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  • Lessons from innovating in our student support model

    Lessons from innovating in our student support model

    Over the last ten years – and particularly since the pandemic – the complexity of student wellbeing issues in higher education has increased significantly. It became clear to us at the University of Exeter that the traditional model of academic tutoring alone was no longer sufficient to meet the needs of our students.

    Like many other higher education institutions, we had long utilised an academic support model where most academic staff were allocated groups of tutees to provide both academic and pastoral support alongside a range of professional services in areas such as welfare, wellbeing, accessibility and financial support. Our review and research into higher education institutions best practice – both in the UK and internationally, and drawing on approaches from schools and further education providers, identified a clear need for dedicated expertise to provide pastoral support at Exeter.

    This led to the development of our Pastoral Mentor model, which we began piloting in autumn 2023. By 1 August 2025, we will have rolled out Pastoral Mentors to every department. Our model was described briefly in Wonkhe last year but you can also read more about it in the Journal of Learning Development in Higher Education. In summary, Pastoral Mentors are dedicated, non-teaching student support staff embedded in departments, serving as a friendly first point of contact for students facing challenges affecting their studies. They proactively reach out to students based on engagement and attainment data, offer a non-judgmental space for conversations, and connect students with specialist support services as needed. Our pastoral mentors work closely with discipline based staff and wider support services to identify the best way to assist students and ensure that the help they need is connected and timely.

    Lessons from transformation

    While institutions will adopt different approaches to student support, in this piece we reflect on what we’ve learned from implementing institutional change at Exeter, and share the key principles which underpin our model – offering insights we hope will be useful for others working in this space.

    Early identification is key. The earlier students identify they are struggling the easier it is to provide support and put remedies in place. Often, the causes of student failure and drop out begin as relatively low-level challenges, but these can escalate over time – non-attendance leads to missed submissions, which in turn result in failed modules, referrals and potentially withdrawal. If we can identify students whose attendance pattern drops early and support them to get back into the classroom, we can mitigate against many of these larger issues.

    Data is key to this. All institutions now hold large amounts of data on our students; attendance, engagement with the VLE, submissions, grades. We need to use this to support students and at Exeter we developed a bespoke engagement dashboard to enable us to identify students who might be struggling.

    Clear lines of responsibility are vital. It’s no good having access to data if it’s not clear who is going to act on it. Our Pastoral Mentors are responsible for using the engagement dashboard to identify students of concern and do the initial reach out. They then are responsible for linking students who require more specialist support with the correct service, not just telling the student who to contact but in some cases making that contact for them or following up with the student later to ensure they have accessed the support they need. It’s vital that students don’t slip through the net – whether because no one acts on the data or because they fall unnoticed between services.

    Clear escalation processes need to be established. It’s critical to have a clear understanding of where one person’s responsibility ends and when a student should be confidently referred to a specialist. We’ve developed well-defined escalation processes so that our Pastoral Mentors don’t feel pressured to take on issues beyond their expertise and remit, and to ensure we make full use of the specialist staff elsewhere in the institution – helping to maintain the integrity of the overall support ecosystem.

    Presence is a must. Early feedback from our students’ union and students’ guild highlighted the importance of face-to-face, named support, with students finding it easier to seek help from someone they already know. Our Pastoral Mentors are present in departments, they attend welcome and transition events, informal department gatherings and department social events for students. Students should know who the Pastoral Mentor is before they need help to facilitate that first conversation. As a core part of the education team, Pastoral Mentors also become specialists in the rhythm and challenges of the discipline and can thus provide contextualised support and advice relevant to the students’ programme.

    Clarity of message for students is essential. Students are often put off seeking support because they fear disciplinary or fitness to study processes, in particular international students sometimes do not seek support from traditional academic tutors because they do not want to disclose problems to those teaching them or marking their work. Our Pastoral Mentors aim to decouple support from formalised processes around unsatisfactory progress or visa compliance and rather focus on reaching out compassionately, emphasising the importance of a students’ wellbeing and success. Students have reported that this enhanced their sense of belonging and mattering, making it easier to seek support early.

    Supporting colleagues through change

    Institutional change is never easy and while many staff recognise the need to enhance our student support offer to students, it remains an emotive issue. Some departments embraced the new model from the outset, while others found the transition more difficult. There’s never “enough” evidence, particularly when the change you are implementing is both transformative and innovative.

    As academics we often spend a lot of time seeking and compiling evidence to support a theory, but sometimes we have to be brave enough to enact change because it’s the right thing to do and have confidence that we can bring people along over time. If everyone waits for the evidence from others, innovation will never happen. We have found that co-creation is powerful; in order to address the “evidence” challenge, we had to deploy compassion and communication rather than additional data.

    We have to meet colleagues where their concerns lie, not t diminish those concerns but to listen to and recognise both the opportunities and risks associated with change. At Exeter, we adopted a phased co-creation model for our Pastoral Mentor approach, being open with departments that we didn’t have all the answers upfront and that we needed to work together to meet students’ needs. Through this iterative approach we were able to take all our departments with us at a pace that suited them and subsequent feedback on the roll out has been overwhelmingly positive.

    Student support is an emotive area, and it’s important to recognise existing best practice alongside the benefits of change. While we should acknowledge the great work many have done and continue to do, it is also important to recognise the pressure providing pastoral support can put on colleagues. We were keen to ensure that specialising support wasn’t seen as a criticism but a way to relieve pressure on colleagues and ensure more sustainable support for our whole community.

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  • How commuter students show up in new access and participation plans

    How commuter students show up in new access and participation plans

    When the Office for Students included commuter students in the Equality of Opportunity Risk Register (EORR), it recognised the risk that commuter students may not always get the same experience as their “traditional” residential peers.

    The second wave of access and participation plans (APPs) for 2025–26 to 2028–29 have slowly been published and in the wake of the EORR’s inclusion of commuter students, we’ve got a better sense of the steps providers are taking to make the experience more equitable.

    Taking Universities UK’s member list as the sample and searching variations of the phrase “commuting student” in the currently available wave two APPs, 44 out of 81 APPs (at the time of writing) referred to commuter students in some form.

    Sometimes this was a simple statement of demographics, for example, “over 86 per cent are commuters,” or a statement of intention – “increase… work with commuting and mature students.” Other plans detailed comprehensive work to reduce inequities with various interventions, projects and additional research to undertake.

    Some plans referred to commuters broadly in a literature review but did not link this to their local contexts, and as such were not included in our analysis.

    Definitions

    As part of our ongoing series about commuter students, convened with Susan Kenyon at Canterbury Christ Church University, one challenge when discussing support for commuters is working out if everyone is talking about the same thing.

    The EORR sets out that commuter students referred to students “based on the distance or time [students] take to travel from their accommodation to their place of study” – but it then goes on to note there are many definitions, referencing both time and distance and the fact of not having re-located for university.

    In the absence of a sector-wide definition, providers have had to work this out themselves.

    The majority of plans that referenced a definition identified commuters as students whose home address matches their term time address, who had been recruited locally or still lived in their family home. Some plans used a distance to identify commuters, for example 15+ miles into their main campus base. When using distance as a criteria it opens up the possibility of a commuting student also being a student who has relocated to university but lives further away due to cost and housing pressures.

    As we’ve seen earlier in the series, there are differences in the experience based on those who chose to commute versus those who do so out of necessity.

