings for UF. In addition to the 75 jobs eliminated, UF closed its Office of Sustainability, reportedly cutting another three jobs.

    UF is also shutting down its Health Science Center Police Service Technician program at the end of the year, which officials said will affect 15 positions, though seven are currently vacant.

    Barnard College

    The private women’s college affiliated with Columbia University, but with a separate and much smaller endowment, cut 77 jobs last month as part of a restructuring effort announced July 31.

    Barnard president Laura Ann Rosenbury wrote in a message to campus that the cuts were a “painful moment” but the “strategic realignment” reflected “evolving operational needs.” She added that no faculty positions or instructional services personnel were included in the cuts.

    Founded in 1889, Barnard had an endowment valued at $503 million in fiscal year 2024 and has dealt with rising debt in recent years.

    Southern Oregon University

    Last month officials at the public university in Ashland declared financial exigency and announced plans to cut SOU’s budget by 15 percent, Oregon Public Broadcasting reported.

    University officials are working to shrink SOU’s budget from $71 million to a more manageable $60 million. In the short term that means finding $5 million in savings for the 2025–26 fiscal year.

    The budget cuts will play out over three years and eliminate an estimated 65 jobs through a mix of voluntary retirements, leaving some positions vacant and cutting about 20 positions. SOU also plans to cut 15 majors and 11 minors, shrinking its academic portfolio as it restructures.

    SOU president Rick Bailey is also taking a voluntary 20 percent pay cut amid budget issues.

    Meredith College

    Cost-cutting measures prompted layoffs at the private women’s college in North Carolina, with 6 percent of the workforce—roughly 25 employees—affected, local TV station ABC 11 reported.

    None of Meredith’s full-time faculty members were laid off, according to ABC 11.

    “These strategic budget reductions were necessary and proactive steps in preserving Meredith’s long-term financial strength and helping it grow and thrive for the future,” college officials wrote in a statement to media outlets detailing the reason for the layoffs. “When making budget adjustments, Meredith leaders focused on protecting programs and services essential to fulfilling its mission. These difficult decisions were made for the good of the College as a whole.”

    Sullivan University

    The private Kentucky university is cutting 21 jobs, seven of which are vacant, closing two educational sites and selling its only residence hall, The Louisville Courier Journal reported.

    The changes come at a rocky time for the university, which was declared the worst company in the city to work for by LEO Weekly, another local news outlet, based on feedback on Glassdoor, a website used for job searches and employer reviews. Sullivan officials subsequently began offering a 1 percent 401(k) match, which officials told the Courier Journal was already planned.

    Sullivan also parted ways with President Tim Swenson, who abruptly resigned last week. The university had placed Swenson on administrative leave just a few days prior. Officials wrote, in an email obtained by the newspaper, that he was placed on leave “to allow time for a review of internal matters and to ensure the process is handled fairly and without disruption.” Sullivan officials did not specify the reason for his departure in a message to employees.

    Kalamazoo College

    The small, private liberal arts college in Michigan laid off 11 staff members due to financial pressures, to enrollment challenges and “an inflationary environment,” MLive reported.

    “This difficult decision was not made lightly, and it is part of a broader effort to ensure the long-term financial stability and sustainability of the institution,” officials said in a statement.

    Xavier University

    A challenging enrollment picture is driving layoffs at the private Catholic university, where officials are also cutting salaries and making other changes, The Cincinnati Enquirer reported.

    Though the full number of layoffs is unclear, a university spokesperson told the newspaper that the cuts include two jobs in Xavier’s executive cabinet as well as some temporary faculty and staff. University officials noted that no full-time faculty members have been part of the cuts.

    Xavier will also maintain restrictions on nonessential travel.

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  • HBCUs Await Trump’s Pick to Lead White House Initiative

    HBCUs Await Trump’s Pick to Lead White House Initiative

    President Donald Trump issued an executive order in April promising to “elevate the value and impact” of the country’s historically Black colleges and universities—in part by selecting an executive director for the White House Initiative on HBCUs and a President’s Board of Advisors on HBCUs.

