Tag: Education

  • Federal Judge Won’t Block Trump’s Cuts to IES

    Federal Judge Won’t Block Trump’s Cuts to IES

    A federal district judge declined to issue an injunction that would block the Trump administration’s recent cuts to staff and contracts at the Institute of Education Sciences—an agency charged with collecting and analyzing data about both K–12 and higher education.

    In an opinion released last week, Maryland judge Stephanie A. Gallagher acknowledged that the new administration has terminated 90 percent of the agency’s staff and therefore IES “is not doing a number of tasks Congress requires of it.” Gallagher, a Trump appointee, also empathized with the two education research associations that filed the lawsuit—the American Educational Research Association and the Society for Research on Educational Effectiveness—saying she trusts that not receiving the data they expected from IES “will harm them.” 

    But that does not mean the plaintiffs have a strong enough case to stop the Trump administration from continuing to dismantle the agency. Gallagher said that the associations’ arguments are at times too broad or too narrow, that they lump together numerous cuts—some of which may be justified—and that they include “factual discrepancies” and improper interpretations of “no fewer than a dozen statutes.” 

    Over all, she said, “They have not shown they are entitled to this sort of extraordinary relief.”

    “These Plaintiffs have alleged, and have provided some evidence to support, a troubling pattern of conduct at IES,” Gallagher wrote. “But because they cannot make the requisite showings on the preliminary injunction factors, and in particular have not shown they have standing to seek the relief they are asking for, their motion for a preliminary injunction must be denied.”

    This ruling is not final, however, and “should not be taken as predictive of this Court’s ultimate decision,” Gallagher added.

    But the Education Department is already walking back some of the IES cuts, according to court filings in the lawsuit that The Hechinger Report first reported on. Department officials disclosed earlier this month that they are reinstating at least 20 out of the 101 contracts that were terminated. The restored contracts include one that requires the National Center for Education Statistics to participate in the Program for International Student Assessment. (According to Hechinger, Congress mandates that the department take part in international assessments.)

    SREE president Elizabeth Tipton told Hechinger that the limited reversal was “upsetting” and not enough to fix the problem.

    “They’re trying to make IES as small as they possibly can,” she said.

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  • University Leaders Weigh Changes to Research Funding Model

    University Leaders Weigh Changes to Research Funding Model

    After the National Institutes of Health tried earlier this year to cut funding for universities’ costs indirectly related to research and set off alarm bells across higher education, 10 higher education associations decided to come up with their own model for research funding rather than having the government take the lead.

    Now, after just over six weeks of work, that group known as the Joint Associations Group is homing in on a plan to rework how the government funds research, and they want feedback from the university research community before they present a proposal to Congress and the Trump administration at the end of the month.

    “Unfortunately, something is going to change,” said Barbara Snyder, president of the Association of American Universities. “Either we will be part of it or it will be imposed upon us … Significant division in the research community is going to kill us.”

    Snyder and other JAG members said at a virtual town hall Tuesday that the current system for direct and indirect research funding costs has served the community well, but it isn’t transparent and leads to confusion about how the rates are calculated, among other challenges. AAU and other higher ed groups sued the NIH in February after the agency proposed capping indirect expenses for all institutions at 15 percent of the direct research costs—down from the average of 28 percent. (Historically, colleges negotiate their own reimbursement rates directly with the federal government.)

    The White House said the cap would make more money available for “legitimate scientific research,” but universities warned that the change would halt lifesaving research and lead to job losses, among other consequences. The NIH rate cap would mean a cut of $4 billion for university-based research.

    Court challenges have since halted the NIH plan, as well as similar caps proposed by two other federal agencies; meanwhile, the Department of Defense is working on its own plan related to indirect costs. Snyder said the lawsuits are about fiscal year 2025, while the JAG effort looks ahead to fiscal year 2026 and beyond.

    Over the years, Congress and federal agencies have sought to rethink the funding model but didn’t reach an agreement. In fact, after the first Trump administration proposed a 15 percent cap on indirect costs in 2017, Congress specifically prohibited such a move. But now that prohibition doesn’t seem likely to stick as lawmakers consider bills to fund the government for fiscal year 2026, so a new model is necessary. Adding to the pressure on universities, Trump has proposed significant cuts to research funding in his budget.

    JAG’s panel of experts presented two options to the university research community at a webinar last week and then answered questions at the town hall Tuesday. Colleges and universities have until June 22 to test the proposed models and provide feedback before JAG sends its final proposal to the government June 27, though any model will likely need additional work.

    “No one would choose to work at this rapid pace and rethink how to effectively, fairly and transparently cover these real and unavoidable costs,” said Matt Owens, president of the Council of Government Relations, at last week’s webinar. “But we are where we are, and it’s vital that we meet this moment so that we can emerge with an improved and sustainable indirect cost policy that will enable our country to continue leading the world in research and innovation.”

    Proposed Models

    Both versions of what JAG is calling the Fiscal Accountability in Research model, or FAIR, are geared toward offering more accountability and transparency about how federal research dollars are spent. JAG hopes that in the end, the new model will be simpler than the current one. They also want to nix terms like “indirect costs rate” and “overhead” for either essential research support or general research operations in an effort to underscore that the money goes toward the real costs of research.