    St Mary’s University in Twickenham explored using the Office of the National Statistics’ Travel to Work Areas maps to define commuters and setting an average travel time of 15 minutes or more (using public transport) from a term time address. They explicitly noted they had investigated the impact of using different definitions of commuter students when analysing student outcomes which led them to identifying commuters as their sixth risk category.

    When identifying commuters in APPs, ten plans went into detail about the intersecting characteristics of this demographic of students. One provider noted that “commuter students are more likely to be Asian, black or from IMD Q1+2 than non- commuter students” – this is something Kulvinder Singh looked at earlier in the series. There were several links between the association of being a commuter and being from an underrepresented group such as a mature student, carer or from a geographical area of deprivation.

    One provider interrogated whether being a commuting student was a direct factor on student outcome metrics and opted that it, in fact, coincided with other risk factors.

    Mind the gap

    For plans that had identified a risk to the commuter student experience, a brief thematic analysis suggests continuation, completion and student outcomes metrics were most prevalent in the sample followed by cost (and transport costs) and its subsequent impact on belonging.

    A lack of flexible timetabling was highlighted several times as a structural challenge for commuting students and plans honed in on the preciousness of commuters’ time.

    Bridging the gap

    Many universities plan to implement student centric timetables to tackle barriers to engagement and include plans to inform students as early as possible about scheduled classes. Flexible modes of learning, better communication methods and early timetables then further reduces peak-travel commuting costs, easing financial pressures.

    A handful of universities offer pre-arrival events and bursaries, aimed at improving commuter student access. At Manchester Metropolitan University, for example, an introductory module to support students preparing for university was particularly valued by commuting students.

    Interventions also emphasised the importance of space, with providers reviewing physical and virtual facilities, creating dedicated spaces to study and relax and improving the visibility of existing commuter spaces. The University of York’s APP suggested a provision of subsidised accommodation on campus to support commuters to engage in evening and social events.

    Peer mentoring programmes, social prescribing, and the creation of commuter student networks are examples of belonging-based interventions. York St John University’s plan proposed social opportunities each month and drop-ins for commuters to be held as often as weekly on campus.

    Many plans recognised a need to better understand the commuter student population. This often manifested as a commitment to engage or set up working groups and projects. Some providers viewed additional research as a first step toward supporting commuters, while others built on existing work and recognised that ongoing consultation offered the best way to deliver support.

    As many of these plans have started to, counting commuters, recognising their experience is geographical and making them visible is the first step to service design with commuter students in mind. Our series has been exploring ways to support their experience through making space, pedagogy, data, shifting institutional thinking and transport agendas that may inspire providers ready to take the next step.

    This blog is part of our series on commuter students. Click here to see the other articles in the series.

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  • Euro visions: A playbook to fight the populists in the Netherlands

    Euro visions: A playbook to fight the populists in the Netherlands

    It looks from here like another Swedish win on Saturday night – but going into Eurovision week, the Netherlands (largely singing in French) was one of the other countries jostling to be top of the odds.

    Its entry for Eurovision 2025 is Claude Kiambe, who was born in Congo and fled with his mother and siblings when he was nine years old, first living in an asylum reception center in Alkmaar before moving to Enkhuizen.

    He got his HAVO high school diploma in the Netherlands and later started studying hotel management at a university of applied sciences – but dropped out when his career took off, largely because of… inflexible timetabling.

    The Netherlands has seen a rise in populist politics in recent years, with some interesting impacts on higher education that it’s worth reviewing as Reform continue to rise in the polls in the UK.

    Controversy kicked off in mid-2024 when the newly formed Dutch coalition government – led by Geert Wilders’ far-right Party for Freedom (PVV) – announced its intention to slash education budgets.

    That caused nationwide protests – with 25,000 student, staff and rector [ie VC] demonstrators in The Hague, garnering support from business leaders, mayors, and health organisations in the process.

    This was fairly new territory for the Universities UK equivalents used to having conversations behind closed doors – but a decision was taken that a new more public and confrontational approach would be needed.

    There’s a “Rector’s Conference” for universities and another for universities of applied sciences – and as well as taking part in the demos, the latter collaborated with students on a major “write in and tell them about them about the impacts” bit of mass activism.

    At the University of Twente the Executive Board and faculty deans expressed strong support for the national protest in November, encouraging staff and students to attend, arranging free transport, and even joining the demonstration to voice concerns about the impact of the cuts on education and research.

    And it worked – to some extent. The planned €2 billion cuts were scaled down to €1.2 billion, and there was a scaling back of international student funding cuts from €293 million to €168 million by December.

    But resistance intensified into early 2025 with “relay strikes” across multiple universities and legal challenges led by Tilburg and Radboud University, as tangible impacts emerged as institutions like the Free University of Amsterdam closing entire departments and others like the University of Twente announcing dozens of staff redundancies.

    And now, they’re very publicly taking the government to court over the cuts.

    It’s like this, it’s like that

    There’s quite a lot of politics to unpack. First, there’s the populist government’s explicit ideological positioning against what it sees as progressive academic culture.

    PVV (the populist “Party for Freedom”) representative Reinder Blaauw made this clear during a June 2024 parliamentary meeting when he celebrated the cuts as a way to force universities to “reconsider their priorities” and choose between political activism or “actual” education:

    For too long, the activist woke culture dominated the lecture halls and education institutions… And all too often, political activism was put above scientific integrity.

    He also specifically questioned…

    …how curricula on critical race theories, decolonisation, feminism and global justice make our students better analytical thinkers,

    Unlike previous cuts from right-wing governments, the rhetoric frames the cuts not as unfortunate fiscal necessity, but as a deliberate political project to reshape Dutch academia. As political scientist Roderik Rekker observes, the PVV has pulled off a remarkable piece of political doublespeak:

    It’s possible the budget cuts are indeed populist policymaking, whitewashed by the rest of the cabinet. But it could also be the opposite – that they were implemented for different reasons [to save money], and that the PVV is passing them off as the realization of their own populist agenda.

    Then there’s the question of Dutch language and identity. The coalition’s proposal to reduce English-taught programmes and require more Dutch-language instruction speaks to broader anxieties about national identity and sovereignty.

    While some academics have long raised concerns about the over-anglicisation of Dutch higher education, the populist government has folded those pedagogical questions into a much more nationalist political project.

    Third, there’s the housing crisis – a problem that has been weaponised in service of a broader agenda. As in many European countries, student housing shortages have created real pressures in university towns.

    But rather than addressing this through housing policy, the government has used it to justify restrictions on international students.

    It goes up, it goes down

    Coalition minister Robert Bruins has employed all sorts of rhetorical tactics to evade responsibility for the breach. In a March 2025 analysis, eight distinct evasion strategies were identified – blaming other causes, claiming lack of comprehensive view, shifting responsibility, expressing trust in the system, rerouting problems, calling for patience, leaving no room for alternatives, and letting others navigate the fallout.

    Confronted with universities’ deteriorating finances, Bruins typically responds that “how they implement (budget cuts) is up to the institutes themselves,” (that line should sound familiar to anyone in the UK) while simultaneously claiming he “cannot assess what critical factors apply for specific institutes.” The circular reasoning allows him to implement cuts while disowning their consequences.

    So if confrontation rather than collaboration became the name of the game at the end of last year, it’s just stepped up – now universities are taking the government to court over the cuts.

    At the heart of the legal challenge is an allegation of breach of trust – the unilateral cancellation of a ten-year administrative agreement signed in 2022. That promised €300 million annually for starter and incentive grants through 2030, creating a framework that universities relied on for investing, planning and recruiting staff.