    But four months later, eight months into his second term, these roles remain unfilled.

    Some HBCU advocates say months-long waits are business as usual for these positions, and they remain confident in Trump’s support for HBCUs. Others worry that HBCUs lack their most direct line of communication to the White House at a time of rapid-fire higher ed policy changes.

    Since the 1980s, the executive director of the HBCUs initiative, established by President Jimmy Carter, has been responsible for advocating for HBCUs’ federal policy interests. The President’s Board of Advisors offers guidance to government officials about how to better support and strengthen these institutions.

    Appointees serve as HBCUs’ “in-house advocates,” said Ivory A. Toldson, a professor of counseling psychology at Howard University and editor in chief of The Journal of Negro Education. He served as deputy director of the White House Initiative on HBCUs from 2013 to 2015 and as executive director from 2015 to 2016 under former president Barack Obama. The director and board have historically sought out federal funding and partnership opportunities for these institutions and “made sure that executive-level priorities were shaped in a way that understood the needs of HBCUs.”

    Toldson said there are likely to be “missed opportunities” for HBCUs during the limbo period before an executive director is chosen. He said it’s easy for federal agencies, like the National Science Foundation or the National Institutes of Health, to overlook smaller HBCUs for grants when no one is there to champion them.

    “By them not having representation within the federal government, it becomes difficult for them to advocate effectively for their needs,” he said.

    Robert Palmer, chair of the education department at Howard, said he worries HBCUs don’t have their “earpiece” to the Trump administration at a time when policy shifts, such as upcoming changes to the student loan program, will affect HBCU students.

    The unfilled roles are “quite concerning,” Palmer said. “It almost makes you wonder, is it a priority for him? Because that’s what it signals—that it’s not a priority.”

    Mixed Views

    Other HBCU advocates don’t see a problem. Lodriguez Murray, vice president of public policy and government affairs at the United Negro College Fund, which represents private HBCUs, said he isn’t troubled by the wait because organizations like his have still been able to have “high-power and high-level discussions” with the White House and Department of Education.

    “We’ve been able to get every concern addressed. We’ve been able to get every email returned. We’ve been able to get every meeting request handled,” he said. “The house is not burning down for us. And I have seen no lack of continuity and engagement on our issues at the highest levels.”

    He said it’s more meaningful to him that Trump issued an executive order reaffirming the White House Initiative on HBCUs within his first 100 days and fully funded HBCUs in his proposed budget. He’d also rather the administration take its time to pick “the right individuals” to fill these roles.

    “There have been many individuals who have had the role of executive director of the White House initiative on HBCUs [who] have fallen below what the expectations are of this community,” Murray said. “And so, if the White House is attempting to find the right person to meet a moment and to meet expectations, that’s fine with me.”

    Trump’s pick for executive director during his first term, speaker and consultant Johnathan Holifield, was met with mixed reactions by HBCU supporters because of his lack of prior experience with these institutions. Former president Obama also received criticism for some of his executive director choices, including multiple interim appointments between permanent directors.

    Murray said he’s hoping for someone “with the president’s confidence” who can help bring Trump’s plans to support HBCUs to fruition and who can simultaneously “speak truth to power and express to the president the concerns of HBCUs.”

    For Toldson, “institutional knowledge of HBCUs” and an “apolitical” approach will be critical to a new executive director’s success to avoid HBCUs getting mired in the anti-DEI crusade besieging other higher ed institutions.

    “Regardless of who’s in office, we need representation, and I think that the right representation would be able to balance the needs of the HBCU community with the broader direction of the government,” Toldson said.

    Mounting Anticipation

    Harry Williams, president and CEO of the Thurgood Marshall College Fund, which represents public HBCUs, said the amount of time it takes for presidents to fill these roles has varied historically. HBCUs have often waited months for these appointments, so the current timeline isn’t out of the ordinary, he said. Former president Joe Biden didn’t officially name an executive director until February 2022, a little over a year after his inauguration.

