Tag: chief

  • Arizona Autism Charter School Founder Tapped as DOE Special Education Chief – The 74

    Arizona Autism Charter School Founder Tapped as DOE Special Education Chief – The 74

    The founder and executive director of a network of Arizona charter schools serving autistic children has been named the U.S. Education Department’s deputy assistant secretary for special education and rehabilitative services. Education Secretary Linda McMahon made the announcement while touring the Arizona Autism Charter Schools’ Phoenix location.

    Diana Diaz-Harrison, whose son is autistic, said that in her new job she hopes to continue her efforts to help others launch autism charter schools throughout the country. Her schools, she said in remarks captured on video by AZ Central, are a testament to what happens “when parents like me are empowered to create solutions.”

    “My vision is to expand school choice for special needs families — whether through charter schools, private options, voucher programs, or other parent-empowered models,” she said in a statement to The 74. .

    The five-school network uses a controversial intervention that attempts to train children to appear and behave like their neurotypical peers. Created by the researcher behind LGBTQ conversion therapy, applied behavior analysis, or ABA, is widely depicted as the gold standard despite scant independent evidence of its effectiveness and mounting research documenting its harms. 

    Diaz-Harrison opened the network’s first school in 2014 as a free, public alternative to private schools for autistic children, which are popular in Arizona but typically charge tens of thousands of dollars a year in tuition. Her Arizona charter schools are a 501(c)3 nonprofit financed by state and federal per-pupil funds. ABA is specifically endorsed by Arizona education officials as a strategy to use with autistic students.

    In the time since those charters opened, ABA has grown to be a national, multi-billion-dollar industry, with for-profit companies tapping public and private insurance to pay for as much as 40 hours a week of one-on-one therapy. The intervention uses repeated, rapid-fire commands that bring rewards and punishments to change a child’s behavior and communication style.

    A 74 investigation last year showed that most data supporting ABA’s effectiveness is drawn from research conducted by industry practitioners. Independent analyses, including a years-long U.S. Department of Defense review, found little evidence the intervention works. Former patients who underwent the therapy as children reported severe, lasting mental health effects, including PTSD.

    Diaz-Harrison told The 74 the therapy is both valuable and sought-after. “For the autism community, specifically, many families seek schools that integrate positive behavioral strategies,” she says. “The evidence supporting behavioral therapy is extensive and well-established. It has been endorsed by the U.S. surgeon general and the American Academy of Pediatrics as an effective, research-backed approach for individuals with autism.”

    During her visit, McMahon told students and staff she was eager to tell President Donald Trump about the schools. “He doesn’t believe any child, whether they have neuro-difficulties or any other problems, should be trapped in a school and not have the facilities that they need,” she said. 

    Since Trump’s second inauguration, he has issued numerous orders that have alarmed disability advocates and the autistic community. Though both edicts contradict longstanding federal laws, in March he ordered the closure of the Education Department and said responsibility for special education will be transferred to the U.S. Department of Health and Human Services.

    About half of the Education Department’s staff has been fired, including most of the people responsible for investigating what had been a backlog of some 6,000 disability discrimination complaints. Though it’s unclear whether Trump and McMahon may legally disregard special education funding laws and allow states to spend federal dollars as they see fit, both have said they favor giving local officials as much decision-making power as possible.

    Meanwhile, HHS Secretary Robert F. Kennedy Jr. has stoked fear in the autistic community by announcing a new effort to tie autism to vaccines or other “environmental toxins” — a hypothesis discredited by dozens of studies. The man he appointed to head the study has been cited for practicing medicine without a license and prescribing dangerous drugs to autistic children. 

    Last week, the new head of the National Institutes of Health announced that an unprecedented compilation of medical, pharmaceutical and insurance records would be used to create an autism “disease registry” — a kind of list historically used to sterilize, institutionalize and even “euthanize” autistic people. HHS later walked back the statement, saying the database under construction would have privacy guardrails.

    Among other responsibilities, the offices Diaz-Harrison will head identify strategies for improving instruction for children with disabilities and ensure that as they grow up, they are able to be as independent as possible. The disability community has raised concerns that the administration is retreating from these goals.   

    Advocates have said they fear the changes pave the way for a return to the practice of separating students with disabilities in dedicated special ed classrooms rather than having them attend class with typically developing peers. The Individuals with Disabilities in Education Act guarantees special education students the right to instruction in the “least restrictive environment” possible.          

    Families’ preferences vary widely, with some parents of autistic children refusing any form of behavior therapy, while others want their kids in settings with children who share their needs. Many insist on grade-level instruction in general education classrooms 

    Diaz-Harrison has a master’s degree in education and worked as a bilingual teacher in California early in her career. From the late 1990s until she began supporting her son full time, she worked as a public relations strategist and a reporter and anchor for the Spanish-language broadcast network Univision. 