    “This will require a bit of a culture change in institutions, but we think the benefit of that far outweighs the downsides,” said Kelvin Droegemeier, a professor and special adviser to the chancellor for science and policy at the University of Illinois at Urbana-Champaign, who led the JAG effort, at the webinar.

    One model, which the group calls FAIR No. 1, would include costs related to managing the grant, general research operations and facilities as a fixed percentage of the total budget. The percentage would be based in part on the type of institution and research. This approach is designed to be simple and reasonable, according to the group’s presentation, but it’s more general, which makes it “difficult to account for the wide array of research frameworks that now exist.”

    The other model, FAIR No. 2, would more accurately reflect the actual costs of a project and make the structure for federal grants more like those from private foundations. Under this model, essential research support would be lumped into the project costs while funding for general research operations, such as payroll and procurement, would be a fixed percentage of the total budget. That change would likely increase the direct costs of the project.

    Droegemeier and other members of JAG’s expert panel noted that FAIR No. 2 would be a “significant departure” from the current approach, and universities would likely need more time to overhaul their processes for tracking costs. Still, the group said this model would better show what the money goes toward, addressing a key concern from Congress.

    Droegemeier described the two models as “bookends” and said the group would probably end up somewhere between the two.

    ‘In a Good Spot’

    At Tuesday’s town hall, attendees questioned whether Congress or the Trump administration would even consider JAG’s proposal and why any change was necessary.

    Droegemeier said he’s met with members of Congress who have endorsed their process, and he’s kept in touch with Trump administration officials about the group’s work. So far, he’s seen a positive response to the models, adding that officials at the Office of Management and Budget indicated that they weren’t “oceans apart.”

    “We’ve done everything possible to build goodwill and trust,” he said. “There’s a long road ahead of us, but I think we’re in a good spot.”

    Other speakers echoed that point, noting that Sen. Susan Collins, a Republican from Maine and chair of the powerful Appropriations Committee, publicly supported the models at a recent hearing. And NIH director Jay Bhattacharya called the proposals “quite promising” at the same hearing, STAT News reported.

    Additionally, the House’s appropriations bill for the Department of Defense calls on the agency to “work closely with the extramural research community to develop an optimized Facilities and Administrative cost reimbursement solution for all parties that ensures the nation remains a world leader in innovation.”

    Across the board, speakers at the town hall said they must act to have a say in discussions about the future of research funding.

    “The two models are a significant change,” said Deborah Altenburg, vice president for research policy and advocacy at the Association of Public and Land-grant Universities. “But all of our organizations are responding to a new political situation.”

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  • Risk-Sharing: Trump’s “Big Beautiful Bill” — Implications for UK Higher Education

    Risk-Sharing: Trump’s “Big Beautiful Bill” — Implications for UK Higher Education

    • By Peter Ainsworth, a consultant and writer on higher education finance, known for advocating structural reform that aligns university incentives with real-world graduate outcomes.

    Trump’s “One Big Beautiful Bill” may sound absurd to British ears, but beneath the “very stable genius’s” promotional gloss lies a legislative change designed to reset the relationship between the US Higher Education sector and the state. The bill, which passed the U.S. House of Representatives on 22 May 2025, includes the Student Success and Taxpayer Savings Act (SSTSA) – which, if passed by the Senate, would be the world’s first statutory implementation of institutional risk-sharing in student loans.

    Historically, in both the US and UK, universities have been financially rewarded for their enrollment of students rather than for the practical benefits delivered to their customers. Success arises out of customer acquisition rather than service value-add. Students take out government-backed loans to pay tuition; institutions receive the money upfront regardless of whether or not their degrees lead to economic success. The result is a moral hazard: an incentive (payment) structure for universities that is not aligned with the employability gain that students want and taxpayers need. Systematically falling graduate premiums on both sides of the Atlantic reflect the impact of insulating universities from the employment risk their students face in a rapidly changing economy.

    The American reform seeks to realign incentives to better align risks and objectives. It introduces an Earnings-to-Price Ratio (EPR):

    EPR = (Median Value-Added Earnings) / (Median Total Price)

    Institutions with low EPRs – indicating poor graduate earnings relative to costs – will face a financial penalty in the form of an invoice from the US Treasury to cover the estimated student loan losses for the relevant cohort. If the Senate passes the reform, US universities will have a powerful incentive to transform their offer to ensure meaningful real-world earnings gains for their students.

    The SSTSA is an advance on the existing Cohort Default Rate (CDR) system, which merely threatened to deny access to federal loans to students of institutions with very high default rates. But there was no direct financial risk. Congress deemed it ineffective and so now proposes something more market-oriented.

    Meanwhile, the UK is two steps behind, only now looking to implement a version of the CDR model which the US is already moving away from. A recent Institute for Fiscal Studies (IFS) paper proposes regulating universities based on early-career graduate earnings proxies – like the CDR it is recognising the importance of career earnings outcomes but measuring them indirectly and using regulatory sanction rather than financial cost as the stick. The IFS proposes to use earnings in a three- to five-year window post-graduation to drive regulatory response. Like the CDR’s reliance on a technical definition of default, this short, near-term window will create heavily biased statistics, diminishing the value of professions with delayed earnings trajectories such as medicine and academia.

