Tag: Education

  • Most Student Borrowers Face Other Money Challenges

    Most Student Borrowers Face Other Money Challenges

    Just over half of student loan borrowers consider themselves financially insecure, while about three-quarters said they had experienced an adverse financial event, like skipping a bill, in the past year, according to a survey from the Pew Charitable Trusts exploring the attitudes of student loan borrowers after federal student loan repayments restarted in October 2023 following a three-year pause. The survey was conducted in the summer of 2024.

    Existing financial challenges are closely associated with struggles to repay student loans, the survey found. About 23 percent of respondents indicated they had missed some or all of their student loan payments since October 2023, but that number was higher among those who are financially insecure (34 percent) and those who had experienced a negative financial event (30 percent).

    But paying off student loans isn’t just challenging for those facing other financial difficulties. Among all borrowers, 57 percent said they found it difficult to afford their loans, including 41 percent of those who said they do not consider themselves financially insecure. Over a third of borrowers also said they found repaying their student loans more stressful than paying their other bills.

    The Education Department estimates that nearly 25 percent of borrowers have either defaulted on their loans or will default in the next several months. In May, the agency restarted collections on unpaid loans.

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  • Higher Ed’s Troubles Are Affecting Its Workforce: The Key

    Higher Ed’s Troubles Are Affecting Its Workforce: The Key

    As colleges across the country cut staff, implement hiring freezes and slash budgets, fewer people could see higher education as a long-term career path, according to Kevin McClure, a professor of higher education and chair of the Department of Educational Leadership at the University of North Carolina at Wilmington.

    In a recent episode of The Key, Inside Higher Ed’s news and analysis podcast, McClure told IHE editor in chief Sara Custer that in the current environment, demoralization is high among faculty and staff. “It’s just really difficult to do good work. There’s a significant amount of uncertainty, there is stress, there is trauma that people are still living through from COVID and the great resignation … and there is no doubt that the workforce in higher education is struggling,” he said.

    “It’s not the case that across the board every institution is in this scenario …but every single institution is being cautious right now, and there is enough uncertainty and enough question about multiple revenue streams coming into institutions that there are cascading effects for working conditions.”

    McClure said he’s concerned institutions are not doing a good enough job of articulating their values. This, he said, is what colleges should “double down” on to combat the demoralization he’s observed in current employees and to show future talent “what they’re all about.”

    “In the current environment, I think we have seen some backsliding, some backtracking, some revisions of our websites—all of these signposts suggesting to people who work here that the things we stand for are actually maybe flexible and can be modified as the political winds blow.”

    Listen to the full episode of The Key.

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  • Embracing Credit Mobility for Student Success

    Embracing Credit Mobility for Student Success

    Let me tell you about Andrew, a motivated student who graduated high school early with impressive dual-enrollment credits. After attending a private college for a year and taking some time to work, he rekindled his educational ambitions at a community college. With approximately 30 credits remaining for his bachelor’s degree, he applied to an R-1 university, ready to complete his journey.

    What should have been a seamless transition became an unexpected challenge. Despite submitting his transfer work in October and regularly checking in with his adviser, Andrew discovered in January—after classes had already begun—that he faced “at least three years of coursework” rather than the anticipated single year to graduation.

    This isn’t a rare occurrence or some administrative anomaly. Rather, it is the norm for individuals who aren’t pursuing a four-year degree on the traditional timeline. Higher education talks endlessly about completion and student success while maintaining systems and policies that actively undermine these goals.

    Andrew’s story represents a critical opportunity for higher education. While his family successfully advocated for a refund and found another institution that better recognized his prior learning, his experience highlights a fundamental challenge we must address collectively.

    The Scale of the Challenge

    We have 42 million Americans with some college credit but no degree. We have 200,000 military personnel transitioning to civilian life annually. We have an economy desperately needing upskilled workers. Yet higher education’s response to credit mobility remains anchored in outdated policies and processes that fail to serve today’s students, institutions or workforce needs.