    In 2014, frustrated with her son’s school options, she organized a group of parents and ABA providers who applied for permission to open what was then a single K-5 school serving 90 children. The network now has about 1,000 students in all grades and features an online program. 

    At the end of the 2023-24 academic year, 9% of the network’s students scored proficient or highly proficient on Arizona’s annual reading exam, while 4% passed the math assessments.      

    In December 2022, the network won a $1 million Yass Prize, an award created by Jeff and Janine Yass. The billionaire investors have a long track record of donating to Republican political candidates and organizations that support school choice. 

    One of the award’s creators, Jeanne Allen, is CEO of the Center for Education Reform. The center nominated Diaz-Harrison for the federal role. 

    Yass award winners were featured at the 2023 meeting of the American Legislative Exchange Council, or ALEC, a conservative forum where state lawmakers are given model bills on education and other policies to introduce in their respective statehouses. 

    Diaz-Harrison has partnered with a Florida autism school to create a national charter school accelerator program to help people start schools like hers throughout the country. She told The 74 the effort has so far supported teams of hopeful school founders from Louisiana, Texas, Florida, Alabama and Nevada. 

    Parents of young autistic children and autistic adults often disagree about ABA. Told by their pediatrician or the person who diagnosed their child as autistic that they have a narrow window in which to intervene, families fight to get the therapy. Adults who have experienced it, however, report lasting trauma and have lobbied for research — much of it now at risk of being defunded by Kennedy — into more effective and humane alternatives.


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  • Eight critical questions for the new chief executive of UKRI

    Eight critical questions for the new chief executive of UKRI

    The appointment of a new chief executive for UK Research and Innovation (UKRI) could not happen at a more crucial time.

    With public finances under strain, the case for public investment in R&D needs to be made cogently and needs to focus both on addressing the UK’s five government missions and on sustaining the fantastic research asset which the UK university sector represents. The list of issues for the new appointee will no doubt be lengthy, but we put forward the following as a possible shortlist of priorities.

    1. The interface (pipeline) between research councils and Innovate UK

    One of the main goals in establishing UKRI was to ensure a smooth pipeline from the research undertaken by the individual research councils to the industrial/end user base thereby bringing both economic and societal benefit. However, despite years of intent this pipeline seems as obstructed as ever. The fundamental question remains: to what extent is the role of Innovate UK to aid the transition of the outcomes resulting from research council funding versus simply supporting UK-based enterprises in their own research?

    Currently there are disconnects between the research priorities, often defined by government and implemented by the research councils, and the Innovate UK funding mechanism to ensure they are exploited. There are some exceptions here of course: the Creative Industries Clusters was a good example of a joint initiative between AHRC and Innovate UK which did integrate industry demand to local research strengths.

    A key priority for the new chief executive is to join up the pipeline more effectively across the whole range of industry sectors and ensure a very clear role for Innovate UK in partnership with the research councils and the subsequent interface to the National Wealth Fund or British Business Bank.

    2. Articulating and agreeing the balance between UKRI spend on government priorities and investment in the research base of the future

    As we have argued elsewhere on Wonkhe, the nation needs UKRI to fund both the research required by current government priorities relating to industrial strategies or societal challenges, and invest in the broader research base that, in the words of science minister Patrick Vallance, will feed the “goose that lays the golden egg” of our research base and the opportunities of tomorrow.

    Currently, this balance is, at best, hidden from view, suiting neither the needs of government nor the future aspirations of the sector. We urge UKRI to quantify this balance historically and to articulate a proposal to government for moving forward. We also require balance between the budget committed in the long-term to institutes, infrastructure, international subscriptions, and facilities vs. the shorter-term funding into the wider research and innovation community. Balancing these priorities requires a strengthening of the relationship, and open discussion, between UKRI, DSIT and wider government.

    3. Ensuring UKRI is relevant to the government’s regional economic development agenda

    As part of the government’s economic agenda, driving productivity growth in the tier-2 cities outside the South-East and the wealthier places in the UK is key to executing its growth mission. There is a clear tension here in UKRI acting as the key funding agency for public R&D spending driven solely by excellence, and a regional economic development mission, for which additional criteria apply. This tension must be addressed and not ignored.

    The creation of innovation accelerators in which additional funding was provided by government, but UKRI was involved in evaluating the merit of proposals, is a good example of how UKRI can drive change. As the government develops new levers to address and fund regional economic development, UKRI should play a key role in ensuring that this dovetails with the research and innovation base of the nation.

