Tag: director

  • Ex-NIH Director Says Trump Silenced Him, Others

    Ex-NIH Director Says Trump Silenced Him, Others

    A former director of the National Institutes of Health—who resigned in February—told CBS’s 60 Minutes that working at the agency became “untenable” after President Donald Trump started his second term Jan. 20. 

    Like “every other scientist, I was not allowed to speak in any kind of scientific meeting or public setting,” Francis Collins, a geneticist who had worked for the biomedical research agency since the 1990s, said during an episode that aired Sunday. He believed staying at the agency wouldn’t have helped. “I would have been pretty much in the circumstance of not being able to speak about it.”

    Over the past few months, the Trump administration has announced sweeping budget cuts and ideologically driven policy changes at numerous agencies across the federal government, including at the $47 billion NIH. The NIH is the largest funder of biomedical research in the world, sending about 80 percent of its budget to universities, medical colleges and other institutes in the form of extramural grants that support research on fatal diseases, such as cancer, Alzheimer’s and diabetes. 

    But scientists and medical research advocates say the work of the NIH—and the millions of patients it supports—is in jeopardy. 

    In late January, the NIH temporarily froze spending and communication and halted most reviews of grant applications; so far in 2025 it’s awarded about $2.8 billion less than usual at this point over the past five years. It’s also announced a plan to cap indirect research cost rates, which universities say would create gaping budget holes and slow the pace of medical breakthroughs. (A federal judge has since blocked the guidance.)

    The agency has also fired some 1,300 employees and terminated roughly $2 billion in grants—many focused on the health of women, LGBTQ+ people and racial minorities—that no longer effectuate “agency priorities.” (Researchers have since sued over the grant terminations). And earlier this month, The Washington Post reported that an internal White House budget proposal outlined plans to cut $20 billion from NIH’s annual budget and consolidate the NIH’s 27 institutes and centers into eight.

    Although research advocates have protested the cuts, the drastic changes have created an environment of fear and anxiety for both university scientists and the remaining NIH employees who support them and conduct their own medical research. 

    “I’ve never seen the morale of an institution change so abruptly to where we feel fear,” said an NIH researcher who spoke to 60 Minutes on the condition of anonymity. “You can’t run an organization as complicated as NIH without a support system … That has now been decimated … This doesn’t feel like a strategic plan to make the NIH better and more efficient. It feels like a wrecking ball.”

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  • NSF Director Panchanathan Resigns

    NSF Director Panchanathan Resigns

    Sethuraman Panchanathan, director of the National Science Foundation, resigned Thursday after nearly five years at the helm. His resignation comes less than one week after he issued sweeping priority changes—including terminating funding for projects that focus on diversity, equity and inclusion or combating misinformation—at the independent agency that funds billions of dollars to nonmedical university research each year. 

    “I believe that I have done all I can to advance the mission of the agency and feel that it is time to pass the baton to new leadership,” Panchanathan wrote in a resignation letter, first reported by Science. “I am deeply grateful to the presidents for the opportunity to serve our nation.”

    Although it’s not immediately clear what prompted his resignation, Panchanathan is among the latest top federal officials who have resigned since President Trump started his second term in January. The administration has also fired thousands of other federal employees, including dozens at the NSF, and terminated many grants that don’t align with the agency’s new anti-DEI priorities. Additionally, Republican senator Ted Cruz of Texas has been targeting the agency for months, calling it a bastion of “a far-left ideology.”

    According to Science, even more changes are coming to the NSF. The Department of Government Efficiency reportedly told Panchanathan earlier this month to plan to fire half the NSF’s 1,700-person staff; the Office of Management and Budget reportedly told him that Trump only plans to request 55 percent of the agency’s $9 billion budget for fiscal year 2026. 

    “While NSF has always been an efficient agency,” he wrote in his resignation letter, “we still took [on] the challenge of identifying other possible efficiencies and reducing our commitments to serve the scientific community even better.”

    Trump picked Panchanathan, a computer scientist from India who previously worked as a top research administrator at Arizona State University, to run the agency during his first term in office. But soon after Panchanathan started his six-year term in 2020, voters rejected Trump’s bid for re-election, and most of Panchanathan’s work at the NSF happened under former president Joe Biden’s administration. 

    Under Panchanathan’s leadership, the NSF’s stated priorities have included increasing diversity in the STEM workforce, forming industry partnerships, job creation and broadening research opportunities for smaller universities and community colleges. In 2022, Panchanathan oversaw the creation of the NSF’s Directorate for Technology, Innovation and Partnerships, which is focused on “accelerating breakthrough technologies, transitioning these technologies to the market, and preparing Americans for better-quality, higher-wage jobs,” according to the NSF’s website

    Despite the second Trump administration’s quick and radical changes to some of those Biden-era policies, Panchanathan was seemingly adapting—up until his resignation Thursday—while many other scientists sound the alarm that Trump’s policies will hurt research and innovation. 

