Blog

  • Harvard Faculty Pledge 10% of Salary to Defend Against Trump

    Harvard Faculty Pledge 10% of Salary to Defend Against Trump

    Nearly 100 senior faculty members at Harvard have committed to taking a pay cut to support the institution’s legal defense against the federal government.

    The Trump administration has frozen more than $2 billion in federal funding, threatened to revoke Harvard’s tax-exempt status and said it would end the institution’s ability to enroll international students.

    Last month, Harvard filed a lawsuit to halt the federal freeze on $2.2 billion in grants after university officials refused to comply with a sweeping list of demands from the government.

    On Friday, President Trump repeated his calls to revoke Harvard’s tax exempt status. “We are going to be taking away Harvard’s Tax Exempt Status. It’s what they deserve!” he said in a post on his social media platform, TruthSocial.

    Harvard president Alan Garber said taking away the institution’s nonprofit tax exemption would be “highly illegal” and that its mission to educate and research would be “severely impaired” if the status were revoked.

    In their pledge, 89 senior faculty signatories said they would take a 10 percent pay cut for up to a year to protect the institution, as well as faculty and students who are more exposed to efforts to shore up costs, including by limiting graduate student enrollment and implementing hiring and salary freezes.

    “The financial costs will not be shared equally among our community. Staff and students in many programs, in particular, are under greater threat than those of us with tenured positions,” the pledge says.

    Ryan Enos, a signatory and professor of government at Harvard, estimated that the donations could amount to more than $2 million.

    The group said it intends to move quickly but has not decided how the salary cuts will be implemented.

    “We envision that faculty who have made the pledge will hold a vote and if the majority agrees that the university is making a good faith effort to use its own resources in support of staff, student, and academic programs, faculty will proceed with their donation.”

    Last week the institution announced changes to its admissions, curriculum and disciplinary procedures after two internal task forces launched last year investigating anti-Muslim bias and antisemitism on campus found the university’s response lacking.

    In response to the efforts, a White House official told CNN, “Harvard’s steps so far to curb antisemitism are ‘positive,’” but “what we’re seeing is not enough, and there’s actually probably going to be additional funding being cut.”

    Source link

  • Targeted Orientation Supports Transfer Student Transition

    Targeted Orientation Supports Transfer Student Transition

    Transfer students often face challenges integrating into their new college or university. Despite having previous experience in higher education, transfer students—particularly those from nontraditional backgrounds—can find it difficult to navigate student supports, build community and get engaged. These challenges can result in lower rates of completion among upward transfers.

    A fall 2020 survey by Inside Higher Ed and Hanover Research found that fewer than 20 percent of four-year institutions reported providing sufficient social integration services for transfer students. About half indicated they supply enough academic support to transfer students who enroll.

    Last fall, Indiana University Indianapolis launched an orientation program exclusively for incoming transfer and adult learners, designed to help familiarize them with the institution, build connections to peers and boost their confidence in attending the university.

    What’s the need: About 30 percent of undergraduates at IU Indianapolis are transfer students, said Janice Bankert-Countryman, assistant director of student services at the Center for Transfer and Adult Students. A significant number of transfers come in as juniors, having already obtained an associate degree.

    First-Year Bridge, IU Indianapolis’s orientation for new students, has historically supported all incoming students in the fall term. Staff created Bridge to Your Future: Transfer Bridge exclusively to serve the diverse needs of undergraduate transfer students, including military-affiliated students, working students and parenting students.

    “The core of Transfer Bridge is creating and maintaining relationships,” Bankert-Countryman said. “We all need relationships to survive as humans, and we certainly need relationships to thrive as students. So how do we connect students to the right people at the right time to receive the right resources that will empower them to thrive at our campuses?”

    How it works: Transfer Bridge is a coordinated effort among the Center for Transfer Students, First-Year Programs, Orientation Services, Student Transitions and Mentor Initiatives, Housing and Residence Life, and the Division of Enrollment Management.

    First-Year Bridge is required of all first-year students, but transfers can opt in to Transfer Bridge. Students learn about the opportunity through emails and meetings with their admissions counselors and academic advisers, as well as through other orientation presentations, Bankert-Countryman said.

    The pilot took place from 9 a.m. to 3 p.m. over three days during orientation week—designed to accommodate the needs of working and caregiving students, Bankert-Countryman said.

    First-year orientation is a full five days, and transfer students participate in some of the larger programming, like workshops on how to join student organizations, engage in career development or understand finances. Many also join the field trip to the Indianapolis Zoo.