    Still, a long wait “creates uncertainty, and it creates anxiety,” Williams said.

    “We’ve gotten good information that this is something that will happen, but the timing of it has always been the challenge,” he added. TMCF is reassuring campuses that the administration plans to fill these positions, “but we don’t know exactly when.”

    David K. Wilson, president of Morgan State University, said he and other HBCU presidents are eager to get started on making the promises in Trump’s executive order a reality. They were glad to see the order call on federal agencies, businesses and foundations to partner with and invest more in HBCUs.

    Wilson said he hopes to see these positions filled soon “so that we can begin to express directly to the White House what some of the opportunities are for continued investment in these institutions.”

    “All of them will return unbelievable dividends to the nation,” he added.

    Wilson noted that Howard University recently regained Research-1 status, the coveted Carnegie Foundation classification for universities with very high research activity. Other HBCUs, including Morgan State, are poised to follow in the coming years. He wants to see appointees in place who can help maintain that momentum.

    “We can’t wait to see now what this next era of HBCU investments under the Trump administration will look like,” he said. “We were on a roll, and now the question is, can we roll faster?”

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  • Scoring the AP English Exam: A Diary (opinion)

    Scoring the AP English Exam: A Diary (opinion)

    Each May, hundreds of thousands of high school students from across the United States take the Advanced Placement exam for English Literature and Composition. Each June, hundreds of high school and college English instructors gather for a week to score them. The three-hour exam consists of two parts: a multiple-choice section and a section with three essays (analyses of poetry and fiction and a literary argument essay).

    This year, for the third time, I was one of the essay graders. What follows are my unvarnished thoughts from the week, presented anonymously—because I might want to get invited back to grade again.

    Day 1

    My plane to Salt Lake City is delayed, so I arrive at my hotel well after midnight. My assigned roommate is fast asleep. We have the option of staying in a single room, but only if we pay half.

    The alarm goes off at 7. My roommate and I introduce ourselves as he exits the shower. He is ready to go well before me. He’s a first-timer.

    I head over to the convention center. At 8 a.m. sharp, hundreds of us gather in a large auditorium for orientation. The chief reader—a professor at a Baptist college—seems a genial enough person. He goes over the week’s game plan via PowerPoint (“read every essay like it’s your first”), makes sundry bureaucratic announcements and introduces the other managers (“assistant readers,” “table leaders,” etc.). Peals of applause burst out frequently, lending the proceedings a summer camp air. To cap things off, the chief reader puts up photos of his dog.

    The reading room—the size of an airplane hangar, with cement floors and high ceilings hung with banks of fluorescent lights—is divided into four or five sections of probably around 100 people each. Each section is enclosed by black curtains supported by metal rods. Readers are grouped eight to a table, each with a laptop.

    I admit I’m not in the most chipper mood after the short night’s sleep. The enthusiastic vibe can’t help, either. I grab a cup of free coffee (very low quality), take my seat and introduce myself to the woman seated next to me, a high school teacher from Texas. Then our peppy table leader comes over. “Hi, yeah, sorry, would you mind putting your coffee on the floor? We’re trying to be careful with the laptops.” I sigh and glance around to see other tables with coffee cups and bottles on them. I put my cup on the floor. We spend much of the first day training—watching videos, practicing on sample essays, tuning our brains to AP standards.

    Day 2

    As I sit in the reading room, time crawls; with no windows it could be 3 in the morning for all I know. The novelty has worn off and the grind has set in. Is this what a real job is like? I improvise a routine to manage the boredom: Along with the scheduled 15-minute breaks in the morning and afternoon, every 30 or 40 minutes I get up to walk around, check my phone, stare into space.

    The other readers seem to be mostly high school teachers. They seem well adapted to the AP regimen, and to regimentation. Many wear T-shirts with pro-literacy or pro-reading themes. I’d estimate that about two-thirds of the scorers are women. That fits with the service-heavy load female professors typically shoulder at most universities.