    In his statement on the NSF’s reoriented priorities last Friday, he said that any NSF-funded activities in support of “broadening participation” in STEM “must aim to create opportunities for all Americans everywhere” and “not preference some groups at the expense of others, or directly/indirectly exclude individuals or groups.”

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  • Director of Content and Product Strategy at UM

    Director of Content and Product Strategy at UM

    For my newest “Featured Gig” installment, I want to highlight the search for a director of content and product strategy at the Center for Academic Innovation at the University of Michigan. Sarah Dysart, chief learning officer at CAI, agreed to answer my questions about the role.

    If you have a job at the intersection of learning, organizational change and technology that you are recruiting for, please get in touch!

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

    A: The University of Michigan has long staked its reputation on research excellence and public purpose. Now we’re doubling down on scale, access and impact—transforming how learning reaches people across every stage of life, across the globe. Life-changing education is one of four core impact areas within the University of Michigan’s Vision 2034, and the person in the director of content and product strategy role will support this strategic work.

    As Michigan accelerates its investment in digital learning, this person leads the charge: shaping and guiding a dynamic portfolio of educational products—online courses, certificates, degree programs, short-form learning experiences and beyond—that don’t merely mirror the classroom, but reimagine what learning can be. This role calls for both vision and precision, bringing together academic imagination, bold experimentation and the ability to turn ideas into action. The director will steer faculty ideas and institutional goals into cohesive, high-impact offerings that reflect the university’s boldest ambitions for learning at scale.

    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: This director role sits within the Center for Academic Innovation, operating at the intersection of ideas and implementation. The individual will collaborate closely with experts in learning design, media production, marketing, operations and research. But the real action is in the connections across campus.

    Michigan’s schools and colleges host a vast breadth and depth of faculty expertise, and this role thrives on cross-campus collaboration—partnering with academic unit leaders, faculty and staff to co-create offerings that extend U-M’s mission far beyond Ann Arbor. Drawing on insights about learner demand and market opportunity, the director will guide faculty in selecting content areas and product types with the greatest potential, translating an idea sketched on a whiteboard into a course reaching learners across the globe.

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

    A: In one year, the new director has helped identify and launch a diverse set of online learning offerings that reflect Michigan’s distinctive strengths. Relationships are strong, internal workflows are humming and early results show promising reach and impact.

    In three years, the content portfolio resembles a greatest hits playlist for lifelong learners—diverse, well-balanced and deeply mission-aligned. It’s something learners want to come back and engage with, time and time again. Offerings address workforce needs, social challenges and global opportunity. Faculty are eager to collaborate. Partners are eager to invest.

    Beyond that, success means transformation. The University of Michigan is recognized not just for what it teaches, but for how it reimagines teaching. Our educational offerings reach far beyond campus, connecting with learners across industries, geographies and life stages. This individual has played a key part in turning a world-class university into a truly global learning institution.

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

    A: We’re looking for someone who wants to shape what’s next—not just for learners, but for institutions. The director of content and product strategy will develop a rare blend of skills: the ability to lead across academic and operational contexts, to translate vision into scalable experiences, and to steward innovation with both purpose and precision.

    From here, a person might go on to lead teaching and learning strategy at an institutional level, head up a center for innovation or lifelong learning, or take on an executive role at an organization working to expand access to education globally. Alternatively, one might pivot toward product leadership in mission-driven companies or foundations, applying their experience to broader systems change.

    This role builds expertise and a portfolio not just of educational content—but of influence, insight and lasting impact.

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  • Jay Bhattacharya Confirmed as NIH Director

    Jay Bhattacharya Confirmed as NIH Director

    The Senate confirmed President Donald Trump’s pick to lead the National Institutes of Health on Tuesday. 

    Jay Bhattacharya, a Stanford University health economist who gained notoriety for his criticism of the NIH’s handling of the COVID-19 pandemic, secured the confirmation with a 53-to-47 party-line vote, The New York Times reported

    His confirmation as NIH director comes as the agency, which sends billions in funding each year to researchers at more than 2,500 universities, faces dramatic funding cuts and a shake-up of its research priorities. In the two months since Trump took office, the NIH has eliminated some 1,200 staff, effectively paused grant reviews and sent termination letters to many researchers whose NIH-funded projects allegedly conflict with Trump’s orders to eliminate support for diversity, equity and inclusion initiatives and other topics.