    4. Creating a highly skilled workforce

    As is becoming clear, the number of doctoral students supported by UKRI continues to fall – an issue highlighted, for example, by Cambridge vice chancellor Deborah Prentice in a recent Guardian interview. This is particularly clear in areas which have traditionally relied upon UKRI funding, such as the engineering and physical sciences. The corresponding research effort is in part bolstered by an increase in the number of fee-paying overseas students, but this does little to create the UK-based workforce industry needs.

    UKRI needs to prioritise funding and work with government to find new ways of addressing the skills the nation needs if we are to drive a productive knowledge-based economy. The skills required extend beyond doctoral degrees to include technical professionals and engineers.

    5. Sector confidence around REF as a rigorous, fair process, supportive of excellence

    The HE sector is in financial turmoil, manifested in the unprecedented number of UK higher education institutions currently implementing severance schemes. Ongoing uncertainties over the REF process, from the portability of outputs and the lack of an essential mechanism to ensure a diversity of authors (current proposals have no cap on the number of outputs that can be submitted from any one individual) to the absence of clarity on the people, culture and environment template’s support for excellence need resolution.

    This resolution is required, firstly so that research strategies institutions put in place prior to any census date have time to drive the changes required given that REF is meant to be formative as well as summative; and secondly so that institutions can efficiently deliver their REF returns to a standard and detail a government should expect to provide assurance over the future quality related (QR) spend.

    6. The importance and accountability of QR

    Virtually everyone in the sector embraces the notion that QR is central to the agility and sustainability of the UK research base. This certainty is matched with uncertainty within government as to the value for money this investment provides. If we are to maintain this level of trust in the sector’s ability to derive benefit from this investment, collectively we need to do a better job at showing how QR is central to the agility of our investment in the research outcomes of tomorrow and not simply a plugging of other, non-research related, financial holes. As both assessor and funder UKRI can lead and co-ordinate this response.

    7. Completion of the new funding service (the software needs to work!)

    The joint electronic submission system (Je-S) was outdated and potentially no longer supportable. Its back room equivalent, Siebel, even worse. Their replacement, the new funding service is an acceptable portal to applicants but seemingly still provides inadequate assurances for a system from which to make financial commitments. This shortcoming seems almost incomprehensible given it was an in-house development.

    Moving beyond the essential financial controls it seems to offer little by way of the AI assistance in the identification of reviewers that the software behind the submission systems for many of our research publications has offered for decades. Whether we lack the skills or investment to solve these issues is unclear, but the inefficiency of the current situation is wasteful of perhaps an even more precious resource, namely the time of UKRI staff to add human value to our research landscape. This seeming lack of skills and the systems we require is worrying too to the future REF exercise, even once the framework is known.

    8. Evidencing the effects of change

    Of course the world should and must move on. As a funder of research, it is appropriate that UKRI experiments with better ways of funding, becoming an expert in metascience. Changes inspired by ideology are fine, but it is essential that these changes are then assessed to see if the outcomes are those we desired.

    One example is the narrative CV, a well-meaning initiative to recognise a wider definition of excellence and an equality of opportunity. Is this what it achieved? Do we acknowledge the risks associated with AI or the unintended consequence of favouring the confident individual with English as their first language? While not advocating a return to the tradition of lists CV, we urge a formal reporting of outcomes achieved through the narrative CV using both quantitative and qualitative data and an evidenced based plan to move forward.

    Looking to the future

    We realise that criticism is easy and solutions are hard to find. So in case of doubt, we would like to finish with a call out to UKRI’s greatest resource, namely at all levels its committed and highly professional staff. We know at first hand the dedication of its workforce which is committed to fairly supporting the community, the research they do and the impact it creates.

    The role of chief executive of UKRI provides vital leadership not just to UKRI but to the sector as a whole, and the sector must unite to stand behind the new incumbent in solving the challenges that lie ahead.

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  • chief education solutions officer at Michigan

    chief education solutions officer at Michigan

    James DeVaney and the Center for Academic Innovation at the University of Michigan are no strangers to this community. James has a number of titles at U-M, including special adviser to the president, associate vice provost for academic innovation and founding executive director of the Center for Academic Innovation. Today, I’m talking to James about a new leadership role he is recruiting for at CAI, that of the chief education solutions officer.

    Q: What is the university’s mandate behind this role? How does it help align with and advance the university’s strategic priorities?

    A: First of all, thank you for the opportunity to share more about this exciting new position. I’m thrilled about the potential of this role and the chance to welcome a new colleague to the Center for Academic Innovation—an extraordinary organization that I care deeply about—who will join us in shaping the future of education.

    The inaugural chief education solutions officer (CESO) is pivotal to CAI’s mission to collaborate across campus and around the world to create equitable, lifelong educational opportunities for learners everywhere. By helping CAI deliver offerings that are learner-centered, research-driven, scalable and sustainable, the CESO will directly support the University of Michigan’s Vision 2034, particularly the impact area of life-changing education.