    Further, the IFS proposes to exclude from consideration graduates with very low earnings. This favours institutions whose graduates earn just below an arbitrary threshold level. They also rely on UK tax data which omits emigrants, undervaluing universities that succeed in preparing graduates for global careers.

    As Friedrich Hayek argued, complex systems cannot be centrally managed through proxies and aggregated metrics. Graduate career trajectories are dynamic, diverse, and unpredictable — precisely the kind of outcomes that defy simple measurement. Accepting that lifetime earnings are the relevant metric leads inevitably to the conclusion that no bureaucratic proxy will suffice.

    There is a cleaner alternative. Universities could be required to issue the loans themselves, something that Buckingham, for example, already does on a small scale. Where needed, to support cash flow, the government could lend to institutions rather than students. This would internalise the financial risk: institutions would have a direct, long-term stake in the earnings success of their graduates. Universities could be freed to set fees and loan terms based on the economic value they expect to deliver and would be incentivised to provide ongoing support — career services, retraining, alumni engagement — to minimise loan defaults over the full life of the loan.

    Such a model also addresses bigger challenges facing the higher education sector. Edward Peck, the new Chair of the Office for Students, recently argued that AI is making traditional assessment ineffective and universities must move from testing what students know to what they can do. Meanwhile, Diana Beech and André Spicer, writing for HEPI, have highlighted that universities now employ an average of 17.6 staff solely to handle regulatory compliance and warned that regulation is “multiplying and becoming less predictable.” In this context, risk-sharing offers a route back to institutional autonomy: tying funding to real-world success rather than the IFS’s proposal for even more bureaucratic box-ticking.

    Finally, political and fiscal realities support this innovation. A shift to institutionally issued loans would remove the student loan portfolio from the government’s balance sheet, reducing annual write-downs by around £15bn per annum – a present value of around £300bn. That would go a long way to address the various fiscal challenges faced by the Labour government. With less bureaucratic interference, more strategic freedom, and appropriate incentives, the sector should be able to make student loans pay, ensuring a sustainable and prosperous future, and letting British universities blow past their American rivals like nobody’s seen before.

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  • The Higher Education Inquirer’s Dramatic Rise in Viewership

    The Higher Education Inquirer’s Dramatic Rise in Viewership

    The Higher Education Inquirer has experienced a dramatic surge in readership in recent months, defying the odds in a media ecosystem dominated by corporate influence, algorithmic manipulation, and declining public trust. Without the benefit of advertising dollars, search engine optimization tactics, or institutional backing, the Inquirer has built an expanding audience on the strength of its investigative rigor, academic credibility, and fearless confrontation of power in higher education.

    The Inquirer’s success lies in its refusal to chase headlines or appease stakeholders. Instead, it examines the underlying systems that have shaped the American higher education crisis—escalating student debt, the exploitation of adjunct faculty, administrative overreach, the encroachment of private equity, and the weakening of regulatory oversight. Its reporting draws directly from primary source documents: internal university records, SEC filings, FOIA requests, and government data from the U.S. Department of Education, Department of Veterans Affairs, and other public institutions. Readers trust the Higher Education Inquirer not simply because it is independent, but because it is evidence-based and relentlessly honest.

    This journalistic integrity has attracted a diverse and influential group of contributors whose work amplifies the publication’s reach and credibility. Among them is David Halperin, an attorney, journalist, and watchdog who has long held the for-profit college industry accountable. Halperin’s sharp investigative writing has helped shape federal policy, inform regulatory action, and expose the inner workings of a powerful, often unregulated sector of higher education.

    Other essential contributors include Henry Giroux, whose writing connects neoliberalism, authoritarianism, and education policy; Bryan Alexander, who offers foresight into technological and demographic changes shaping the future of academia; and Michael Hainline, who combines investigative rigor with grassroots activism. Together, these voices reflect a commitment to intellectual diversity grounded in a shared mission: to make sense of a higher education system in crisis, and to imagine alternatives.

    HEI’s timing could not be more significant. As student loan debt hits historic levels, public confidence in higher education erodes, and international students reassess their futures in the United States, people are seeking answers—and not from the usual pundits or PR firms. They’re turning to sources like the Inquirer that offer clarity, accountability, and a refusal to look away from injustice.

    With more than 700 articles and videos in its growing archive, the Inquirer has become a vital resource for researchers, journalists, educators, and activists alike. And unlike many mainstream outlets, it remains open-access, free of paywalls and advertising clutter. It encourages participation from readers through anonymous tips, public commentary, and shared research, building a collaborative community that extends beyond the screen.

    Last week, more than 30,000 readers visited the site—a significant number for an independent, ad-free platform. But more than numbers, this growth signals a shift in how people consume and value journalism. It shows that there is a real appetite for media that holds power accountable, that prioritizes substance over spectacle, and that dares to tell the truth even when it’s inconvenient.

    The Higher Education Inquirer is not chasing influence—it’s earning it. Through fearless reporting, scholarly insight, and a commitment to justice, it has become a trusted voice in the fight to reclaim higher education as a public good. And with its core group of contributors continuing to inform and inspire, the Inquirer is poised to grow even further, serving as a beacon for those who believe that education—and journalism—should serve the people, not the powerful.