    At the insistence of the minister, universities quickly started allocating grants,” the UNL recalled, explaining how institutions adjusted their operations based on this commitment. The challenge centres on whether a new government can simply void binding agreements without consequence.

    And around, and around

    For students, the political battles translate into highly problematic proposals. Most notable was a proposed “long-study fine” – a €3,000 penalty for students taking more than one extra year to complete their degrees.

    The long-study penalty is obviously also a way of encouraging children to complete their studies a bit faster,” said BBB (an agrarian and right-wing populist political party in the coalition) MP Claudia van Zanten.

    But former Education Minister Robbert Dijkgraaf countered that, noting that the fine would penalise “ambitious students who like to develop themselves alongside their studies by, for example, doing administrative [ie volunteering] work” as well as “students who unfortunately fall ill during their studies or who have a disability.”

    SUs were unequivocal in their opposition – and the withdrawal of the fine represented a major victory for the Netherlands’ two NUSes – it has one that does research, policy and lobbying work, and one that’s more activism focussed. But other threats remain, most notably to student sports and extracurricular activities.

    In April, the government announced plans to end subsidies for university sports facilities, with student sports passes potentially rising in cost from €200 to €700 annually. Jon de Ruijter, director of Erasmus Sport, called this a “devastating blow” that threatens student wellbeing:

    The trend is that there is increasing attention to student wellbeing, and sport is important for that… It also concerns social functionality, breaking loneliness and mental health.

    TU/e University Council student member Jeannique Wagenaar explains the broader educational implications:

    Students who engage in extracurricular activities manifest themselves better in society. So there’s a broader interest at stake here.

    Housing costs also continue to squeeze students, with rental prices set to rise by up to 7.7 per cent in 2025 – the highest increase in nearly 30 years.

    The Landelijke Studentenvakbond (one of those two National SUs) noted that this hits students particularly hard, given many lack access to housing benefits and those under 21 earn only minimum youth wages.

    SUs see these various pressures as interconnected. ISO chairwoman Mylou Miché:

    They’ve cut the basic grant, are cutting spending on education, and now they want to take away sport… If pensioners can take cheap sports lessons, why not students?

    Chanter un, deux, trois

    The Netherlands has been at the forefront of European internationalisation in higher education, with approximately half of university programmes taught in English or bilingually. The openness has helped Dutch universities punch above their weight globally, with all research universities now ranking in the top 150 worldwide.

    But the populists see this as a problem to be solved rather than an achievement to be celebrated. Bruins’ “Balanced Internationalisation” bill requires at least two-thirds of bachelor’s programmes to be taught in Dutch and gives the government power to approve any English-language offerings.

    Universities have hit back, arguing it will devastate their international standing and ability to attract talent. UNL president Caspar van den Berg called it “an austerity exercise” that will:

    …impoverish education, deprive us of important scientific talent and also scare away international students, whom we desperately need in our country.”

    Some have attempted to play the economics card. University of Amsterdam finance director Erik Boels reckons that “every euro of cutbacks in the short term costs €3.50 in tax revenue in the long term,” as international students who stay in the Netherlands after graduation contribute significantly to the economy.

    And former Education Minister Jo Ritzen similarly noted that:

    …20 to 30 per cent of economic growth in the Netherlands can be attributed to foreign students who find their way into the Dutch labour market.

    Some observers have suggested the Netherlands may eventually follow Denmark’s trajectory – which implemented similar restrictions on international education five years ago only to completely reverse them when the economic impacts became clear.

    But others have argued that the economic arguments fall on deaf ears, and are tools that fight old battles when the populists are in charge.

    C’est en haut, et en bas

    The cuts also expose a geographic dimension – but on that issue there’s argument within the governing coalition. Universities in border and shrinking regions see disproportionate impacts, because they tend to rely more heavily on international students from neighboring countries.

    The regional disparity led BBB senator Frans van Knapen to break ranks and demand special consideration for institutions like the Open University in Heerlen, where 100 jobs were at risk.

    Every time we absolutely want something, there is enough money,” van Knapen insisted during Senate debates, which has prompted opposition parties to pounce – partly because BBB is both a coalition partner implementing national austerity and a party founded to defend rural and regional interests against centralized policy-making.

    As the cuts take effect, the contradictions will almost certainly become more pronounced – and the universities’ strategy is very much to expose them publicly.

    Que sera, oui, sera

    Research has also been hit particularly hard. Of the €748 million reduction negotiated in December 2024, only a small fraction benefited science and research funding.

    It is disappointing and worrying that the largest part of the cuts will remain on research,” said Marcel Levi, chairman of the Netherlands Organisation for Scientific Research (NWO).

    This creates a contradiction in the government’s rhetoric. As UNL president van den Berg pointed out:

    Innovation is mentioned 85 times in the government programme; it is the solution for almost everything the Netherlands is faced with. It is unprecedented that such drastic cuts are being made to the source of innovation.

    Cuts to starter grants for junior researchers of €217 million pose particular problems for renewing the academic workforce and maintaining the Netherlands’ research competitiveness.

    It’s in direct opposition to European goals of investing 3 per cent of GDP in research and innovation – the Dutch investment will amount to just 2.3 per cent.

    Rens Bod from the University of Amsterdam described the compromised budget as “disastrous for universities and ultimately for the Netherlands,” adding that the government’s rhetoric against “woke studies” makes this “a direct attack on academic freedom.”

    Differences have emerged over the retention of starter grants for early-career researchers. While the December compromise preserved some funding for these grants (though still cutting €217 million), Leiden University’s Professor Remco Breuker called this decision “perverse and obscene” in the context of broader cuts:

    The rest of the cuts will force us to lay off many colleagues, while a minority of lecturers who just started working will receive €300,000 in starting funds… This is going to tear apart departments.

    How much time do we have together?

    The Dutch education cuts don’t exist in isolation. They form part of a broader pattern across Europe, where far-right governments are targeting higher education and research funding.

    As Nature reported in October 2024:

    …A surge in far-right parties entering governments across Europe is raising concerns for science. The parties, whose focus is typically immigration, care little about research.

    Italy, Hungary, Slovakia, Croatia, and Austria have all seen similar developments. HE is becoming a dividing line in European politics, where higher education – once seen as a crown jewel of national prestige – is increasingly viewed with suspicion by populist governments.

    Back in NL, universities are now in damage-limitation mode, with institutions like Erasmus Sport focusing on “increasing revenue creatively” rather than implementing immediate fee hikes. “We are not going to panic by implementing a huge increase in our sports pass price for students and staff in September,” says de Ruijter.

    But the long-term outlook remains pretty bleak. Tim van der Hagen, rector of Delft University of Technology, warns that damage to the Netherlands’ international reputation “may be even more damaging than the budget cuts,” and leading academics abroad now “hesitant to consider positions in the Netherlands, while established researchers within the country are beginning to look elsewhere for opportunities.”

    The ongoing challenge will be reconciling the Netherlands’ need for knowledge-based economic growth with the current government’s ideological stance. As former university president Jouke de Vries observed, it represents “a U-turn in policy,” demolishing former minister Dijkgraaf’s billion-euro investment “to make up for lost ground.”

    For UK universities and students watching the Netherlands experiment unfold, there’s a clear message – preparation for similar confrontations should begin now, not after Reform secures parliamentary power either outright, or in some sort of coalition.