    The NIH also issued guidance in February that would cap the funding it gives to universities for the indirect costs of research, such as building maintenance, hazardous waste removal and adhering to patient safety protocols. A federal judge blocked that guidance after numerous universities, research and higher education advocacy organizations, and 22 Democratic state attorneys general sued the NIH, arguing that the plan will hurt university budgets, local economies and the pace of scientific discovery. 

    At a confirmation hearing before the Senate Committee on Health, Education, Labor and Pensions earlier this month, Bhattacharya said that if confirmed, he would “fully commit to making sure that all the scientists at the NIH and the scientists that the NIH supports have the resources they need to meet the mission of the NIH.” However, he offered few specifics on how he’d do that and wouldn’t commit to axing the agency’s plan to cut indirect costs by more than $4 billion.

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  • A Q&A with the American Historical Assoc. executive director

    A Q&A with the American Historical Assoc. executive director

    A chapter of history is closing: Jim Grossman is retiring after 15 years as executive director of the American Historical Association, a group of more than 10,400 members. He began leading the scholarly organization after two decades at Chicago’s independent Newberry Library, where he was vice president for research and education. His own scholarly work focused on American urban history, especially of Chicago, and the Great Migration of African Americans.

    In the past decade and a half, the AHA and its members have commented on contemporary controversies that have arisen from or invoked historical events, such as the Charlottesville, Va., white supremacist rally; the debate over whether to remove Confederate monuments; the Jan. 6, 2021, U.S. Capitol insurrection; and more. Over that time, lawmakers in some states began restricting how history—especially when it’s relevant to current events—is taught.

    Grossman headed the AHA amid such controversies and has repeatedly spoken out in defense of the discipline. He’s denounced the first Trump administration’s 1776 Commission report, which criticized histories produced by Howard Zinn and The New York Times Magazine’s 1619 Project. Grossman called the report “history without historians.” He’s also pushed for other historians to do more public-facing work.

    The AHA has itself faced criticism during Grossman’s tenure, including for then-president Jim Sweet’s critique of The 1619 Project in 2022. This past weekend, it entered another current controversy when attendees of its annual conference overwhelmingly passed a resolution opposing “scholasticide” in Gaza and the U.S. government’s funding of Israel’s war.

    Inside Higher Ed interviewed Grossman shortly before that conference about his tenure and the current issues the history discipline faces. The questions and answers have been edited for clarity and length.

    Q: Why did you apply to become executive director in the first place?

    A: I had been involved in a variety of AHA activities. There were things I was trying to do in Chicago at the Newberry Library that involved increasing the public scope of historians. What the AHA provided was the opportunity to do some of those things on a national scale, rather than just within Chicago. How do we get historians to be more involved in public culture, more influential in public policy?

    Q: Why are you retiring now?

    A: I’m 72 years old. It’s time for somebody younger to be doing this work—not because I don’t enjoy it, but because I think it’s important for membership organizations to be directed by people who are generationally closer to the membership and the audience. And I’ve had 15 years to accomplish what I’ve tried to accomplish.

    Q: What have your biggest accomplishments been?

    A: At least getting started on helping the discipline rethink the definition of historical scholarship—to broaden the definition of scholarship for promotion and tenure. We came out with recommendations that departments are taking seriously about thinking about going beyond books and peer-reviewed articles. Reference books, textbooks, op-eds, testifying in legislatures and courts—all of these things are works of scholarship.

    Second is I think that we reoriented the AHA towards a much broader scope, so that the AHA and the discipline itself take teaching more seriously. Our annual conference is no longer “a research conference”; it includes all sorts of things that relate to teaching, that relate to advocacy, that relate to professional development. I also think that we have ramped up and broadened our advocacy work. We’re very active in state legislatures now; we’re very active in reviewing changes to state social studies and history standards for K-12 education. So, we’ve kept our focus on Capitol Hill and in Washington, but we’ve moved out to the states.

    Q: Why did you make such an emphasis during your tenure on broadening the focus of AHA? Is it because of a decline in tenure-track, traditional faculty jobs for new history Ph.D. earners?

    A: That was part of it. But that came later. I had that goal from the very beginning because I became a historian because I think historians are useful to public culture as well as academia. If I had my druthers, every time a decision was made at a table in government, private sector, nonprofit sector, I would want a historian at the table. Everything has a history, and since everything has a history, historical context always matters when you’re making decisions, when you’re trying to develop good judgment.

    That’s what someone learns in a history course. They learn judgment by thinking about the past. Historians don’t need to be working just as teachers and professors. Historians should be everywhere.