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  • Higher Ed Must Recommit to Its Enlightenment Roots (opinion)

    Higher Ed Must Recommit to Its Enlightenment Roots (opinion)

    American higher education is on its back foot. As part of the Trump administration’s broader project of regime consolidation, universities are facing new and shockingly direct threats to their independence and academic freedom. And in the past few months, we’ve seen that reality start to sink in. Sometimes there is no more compromise to be had and the only way to stand on principle is to forthrightly say no. In the process, the academic community can reclaim fundamental values that had been eroding well before the present crisis.

    This campaign to assert government control is bad for the academy, but it’s even worse for liberal democracy. Despite the political challenges facing higher ed, or rather, in light of those challenges, it’s critical that scholars, academic leaders and students reclaim what seems to have been forgotten —that the modern university is a living legacy of Enlightenment-era liberalism, the tradition that champions political liberty, constitutional constraints on power, freedom of thought and evidence-based reasoning.

    Founding-era academic leaders understood, in concrete terms, that universities were cornerstone institutions of the fledgling American experiment. They took it as their duty to educate not royal subjects but politically free, self-governing citizens capable of managing complex matters of private, commercial and public life. They believed that liberty and intellectual agency were inextricably linked.

    As Benjamin Rush, a prominent signer of the Declaration of Independence and founder of Dickinson College, observed, “Freedom can exist only in the society of knowledge. Without learning, men are incapable of knowing their rights, and where learning is confined to a few people, liberty can be neither equal nor universal.” In other words, right from the start, the ethos of American universities was bound up with the American ideal of liberal democracy.

    To be clear, I am not suggesting that only liberal perspectives should be taught in institutions of higher learning. Far from it. Among liberalism’s most distinctive strengths is that it creates space for its own critics. But while individual scholars may explore and promote alternatives to constitutionally constrained liberal democracy, the institution itself must assertively defend the liberal rules of the game that make those critiques possible in the first place.

    In other words, if universities are to have a future as cornerstone institutions of a free society, they must assert their role as caretakers of the liberal democratic project. My point is not that it would be nice if universities were to play this role. As my co-author Bradley Jackson and I have argued, “The future of higher education and the future of the liberal order are inextricably bound to one another. As goes one, so goes the other.”

    As I take stock of the past decade, a few moments stick in my mind as emblematic of the current state in which higher education now finds itself. The first was in 2015, when a professor of mass media at the University of Missouri famously called for “some muscle” to prevent a student photojournalist from exercising his First Amendment rights to cover a public demonstration on the campus quad. At least one other Mizzou staff member assisted in the effort to intimidate the journalist.

    The 2017 episode at Middlebury College, when students organized to shout down invited speaker Charles Murray, was another. Like so many others, I was shocked and angry that outsiders saw it as an opportunity to engage in political violence. But what broke my heart was the fact that students carefully prepared for the event not by marshaling their best arguments to counter Murray, but by crafting prescripted chants designed to shut down the open exchange of ideas. As a professor and provost, I cringed as I considered what these incidents said about the profession to which I was so passionately dedicated. And wasn’t it obvious that attacks on intellectual freedom would always, one way or another, end up harming the marginalized and those fighting for social justice? Somehow, we had lost the plot.

    Perhaps the most cringe-inducing episode before this year’s events was in December 2023, when the presidents of Harvard University, the Massachusetts Institute of Technology and the University of Pennsylvania were summoned before a congressional committee to face allegations of antisemitism for not shutting down protests opposing Israel’s response to the Oct. 7 Hamas attack. I winced not just at the Inquisition-style interrogation and the lawyerly responses the witnesses offered. I cringed because, in their attempts to invoke First Amendment freedoms as their rationale, the presidents of three of our most prestigious institutions had zero credibility. Their allegiance to First Amendment principles read like an unconvincing foxhole conversion.

    My point is not to relitigate these incidents. Rather, it is to suggest a pattern —and to provide context for why universities are so vulnerable to the Trump administration and state legislatures seeking to compel ideological compliance. When academic leaders, professors and students disregard the academy’s liberal foundations, we no longer have ground to stand upon when illiberal forces come to tear it all down. The weaponization of federal funding, deportation of students and scholars engaged in protected political speech, bans on “divisive concepts,” and threats of consent decrees— legal settlements that would place universities under long-term federal control—effectively strip universities of governance autonomy and set dangerous precedents for political interference in academic institutions.

    Now faced with a truly existential crisis, many institutions are starting to fight back. Harvard has dug in its heels in the face of previously unthinkable threats, turning to the courts to protect its rights—fighting not just its blacklisting from federal research grants, but a flagrantly lawless attack on its tax-exempt status and an equally illegal attempt to revoke its certification to enroll international students on visas. In a response to the government through its lawyers, Harvard made clear its refusal to cave in no uncertain terms: “The university will not surrender its independence or relinquish its constitutional rights. Neither Harvard nor any other private university can allow itself to be taken over by the federal government.”

    Harvard isn’t the only institution finding its courage. Georgetown University, when menaced by the interim federal prosecutor for Washington, D.C., correctly asserted, as a matter of both speech and religious freedom (as a Jesuit university), its right to determine its own faculty and curriculum. It’s not a matter of abstract principle. A member of Georgetown’s own faculty has been targeted for abduction and meritless deportation. Princeton University, as well, has aggressively pushed back.