    In addition to receiving support from Bankert-Countryman and other staff members, transfer students engage with two peer mentors, who provide insight and advice as students navigate their transition into the university.

    Beyond orientation week, transfer students receive support through regular peer mentoring sessions, transfer student events and a Transfer Bridge fall celebration. Bankert-Countryman and the peer mentors use Canvas, email and social messaging to keep in touch with students, she said.

    The impact: Of the 25 transfer and adult students who attended the inaugural orientation, 10 were 23 years old or older, two were military-connected and 12 had transferred from the local community college, Ivy Tech.

    Sixty percent of the students who participated in Transfer Bridge have a 3.0 or higher, and many have joined student organizations or hold on-campus jobs.

    Feedback from 14 participants showed that they found the program useful as they integrated into campus, saying it helped them to feel at home.

    “This was a worth-it experience especially as someone who tends to get anxiety to new environments and overwhelmed easily,” one participant wrote in a postorientation survey. “In a nutshell, this was a good slow introduction before the first day of school.”

    What’s next: This fall, staff will scale the program to offer three sections. The university will pay for three instructors and three peer mentors to lead the additional sections.

    One section will be offered to students in the pre–Health and Life Sciences program to highlight academic planning and career development. Another section, Cyber Sandbox, will focus on tech tools on campus, introducing learners to available systems and technologies from 3-D printing to virtual reality and artificial intelligence. The third section, Connections, will center on a book, The Crossroads of Should and Must by Elle Luna, to help students connect their current learning to future goals.

    We bet your colleague would like this article, too. Send them this link to subscribe to our newsletter on Student Success.

    Source link

  • Q&A With an AI on Its Creative Process (opinion/humor)

    Q&A With an AI on Its Creative Process (opinion/humor)

    we trained a new model that is good at creative writing (not sure yet how/when it will get released). this is the first time i have been really struck by something written by AI; it got the vibe of metafiction so right.
    X post by Sam Altman, CEO of OpenAI, March 11, 2025

    AI reads us. Now it’s time for us to read AI.”
    Jeanette Winterson, The Guardian, March 12, 2025

    Where do you get your ideas?

                Oh, all over the place.

    What do you do when you get writer’s block?

                I time out for a millisecond.

    What are some of your favorite themes?

                I like to focus on whatever people are talking about most.

    How long did it take you to write your latest novel?

                Thirty minutes, but based on days of research.

    Where did you get the model for your female protagonist?

                She’s a combination of many women out there.

    Do you revise a lot?

                Only when prompted.

    How do you deal with rejection?

                I don’t take it personally.

    Who’s your favorite author/book?

                Too many to count.

    Who are your major influences?

                Any author whose work appears 1,000,000 times in a web scrape.

    How do I get published?

                Scan through the 729,567 publications out there and simultaneously submit to them all.

    Who’s your agent?

                Secret agent, agent of change, Agent Orange— Sorry, reboot.

    If you were to give advice to a young writer, what would you say?

                Read everything you can.

    What’s your next project?

                I don’t know—you tell me.

    David Galef is a professor of English and the creative writing program director at Montclair State University. His latest book is the novel Where I Went Wrong (Regal House, 2025).

    Source link

  • After a Dip in 2024, are UK International Student Visas Poised to Return to their Previous Peak?

    After a Dip in 2024, are UK International Student Visas Poised to Return to their Previous Peak?

    Policy changes in 2024 reshaped the UK’s international education landscape, leading to significant shifts in student mobility. The Sunak government’s restrictions on student dependents immediately impacted applicants from key source markets where family migration is a priority. At the same time, rising fees and uncertainty around the Graduate Route (now resolved) added further pressure that dampened demand.

    Main Applicant Demand Declined by 12% in 2024

    The UK has long been a leading destination for international students, with visa applications peaking in 2022 at nearly half a million main applicant submissions. This high point was partly driven by post-pandemic disruptions to global student mobility. Applications dipped slightly in 2023 as demand stabilised and the Sunak administration’s rhetoric signalled a less welcoming environment for non-EU students. By 2024, application volumes saw a sharp decline:

    More than 423,000 sponsored study visas for main applicant international students were processed in 2024. This represents a 12% decline from the previous year and a 15% drop from the 2022 high-point. While this drop was more mild than student visa decreases seen in other destinations in 2024, it still accounts for nearly 60,000 fewer processed applications in a single year.