    We are served three free meals a day, buffet-style, all you can eat. There’s a strange symmetry with our daily work—all the exams you can score from a never-ending supply. As my waistline expands, I feel my brain shrinking. The buffet lines are staffed by an army of food service workers, mostly Hispanic or Asian, who bring out metal trays and various tureens from mysterious kitchens for our breakfast, lunch and dinner, as well as the coffee and snacks for our scheduled breaks. The working class works for us, the petit bourgeois, as we help classify the next generation as either part of the future lower middle or upper middle class.

    As we filter back into the reading room after lunch, the chief reader addresses us over a PA system, thanking us for returning on time, reminding us to score carefully, regaling us with a choice quote or two.

    Day 3

    I breakfast with my roommate and a few of his reading-table mates. He really is the nicest person. They invite me to karaoke later. A few drinks would be nice, though I can’t fathom singing after this kind of work.

    I read (or scan, actually) more than 100 essays per day. On average, one or two offer something insightful or fluent. The rest either scrape by, or don’t. Many in fact are aborted on takeoff—a sentence or two, maybe a phrase, sometimes nothing at all. Probably 10 to 15 percent are these kind of no-show efforts. It makes me wonder why these students take this test. Do they get extra class credit for merely showing up? To quote from a favorite Scorsese movie, “Qui bono?”

    I continually hear the crinkling of candy and other snacks—provided free by AP, and replenished daily—being unwrapped. This is in addition to the free, all-you-can-eat meals and snacks during breaks.

    The assistant reader hovers around the tables in our section like a wary exam proctor, watching us for who knows what. This afternoon, the third day of the reading, the computers go down. With nothing to do, I pull out my phone and start reading an article on the author of a literary selection our exams are based on. My friendly table leader comes over. “Let’s please put away our phones.” I scoff and return to reading the article. A few minutes later the assistant reader sidles up to me. “Please put away your phone.” Before I can reply she has moved away.

    The silent whistle finally blows at 5. We stream out of the reading room and down the long corridors of the convention center like mill workers at the end of the day shift. We enter the dining hall or drift outside into the sunny and warm late afternoon. I head straight to the hotel fitness center, the stress of the day evaporating with each set, recharging for another day, just like my Motorola plugged into the hotel room nightstand.

    Later that evening my roommate returns to our room (“karaoke was great!”) and asks me if I want to go tomorrow night. I beg off again (I plead achoraphobia—fear of public singing).

    Day 4

    Salt Lake City—capital of the Beehive State. At lunch I skip the dining hall and make a beeline outside to get some much-needed air and sun. I make my way to Temple Square, the Mormon Vatican. Groups of tourists mix in with groups of name-tagged believers. The temple itself is swaddled in scaffolding. I watch the giant cranes convey building materials to men 10 stories up. A plaque on the Brigham Young Monument records the names of the original 1847 Mormon pioneers. One of them is my great-great-great-great-grandfather.

    Of course, working as an AP exam reader is entirely voluntary. I need extra money this year to pay off some taxes. Scorers make $30 an hour. With overtime—we get paid time and a half on days six and seven—I’ll make about $2,000, before taxes.

    After the 5 o’clock whistle, I go back to the hotel room and blast rock music from the TV so I can feel something (The Strokes’ “Room on Fire” and Greta Van Fleet’s “From the Fires”). The day’s strain melts away.

    Day 5

    Every few days we are tested to make sure we are scoring “accurately.” “Calibration” involves scoring a set of six sample exams—and if you score them as an “expert” reader would, you pass. If you don’t, you get sent to remediation. A few members of my table seem genuinely worried. When I arrive to our table this morning (I am always the last to arrive) my neighbor, the high school teacher from Texas, greets me with some tension in her voice: “We’re calibrating today!” I score my set like I don’t give a damn, and pass. One of my table mates disappears for a couple hours.