    Nor is the resistance limited to elite universities. As students are disappeared for speech displeasing the government, and as Trump’s overt censorship demands mount, smaller private colleges and state institutions have been sounding the alarm. In the process, they aren’t just defending their own self-interest, they are rallying civil society to resist incipient authoritarianism. Charles Murray’s work provides a compelling example of how the tit-for-tat cycle of illiberal escalation unfolds. At the U.S. Naval Academy in Annapolis, the office of Secretary of Defense Pete Hegseth ordered the removal of supposed “DEI” works. While The Bell Curve survived the purge, a pointed critique of Murray’s most controversial book did not.

    The irony is hard to ignore. Upon entry into the Naval Academy, midshipmen swear an oath to defend the Constitution “against all enemies, foreign and domestic.” Shouldn’t we trust America’s future military leaders to exercise the very freedoms we’re asking them to defend with their lives? (Most of the books that were initially removed have since been returned to the Naval Academy’s shelves.)

    Fortunately for civilian institutions, the courts are proving up to the task in pushing back. Tufts University student Rümeysa Öztürk was freed after several weeks in Immigration and Customs Enforcement custody, having been targeted for co-authoring an op-ed critical of the war in Gaza. That such a thing would happen in the United States is an unthinkable attack on free speech at its very core. Öztürk was incarcerated and threatened with expulsion not for protests, which can devolve into physical conflict and rule breaking, but simply for writing an opinion the government decided it disliked.

    No liberal education—no liberal society—can endure under such a menacing shadow of state retaliation and suppression. We shouldn’t lose sight of the longer term, and the need to recommit ourselves to first principles. We must reinforce the principle of academic freedom as the constitutional order that governs a functioning university. Further, as we welcome new students and colleagues into the academy, we can’t leave it to chance that liberal values that privilege openness, curiosity, ingenuity and intellectual humility will take hold. We must be deliberate in our efforts to cultivate those values.

    But an important, though less obvious, recommendation is one that won’t be easy to follow in a moment when our impulse is to defend the academy at all cost. Simply put, we must own our mistakes. If we are to refortify the liberal foundations of American higher education, we must proactively name the failures that have contributed to a permission structure that now accommodates illiberal and authoritarian reactionary forces. In some cases, that will mean replacing leaders who have tarnished their credibility with those who can better meet the moment.

    To be clear, in owning our mistakes, we will not be currying favor with political elites on either side of the aisle. We will be speaking to and rebuilding trust with the public who support institutions of higher learning through their taxes and tuition payments. And we will be speaking to our own campus communities who seek principled leadership.

    Taking full responsibility for the course correction will be good for the academy, as it will reset the path by which colleges and universities become sites of intellectual openness, challenge and discovery. But it will also be good for the future of our country. It will offer an example of how, after shifting away from its liberal foundations, a cornerstone institution of the American experiment can once again find its bearings, re-establish its independence and assertively take the lead in fortifying, in its most urgent hour, our system of constitutionally constrained liberal democracy.

    Emily Chamlee-Wright is president of the Institute for Humane Studies at George Mason University and was previously provost and dean at Washington College.

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  • Three Questions for Tulane’s Ashley Francis

    Three Questions for Tulane’s Ashley Francis

    Tulane University’s Freeman School of Business recently launched its first fully online M.B.A. program, marking a significant step in expanding its offerings for working professionals. As assistant dean at the Stewart Center for Professional and Executive Education, Ashley Francis plays a pivotal role in shaping and overseeing these programs. With a background in online learning and program development, she brings deep expertise in designing market-competitive programs that maintain Tulane’s unique academic experience.

    I wanted to sit down with Ashley to learn more about the strategy behind launching an online M.B.A. at Tulane’s Freeman School of Business, how the program distinguishes itself in a competitive landscape and what universities should consider when developing online offerings.

    Q: Why did Tulane’s Freeman School of Business decide to launch an online M.B.A. and how did you approach designing a program that stands out in an increasingly competitive market?

    A: Tulane University’s Freeman School of Business launched its online M.B.A. program as part of a comprehensive strategy complementing the school’s portfolio of programs directed towards working professionals and meeting students where they are. It was conceptualized in response to both an evolving institutional culture and a clear demand for accessible, high-quality business education.

    The COVID-19 pandemic further accelerated this momentum. With support from Dean Paulo Goes and our partnership with AllCampus, Tulane’s Freeman School of Business was able to build a rigorous and forward-thinking program.

    What sets Freeman’s online M.B.A. apart is its commitment to academic excellence, flexibility and support. The curriculum is designed specifically for working professionals, offering the same tenured faculty who teach on campus—a rarity among online programs, which often rely on adjunct instructors. The program underwent a rigorous four-month development process to ensure that our curricula offered engaging, culturally rich courses. We specifically structured a program with reduced credits to help lower cost and time to completion.

    The Freeman School’s online M.B.A. program is not only competitive but it’s also deeply student-centric. We offer unique, customized career support and access to tutoring services that not many other programs offer. While being competitive in the market was a top priority, ultimately the onus was on us to create a program that truly benefited students.

    Q: When selecting an online program management partner, what key factors did Tulane’s Freeman School of Business consider? Why was working with an OPM important to you?