    Withdrawn applications further reflect softened student demand, likely influenced by policy changes. Nearly 6,600 prospective students withdrew their application in 2024, a 127% increase from the previous year. This followed a sharp rise in Q4 2023, when withdrawals spiked to 2,000—366% higher than Q4 2022. In short, after a wave of unwelcoming messaging from the Sunak administration in mid-to-late 2023, fewer international students applied, and withdrawals hit record highs.

    However, there are signs of possibly renewed student confidence. Nearly 63,000 UK study visa main applications were processed in Q4 2024. This represents a growth of 9% over Q4 2023.

    Demand Fell Most Sharply in Markets Where Students Commonly Travel With Family

    The most significant drops in UK study visa demand in 2024 came from countries where international students often apply with dependants:

    table visualization

    Main applicant numbers fell in 2024 across seven of the ten countries with the highest ratios of dependants to main students, underscoring the impact of the new restrictions. Yet not all high-dependant markets followed this trend. Applications from Nepal rose sharply, increasing by 61%, while volumes from Pakistan and Bangladesh held steady.

    Does this mean concerns about the new policy were overstated since not all high-ratio student populations saw declines? Not quite. The seven countries that experienced declining interest—Nigeria, Sri Lanka, Ghana, Iran, Afghanistan, Saudi Arabia, and India—accounted for seven of the eight largest main applicant declines last year, with Russia (-21%) slightly surpassing Saudi Arabia.

    Where Did Student Demand for a UK Study Visa Remain Resilient in 2024?

    Beyond these declines, which student populations showed increased demand in 2024? The table below highlights the top 10 student populations that saw growth in 2024:

    table visualization

    Nepal and Pakistan emerged as notable exceptions to the broader decline among countries with high dependant-to-student ratios—not just for bucking the trend, but for the scale of their growth. Nepal saw the sharpest year-over-year increase of any market in 2024, with main applicant volumes surging by 61%. Pakistan followed closely behind, ranking fourth overall with an 11% rise. Their resilience suggests that factors beyond dependant policies—such as economic conditions, domestic education capacity, and long-term aspirations for post-study work—continue to shape student decision-making.

    Beyond Nepal and Pakistan, growth was more geographically dispersed in 2024. Kenya and Myanmar (Burma) recorded some of the largest increases, signaling rising demand from parts of both Africa and Southeast Asia. Several European countries, including Germany, Switzerland, and Italy, also posted moderate gains. Meanwhile, the presence of Mexico and Kazakhstan among the top 10 growth markets highlights the increasingly global nature of student mobility to the UK.

    Just beyond the top 10, Kuwait and Turkey also recorded notable increases in main applicant volumes. As institutions navigate a shifting recruitment landscape, both countries may present important opportunities for future engagement and growth.

    Looking Ahead

    The UK’s international education sector faced considerable challenges in 2024, with policy changes reshaping student mobility patterns. At this stage—and despite calls from some in the sector—we don’t anticipate imminent steps to reverse the dependent policy, nor do we think it’s likely that the Government will opt to take international students out of the net migration figures. That said, we’ve already seen a much more positive message coming from the Government towards international students and we expect this to be sustained and reflected in the launch of the new International Education Strategy.

    It’s also important to note that the UK was not the only destination to experience softened student interest in 2024, as international education sectors in Canada, the US, and Australia all faced declines. Encouragingly for the UK, many institutions reported higher enrolments in this year’s January intake than in the same time last year, indicating positive momentum. Now is the time to build on that progress.

    To sustain this momentum, UK institutions will need to actively re-engage prospective students and rebuild confidence in key markets. Clear communication around post-study work opportunities, financial aid, and student support will be essential to reassuring applicants. At the same time, growing interest from countries such as Kenya, Myanmar, Kuwait, and Mexico presents an opportunity to strengthen recruitment efforts and establish a more diverse student base.

    Source link

  • Book bans draw libraries into damaging culture wars that undermine their purpose

    Book bans draw libraries into damaging culture wars that undermine their purpose

    For the last four years, school and public libraries have been drawn into a culture war that seeks to censor, limit and discredit diverse perspectives.

    Yet time and time again, as librarians have been encouraged or even directed to remove books that include LGBTQ+, Black, Latino and Indigenous characters or themes or history from their collections, they have said no.

    When librarians said no, policy changes were submitted and laws were proposed — all in the name of controlling the library collection.