    Many institutions have made meaningful progress in supporting diverse student needs through childcare services, flexible scheduling and online options. These are important steps. Now we must extend this same commitment to the academic evaluation processes that directly impact students’ time to degree and financial investment.

    The Disconnect

    Transfer articulation agreements—where they have been struck—have created valuable pathways, but their implementation often lacks the consistency and transparency students deserve. When agreements include qualifying language without firm commitments, students can’t effectively plan their educational journeys or make informed financial decisions.

    The contradiction is striking: We express concern about student debt and extended time to degree, questioning why students take 150 credits when they only need 120 to graduate. Meanwhile, our credit evaluation processes remain opaque, slow and often costly.

    The current reality—where students frequently must apply, pay deposits or even enroll before understanding how their previous academic work will be valued—creates unnecessary barriers. We can do better—and, frankly, must. It’s like buying a car and finding out the price after you’ve signed the paperwork. In what other industry would this be acceptable?

    The Opportunity

    Consider the possibilities if we fully embraced credit mobility as a cornerstone of student success:

    • Students could make informed decisions about their educational pathways before committing financially.
    • Institutions could demonstrate their commitment to affordability by recognizing prior learning.
    • Graduation rates would improve as students avoid unnecessary course repetition.
    • The workforce would benefit from skilled professionals entering more quickly.

    Addressing the Objections

    The objections to credit mobility typically fall into three categories:

    1. Faculty workload: Faculty are being asked to do more, and evaluating credits for prospective students can feel like an unnecessary burden. But what if more students could see that their learning had value, that their degree was within reach, that they didn’t have to retake classes they’ve already mastered? This shift in perspective could transform the evaluation process from a burden to an opportunity.
    2. Lost revenue: The focus on enrollments often overshadows the reality that only 50 percent of students who start college actually finish within six years. What if our goal was to expand opportunities so more students could complete their degrees? What if students were taking classes that genuinely added to their experience and built their confidence rather than repeating content they’ve already learned?
    3. Quality concerns: Quality is often cited as justification for delayed evaluation. In reality, transparent evaluation supports faculty’s desire to maintain academic standards. Clear processes allow for informed decisions and data collection that ensures the focus remains on student outcomes.

    The AI Opportunity

    The emergence of artificial intelligence presents a tremendous opportunity to enhance our credit-evaluation processes—addressing issues of time and cost while creating transparency for data analysis. A new study just released by AACRAO on the role of AI in credit mobility makes a compelling case as to why the technology could help unlock new ways of working. We can harness technology as a powerful tool to support faculty decision-making and administrative resource allocations. AI could:

    • Identify potential course equivalencies based on learning outcomes.
    • Highlight relevant information in transfer documentation.
    • Streamline evaluation processes, allowing human experts to focus on complex cases.
    • Provide leadership with insights into where credit mobility is operating effectively.
    • Identify areas needing additional resources or training.

    With proper implementation and training, AI can become a tool to achieve our goals of access and completion at scale—reducing both the cost and timeline to graduation.

    The Path Forward

    If we truly believe in access and completion, then credit mobility must become a shared priority across higher education. This means:

    • Making course information, learning outcomes and sample syllabi readily accessible.
    • Expanding recognition of diverse learning experiences, including microcredentials, corporate training, internships and apprenticeships.
    • Establishing and honoring clear timelines for credit evaluation.
    • Eliminating financial barriers to credit assessment.
    • Providing updated articulation and equivalency tables in easy-to-find locations on admissions websites.

    Andrew’s experience should be the exception, not the rule. Colleges and universities that embrace this challenge will not only better serve their students but will also position themselves for long-term sustainability in an increasingly competitive landscape. Those that resist change risk becoming irrelevant to the very students they aim to serve and perpetuating the cost and time-to-completion conundrum.

    The Call to Action

    The question before us isn’t whether credit mobility matters—it’s whether we have the collective will to make it a reality at scale, not just at a handful of institutions, but across systems and all institutions. We must recognize that our students are learning in new ways, on new timelines, and bringing knowledge that evolves faster than our curriculum. Our students deserve nothing less than our full commitment to recognizing their learning, regardless of where it occurred.