    In the afternoon the chief reader makes his most serious announcement—apparently someone has been posting photos of the reading on social media, which is a big no-no. AP has to preserve the “integrity” of its tests, of course. Its Lloyd’s of London–type image is key to that integrity, it seems.

    Most essays are painfully incoherent, ungrammatical. Many, as previously mentioned, are incomplete.

    Still we read them, one after another—we scorers are the English teachers of the future, in the wet dreams of the likes of Elon Musk. All of us readers are in our field because we love reading—and here we are, scanning endless variations on a single passage from a single novel, our love being milked to a slow death, dairy cows once impregnated with passion now tightly corralled into an assembly line and hooked up to machines.

    Like the character Thomas Bradshaw in the brief excerpt the AP essays are based on (from the novel The Bradshaw Variations by Rachel Cusk), most of the essays leave us wanting. We will never see the wife for whom Thomas is waiting in the kitchen; we will never experience their reunion, or the development of their relationship. Like Thomas, we marinate in limbo. Like the static but frantic figures on Keats’s Grecian urn, we chase, we desire, but never consummate.

    Day 6

    The other members of my table pass around a greeting card for everyone to sign for our table leader. They also take up cash donations for a gift. I sign the card.

    The computer servers crash and scoring comes to a halt. I have a feeling of relief, like for extra recess or a snow day.

    Day 7

    Over the course of the week, I’ve given a perfect score to just a handful of exams. Is this how we’re educating the best and brightest, these college students of the near future? Are the vaunted humanities—assailed for years from without—rotting from within? I get a few exams in which the student does not offer an essay, but instead a rant about the meaninglessness of the AP exam itself. These could be mere excuses, but the voices that emerge from these exams are funny, searching, thoughtful.

    “Look beneath the façade of affable confidence and seamless well-adjustment that today’s elite students have learned to project, and what you often find are toxic levels of fear, anxiety and depression, of emptiness and aimlessness and isolation,” William Deresiewicz wrote in Excellent Sheep. “We all know about the stressed-out, overpressured high school student; why do we assume that things get better once she gets to college?”

    The author is a professor of English at a regional public university in the eastern United States.

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  • Why Write About Grad, Postdoc Career Development? (opinion)

    Why Write About Grad, Postdoc Career Development? (opinion)

    As a higher education professional with a background in writing and rhetoric, I frame my work in career and professional development in terms of communication, such as helping trainees translate their skills to the language of employers, convey complex research to audiences beyond their fields and forge professional selves through the written and digital texts they produce. By training, I often think about how texts produce effects on readers and the design choices writers make to engage those audiences.

    At a time when higher education faces great adversity, I find myself reflecting on the value of writing about career and professional development work in a venue such as “Carpe Careers”: Why write about graduate and postdoc career and professional development? How does this writing translate the impact of our work to different audiences? In this piece, I outline what we do when we write about graduate and postdoc career and professional development and why we should keep writing about this work.

    Writing to Empower Graduate and Postdoctoral Scholars

    As career and professional development leaders, we sometimes feel frustrated that the impact of our work seems limited to one institution or program. For example, we might be the office of one at our institution and concerned about the scalability of advising appointments or low attendance at workshops. Writing about best practices for career and professional development can expand the reach of our advice to online audiences worldwide.

    For example, “Carpe Careers” writers have penned more than 400 pieces that address key career exploration skills like job search strategies, building an authentic personal brand and identifying transferable skills. In addition to equipping graduate and postdoctoral trainees with strategies for landing fulfilling jobs, we present essential advice for navigating academia, such as how to communicate with faculty mentors, deliver effective presentations and cultivate professional references.

    These essential topics continue to be necessary and relevant to new generations of graduate and postdoctoral readers because they make visible the hidden curriculum of academia and the world of work. Our work gives learners the tools to navigate these spaces with confidence, supplementing the efforts of mentors, coaches and instructional workshops. Likewise, when we write about professional development, we attend to the holistic flourishing of graduate and postdoctoral scholars by centering topics such as mental well-being on the job search, coping with the culture shock of career transitions or the power of rest. We not only give learners practical advice for the next steps in their careers but also cultivate virtual community and belonging for graduate and postdoctoral trainees facing common challenges and pursuing similar goals.