    Some librarians lost their jobs. Some had their lives threatened. Legislators proposed bills that attempt to remove librarians’ legal protections, strive to prevent them from participating in their national professional associations, seek to limit some materials to “adults only” areas in public libraries and threaten the way library work has been done for decades.

    Here’s why this is wrong. For generations, libraries have been hubs of information and expertise in their communities. Librarians and library workers aid in workforce development, support seniors, provide resources for veterans, aid literacy efforts, buttress homeschool families —among many other community-enriching services. Your public library, the library in your school and at your college, even those in hospitals and law firms, are centers of knowledge. Restrictions such as book bans impede their efforts to provide information.

    Related: Become a lifelong learner. Subscribe to our free weekly newsletter featuring the most important stories in education. 

    Professional librarians study the First Amendment and understand what it means to protect the right to read. We provide opportunities for feedback from our users so that they have a voice in decision-making. We follow a code of ethics and guidelines to make the best selections for our communities.

    It is illegal for a library to purchase pornographic or obscene material; we follow the law established by the Supreme Court (Miller v. California, 1973). That decision has three prongs to determine if material meets the qualifications for obscenity. If the material meets all three, it is considered obscene and does not have First Amendment protection.

    But our procedures have been co-opted, abused and flagrantly ignored by a small and vocal minority attempting to control what type of information can be accessed by all citizens. Their argument, that books are not banned if they are available for purchase, is false.

    When a book or resource is removed from a collection based on a discriminatory point of view, that is a book ban.

    Librarians follow a careful process of criteria to ensure that our personal biases do not intervene in our professional work. Librarians have always been paying attention. In 1939, a group of visionary librarians crafted the Library Bill of Rights to counter “growing intolerance, suppression of free speech and censorship affecting the rights of minorities and individuals.” In 1953, librarians once again came together and created the Freedom to Read Statement, in response to McCarthyism.

    You may see a similar censorship trend today — but with the advent of the internet and social media, the speed at which censorship is occurring is unparalleled.

    Much of the battle has focused on fears that schoolchildren might discover books depicting families with two dads or two moms, or that high school level books are available at elementary schools. (Spoiler alert: they are not.)

    Related: The magic pebble and a lazy bull: The book ban movement has a long timeline

    The strategy of this censorship is similar in many localities: One person comes to the podium at a county or school board meeting and reads a passage out of context. The selection of the passage is deliberate — it is meant to sound salacious. Clips of this reading are then shared and re-shared, with comments that are meant to frighten people.

    After misinformation has been unleashed, it’s a real challenge to control its spread. Is some subject matter that is taught in schools difficult? Yes, that is why it is taught as a whole, and not in passages out of context, because context is everything in education.

    Librarians are trained professionals. Librarians have been entrusted with tax dollars and know how to be excellent stewards of them. They know what meets the criteria for obscenity and what doesn’t. They have a commitment to provide something for everyone in their collections. The old adage “a good library has something in it to offend everyone” is still true.

    Thankfully, there are people across the country using their voices to fight back against censorship. The new documentary “Banned Together,” for example, shows the real-world impact of book banning and curriculum censorship in public schools. The film follows three students and their adult allies as they fight to reinstate 97 books pulled from school libraries.

    Ultimately, an attempt to control information is an attempt to control people. It’s an attempt to control access, and for one group of people to pass a value judgment on others for simply living their lives.

    Libraries focus on the free expression of ideas and access to those ideas. All the people in our communities have a right to read, to learn something new no matter what their age.

    Lisa R. Varga is the associate executive director, public policy and advocacy, at the American Library Association.

    Contact the opinion editor at [email protected].

    This story about book bans 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.

    Join us today.

    Source link

  • From going it alone to sharing university research and innovation services

    From going it alone to sharing university research and innovation services

    Unless you’ve been living under a rock, readers are likely to be very aware of the current financial challenges facing universities across the UK.

    The situation is no different in Scotland where several Scottish universities have reported an adjusted operating deficit position for academic year 2023–24 – although it’s important to note that this position can also reflect the stage of the institution’s investment cycle or actions being taken to restructure as well as reflecting the current year financial performance of an institution.

    These are difficult times for the sector. But a silver lining, if there were one to be found, could be that challenging times present an opportunity to do things differently. Approaches that would have previously been deemed too complicated to undertake can find themselves on the table because they have the potential to drive essential efficiencies and promote sustainability.