    The Netherlands’ experience demonstrates how quickly a new populist government can dismantle long-standing assumptions, agreements and funding structures using rhetoric that frames universities as bastions of “woke activism” rather than engines of national innovation.

    What has worked in the Netherlands – moving from behind-closed-doors discussions to public confrontation, legal challenges, and visible protest – may offer a playbook for the playbook.

    As Reform UK continues to rise in the polls, the sector would be wise to start building coalitions with business leaders, local governments, and health organisations, while developing a more robust and public defense of higher education’s economic and social value – and a more visible set of stories about the impacts on those attracted to the populists. Even the populists struggle when they look like the enemies of opportunity.

    The path from polite policy conversations to pitched battles over institutional survival can be short. Waiting until after an electoral victory to develop a counter-strategy will almost certainly be too late.

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  • Digital Darwinism in Higher Ed: Adapt Your Marketing for AI — or Get Left Behind [Webinar]

    Digital Darwinism in Higher Ed: Adapt Your Marketing for AI — or Get Left Behind [Webinar]

    Your students are already running to AI for answers. The only question is — what’s it saying about your institution? More importantly, are you in the conversation or being left out? If you’re not actively shaping how your school shows up in AI-driven search and decision-making platforms, you’re not just invisible — you’re irrelevant.  

    Digital Darwinism in Higher Ed:
    Adapt Your Marketing for AI — or Get Left Behind
    Date
    : May 29, 2025
    Time: 2:00 p.m. ET / 1:00 p.m. CT

    In this webinar, Collegis Education’s Ashley Nicklay, Sr. Director of Marketing, and Jessica Summers, Director of Web Strategy, will unpack what “AI-ready” really means for higher ed marketing and enrollment leaders. We’ll explore how generative AI influences the student journey from search to selection, why most websites and content strategies are falling short, and what forward-thinking institutions are doing to lead the algorithm, rather than get buried by it. 

    This isn’t just about better SEO or smarter ads. It’s about understanding how AI evaluates your institution — and making sure you’re feeding it the right data, signals, and story to stay in the game.  

    What You’ll Learn 

    • How AI impacts the early stages of the enrollment journey: Understand how tools like ChatGPT and Google’s AI Overviews influence what students see when exploring colleges.  
    • Why AI prompt bias is real — and how to beat it: Learn how content, structured data and reputation shape AI responses. 
    • What AI actually sees when it looks at your website (and what it may miss): Explore how site structure, clarity and technical markup shape what AI-based tools can find and summarize – and what they may overlook.  
    • What it really means to have an AI-optimized website: We’ll show you our checklist of what your .edu needs to show up in AI-generated answers.  
    • How to future-proof your marketing model in an AI-driven search landscape: Assess your current channels and content strategy for resilience as search becomes more conversational and less click-based.  

    Future-Ready Starts Here: Secure Your Spot 

    The institutions that will thrive tomorrow are learning how to market to machines today. Reserve your seat and find out what it takes to survive the AI era of higher ed marketing. 

    Complete the form on the right to reserve your spot.

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  • Penn State Proposes Seven Campus Closures

    Penn State Proposes Seven Campus Closures

    Pennsylvania State University is weighing a plan to close seven of its 19 Commonwealth Campuses, which its governing board is expected to vote on in a virtual meeting Thursday.

    The campuses proposed for closure are Dubois, Fayette, Mont Alto, New Kensington, Shenango, Wilkes-Barre and York. Altogether, those campuses enroll just under 3,200 students. Penn State York, which had 703 students last fall, has the largest enrollment among the seven.

    If approved, the campuses will be shut down by the end of the spring 2027 semester.

    Penn State president Neeli Bendapudi announced the plan in an email Tuesday after several media outlets had already identified the seven Commonwealth Campuses targeted for closure.

    “I believe the recommendation balances our need to adapt to the changing needs of Pennsylvania with compassion for those these decisions affect, both within Penn State and across the commonwealth, in part because of the two-year period before any campus would close. As we work through the next steps, we will be taking steps to support every student in any needed transition and, we will take every step to provide opportunities to faculty and staff to remain part of Penn State,” Bendapudi wrote in a statement shared with the proposal.

    Penn State announced in February that it would consider closing some campuses due to declining enrollment. Officials reviewed 12 campuses for closure before settling on seven.

    While some trustees have pushed back on the proposal, they appear to be in the minority.

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  • The Human Touch: Why AI in Higher Ed Matters

    The Human Touch: Why AI in Higher Ed Matters

    Having spent years in higher education enrollment and marketing, I’ve know firsthand the dedication it takes to connect with prospective students and ensure their success, keenly aware of the immense effort required, the daily challenges teams face in standing out amidst a sea of institutions, and the ever-increasing workloads they manage. And, at the center of all of this is a profound passion for making a real difference in students’ lives and a deep commitment to the unique mission of each university.

    The exciting prospect I see now is how artificial intelligence can actually empower us to achieve these very goals more effectively, without sacrificing the crucial human touch that is critical to the student experience.

    The true power of AI at universities

    The true power of AI in student engagement isn’t about replacing people; it’s about freeing up our teams to invest their time and energy where it truly matters – nurturing meaningful relationships with students. By automating routine tasks and offering valuable data-driven insights, AI provides us with a unique opportunity to connect with students on a deeper level. We can better understand their individual needs and interests, allowing us to provide personalized support that genuinely sets them up for success.

    AI can help enrollment teams sift through hundreds of thousands of inquiries to find those students who will find their path in life thanks to the unique offerings of their university. I don’t know an enrollment team that says they are fully staffed, and AI will give our already stretched teams more time back in their day to really connect with these prospective students. The reward of seeing these students thrive on campus and later succeed in their chosen fields, knowing you played a part in their journey, is deeply fulfilling and why many of us work in higher education.

    Discover RNL Edge, the AI solution for higher education

    RNL Edge is a comprehensive suite of higher education AI solutions that will help you engage constituents, optimize operations, and analyze data instantly—all in a highly secure environment that keeps your institutional data safe. With limitless uses for enrollment and fundraising, RNL Edge is truly the AI solution built for the entire campus.

    Ask for a Discovery Session

    And let’s consider the experience students have once they are on campus. It’s not just about sitting in class and absorbing information; it’s about navigating a complex environment, discovering one’s place and passion, and building a foundation for the future. Students need guidance, encouragement, and consistent support throughout this journey. This is where the human element is indispensable. AI can be a powerful tool in identifying students who may be facing challenges, enabling us to offer targeted support and help them overcome obstacles that might otherwise slow or even block their progress.

    Beyond simply reacting to challenges, AI can empower us to be more proactive. It can help us identify students who might be at risk academically or personally, so we can provide timely support before they fall behind and withdraw. It can also help us tailor our teaching methods to better suit the diverse needs of individual learners, moving away from a one-size-fits-all approach. And crucially, AI can help us measure the effectiveness of our programs faster, making the goal of data-informed decisions for continuous improvement possible across the university.

    Ultimately, the goal of using AI at your university should be to cultivate a more personalized, more effective, and more compassionate learning environment. It’s about empowering students to reach their full potential and making a lasting positive impact on their lives. By integrating AI in a way that enhances, rather than replaces, human interaction, we can build a more supportive, more present, and more successful learning experience for every student. If you are ready to learn more about how AI can help your university, schedule a discovery session with RNL to see firsthand how AI can empower your teams, enhance student experiences, and drive academic success.