    This role is designed for a dynamic leader ready to solve organizational learning and workforce development challenges while driving growth through innovative, impactful solutions. By developing scalable and sustainable educational models, the CESO will ensure U-M remains at the forefront of lifelong learning and talent development on a global scale.

    The CESO is not just about executing current strategies—it’s a leadership role charged with helping to forge a bold new path for education. By addressing emerging trends like workforce transformation, AI and the growing demand for upskilling, this role will help learners and organizations thrive in a rapidly evolving world. The CESO’s work will empower learners and position U-M as a leader in education innovation for generations to come.

    Q: Where does the role sit within the university structure? How will the person in this role engage with other units and leaders across campus?

    A: The CESO will report directly to me in my capacity as the founding executive director of the Center for Academic Innovation and will be an additional key member of the senior leadership team at CAI. This role sits at the intersection of education innovation, strategic partnerships and business development, ensuring seamless collaboration between external stakeholders and CAI’s internal teams.

    The CESO will work closely with units that already engage with industry and organizational partners and schools and colleges across campus that extend their reach through innovative programs and initiatives. Through these collaborations, the CESO will help identify and deliver innovative solutions to meet workforce development needs and support sustainable partnerships with organizations looking to support their current and future employees in a rapidly changing economy.

    For example, the CESO might work with a school to design a custom program for an industry partner, collaborate with units across campus to expand U-M’s impact in key markets, help an organization to effectively utilize Michigan Online offerings or integrate CAI’s expertise into new initiatives that benefit learners and organizations alike. This role is about connecting ideas, people and resources to drive impact. By aligning CAI’s innovative capabilities with partner needs, the CESO ensures U-M’s resources create transformative outcomes both on campus and beyond.

    Q: What would success look like in one year? Three years? Beyond?

    A: Success in this role is all about creating momentum—whether by building early partnerships, driving measurable growth or laying the groundwork for transformative initiatives. Here’s what we envision at each stage of this journey:

    In one year: The CESO will have established a strong foundation for growth by building early partnerships with industry leaders, meeting key growth targets and launching initial programs that deliver measurable value for learners and organizations. This first year is about setting the stage—building relationships, aligning CAI’s capabilities with external needs and creating momentum for the future. Importantly, the CESO will work alongside a really talented senior leadership team. Year one is also about creating strong connections within this group, building trust and finding ways to support each other.

    In three years: The CESO will have significantly scaled CAI’s impact, with a portfolio of partnerships that reflect innovative, sustainable approaches to workforce development and lifelong learning. Internally, we’ll see streamlined systems for managing partnerships, delivering programs and providing exemplary relationship support. Externally, CAI will be recognized as a trusted leader in educational solutions that address real-world challenges through highly relevant programs that build on interdisciplinary breadth of excellence.

    Beyond three years: Long-term success means driving transformative innovation in education—at both the individual and organizational levels. The CESO’s work will have deepened CAI’s reputation for empowering learners everywhere while also positioning U-M as a leader in lifelong learning and workforce development. The legacy of this role will be an ecosystem of partnerships and programs that inspire and uplift learners across the globe.

    At every stage, success in this role is about creating meaningful, lasting impact for learners and partners. That said, I’m looking to hire a colleague who will not only embrace this vision of success but also challenge it—pushing us to explore uncharted possibilities and reach new heights we haven’t yet imagined.

    Q: What kinds of future roles would someone who took this position be prepared for?

    A: The CESO role is an incredible opportunity for someone looking to advance their career in business development, partnership leadership or workforce innovation—whether within higher education or in related industries.

    This role provides direct experience in managing high-impact partnerships, driving revenue growth and designing innovative learning solutions for diverse audiences. It’s a unique combination of strategic thinking, relationship management and educational innovation that builds a strong foundation for future leadership roles.

    The skills developed in this position—including expertise in lifelong learning, workforce transformation and sustainable business growth—are highly transferable to roles in education, industry or even global organizations. Whether leading similar initiatives at another institution or shaping workforce strategies for a global enterprise, the CESO will leave this role with the tools to make an even bigger impact.

    This position enhances vital leadership skills, such as building trust with stakeholders, navigating complex organizational challenges and creating scalable solutions. It’s a perfect launchpad for individuals ready to shape the future of education at the intersection of academia and industry.

    Joining this team means stepping into a vibrant, forward-thinking environment where your contributions will be valued, your ideas will have impact and you’ll have the space to grow, innovate and truly make a difference.

    I’m truly excited to welcome a dynamic new partner to our team—could it be you?

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