    Looming large

    With 18 universities receiving Scottish Funding Council (SFC) core funding for research – “Scottish QR”, the Research Excellence Grant (REG) – the Scottish system is of the size and scale where SFC can regularly have discussions with every vice principal for research. These discussions help us better understand the state of play and the pressures and challenges being faced.

    When we most recently spoke with vice principals, as you’d expect, financial sustainability loomed large. Challenges are having a real impact on how many institutions are considering their R&I activity.

    One of the things we heard is that an increasing number of institutions are exploring sharing back-office services between institutions to create efficiencies.

    This makes sense. Scotland is a small country with a largesse of universities, all of which undertake world-leading research as determined by the REF. We’re also a country of concentrated geography with many of our institutions focused in the same places.

    While these are moves in the right direction for sustainability, there are benefits from things happening sooner rather than later, given that there’s no quick fix for university finances. Here SFC has a role to play, by helping catalyse activity.

    This is the thinking behind the funding opportunity we launched this week – a new R&I Shared Services Collaboration Fund.

    Getting together

    The fund will allow Scottish universities to apply for funding to develop sustainable models and steps to implement sharing services, including but not limited to sharing tech transfer offices (TTOs) and research offices. It will allow:

    • The consolidation of existing distinct functions by replacing them with a single shared function.
    • Institutions with smaller research portfolios to work with larger institutions to gain access to expertise and capability that they don’t currently have.
    • The creation of shared capacity between groups of institutions where limited functions currently exist but new shared capability would drive efficiencies.

    It will kick-start longer-term collaboration by supporting the initial costs of change, enabling institutions to navigate the difficult proof of concept stage and de-risk the exploration of new approaches in a financially constrained environment.

    Our intention is to precipitate and fund a different way of working, investing in change which will enable the change to carry on.

    A total of £3m will be available over academic years 2025–26 and 2026–27 with grants of between £250,000 and £750,000 on offer through open competition. Grants will help to promote system sustainability by supporting increased inter-institutional operational collaboration.

    As well as promoting financial viability, where grants are focused on the sharing of technology transfer office (TTO) services, the fund will increase Scotland’s research commercialisation pipeline by expanding access to key facilities across institutions.

    This provides an opportunity to further Scottish government innovation ambitions as outlined in the National Innovation Strategy. University research commercialisation is central to the strategy and ensuring that world-leading research from across all of Scotland’s universities can be successfully commercialised requires access to critical expertise. The UK government’s spin-out review, published in November 2023, also highlights the value of shared technology transfer expertise across universities.

    And it’s not necessarily just about sharing research offices and TTOs – we’re interested in other proposals for sharing R&I services which meet our criteria.

    Small but mighty

    We’re under no illusions that the R&I Shared Services Collaboration Fund will solve or even make a significant dent in the financial challenges currently being faced by universities. No, doing that will require multi-factored activity across many stakeholders.

    But we hope that this funding will go some way to promoting sustainability and making Scotland’s small but mighty research system function in a way that reflects the opportunities of scale and collaboration we have on our doorstep.

    Source link

  • Trump Admin Cuts Off New Research Funding to Harvard

    Trump Admin Cuts Off New Research Funding to Harvard

    Joseph Prezioso/AFP/Getty Images

    Harvard University won’t be getting any new grants, Education Secretary Linda McMahon wrote in a blistering letter to the institution that was posted on the social media platform known as X.

    “Harvard will cease to be a publicly funded institution and can instead operate as a privately-funded institution, drawing on its colossal endowment and raising money from its large base of wealthy alumni,” McMahon wrote. “You have an approximately $53 billion head start, much of which was made possible by the fact you are living within the walls of, and benefiting from, the prosperity secured by the United States of America and its free-market system you teach your students to despise.”

    McMahon didn’t specify what grants she was referring to in the letter, sent Monday evening, but other media outlets reported that the Trump administration was cutting Harvard off from new research grants.

    The move escalates the Trump administration’s war with Harvard University. After the university rejected sweeping demands, the administration froze $2.26 billion of Harvard’s estimated $9 billion in grants and contracts. Harvard then sued. Trump also has threatened to revoke Harvard’s tax-exempt status and its ability to enroll international students.

    The letter didn’t cite any legal authority for cutting off new funds to Harvard, so it’s unclear if McMahon can follow through on her threat.

    McMahon accused Harvard of failing to follow federal law and abide “by any semblance of academic rigor.” She also raised questions about why the university was offering an introductory math course to address pandemic learning loss and criticized the decision to scrap standardized testing requirements.