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  • Email Marketing & Student Retention in Higher Education

    Email Marketing & Student Retention in Higher Education

    Reading Time: 11 minutes

    Student retention remains one of the biggest challenges in higher education, with dropout rates continuing to concern institutions worldwide. For colleges and universities today, student retention in higher education has evolved into something far more holistic than it once was.

    Recent data underscore the scope of the problem: roughly one in four undergraduates will leave college without completing a degree. For example, data from the Australian Department of Education shows that nearly 25% of higher education students who began in 2017 had not completed their programs by 2022. The United States reports a comparable figure, with NCES data showing first-year retention rates for full-time undergraduates averaging around 75% to 78%, indicating an attrition rate of approximately 22–25%.

    Our targeted email marketing services can help you attract and enroll more students.

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    Behind these statistics are myriad reasons. Financial pressures, mental health struggles, and a lingering sense of disconnection (exacerbated by post-pandemic-era remote learning) are among the top factors driving students to leave.

    This early departure is not just a personal setback for students (many of whom incur debt without obtaining a credential) but also a serious concern for universities. Every student lost represents a missed opportunity to fulfill someone’s potential and a significant cost to the institution in lost tuition and wasted recruitment efforts. It’s no surprise, then, that in 2024/25 the conversation around student success has zeroed in on retention, keeping those first-year students engaged to graduation.

    Amid these challenges, colleges and universities are exploring new ways to support students beyond the classroom. Interestingly, one of the most powerful tools is quite ordinary: email. While often associated with marketing departments or alumni fundraising, email communication has proven to be an unsung hero in student retention strategies. Done right, regular digital touchpoints – from welcome emails and deadline reminders to check-ins and newsletters – can nurture a sense of belonging and keep students from “falling through the cracks.” This blog post explains how.

    What Is the Meaning of Student Retention?

    Student retention refers to an institution’s ability to keep students enrolled continuously, usually from one academic term to the next, until they complete their program. Retention in higher education means the same as student retention, but in the context of colleges and universities. It typically refers to the percentage of students who return each year and progress toward graduation. It’s often measured as the inverse of dropout or attrition rates and serves as a key indicator of institutional effectiveness and student satisfaction.

    But while the metric is important, it doesn’t tell the whole story. Retention intersects with numerous aspects of the student experience, including:

    • Academic preparedness and performance
    • Emotional and mental well-being
    • Financial stability and support
    • Social integration and sense of belonging
    • Clarity around future goals and career pathways

    In short, high retention signals that a school is providing the tools and environment students need to thrive. Low retention often suggests systemic gaps that need attention, whether in support services, communication, or curricular alignment.

    When schools understand the deeper “why” behind retention patterns, they can begin building strategies to support students in more intentional and effective ways.

    Why Do Some Students Stay and Others Leave?

    Understanding college student retention means examining both barriers and motivators that influence whether a student chooses to continue or withdraw. Here are some of the most common reasons students make that decision:

    1. Academic Challenges

    A student who feels unprepared for their coursework or overwhelmed by expectations may quickly disengage. This can be especially true for first-generation students or those entering a competitive academic environment without sufficient support.

    What helps: Proactive emails that demystify academic expectations, offer success tips, and highlight tutoring resources early in the term can make a real difference.

    Example: At the vocational education level, Oconee Fall Line Technical College (OFTC) in Georgia provides a good example of communication-driven retention support. OFTC employs dedicated Retention Specialists who monitor student progress and intervene when issues arise.

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    Source: OFTC

    Using an internal early-alert system, the college flags at-risk students (such as those with irregular attendance or missing assignments) and initiates proactive outreach. Retention staff then reach out to students, often via college email or phone, to check in and connect them with help. This includes emailing a student about available tutoring when they struggle academically, or discussing solutions if a student is considering withdrawal.

    2. Lack of Community or Belonging

    The feeling of being “invisible” on campus can be just as impactful as academic performance. Students who don’t feel they belong are significantly more likely to leave, particularly during their first year.

    What helps: Targeted emails that invite students to join clubs, attend welcome events, or connect with peers can foster a stronger sense of connection.

    Example: AAPS circulates an official newsletter to share recent happenings in the pharmaceutical field and celebrate student achievements. Students consent to having their names and photos featured in these newsletters. This practice personalizes communications and recognizes student accomplishments. This targeted content helps build a sense of community and keeps current students motivated to persist in their programs.

    YouTube videoYouTube video

    Source: AAPS

    3. Financial Stress

    Tuition fees, housing costs, and daily expenses can make the college experience financially unsustainable for many students. Some may not even know what aid or resources are available.

    What helps: Email reminders about scholarships, payment plans, emergency aid, or financial counseling empower students to seek help before small issues become major obstacles.

    Example: In London, City, University of London runs City Cares, a dedicated support programme for vulnerable student groups – including those estranged from family, or young adult caregivers. A key element of City Cares is consistent personal communication: staff send regular check-in emails and updates to these students to see how they are doing and offer help.

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    Source: City, University of London

    Students in the program have a designated staff contact whom they can reach by email or phone for one-to-one support. City Cares also provides practical resources like bursaries, housing assistance, and priority access to opportunities, all communicated through targeted outreach.

    4. Unclear Career Direction

    Students who lose sight of how their studies connect to real-world opportunities often lose motivation. Without a sense of purpose, continuing can feel pointless.

    What helps: Emails that highlight internship opportunities, alumni career paths, and academic-to-career connections help students stay focused and inspired.

    5. Personal and Mental Health Struggles

    From stress and anxiety to family emergencies or health issues, life challenges can derail even the most motivated students.

    What helps: Compassionate, well-timed emails from student services that highlight wellness resources, counseling services, and peer support groups remind students they are not alone.

    Example: DCC uses digital content to address student well-being, which is crucial for retention. A blog post on the college’s site, shared via email and social media, discussed how emotional well-being impacts learning, noting that a student’s mental health influences “focus, engagement, social interactions, and overall academic success.” By openly guiding mental health, DCC shows students and parents that the college cares about more than academics.

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    Source: DCC

    In each of these cases, the common thread is communication. When institutions deliver the right messages at the right moments, they can provide reassurance, guidance, and pathways forward, all of which contribute to stronger retention outcomes.

    How Email Marketing Supports the Entire Student Journey

    Email marketing is not just about promotion. In the context of higher education, it is a structured communication framework that allows institutions to be consistently present for their students, especially when automated and segmented based on academic year, behavior, or demographic indicators.

    Let’s take a look at how email can support retention from orientation through graduation.

    Year One: Onboarding and Early Support

    The first year is foundational. It’s where impressions are formed, habits are developed, and questions abound.

    Effective first-year campaigns include:

    • A welcome series that introduces campus leaders, outlines what to expect, and provides a friendly tone of engagement
    • Resource emails such as “How to Book Time With an Academic Advisor” or “Top Study Spots on Campus”
    • Surveys and wellness check-ins asking students how they’re doing and connecting them to specific supports based on their responses
    • Invitations to student orientation events, campus fairs, and mentorship programs

    This early outreach reduces anxiety and builds a relationship of trust. When students know they can expect relevant, useful information in their inbox, they are more likely to engage with their institution in meaningful ways.

    Example: John Cabot University (JCU) has made student retention a priority through robust student services and outreach. The university’s communications team uses segmented email lists to target different student groups – first-year degree seekers, study-abroad students, etc.