    Writing to Support Fellow Practitioners

    When we write about career and professional development, we put our own spin on old chestnut topics by drawing on our backgrounds, identities and experiences. For example, this recent piece reframes professional networking as a form of evidence-gathering and scientific research, leveraging the authors’ training in science. Putting our own spins on standard topics of career transitions and exploration can help us create a distinct personal professional brand as practitioners: How have we synthesized our own stories and the wisdom of others to support current graduate and postdoc trainees? What do we want to be known for as graduate and postdoc career development leaders?

    Beyond enriching individual professional identities, when we write about graduate and postdoc career and professional development, we also reflect on how our work with graduate and postdoctoral trainees is changing and identify opportunities for innovation, from the pros and cons of using generative AI tools for career-related activities to advice for supporting international job seekers. We likewise showcase innovative approaches to implementing career and professional development for graduate and postdoctoral learners, such as how to tailor experiential learning, alumni mentoring and badging programs to these populations.

    By reflecting on our practice and how we have adapted to challenges, this writing becomes a form of professional development for us, as it enriches the dynamic fields of graduate and postdoc career and professional development and extends our conversations from professional organizations and conferences to wider, virtual communities of practitioners. For instance, recent “Carpe Careers” pieces have highlighted administrative postdoc and “meta” postdoc roles as entry points to career development and related academic administrative work, defining new positions through the perspectives of those who hold these inaugural roles and shaping the futures of work in our fields. When we address practitioners as an audience, writing about career and professional development creates a virtual community of practice where we highlight emerging trends and offer support for one another’s professional growth.

    Writing to Engage Stakeholders

    Writing for fellow graduate and postdoc career practitioners elevates our work and sets the stage to convey its value to stakeholders, such as faculty and senior administrators whose support is crucial for campus career and professional development initiatives. The external recognition from a piece in a venue such as “Carpe Careers” can lead to greater internal recognition for our programs and offices. For example, when I wrote a “Carpe Careers” post on professional thank-you notes for Thanksgiving week 2024, a University of Pittsburgh newswire service highlighted it in a newsletter, and a vice provost invited me to present on writing thank-yous at a faculty retreat.

    Beyond our campuses, when we write about graduate and postdoctoral career development, we communicate the value of our efforts to stakeholders outside higher education, such as employers, policymakers and the public. As Celia Whitchurch observed, graduate and postdoc career and professional development work occupies a third space in higher education amid academic, student affairs and administrative functions, so it is often overlooked and less understood than more conventional academic or student life initiatives.

    Writing about our work situates it—and by extension the experiences of graduate and postdoctoral scholars—in the wider ecosystems of higher education and the workforce. This writing can educate stakeholders who are less familiar with the work of career and professional development, highlighting our contributions to graduate and postdoctoral learners’ success, and thereby helping us advocate for greater visibility and resources. When we write about graduate and postdoc career and professional development, we underscore the value of our work and its impacts on trainees, higher education and the wider society.

    Writing for and as Change

    Writing about graduate and postdoc career and professional development positions us as change agents, championing trainees’ holistic success and envisioning what our field could be. In this writing, we hold space for courageous conversations in difficult times, such as supporting learners through recent disruptions, reflecting on activism as a form of professional development and highlighting the entrepreneurial potential of our trainees amid economic uncertainty. Whether we address learners, fellow practitioners or broader stakeholders, when we write about career and professional development, we let ourselves dream about our careers and those of trainees, not only advocating for change but also modeling what change looks like through our advice, our programmatic innovations and our support for the broader enterprise of higher education.