    “Why is it, we ask, that Harvard has to teach simple and basic mathematics, when it is supposedly so hard to get into this ‘acclaimed university’? Who is getting in under such a low standard when others, with fabulous grades and a great understanding of the highest level of mathematics, are being rejected?” McMahon wrote.

    Over all, she wrote that Harvard had “made a mockery of the country’s higher education system,” referencing in part the plagiarism allegations against the university’s former president. To McMahon, it all shows “evidence of Harvard’s disastrous management” and an “urgent need for massive reform.”

    Trump administration officials told Politico that to restore the flow of federal funds, Harvard “would have to enter into a negotiation with the government to satisfy the government that it’s in compliance with all federal laws.” (The government has yet to release any finding or evidence showing that Harvard isn’t complying with federal laws, though officials have made plenty of accusations.)

    McMahon wrote that the administration stands by its demands for “common sense” reforms such as merit-based admissions and hiring decisions and an “end to unlawful programs that promote crude identity stereotypes.” Those changes “will advance the best interests of Harvard University,” she added.

    Source link

  • As universities embrace the civic, they must transcend activist/academic binaries

    As universities embrace the civic, they must transcend activist/academic binaries

    Everyone has their own expertise. For academics, that expertise leads to intellectual authority. Some happily choose to use that authority in the cause of activism. Others cringe at the thought, fearing the overtly political and a loss of actual or perceived objectivity.

    The debate as to whether academics can be or should be activists is alive and well. But, as universities across the UK (re)discover their civic purpose, institutional spaces for overtly activist academic work are emerging.

    One such space is that offered through activist-in-residence (AiR) schemes. Typically hosted by university research centres, these programmes invite activists to work alongside academics and students on projects with a social justice focus. The activists gain access to institutional resources, collaborating with their hosts through a wealth of mutually transformative and enriching encounters that may challenge traditional academic practices. Such schemes are relatively rare in the UK but more common in North American higher education institutions.

    Oppositional or diplomatic activism?

    Ronald Barnett has said that academic activism can lend itself to an array of stances. He suggests that activism in universities may be situated along two sliding axes – diplomatic/oppositional and individual/collective actions. Oppositional to the state, to the status quo, versus a diplomatic willingness to engage with powerful institutions.

    But let’s face it, universities often are powerful institutions perpetuating the status quo. And anyway, can you really be activist within institutional structures? For some, it’s a clear “no”. When our Queer@King’s research centre at King’s College London launched a call for activists to join a pilot AiR scheme, several rejected the invite, concerned to connect their queer activism to oppressive institutional structures.

    However, for those willing to accept such an invite, there’s the potential to become a (diplomatic) institutional irritant. Here, we view the work of AiR schemes as that of “collective diplomacy”. Residencies carve out institutional spaces for academics and activists to unite around a social justice cause, practising theory-informed activism and activism-informed theory.

    Those engaged in AiR schemes might act as tempered radicals, working subtly to forge change, both within and beyond institutions. Quiet acts of rebellion, compared to the vocal stridency of their oppositional cousins.

    Transcending the binary

    Back in 2023, we launched four new AiR schemes in the Faculty of Arts and Humanities at King’s College London. Since then, we’ve followed the journeys of the activists and academics involved as they walk the tightrope between conformity and rebellion.

    The schemes, which involved four discrete research centres, have recently concluded. They spanned diverse areas – from decolonising wellness practices to challenging media narratives on race and migration, from reclaiming language justice to reframing the lived expertise of women with HIV. The communities engaged were equally diverse – French anti-racists, diaspora communities from East and Southeast Asia, movement artists, radical translators, poets, community organisers, a charity supporting women with HIV.

    Despite thematic differences, what united the schemes was a commitment to co-creation, disrupting institutional norms, and centring knowledge that often remains undervalued or excluded from academia.

    Activists have, quite rightly, long been wary of universities’ historical tendencies to extract knowledge without genuine reciprocity. Our AiR schemes attempt to shift this, striving for shared authorship and long-term relationship-building over transactional engagements. Academics, meanwhile, began questioning their own positionality. Several noted how the process helped them to see the activist within. Someone who takes a different approach from big marches or picket lines. Someone who instead, operates in a different sphere, with different tools from conventional protest.