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    Source: John Cabot University

    Upon arrival, all first-year students receive a series of orientation emails with tips on navigating campus life in Rome, introductions to support offices (counseling, academic advising), and invitations to community-building events. This email nurturing continues throughout the year. JCU’s focus on student engagement reflects its ongoing commitment to retention, with email outreach playing a key role in fostering community and support.

    Sophomore and Junior Years: Momentum and Direction

    The second and third years of college can be challenging. Students may experience mid-degree fatigue, uncertainty about their major, or a lack of motivation.

    Email campaigns that support these years often focus on:

    • Important academic milestones, such as major declarations, registration deadlines, or capstone requirements
    • Career development, including internship announcements, networking events, or resume-building resources
    • Personal development opportunities, like study abroad, research assistantships, or leadership training
    • Wellness and retention-focused campaigns that flag disengaged students and prompt follow-up from advisors.

    By continuing to communicate thoughtfully during this middle phase, institutions can ensure students maintain their momentum and receive targeted interventions before problems escalate.

    Example: Southern Methodist University’s (SMU) Office of Student Success & Retention created the “Don’t Ghost SMU” initiative to re-engage students who stop attending without formally taking a leave. Each term, the university identifies “ghosters” – undergraduates who are neither enrolled for the coming term nor on an official leave of absence. The retention team then reaches out to these students three times via email and text message to ask about their plans and encourage them to re-enroll. Students who respond and decide to return are provided with one-on-one support to facilitate their re-entry.

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    Source: SMU

    Senior Year: Graduation and Beyond

    Students approaching graduation often face a new set of stressors—final projects, job applications, and the pressure of “what comes next.” At this point, communication becomes about both support and celebration.

    Senior-focused email strategies may include:

    • Step-by-step graduation guides that include deadlines for forms, fees, and ceremonies
    • Invitations to career prep workshops, mock interviews, or job search bootcamps
    • Highlight reels of student accomplishments or alumni stories to boost morale and confidence
    • Communications from deans or student leaders congratulating seniors and offering final words of encouragement

    Example: NeuAge’s digital content provides career advice and skill-building tips as part of the institution’s ongoing commitment to graduates’ success. NeuAge also promotes free online workshops and webinars (often via LinkedIn and email) led by industry experts, giving current students and recent grads extra opportunities to network and upskill.

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    Source: NeuAge Institute

    Best Practices for Retention-Focused Email Campaigns

    If your institution wants to maximize the impact of email on student retention, consider the following best practices:

    1. Segment Thoughtfully

    A one-size-fits-all email won’t resonate across a diverse student body. Tailor content based on class year, academic discipline, or unique identifiers like international status or first-generation background. The more relevant the message, the more likely it will be read and acted on.

    2. Use Automation With Intention

    Automated emails shouldn’t feel robotic. Use your CRM to trigger messages based on behavior (like missed assignments or low engagement), but personalize them with the student’s name and relevant links or contacts. Automation should make the student feel seen, not surveilled.

    3. Focus on Value

    Each email should offer something of clear value: a helpful tip, a timely reminder, a story that inspires. Avoid sending messages just to fill space in a calendar. If the email doesn’t help the student succeed, it probably shouldn’t be sent.

    Example: ENSR (a Swiss international school) maintains high transparency with parents through regular digital bulletins. The school posts and emails information on upcoming events. For instance, parents receive notices about scheduled parent-teacher meetings, ski trips, and even windsurfing camp well in advance. ENSR’s online parent info page archives these communications, noting what was sent when.

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    Source: ENSR

    4. Monitor and Adjust

    Track engagement data: open rates, click-throughs, and unsubscribes, and use this to inform future messaging. If a subject line isn’t working or a campaign doesn’t drive traffic, revise your approach. Feedback and responsiveness are key to any long-term strategy.

    5. Collaborate Across Departments

    Retention is not the sole responsibility of academic advising or marketing. Develop integrated campaigns that align messaging across departments, including career services, financial aid, and student wellness, so students receive cohesive, coordinated communication.

    Why Email Marketing Belongs in Your Retention Strategy

    Email marketing offers something uniquely powerful: it meets students where they already are, with messages that can be scheduled, targeted, and personalized at scale. When done well, it brings a human touch to institutional processes, building relationships that motivate students to stay engaged.

    More than a tool for reminders or promotions, email can:

    • Prevent students from slipping through the cracks
    • Foster emotional connection and institutional pride
    • Reinforce the idea that success is not only expected, but supported

    Ultimately, when students feel informed, included, and inspired, they are more likely to persist through challenges and complete their degrees. And that’s the heart of any successful retention strategy. Would you like to work on effective strategies for greater Higher Ed Student Retention?

    Our targeted email marketing services can help you attract and enroll more students.

    Discover how we can enhance your recruitment strategy today!

    Frequently Asked Questions

    Question: What is the meaning of student retention?

    Answer: Student retention refers to an institution’s ability to keep students enrolled continuously, usually from one academic term to the next, until they complete their program. Retention in higher education means the same as student retention, but in the context of colleges and universities.

    Question: What is retention in higher education?

    Answer: Retention in higher education means the same as student retention, but in the context of colleges and universities. It typically refers to the percentage of students who return each year and progress toward graduation. High retention in higher ed indicates that students are staying enrolled and on track to finish their degrees.

    Question: What are the reasons for student retention?

    Answer: Students are more likely to be retained (stay in school) when key needs are met. Common reasons for strong student retention include effective academic support (so students don’t fall behind), a sense of belonging on campus (feeling connected to peers and the school), financial stability or aid (relieving tuition stress), and clear personal motivation or goals (seeing the value of their degree). Essentially, when students feel supported academically, socially, and financially – and they believe their education will benefit them – they are far more likely to stay through graduation.

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  • Trump’s ‘So what?’ stratagem — First Amendment News 470

    Trump’s ‘So what?’ stratagem — First Amendment News 470

    “[T]he privilege of the writ of habeas corpus can be suspended in a time of invasion. So it’s an option we’re actively looking at.” — Stephen Miller (May 9)

    “[T]his strikes me as raising the temperature to a whole new level.” — Stephen Vladeck (May 9)

    “No one should be arrested and locked up for their political views”— Esha Bhandari (ACLU lawyer for Rümeysa Öztürk)

    So much of the constitutional damage done (much of it irreversible) by the president’s executive orders is accomplished by what I tag their “So what?” stratagem, which is indifferent to the law or what courts rule. It is a tactic that strikes at the heart of constitutional government as we know it. Like so much else with this administration, it is done in lawless plain view and thus becomes increasingly normalized as Congress remains silent, the attorney general and cabinet officials remain subservient, and Democrats remain ineffective.

    The objective: Rendering judicial rulings ineffectual

    Some six decades ago, political science Professor Martin Shapiro underscored the importance of judicial review in safeguarding free speech rights. The book was titled “Freedom of Speech: The Supreme Court and Judicial Review.” The significance of that point was recently highlighted when Judge William K. Sessions ordered Tufts University doctoral student Rümeysa Öztürk free from unlawful detention at a South Louisiana ICE Processing Center. Ditto when Judge Geoffrey Crawford ordered the release of Mohsen Mahdawi, a Palestinian Columbia student who had been detained by immigration authorities when he went to his U.S. citizenship interview.

    Judicial review is vital to our system of constitutional government. Since at least 1803, the governing principle has been that the Supreme Court and lower courts are the final arbiters of the Constitution, subject only to the amendment process. But laws have staying power only insofar as they are obeyed. When ignored, their efficacy depends on judicial enforcement. Their rulings are thus entitled to respect. Such respect has been honored . . . until now.