    So I’ll ask: How committed are you to credit mobility at scale? Your answer says everything about how seriously you take college completion.

    Jesse Boeding is the co-founder of Education Assessment System, an AI-powered platform mapping transfer, microcredentials and prior learning to an institution’s curriculum to enable decision-making and resourcing.

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  • A Setback for Maine’s Free Community College Program

    A Setback for Maine’s Free Community College Program

    The Maine Legislature’s budget-writing committee voted last week in favor of ending the state’s free college program, to the great disappointment of community college leaders.

    The move by Democrats on the Appropriations and Financial Affairs Committee contradicts Governor Janet Mills’s proposal earlier this year to make the program a permanent fixture. The free college program, which Mills initially put forward, went into effect in 2022 to support students affected by the pandemic. It originally covered two years of community college tuition for anyone who graduated high school between 2020 and 2023, after other forms of aid were applied. Though created with one-time funding, the program enjoyed strong bipartisan support and was extended in 2023 to include the Classes of 2024 and 2025. Students have a certain amount of time to enroll; for example, 2025 graduates have to start college no later than the 2027–28 academic year to take advantage of the program.

    Since the program began, Maine’s community college enrollment has surged—enrollment of all degree-seeking students in the system jumped from 11,308 in 2022 to 14,278 in 2024. A total of 17,826 students have participated in the program since it started, according to data from the Maine Community College System. Many hoped, and expected, the program would continue.

    But the Appropriations and Financial Affairs Committee’s proposal would give the community college system $20 million over two years to help current participants finish their studies before winding down the program for good, Maine Public Radio reported. The recommendation comes as Maine faces a lean budget year, with federal funding for the state hard to predict. President Donald Trump threatened to cut Maine’s federal funds after a tense exchange with Mills in February over his executive order barring transgender athletes from competing on the teams that match their gender identity.

    Maine representative Michael Brennan said at the committee meeting last week, “We’ve had to make hard decisions about what we think we can afford and not afford,” though he called the free college program “tremendously successful.”

    Senator Peggy Rotundo, co-chair of the Appropriations and Financial Affairs Committee, emphasized in a statement to Inside Higher Ed that state lawmakers are honoring their commitment to fund students who graduated in 2025 and expected to receive the program’s support. She implied the program could still be made permanent in the future.

    “When considering what comes next, our focus is on ensuring this program’s long-term sustainability,” she wrote. “The Appropriations and Financial Affairs Committee is seeking additional data and evaluation from the community college system to inform a responsible, future-focused approach. In a tough budget year, we have a duty to balance expanding opportunity with fiscal responsibility—and that means looking ahead to build a durable model that can serve Maine students for years to come.”

    The decision to nix the program isn’t set in stone—the state budget still needs to make its way through the state House and Senate and finally to the governor’s desk. But state legislators indicated they plan to wrap up the budget by today.

    David Daigler, president of the Maine Community College System, wrote a letter to the system’s Board of Trustees on Saturday expressing “deep disappointment” over the committee’s vote. He told the board it’s “highly unlikely” there will be any major changes to funding for the free college program at this point.

    “Ultimately, the committee’s vote reflects the state’s challenging financial situation, which made it hard to get support even though Free College is a very popular, effective program that directly benefits Maine families, students, and employers,” Daigler said in the letter. “You can be certain that we will build on the momentum of this program to emerge stronger, wiser, and re-dedicated to providing an affordable, accessible education to Mainers looking to improve their lives.”

    In February, Daigler and community college staff members advocated for the program before the committee. Multiple students also spoke out in support, some arguing they wouldn’t have attended college without the program.

    Brianna Michaud, a health-science student at Southern Maine Community College, told the budget-writing committee she considered not going to college because, despite her working two jobs, her family couldn’t afford it. Then she heard about the free college program.