    Q: You’re saying you’ve gotten AHA more involved in state legislatures, in discussions of state standards—all of these things are political or politics-adjacent, right?

    A: Not necessarily. Let’s start with the federal level. We work on the Hill and in federal agencies to promote history. Our congressional charter, which goes back to 1889, says that we are here to promote history. So that’s not politics. It’s engaging in politics in order to promote history, yes. We are providing historical context to congressional staff so that they can make well-informed decisions when they make recommendations to their member. If you’re going to think about immigration policy, you need to know the door was closed for 40 years.

    There are times when we take stands that are perceived as political. We took a stand against the Muslim ban, for example. But we did so on the basis of what we’ve learned from history. State legislatures, it’s the same thing—we are promoting the integrity of history education. We are saying high school teachers need to be trusted as professionals, high school teachers should not be censored in the classroom; we are saying that state history standards should be good history.

    Q: What are the biggest issues within K-12 history—teaching and learning—and how do they actually impact colleges and universities?

    A: State legislatures have mandated that certain things have to be taught for years. What they have not done in the past is say certain things cannot be taught, which is censorship. There’s very little precedent for this. So that is one big challenge, which is fighting back against this notion that state legislatures can tell teachers you cannot teach X, Y or Z. And that affects college because if students don’t learn things in high school, then they’re less prepared when they get to college. If students don’t learn in high school that racism has been a central aspect of American history since Europeans came to the Americas—if students don’t learn that in high school, then the college professors are starting off at a much different level.

    If I had my druthers, every time a decision was made at a table in government, private sector, nonprofit sector, I would want a historian at the table.”

    —Jim Grossman

    We do know that young people are reading less. Instead of wringing our hands and saying they have to read more, we need to step back and ask ourselves, “How do we rethink our college courses for students who are now educated differently?” That doesn’t mean that we shouldn’t be pushing them to read, but it also means that we need to think about different ways of teaching history.

    Q: Has the discipline of history become increasingly polarized over your tenure?

    A: The discipline itself has not been polarized. Historians are still much more capable of disagreeing with each other in a civil manner than my neighbors in the capital. The larger polarization in public culture has harnessed the discipline of history in the same way it’s harnessed other disciplines and other aspects of life, but no, historians are still arguing with each other in a way that’s productive and constructive.

    Q: How do you expect the Trump administration and Republican control of both chambers of Congress to impact the discipline of history?

    A: I have no idea—that’s why we’re here to watch.

    Q: I know you’ve expressed concern about the 1776 Commission coming back.

    A: There has been talk among people who are part of the incoming administration of reviving the 1776 Commission and that notorious report, and so I’m concerned about that possibility, and I’m prepared for that possibility, and when things like that happen, we will speak out.

    Q: What impact has The 1619 Project had on the teaching of history and history scholarship? For instance, I know you were leading the AHA as it faced controversy over former association president Jim Sweet’s criticism of that work.

    A: Jim Sweet, like every historian, has a right to criticize any work of historical scholarship. The 1619 Project is not a work of historical scholarship. It’s—according to its compiler, its organizer—it’s journalism. And that’s fine, and there are aspects of it that I and many of my colleagues agree with, and aspects of it that I and many of my colleagues disagree with, just like any other piece of historical scholarship or journalism. It’s an easy target for people who want to take one thing that has been controversial and then use it for all sorts of other purposes.

    Controversies that ask people to ask questions are useful. It’s useful for teachers to be able to say to students, “So how do we think about the beginnings of a nation? Do we think of the beginning of a nation as the creation of its governing documents? Or do we think about the beginnings of a nation as the origins of its economy? Or do we think about the beginnings of the nation as the beginning of its culture, or as the origins of it, the roots of its culture?” Those are good historical questions, and The 1619 Project has initiated or nourished those questions.

    Q: What impact have the ongoing Israel-Hamas war and related U.S. higher education developments had on the teaching and study and scholarship of history?

    A: I think that many people who teach Middle Eastern history have probably been more careful, and I suspect that classroom management has been more difficult because it’s an emotional topic. But it’s different from The 1619 Project. The 1619 Project offered a certain way of understanding the history of the United States, and a controversial way of seeing the history of the United States—and offered, therefore, teachers an opportunity, or a nudge, to ask important questions and have students address them.

    That’s very different from a war that’s happening on the other side of the world. It’s important to the United States, it’s important to Americans, but it doesn’t have the same valence in teaching a course in American history, which is the most widely taught course in the United States. It does mean that historians have to balance sensitivity to diversity of students in their classroom with the integrity of the history that they teach.

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