    Trump could suspend habeas corpus, Stephen Miller says | LiveNOW from FOX

    In brazen and bizarre ways, the Trump administration’s strategy has been to subvert that constitutional principle.

    Consider this: What if the government acts in flagrant unlawful ways with the intent that its objectives will be realized whenever judicial relief comes too late to prevent them? Or what if judicial relief proves ineffective in correcting the larger non-litigated fallout of such orders? That is the Trump administration’s playbook, and it has already proven rather successful — it is their “Trump card,” so to speak.

    That tactic poses a clear and present danger to our First Amendment freedoms, among others.

    Examples of the ‘So what?’ stratagem

    • The fear principle: Issue an executive order, enforceable by the attorney general, targeting a particular law firm. Make demands of that law firm. Most such firms will capitulate while countless unnamed others will take their marching orders from those threats. Such coercion succeeds even if the initial order was wildly unconstitutional, and it does so in the absence of judicial review. Even if successfully challenged in the courts, there are still the costs of litigation and the potential loss of clients.
    • Effective intimidation: Issue an executive order, enforceable by one or more federal agencies, targeting a particular university. Make demands of that university and threaten it with loss of federal funding and/or the revocation of its 501(c)(3) tax status. Here again, such an “enemies’ list” of threats is unconstitutional. Such intimidation is nonetheless effective in at least two ways: First, it is a shot across the bow to other universities to fall in line. Second, it forces the university that contests the matter to incur the costs (financial and otherwise) of trial and appellate litigation. Thus, the resulting “victory” has its punitive consequences.
    • Frustrating judicial relief: Issue an executive order, enforceable by one or more federal agencies, targeting immigrants. Proceed secretly and with great dispatch to deport such persons. The aim is either to preclude judicial review (as in the case of Kilmar Ábrego García) or to frustrate it by secretly seizing people and whisking them off to Trump-friendly jurisdictions. In those instances in which the government loses in a federal district court, the plan is to seek emergency review in the Supreme Court and argue that such decisions are left largely, or solely, to the prerogative of the executive branch.
    • Irreparable damage: Ignore the law, breach it with reckless abandon. Here, the idea is to completely destroy the targeted party in such a way that judicial relief will never be able to make such parties whole again. There is no better example of this than the outrageous facts in Pippenger v. United States DOGE Service, et al. (U.S. Dist.. Ct., D.C. Case No. 1:25-cv-01090). Pursuant to an executive order, on March 17, DOGE engaged “in the literal trespass and takeover by force of the U.S. Institute for Peace’s headquarters… Once physically inside the Institute’s headquarters, DOGE personnel and others . . . plundered the offices in an effort to access and gain control of the Institute’s infrastructure, including sensitive computer systems,” which included accounts, records, files, other records, files, and emails, which may have also been destroyed. Though the Institute for Peace is an independent nonprofit corporation established by Congress in 1984, its property was seized, and its nearly 300 D.C.-based employees were fired.
    The United States Institute of Peace sign in Washington, DC, an American federal institution tasked with promoting conflict resolution and prevention worldwide

    The United States Institute of Peace in Washington, D.C. (JHVEPhoto / Shutterstock.com)

    Among other things, what is troubling about this power grab (one that deserves wide attention in legal circles and law school classrooms) is that while the administration claims that it is only “reduc[ing] the performance of [the Institute’s] statutory functions and associated personnel to the minimum presence and function required by law,” it lacks such legal authority. Meanwhile, DOGE is trying to gift itself the Institute’s $500 million building. During a hearing on the matter, federal Judge Beryl Howell noted that even if she rules for the Institute, “that win makes no promises” on how difficult, or possible, it will be to put USIP back together. “A bull in a China shop breaks a lot of things.”

    Chill, coerce, suppress, and then evade

    In these instances and others, the stratagem is to coerce and suppress so as to render judicial review either impossible or ineffective. Moreover, there is the chilling effect that such actions have on anyone at odds with Trump and his confederates. Simply consider the law firms, universities, and even media outlets that have complied, either in the absence of any judicial ruling or despite it. 

    All of this occurs sans congressional oversight, even as that body’s constitutional powers are breached with autocratic abandon. And despite her confirmation promise, Attorney General Pam Bondi has weaponized her office to gratify the kingly dictates of her boss.

    As for the federal courts, there “have been over 200 cases where judges in the United States have anonymously received pizzas from individuals, where they didn’t order that. The implicit threat there is: ‘We know where you live.’” Consider it part of a Trump-inspired stratagem.

    Part of that stratagem is the Trump administration’s tactic of denying or evading, as the following exchange between Second Circuit Judge Barrington Parker and government lawyer Drew Ensign, reported by Erik Uebelacker at Courthouse News Service, reveals:

    “Does the government contest that the speech in both cases was protected speech?” Parker asked.

    “Your Honor, we have not taken a position on that,” Ensign replied.

    “Help my thinking along, take a position,” Parker demanded.

    “Your Honor, I don’t have the authority to take a position on that right now,” Ensign said.

    Will the Supreme Court trump the ‘Trump card’?

    And then there is the Supreme Court, which is flooded with emergency appeals from the Trump administration. While Chief Justice Roberts has tried to calm the waters with calls to end the intimidation of judges, his pleas have been ignored. Furthermore, Roberts and his colleagues face the specter that if they displease the president, their rulings might also be disregarded, either directly or indirectly.

    Trump’s strategy is to free himself of any constitutional checks and balances. The frightening truth is that we are veering in that direction, and Mr. Miller’s latest threat is another bad omen, yet another “Trump card.” 

    Just how far this authoritarian game continues will determine the future of our constitutional democracy.

    Levitsky, Way, and Ziblatt on the road to authoritarianism 

    How . . . can we tell whether America has crossed the line into authoritarianism? We propose a simple metric: the cost of opposing the government. In democracies, citizens are not punished for peacefully opposing those in power. They need not worry about publishing critical opinions, supporting opposition candidates or engaging in peaceful protest because they know they will not suffer retribution from the government. In fact, the idea of legitimate opposition — that all citizens have a right to criticize, organize opposition to and seek to remove the government through elections — is a foundational principle of democracy.

    Robert Corn-Revere on the president punishing his enemies 

    Trump has made “lawfare” the official policy of his administration.

    [ . . . ]

    For the Trump administration, no grievance is too petty to escape outsized retribution. After the White House limited access by the Associated Press for refusing to relabel the body of water between Florida and Mexico the “Gulf of America,” federal courts ruled that this act of viewpoint-based retaliation was a violation of the First Amendment. The administration defied that order until April 15, when an AP journalist was allowed into a White House event for the first time since February. 

    Even this, however, seems to be short-lived. The next day, the White House announced a new media policy which would once again restrict journalists at their own discretion — a move which the Associated Press argues is an attempt to evade the court order.

    ‘So to Speak’ podcast: The state of cancel culture in America

    The co-authors of “The Canceling of the American Mind” discuss its new paperback release and where cancel culture stands a year and a half after the book’s original publication.


    More in the news

    2024-2025 SCOTUS term: Free expression and related cases

    Cases decided 

    • Villarreal v. Alaniz (Petition granted. Judgment vacated and case remanded for further consideration in light of Gonzalez v. Trevino, 602 U. S. ___ (2024) (per curiam))
    • Murphy v. Schmitt (“The petition for a writ of certiorari is granted. The judgment is vacated, and the case is remanded to the United States Court of Appeals for the Eighth Circuit for further consideration in light of Gonzalez v. Trevino, 602 U. S. ___ (2024) (per curiam).”)
    • TikTok Inc. and ByteDance Ltd v. Garland (9-0: The challenged provisions of the Protecting Americans from Foreign Adversary Controlled Applications Act do not violate petitioners’ First Amendment rights.)