    A: We went into the OPM selection process knowing the values and capabilities of working with an OPM and that this partnership style would set our online M.B.A. up for the most success. At their best, OPMs are sophisticated, passionate and willing to invest in the success of the program. At the same time, my previous experiences with OPMs had left me feeling wary and cautious when choosing our partner.

    For the new online M.B.A. program, we ended up going with AllCampus, and they’ve absolutely met my high expectations. Tulane’s Freeman School of Business was seeking a true partner—one that would collaborate deeply, offer full transparency and share in the school’s mission for success and AllCampus has embraced those values fully.

    My advice to other higher education leaders considering working with an OPM would be to build a relationship framed around mutual commitment and trust, with a shared goal of creating a standout program. Having a hands-on partnership allowed us to move quickly and tactfully when launching a high-quality program.

    Q: Tulane University is deeply connected to the culture and identity of New Orleans. How does the online M.B.A. program incorporate that sense of place and community for students logging in from around the country?

    A: Tulane’s Freeman online M.B.A. is infused with the spirit of New Orleans, bringing the city’s vibrancy and community-driven ethos into the virtual classroom. One of the core pillars of the program is “bringing the joy of New Orleans” to students—wherever they are. Rather than creating a hypercompetitive environment, the Freeman School fosters a sense of belonging and cultural richness, helping students feel the NOLA experience even if they never set foot on campus.

    This is accomplished through course design, community engagement strategies and faculty involvement that reflect our university’s values and strengths. Our courses embed the city’s ethos and leverage our expertise in energy, supply chain, brand management and entrepreneurial resilience. Tulane’s brand affinity, loyal alumni network and supportive student services—such as a dedicated career management center and a financial aid adviser—all contribute to building a connected environment. The result is a program that not only educates but also inspires a lifelong connection to the Tulane community and the unique culture of New Orleans.

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  • RFK Jr. Falsely Claims New Vax Board Member Works at GWU

    RFK Jr. Falsely Claims New Vax Board Member Works at GWU

    Robert F. Kennedy Jr., secretary of the Department of Health and Human Services, falsely said he named a doctor from George Washington University to a federal vaccine advisory board, reported News 4, the NBC affiliate in Washington, D.C. 

    Last Monday, Kennedy, who denies that vaccines are safe and effective and whose department has previously cited fake studies to support parts of its public health agenda, fired all 17 members of the federal Advisory Committee on Immunization Practices. By Wednesday, he posted on X that he had “repopulated” it with eight new members.

    “The slate includes highly credentialed scientists, leading public-health experts, and some of America’s most accomplished physicians,” he wrote. “All of these individuals are committed to evidence-based medicine, gold-standard science, and common sense.”

    One of them, according to Kennedy, is Michael A. Ross, a clinical professor of obstetrics and gynecology at George Washington University and Virginia Commonwealth University, with a career spanning clinical medicine, research and public health policy.

    But a GWU spokesperson told News 4 that Ross hasn’t taught there in eight years; a VCU spokesperson also said Ross hasn’t taught there for four years. Instead, Ross is listed as an operating partner for the private equity fund Havencrest, and his company bio says he “serves on the boards of multiple private healthcare companies.”

    Kennedy’s post on X made no mention of Ross’s current involvement with the company.



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  • We need a better quality of conversation about education and the skills agenda for the screen industries

    We need a better quality of conversation about education and the skills agenda for the screen industries

    Every few years, the drumbeat of the skills agenda grows louder in higher education.

    Those of us who teach media courses are reminded (again) that universities are held responsible for the screen sector’s talent pipeline. Policymakers and industry voices call for greater ‘relevance’ in our course content, and stronger ties between academia and the screen industries.

    Yet, genuine collaboration has remained elusive, in part, because of layers of misunderstanding about both HE and the media industries. A better quality of conversation is now needed.

    So, let’s start by clearing the ground and challenging several of the persistent myths that have undermined progress in this area. By myths, we simply mean common assumptions that are not always entirely false but collectively oversimplify and distort what is both possible and desirable for collaboration between these sectors.

    Universities exist primarily to serve the needs of employers

    Wrong. Universities serve a range of stakeholders and beneficiaries, but their priority is their students. Certainly, we put considerable energy and resources into improving our students’ chances of finding suitable work, but the model of employment has changed. Today’s graduate is unlikely to be heading for a stable, consistent, long-term occupation.

    Work in the screen industries is based on contingent work arrangements and ever-evolving skillsets. If employability is to mean anything it is in the notion of career readiness – being prepared to manage an individual career over time. Of course, we want to ensure that industry can draw on a broad skills base for the graduate workforce, but we do so by prioritizing the immediate and long-term interests of our students, rather than the shifting “needs of the employer”.

    The screen industries do not require a graduate workforce

    Wrong. Despite there being no formal qualification requirement for many jobs in the screen industries, a degree matters a great deal. It is true that the graduate nature of media work is often downplayed within the industry, not least by the culture of “paying one’s dues” – the idea that whatever their qualifications, new entrants must prove themselves in the menial aspects of the job before they can progress.

    But over 70 per cent of the workforce are graduates (and a higher proportion of new entrants). In the words of a recent report commissioned by the All-Party Parliamentary Group for Creative Diversity, “a degree will not guarantee an individual a job in the creative industries; but an individual is unlikely to get a creative industries job without a degree.”