    “As a first-generation college student who’s entirely responsible for paying off their education, the Maine free college scholarship is the reason why I’m able to put my hard work and dedication toward fulfilling my purpose in life, which is to help others,” said Michaud, who plans on becoming a pediatric occupational therapist.

    Payson Avery, a student representative at Southern Maine, said he graduated high school in 2020, during the height of the pandemic, and didn’t know what to do. He felt like his grades senior year didn’t show his potential. After two years, while working at a restaurant, he decided to take the state up on its free college offer. Now he has plans to attend the University of Maine at Farmington to major in education, he told the committee.

    “Without this program, I’m not sure I would have been able to make it to this point,” he said.

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  • A Unified System for Student Athlete Supports

    A Unified System for Student Athlete Supports

    A growing number of programs in higher education focus on student athletes’ mental health, recognizing that the pressures of competing in collegiate athletics, combined with academic challenges, financial concerns and team relationships, can negatively impact student well-being.

    At the University of Richmond, the athletics department created a new program to emphasize holistic student well-being, taking into account the different dimensions of a student athlete’s identity and development.

    Spider Performance, named after the university mascot, unites various stakeholders on campus to provide a seamless experience for student athletes, ensuring they’re properly equipped to tackle challenges on the field, in the classroom and out in the world beyond college.

    “The athlete identity is a really special part of [students’ identities], but it’s not the only part, so making sure they are [considered] human beings first—even before they’re students, they’re humans first. Let’s examine and explore that identity,” said Lauren Wicklund, senior associate athletics director for leadership and student-athlete development.

    How it works: The university hosts 17 varsity sports in NCAA Division I, which include approximately 400 student athletes. Richmond has established four pillars of the student athlete experience: athletic, academic, personal and professional achievement.

    “The whole concept is to build champions for life,” said Wicklund, who oversees the program. “It’s not just about winning in sport; it’s about winning in the classroom, winning personally and then getting the skills and tools to win for the rest of your life.”

    These pillars have driven programming in the athletics department for years, but their messaging and implementation created confusion.

    Now, under Spider Performance, the contributions and collaborations of stakeholders who support student athletes are more visible and defined, clarifying the assistance given to the athletes and demonstrating the program’s value to recruits. The offices in Spider Performance include academic support, sports medicine, leadership, strength and conditioning, mental health, and well-being.

    “It’s building a team around them,” Wicklund explained. “Rather than our student athlete thinking, ‘I have to go eat here, I have to do my homework here, I have to do my workout here,’ it’s, ‘No, we want you to win at everything you do, and how you do one thing is how you do everything.’”

    Outside of the specific athletic teams, Wicklund and her staff collaborate with other campus entities including faculty members, career services and co-curricular supports.

    Preparing for launch: Richmond facilitates a four-year development model for student athletes, starting with an orientation experience for first-year students that helps them understand their strengths and temperament, up to more career-focused programming for seniors.

    Recognizing how busy students’ schedules get during their athletic season, the university has also created other high-impact learning experiences that are more flexible and adaptive. Students can engage in a career trek to meet alumni across the country, study abroad for a short period, participate in a service project or take a wellness course, all designed to fit into their already-packed schedules.

    Part of the goal is to help each student feel confident discussing their experience as an athlete and how it contributes to their long-term goals. For instance, students might feel ill-equipped for a full-time job because they never had a 12-week internship, but university staff help them translate their experiences on the field or the court into skills applicable to a workplace environment, Wicklund said.

    The university is also adapting financial literacy programming to include information on name, image and likeness rights for student athletes, covering not just budgeting, investing and financial literacy topics but also more specific information related to their teams.

    Encouraging athletes to attend extra sessions can be a challenge, but the Spider Performance team aims to help students understand the value of the program and how it applies to their daily lives. The program also requires buy-in from other role models in students’ lives, including trainers, coaches and professors.

    “We work really hard to customize fits to different programs so we’re speaking the same language as our coaches,” which helps create a unified message to students, Wicklund said.

    If your student success program has a unique feature or twist, we’d like to know about it. Click here to submit.

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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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