    In short, writing about graduate and postdoc career and professional development is an affirmation of advanced degrees, higher education and the work of practitioners who support these learners’ long-term professional flourishing. This writing can be rewarding, as it scales up the impact of our advice, enriches professional communities and elevates the profile of career and professional development work. It can be bold, as it envisions and embodies positive change in our areas of practice. For “Carpe Careers” readers who are writers, why do you write about graduate and postdoc career and professional development? For “Carpe” readers who are considering writing about their work, when will you start?

    Katie Homar is the assistant director of the Office of Academic Career Development, Health Sciences, at the University of Pittsburgh. She is a member of the Graduate Career Consortium—an organization providing an international voice for graduate-level career and professional development leaders.

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  • Student Wellbeing in the AI Era: Stress, Confidence, and Connection – A Global Snapshot

    Student Wellbeing in the AI Era: Stress, Confidence, and Connection – A Global Snapshot

    • This HEPI blog was authored by Isabelle Bristow, Managing Director UK and Europe at Studiosity.

    Studiosity’s ninth annual Student Wellbeing Survey, conducted by YouGov in November 2024, gathered insights from university students on their experiences and concerns, and made recommendations to senior leaders. This global research included panels from Australia, Canada, New Zealand, Saudi Arabia, Singapore, the UAE, the UK and the US (see below for the country sample size breakdown).

    The report highlights key learning on AI’s rapid integration into higher education and its impact on student wellbeing. The following are the key takeaways, specifically examining country-specific differences in student experiences with AI, alongside broader issues of stress, connection, belonging, and employability.

    AI Adoption and Its Impact

    AI is now a pervasive tool in higher education, with a significant 79% of all students reporting using AI tools for their studies. While usage is high overall, the proportion of students saying they use AI ‘regularly’ to help with assignments shows interesting variations by country:

    • UK: 17%
    • USA: 27%
    • Singapore: 31%
    • UAE: 38%

    This greater scepticism towards AI among UK students also shows up elsewhere, with students in the UK least likely among the eight countries to expect their university to offer AI tools.

    However, the widespread adoption of AI tools is linked to considerable student stress. The survey found that 68% of students report experiencing personal stress as a result of using AI tools for their coursework. From free text comments, this might be for a number of reasons, including the fear they might be unintentionally breaking the rules; there are also concerns that universities are not moving fast enough to provide AI tools, leaving students to work out for themselves how best to use AI tools. This highlights that navigating the effective and appropriate use of AI is a significant challenge that requires support.

    Furthermore, the way AI is currently being used appears to be affecting students’ confidence in their own learning. Some 61% feel only ‘moderately’ or less confident that they are genuinely learning and improving their own skills when using generative AI.

    Perhaps as a result of this uncertainty, students often seek ‘confidence’ when using university-provided AI support, desiring guided tools that help them check their understanding and validate their genuine learning progress. This motivation was particularly strong in countries like:

    • New Zealand: 31%
    • Australia: 25%
    • UK: 25%

    This suggests a tension between unstructured AI use (linked to lower learning confidence) and the student desire for confidence-building support (which AI, when properly designed for learning, offers).

    Perceptions of how well universities are adapting to AI also vary globally, with 56% of students overall feeling their institutions are adapting quickly enough. However, scepticism is notably higher in certain regions:

    • UK: 53% feel institutions are not adapting fast enough
    • Canada: 52% feel institutions are not adapting fast enough

    Conversely, students in other countries feel their university is adapting fast enough to include AI support tools for study:

    • UAE: 72%
    • Singapore: 66%
    • Saudi Arabia: 65%
    • USA: 58%

    Study Stress: Beyond AI

    While AI contributes to stress, study stress is a broader, multi-faceted challenge for student wellbeing, with frequency and causes differing significantly across countries. Students reported experiencing stress most commonly on a weekly basis (29% overall), with more students than average in Australia and New Zealand (both 33%) experiencing stress on a weekly basis. However, the intensity increases elsewhere:

    • Saudi Arabia: 27% felt stressed daily
    • Canada: 24% felt stressed daily, and a notable 17% felt stressed constantly
    • USA: 16% felt stressed constantly