    Media work requires media graduates

    Wrong. Media degrees are not a prerequisite for most screen industry roles. While certain degrees may offer added value for specific positions, the primary qualification sought is simply a degree.

    Media employers appear to be more interested in what used to be called “graduateness” – a broader set of skills, attributes, and intellectual capabilities not limited to subject-specific knowledge. Graduates who work within the screen industries, therefore, are drawn from the full gamut of science, social science and humanities degree programmes.

    The value of a media degree is determined by how well it prepares students for entry-level media jobs

    Wrong. Given that graduates working in the screen industries are not drawn in any systematic way from media courses, it must follow that media courses are not necessarily any better placed to provide successful new entrants than are others. Conversely, skills developed on media courses make for graduates employable in a range or roles and sectors.

    This is not to argue that these courses have no distinctive value for media industry employers. On the contrary, as employer-led entry-level training provision has been eroded, subject-specific knowledge, critical insight or practical media skills and experience can provide a valuable grounding for many media roles. Yet to fixate on ‘industry relevance’ is to miss the point that media work is now integral to all economic and cultural development and extends far beyond the screen industries.

    Practice-based and “practical” courses exist primarily to produce “set-ready” graduates for specific industry roles

    Wrong. This may be the pitch that many universities make to potential students and it may be the reason that students give when asked why they chose their degree programme. But both the complexity of student motivations and the critical purpose that practice plays within pedagogy are frequently misunderstood.

    Many students who choose courses that foreground their practical components identify themselves as practical people who learn in a practical way. For many such students, these courses provide a path through HE that others do not. Thus, in opening the door of the university to a wider constituency, courses that contain practical elements ensure a richer diversity of talent for employers to draw from. Put simply, the value of university-based media practice is less as an end, than as a means.

    Universities are a barrier to industry diversity

    Wrong. The greatest challenges for those from minority groups are their lower employment prospects following graduation. The UK screen industries have historically been affected by a conspicuous lack of diversity. This has remained a problematic feature of the sector and is currently getting worse.

    A more diverse industry is clearly an important goal towards which greater HEI-industry partnership and collaboration could profitably be focused, but this is unlikely to happen if the idea prevails that universities are the principal barrier.

    Beyond the mythos

    While collectively incoherent, these myths have tended to dominate initiatives for sector collaboration and partnership. Education and industry alike need to move beyond these unhelpful misconceptions to develop collaborative ventures based on authentic reciprocal relationships and a recognition that while employers bring industry insight and expertise, universities are leaders in education – a field in which industry is both a contributor and a beneficiary.

    But for this to happen, there must be greater honesty and pragmatism about both the nature of work in the screen sector and the responsibility of universities to develop the broader career readiness of their students.

    For a more detailed discussion of this topic, see our recently published open access article: Higher Education and the screen industries in the UK: the need for authentic collaboration for student progression and the talent pipeline

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  • Senate Outlines Plans for Endowment Tax Hike

    Senate Outlines Plans for Endowment Tax Hike

    The Senate Committee on Finance is proposing to raise the endowment tax on private colleges and universities, but not to the extent the recently passed bill in the House calls for, according to a draft plan released Monday.

    The less dramatic excise tax tops out at 8 percent for the wealthiest institutions, compared to 21 percent in the House plan, but the Senate’s proposal keeps the House’s tiered rate structure, with some colleges paying more depending on the value of their endowment per student. The current rate for affected institutions is 1.4 percent.

    Institutional lobbyists and college presidents have warned that the sharp increase in the House plan would hurt their ability to provide need-based aid and be debilitating for some low-income students. Although the Senate’s iteration offers some relief, it’s not as much as they hoped for.

    “The Senate version of the so-called endowment tax is better, but it’s still bad and harmful tax policy,” said Steven Bloom, assistant vice president of government relations​​ at the American Council on Education. “They’re going to take money that would likely have been devoted to financial aid and research and other academic purposes on campus, and they’re going to send it to Washington, where it’s used largely for purposes unrelated to higher education.”

    The Senate committee’s plan, like the House proposal, also still exempts religious colleges and requires colleges to take international students out of the total roll call when calculating the endowment’s value per student. If passed, this stipulation would increase the tax rate significantly for institutions like Columbia University that have 20 percent or more foreign students.

    The finance committee legislation, which also includes cuts to Medicaid that could put pressure on states’ budgets, is part of a broader package of bills that would make significant changes to higher education policy and cut spending and taxes in order to pay for President Donald Trump’s priorities, which include increased deportations and tax cuts for the wealthy. The House version of the reconciliation bill known as the One Big Beautiful Bill Act passed by a one-vote margin last month. Senators are aiming to pass their version by July 4 and only need 51 votes thanks to the reconciliation process, as opposed to the traditional 60 votes.

    Unlike the House proposal, colleges that don’t accept federal financial aid would be exempt from the tax entirely. Hillsdale College president Larry Arnn blasted the House plan in an op-ed last month as an attack on the institution’s independence. (Hillsdale doesn’t participate in the federal financial aid system.)