    Review granted

    Pending petitions 

    Petitions denied

    Emergency applications 

    • Yost v. Ohio Attorney General (Kavanaugh, J., “IT IS ORDERED that the March 14, 2025 order of the United States District Court for the Southern District of Ohio, case No. 2:24-cv-1401, is hereby stayed pending further order of the undersigned or of the Court. It is further ordered that a response to the application be filed on or before Wednesday, April 16, 2025, by 5 p.m. (EDT).”)

    Free speech related

    • Mahmoud v. Taylor (argued April 22 / free exercise case: issue: Whether public schools burden parents’ religious exercise when they compel elementary school children to participate in instruction on gender and sexuality against their parents’ religious convictions and without notice or opportunity to opt out.)
    • Thompson v. United States (decided: 3-21-25/ 9-0 w special concurrences by Alito and Jackson) (interpretation of 18 U. S. C. §1014 re “false statements”)

    Last scheduled FAN

    FAN 469: “Zick on executive orders and official orthodoxies

    This article is part of First Amendment News, an editorially independent publication edited by Ronald K. L. Collins and hosted by FIRE as part of our mission to educate the public about First Amendment issues. The opinions expressed are those of the article’s author(s) and may not reflect the opinions of FIRE or Mr. Collins.

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  • No thank you, AI, I am not interested. You don’t get my data. #shorts

    No thank you, AI, I am not interested. You don’t get my data. #shorts

    No thank you, AI, I am not interested. You don’t get my data. #shorts

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  • connecting-with-peers-in-college-5-ways- The Cengage Blog

    connecting-with-peers-in-college-5-ways- The Cengage Blog

    Reading Time: 4 minutes

    May is Mental Health Awareness Month, a time to elevate conversations around mental wellbeing and reduce the stigma that surrounds it. In recognition, we’re sharing stories directly from students who are navigating the pressures and facing the challenges of higher ed life today.

    One of those students is Pranav Harwadekar, a junior at Texas A&M University. Here’s Pranav’s perspective, in his own words.

    The power of connection

    If there’s one thing I’ve learned as a college student, it’s that connection isn’t just helpful, it’s healing. In the middle of exam stress, academic pressure and juggling 12 open tabs of assignments (and let’s be honest, at least three of them are YouTube, Instagram and Tiktok), having people around you — friends, study partners or just someone to grab a coffee with — can make all the difference.

    Connection isn’t a one-size-fits-all thing. Some people find it during big events, others in quiet moments. As a student navigating a hectic schedule full of coding projects, data analysis and meetings (shoutout to the group projects that always start at 9:00 PM), I’ve had to find creative ways to build community. And in doing so, I’ve realized it’s not just about making friends but about protecting mental health and helping others do the same.

    So, here are five real ways I’ve been fostering connections with my peers, and why they’ve made college feel a little more human.

    1. Group chats that turn into lifelines

    Group chats usually start as the go-to place for messages like, “Wait…when is this due again?” or “Anyone understand question four?” But over time, something funny happens — they evolve. What began as an academic safety net in my computer science classes slowly morphed into a space where we actually talk. We rant when a project takes five hours longer than expected, laugh (gently) about who’s been making good use of extensions and spiral together when the exam review sheet drops and it’s 12 pages long.

    Those chaotic late-night messages, the random hot takes on campus food and the “I give up, I’m switching majors” jokes? They bond us. There’s something comforting about knowing you’re not the only one losing it over a bug that shouldn’t be there.

    2. Volunteering for a shared cause

    One of the most meaningful ways I’ve built connections is through giving back. Whether it was organizing events with UNICEF or volunteering at Hope Health Care, I’ve learned that shared purpose creates real bonds. At Texas A&M, I joined the Engineering Honors Executive Committee. One of the events we take the most pride in is The Big Event — where over 15,000 “Aggies” step out to serve the local community in a single day of service.

    There’s something powerful about rolling up your sleeves next to someone, whether you’re painting fences, planting trees or just picking up trash. You start out as strangers, but by the end, you’ve shared laughs, swapped stories and worked towards something bigger than yourselves. Service naturally opens the door to honest conversations and, often, unexpected friendships.

    3. Making space for real talk

    Some of the best conversations I’ve had in college didn’t happen in classrooms or club meetings. They’ve happened on the walk back from class, while sitting outside the library or in a dining hall when someone casually asked, “How’s everything going?” One time after a brutal week of exams, I admitted to a classmate that I was completely burnt out and questioning if I was even cut out for this major. Instead of brushing it off, they nodded and said, “Same.” That moment of honesty sparked a 30-minute conversation about stress, expectations and feeling like we were just trying to stay afloat.

    I’ve learned that being vulnerable about things, like imposter syndrome, burnout or just needing a mental break, often gives others permission to open up too. It doesn’t always have to be deep. But carving out space for real conversations can turn casual classmates into people you genuinely trust.

    Mental health isn’t just about crisis moments. It’s also about those small check-ins. A simple “How are you doing — really?” can go a long way.

    4. Saying yes to the spontaneous stuff

    Some of the most meaningful connections I’ve made came from saying “yes” to the random stuff: A late-night walk to the campus food truck. A last-minute invite to play spikeball on the quad. A spontaneous movie night where half of us fell asleep mid-way through.

    College is full of moments that don’t feel significant at first. They become the ones you remember because they weren’t forced. They were real. It’s easy to say, “I’m too busy” or “Maybe next time.” But leaning into those little, unplanned hangouts has helped me find people who make the stress feel lighter and the experience way more fun.

    Sometimes, connection starts with just showing up.

    5. Celebrating the little wins together

    College can feel like a never-ending cycle of deadlines, exams and late-night study sessions. It’s easy to stay stuck in survival mode — just pushing through one task after another. That’s why I’ve made it a habit to pause and celebrate the small stuff: finishing a tough project, surviving a brutal week or even just showing up when it was hard to.

    Sometimes that celebration means grabbing dinner with friends, playing spikeball until the sun goes down or spontaneously turning someone’s dorm into a cricket ground. These moments might seem small, but they remind us to slow down and actually enjoy the experience. When we celebrate the little wins together, the big challenges feel a lot more manageable.

    Why this matters (especially in May)

    College can feel isolating at times. And Mental Health Awareness Month is a powerful reminder that we’re not meant to navigate it all alone. The truth is: connection doesn’t have to be big or complicated. It can begin with something as small as a “You good?” text, a shared laugh over a meme or sitting next to someone new in class.

    When we make space for each other — through the small things — we build something bigger: resilience, community and a sense that we belong. Every time we show up for someone, or let them show up for us, we help create a more supportive and compassionate campus.

    And if you’re reading this and feeling even a little disconnected — I get it. I’ve been there too. But trust me: connection often starts with a tiny step. Say yes to that invite. Send that message. Sit down at the crowded table. You might be surprised by how much better things feel when you do.

    Written by Pranav Harwadekar, a junior computer science honors major at Texas A&M University.

    Are your students having trouble connecting with peers in college? Share Pranav’s article for inspiration. Plus, check out an additional student’s perspective on navigating the “College Life Crisis.”

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