    The top reasons for general study stress also vary, pointing to the diverse pressures students face:

    • ‘Fear of failing’: significantly higher in the UK (61%) compared with the global average of 52%
    • ‘Not having enough time to balance other life commitments’: significantly higher in the UK (52%) and Australia (48%)
    • ‘Difficult course content’: Singapore (38%)
    • ‘Paying for degree’: Canada (35%) and the USA (31%)
    • ‘Sticking to the rules around integrity and plagiarism’: over-indexed in the UAE (23%) and Saudi Arabia (22%)

    Belonging and Connection

    A sense of belonging is a crucial component of student wellbeing, and the survey revealed variations across countries. Students in Australia (62%) and the UK (65%) reported lower overall belonging levels compared to the global average. What contributes to belonging also differs:

    • ‘Confidence to reach out to teachers’: significantly higher factor in the UK (64%)
    • ‘A flexible schedule to help balance work and study’: dominated as a top reason in Australia (63%) and Singapore (62%)
    • ‘Ease of connecting with a student mentor’: featured prominently in Saudi Arabia (47%), UAE (48%), and USA (43%)
    • ‘Access to mental health support’: over-indexed as a key reason for belonging in Saudi Arabia (47%) and Canada (44%)

    The study also explored direct connections, addressing concerns that AI might reduce human interaction. Students were largely neutral or unsure if generative AI impacted their interactions with peers and teachers (including 63% of students in the UK and 55% in New Zealand). In contrast, students in Saudi Arabia (64%) and the UAE (61%) were most likely to report more interaction due to AI use, followed by Singapore (42%) and the USA (41%).

    Beyond AI’s influence on connection, the survey found that four in ten students (42%) were not provided a mentor in their first year, although over half (55%) would have liked one. Difficulty asking questions of other students was also mentioned by one in ten (13%) students overall. This difficulty was reported more by:

    • Female students: 14% vs 10% for males
    • Older cohorts (50+ year olds): 18% vs 13% for 18-25 year olds
    • Students in the UK (17%), Australia (17%), and New Zealand (16%) compared to other regions.

    Employability Confidence

    Employability is another key area impacting student confidence and overall wellbeing as they look towards the future. The survey found that 59% of students are confident in securing a job within six months of graduation, an increase from 55% in 2024, though concerns remain higher in Canada and the UK. Overall, 74% agree their degree is developing necessary future job skills, although Canadian students were less confident here (68%). Specific concerns about the relevance of a job within six months were more pronounced among:

    • UK students: 20% disagree they will get a related job
    • Canadian students: 14% disagree

    Conclusion

    The YouGov-Studiosity survey provides valuable data highlighting the complex reality of student wellbeing in the current higher education landscape. Rapid AI adoption brings new sources of stress and impacts confidence in learning, adding to existing pressures from general study demands, financial concerns, belonging, connection, and employability anxieties. These challenges, and what supports students most effectively, vary significantly by country. Universities must respond to this complex picture by developing tailored support frameworks that guide students in navigating AI effectively, while also bolstering their sense of belonging, facilitating connections, addressing mental health needs, and supporting their confidence in future careers, in ways responsive to diverse national contexts.

    By country totals: Australia n= 1,234: Canada n= 1,042: New Zealand n= 528: Saudi Arabia n= 511: Singapore n= 1,027: United Arab Emirates n=554: United Kingdom n= 2,328: United States n= 3,000

    You can download further Global Student Wellbeing reports by country here.

    Studiosity is a HEPI Partner. Studiosity is AI-for-Learning, not corrections – to scale student success, empower educators, and improve retention with a proven 4.4x ROI, while ensuring integrity and reducing institutional risk.

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  • Mentorship Gone Missing: A Blueprint for a Mentorship Program – Faculty Focus

    Mentorship Gone Missing: A Blueprint for a Mentorship Program – Faculty Focus

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