    “The resources entrusted to Hillsdale College are not drawn from the public treasury,” Arnn wrote. “They are given freely by those who believe in our mission. To tax these gifts is to tax philanthropy itself—to burden those who would lift burdens. It is to weaken those who do good precisely because they are free to do it. It weakens them and strengthens the federal government, reversing the order intended by our Founders.”

    Hillsdale wasn’t the only college that pushed back on the rate increase. In recent weeks, private institutions big and small have pitched their own alternatives to Congress.

    Some of the largest and wealthiest research institutions that would be affected by the tax—such as Harvard, Stanford and Princeton Universities—pledged to spend 5 percent of their endowment’s value annually in exchange for a much lower 2.4 percent endowment tax rate, The Wall Street Journal reported. Bloom agreed that if the tax is to increase, he would like to see some kind of incentive introduced, like financial aid spending thresholds, to mitigate the tax rate.

    “They’ve created no incentive for schools to behave in ways that we believe that they would want schools to behave,” he said.

    Other institutions suggested that the tax rate should be based on what percentage of endowment revenue an institution spends each year on student financial aid or how many students enrolled come from a low-income background and receive the federal Pell Grant.

    A coalition of 24 smaller institutions, including Grinnell and Davidson Colleges, which would be hit hardest by the House endowment tax, proposed adjusting the excise rate based on the number of students enrolled. Colleges with fewer than 5,000 students have a different economic model than an institution with 30,000, they said.

    Grinnell president Anne Harris, who spent part of the last week educating lawmakers about the harm of the increased endowment tax, said Monday evening that the Senate plan still disproportionately burdens smaller institutions. She noted that her institution will likely still face the maximum 8 percent tax.

    “I deeply appreciate all the work that’s gone on and clearly all the consideration that has informed what we’re seeing this afternoon, but having said that, the current proposal still disproportionately burdens small colleges,” Harris said. “You’re going to find a school like Grinnell College with 1,700 students, a small college in a rural setting, bearing a much greater burden of this tax than a research institution in a large city.”

    She could only speculate that senators stuck with a tiered structure for simplicity, but added that “the simple fix” would be to make a stipulation that places all small private colleges in the lowest bracket and maintain the current 1.4 percent tax rate.

    Harris is hopeful that there will still be further opportunities for compromise and said she will continue to advocate for small liberal arts institutions like her own. But in the meantime, her executive team will also continue to plan out all the possible scenarios to figure out the best course of action to protect student aid if the bill passes as it currently stands.

    “All responsible options that provide the most money for financial aid and mission fulfillment are on the table as part of our scenario planning with the board,” she said.

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  • As Cuts to Department of Veterans Affairs Loom, Our Commitment to Veterans Education Faces a Critical Test

    As Cuts to Department of Veterans Affairs Loom, Our Commitment to Veterans Education Faces a Critical Test

    “VA support isn’t a gift, it’s a debt.”

    That was the message displayed on signs across the National Mall on June 6, where thousands of veterans rallied against sweeping federal job cuts. With the Dropkick Murphys on stage and lawmakers like Sens. Tammy Duckworth (D-IL) and Ruben Gallego (D-AZ) in the crowd, the “Unite for Veterans, Unite for America” rally marked a striking show of both unity and frustration.

    While many agencies are facing delays or court injunctions, the Department of Veterans Affairs (VA) is moving forward with plans to eliminate approximately 83,000 positions, or about 15 percent of its workforce. Public attention has been understandably focused on the impact these cuts may have on veterans’ health care. But staffing losses could also disrupt access to veterans’ education benefits, just as even more veterans and service members may be turning to higher education and career training.

    Among the many education and training benefits administered by the VA, the Post-9/11 GI Bill is the cornerstone of financial aid for military learners, including veterans, service members, and their families. From 2009 to 2019, the federal government budgeted nearly $100 billion for the program, with 2.7 million enlisted veterans eligible to use those benefits over the next decade. And the return on investment is clear: Veterans who use their education benefits complete college at twice the rate of other independent students—those typically supporting themselves without parental aid—according to research by the American Institutes for Research.

    Despite the GI Bill’s importance, military learners often struggle to access the benefits they’ve earned. Eligibility rules can be confusing, and transferring benefits to spouses or dependents involves time-consuming red tape. Many students and the institutions that serve them rely on VA staff to interpret the rules, resolve disputes, and ensure benefits are processed on time. With fewer staff, that support system is at risk of breaking down.

    This strain comes amid a broader wave of federal downsizing that is hitting the veteran community especially hard. The federal government has long been the largest employer of veterans, and the current reduction in force across the federal government is disproportionately affecting them. In just one example, the Department of Defense is reportedly cutting 50,000 to 60,000 civilian jobs, many held by veterans.

    At the same time, the Army is considering reducing its active-duty force by as many as 90,000 troops, amid shrinking reenlistment options. Even senior military leadership have seen targeted cuts. The result is that more veterans and service members will be leaving military service and looking to build new careers. This in turn will increase the demand for VA education and training benefits, just as fewer staff may be available to help them access those benefits.

    For decades, support for military learners has united policymakers across party lines. In a time of significant change in Washington, we need to uphold our commitments to those who have dedicated their lives and careers to serving our nation. This includes a commitment to ensuring that the VA has the staffing and resources it needs to deliver on its promise—so every veteran can access the education benefits they’ve earned.


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