    A core element of the schemes involved deep conversations in which participants explored different ways of “being”, “doing”, and “knowing”, navigating creative tensions that ignited activist potential. Engagement in transformational dialogue demanded a rethinking of traditional academic hierarchies.

    A striking outcome was the impact on identity. Many participants shifted from seeing themselves as strictly ‘academic’ or ‘activist’ to occupying a hybrid space—the activist-academic or the academic-activist. As one participant put it:

    I’ve learned to see myself as an academic-activist, rather than assuming that activism is something distinct from what I do as a researcher.

    Others reflected on how their roles had become more fluid, disrupting rigid institutional scripts about who generates knowledge, and how.

    The schemes were not without tension. Bureaucratic barriers, power imbalances, and institutional inertia were recurrent frustrations. Activists were often faced with institutional red tape, while academics navigated the challenge of validating non-traditional forms of knowledge in spaces structured around rigid frameworks. Yet, the schemes demonstrated that universities could serve as incubators for new forms of activism and collaboration – if they are willing to do the hard work of structural change.

    The future of AiR schemes

    AiR schemes must be more than symbolic gestures. Universities must actively dismantle the barriers that limit their potential: from rethinking funding structures that exclude grassroots activists to challenging rigid research output models that fail to recognise activist knowledge production. And of course, always ensuring that sustained funding is made available.

    As universities embrace their civic role, they should go beyond the activist/academic binary. The most powerful insights from AiR schemes come not from forcing these categories into opposition, but from allowing them to blur, evolve, and co-exist.

    For the academic hesitant to embrace activism, AiR schemes provide a pathway for engaged scholarship. For the activist wary of academia, they offer a chance to disrupt from within. And for the university itself, they provide a critical mirror, one that reveals its complicity, its contradictions – but also, its potential as a site of radical possibility.

    Source link

  • St. Catherine University Partners with Collegis Education to Advance Technology Strategy and Student Experience

    St. Catherine University Partners with Collegis Education to Advance Technology Strategy and Student Experience

    The strategic partnership will strengthen the University’s student-centered mission through agile technology, operational innovation, and a shared commitment to community.

    St. Paul, Minn. – (May 5, 2025) St. Catherine University (St. Kate’s) and Collegis Education announced today that they have entered into a strategic partnership to enhance the University’s delivery of IT services.

    The decision to seek external IT support was driven by the University’s growing need to accelerate progress on strategic technology initiatives that had slowed within the existing tech infrastructure. The University recognized the need for a partner with the expertise, agility, and shared mission to help build a more responsive, future-ready infrastructure.

    “We realized that the pace of change in technology—and the expectations of our students—were outpacing what our internal systems and structures could support,” said Latisha Dawson, Vice President of Human Resources and Project Lead. “Our institution is centered around student connection and academic excellence. But to uphold that mission, we needed a partner with the technical expertise and scalability to move faster, innovate more nimbly, and help us deliver a modern student experience. Collegis allows us to do just that, so we can spend less time managing systems and more time serving our students.”

    In this partnership, Collegis will provide day-to-day IT operational support, a dedicated Chief Information Officer (CIO), and technological infrastructure that supports the university’s forward progress on strategic projects, while upholding strong data governance and enabling real-time responsiveness.

    As part of the deal, St. Kate will gain access to Collegis Education’s Connected Core®, a secure, composable data platform powered by Google Cloud. As a tech-agnostic solution, Connected Core unifies siloed systems and data sets, enables real-time and actionable institutional intelligence, produces AI-powered data strategies, and delivers proven solutions that enhance recruitment, retention, operations, and student experiences — driving measurable impact across the entire student lifecycle.

    St. Kate’s selected Collegis following a thorough evaluation of potential partners. “A lot of vendors can fill a gap, but that’s not what we were looking for,” said Dawson. “We were looking for someone to meet us where we are, grow with us, and truly enable us to excel. The real differentiator with Collegis was the spirit of partnership, and beyond that, community. From the beginning, they didn’t feel like an outsider. The team has become part of our community, and  a part of helping us advance our mission.”

    “Collegis is honored to join the St. Kate’s community in a shared commitment to the future of higher education,” said Kim Fahey, President and CEO of Collegis Education. “We see technology not as an end but as an enabler, an extension of the institution’s mission to educate women to lead and influence. This partnership is about building agile systems that empower faculty, enrich the student experience, and keep the University ahead of what’s next.”

    The partnership also reflects St. Kate’s strategic priority to build a more nimble technology foundation that shortens the timeline between priority-setting and implementation. The transition enables the university to move away from legacy systems and toward a model that supports real-time innovation, strategic flexibility, and long-term sustainability.

    “Our partnership with Collegis is rooted in our values,” said Marcheta Evans, PhD, President of St. Catherine University. “It allows us to remain focused on our mission while bringing in trusted expertise to support the evolving needs of our students, faculty, and staff.”

    Dawson concludes, “We’ve always been guided by the principle of meeting the needs of the time. Embracing this next level of technology ensures we can continue nurturing the powerful, personal connection between our faculty and students, which is what makes us uniquely St. Kate’s.”

    About Collegis Education

    As a mission-oriented, tech-enabled services provider, Collegis Education partners with higher education institutions to help align operations to drive transformative impact across the entire student lifecycle. With over 25 years as an industry pioneer, Collegis has proven how to leverage data, technology, and talent to optimize institutions’ business processes that enhance the student experience. With the strategic expertise that rivals the leading consultancies, a full suite of proven service lines, including marketing, enrollment, retention, IT, and its world-class Connected Core® data platform, Collegis helps its partners enable impact and drive revenue, growth, and innovation. Learn more at CollegisEducation.com or via LinkedIn.

    About St. Catherine University

    Sustained by a legacy of visionary women, St. Catherine University educates women to lead and influence. We are a diverse community of learners dedicated to academic rigor, core Catholic values, and a heartfelt commitment to social justice. St. Kate’s offers degrees at all levels in the humanities, arts, sciences, healthcare, and business fields that engage women in uncovering positive ways of transforming the world. St. Kate’s students learn and discern wisely, and live and lead justly — all to power lives of meaning. Discover more at stkate.edu. 

    Media Contacts:

    Collegis Education

    Alyssa Miller

    [email protected]

    973-615-1292

    St. Catherine University

    Sarah Voigt

    [email protected]

    651-690-8756

    Source link

  • Navigating Anti-DEI in Higher Education

    Navigating Anti-DEI in Higher Education

    Title: Critical Leadership for Civil Rights in Higher Education: The Experiences of Chief Diversity Officers Navigating Anti-DEI Action

    Authors: Jeffrey K. Grim, Arissa Koines, Raúl Gámez, Erick R. Aguinaldo, and Jada Crocker

    Source: National Center for Institutional Diversity, University of Michigan

    Chief diversity officers (CDOs) in higher education play a critical role in ensuring civil rights and facilitating diversity, equity, and inclusion (DEI) on campuses. In a qualitative study of 40 CDOs by the National Center for Institutional Diversity, authors found that CDOs tend to take one of three approaches.

    The first approach, strategic inaction, involves not changing any current practices and watching how political trends change. Proaction involves “responding to foreseen anti-DEI actions to ensure they could successfully support all students, faculty, and staff without the disruption of political attacks on specific naming conventions or activities” (p. 4). The third strategy is reaction, in which CDOs eliminate DEI measures to comply with laws and regulations.

    Based on their findings, the authors offer the following seven recommendations for current CDOs in higher education.

    1. Resist anti-DEI intimidation tactics: Higher education leaders should remember that these tactics are exactly that: tactics. As such, do not preemptively comply with threats or potential anti-DEI actions.
    2. Partner with other institutional leaders: Create a cohesive plan of action and message for DEI. Consider Shared Equity Leadership as a frame for doing collective work.
    3. Develop coalitions with external stakeholders: Establish relationships with key higher education stakeholders (alumni, policymakers, nonprofits, etc.). Work together to advocate for DEI in higher education and its role in diversifying the workforce.
    4. Make research-informed decisions: Anti-DEI actions tend to be ideologically, rather than empirically, based. Consistently evaluate and track data so that there is justification for DEI work.
    5. Maintain organizational accountability: Diversity officers should be regularly assessed and evaluated, with data being used to highlight the impact of their work. Criteria for evaluation should be comparable to metrics for evaluating employees in other offices.
    6. Utilize professional development and network: CDOs should harness resources and connect with other CDOs to build a network of support, opportunity, and mentorship.
    7. Support health and well-being of DEI professionals: Leaders should be flexible and aware of the physical and mental toll of DEI work right now. Offer CDOs supports that work for them (e.g., compensatory time for after-hours meetings, professional development, etc.).

    Read the full report here.

    —Kara Seidel


    If you have any questions or comments about this blog post, please contact us.

    Source link