Tag: Events

  • Director of Content and Product Strategy at UM

    Director of Content and Product Strategy at UM

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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  • Students Lose Food Benefits Between High School and College

    Students Lose Food Benefits Between High School and College

    Fewer than half of low-income students retain their state food benefits in the transition from high school to college or the workforce, even though they might still be eligible, according to a new report from the California Policy Lab, a nonpartisan research group affiliated with the University of California, Berkeley, and UCLA.

    The report, released today, drew on data from 2010 to 2022 from five state agency partners: the California Departments of Education and Social Services, the California Student Aid Commission, the University of California Office of the President and the California Community Colleges Chancellor’s Office. It found that only 47 percent of high school seniors who participated in CalFresh were still enrolled in the state food assistance program two years after graduation.

    “That’s a significant drop-off, and our goal is to shed some light on the causes of that drop-off and if there are ways to address it,” co-author Jesse Rothstein, professor of public policy and economics at UC Berkeley and the faculty director of the California Policy Lab’s UC Berkeley site, said in a news release.

    Researchers estimated that 40 percent of those students were no longer eligible for CalFresh because of specific eligibility requirements for college students. But the remaining 60 percent were likely eligible.

    Researchers also found disparities in which students maintained their CalFresh benefits. Students who participated in CalFresh for longer in high school were more likely to continue to participate afterward. Students who attended University of California campuses were also more likely to continue participating in CalFresh than those attending community colleges. The report suggests this is because community college students are more likely to live at home with their parents, whose incomes are factored into the eligibility for CalFresh, which can prevent them from meeting the program’s income requirements.

    Some community college students, including Hispanic and Filipino students, were less likely than their peers to continue receiving food benefits. The report recommended targeted outreach to these students to help them stay enrolled in the program.

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  • Harvard Sues the Trump Administration

    Harvard Sues the Trump Administration

    After a weeks-long standoff with the federal government over alleged antisemitism on campus, Harvard University sued the Trump administration on Monday over the $2.2 billion federal funding freeze enacted after the private institution rejected a far-reaching slate of reforms last week.

    The Trump administration had demanded Harvard overhaul university governance, hiring, admissions and more, despite the fact that an investigation has yet to reach any conclusions.

    President Alan Garber announced the move in a statement to the university community Monday, noting that while some officials in the Trump administration have claimed the demand letter was sent by accident, the federal government has acted in ways that suggest it was purposeful.

    “Doubling down on the letter’s sweeping and intrusive demands—which would impose unprecedented and improper control over the University—the government has, in addition to the initial freeze of $2.2 billion in funding, considered taking steps to freeze an additional $1 billion in grants, initiated numerous investigations of Harvard’s operations, threatened the education of international students, and announced that it is considering a revocation of Harvard’s 501(c)(3) tax-exempt status. These actions have stark real-life consequences for patients, students, faculty, staff, researchers, and the standing of American higher education in the world,” Garber wrote.

    The lawsuit comes as the Trump administration has threatened to cut off Harvard’s ability to host international students and reportedly sought to freeze another $1 billion in research funding.

    “It has been clear for weeks that the administration’s actions violated due process and the rule of law,” said Ted Mitchell, president of the American Council on Education. “We applaud Harvard for taking this step and look forward to a clear and unambiguous statement by the court rebuking efforts to undermine scholarship and science.”

    Harvard’s lawsuit names the Departments of Health and Human Services, Justice, Education, Energy and Defense, the General Services Administration, the National Science Foundation, the National Aeronautics and Space Administration, and associated agency heads. The lawsuit was filed in U.S. District Court in Massachusetts.

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  • Debt Collection on Defaulted Student Loans to Restart in May

    Debt Collection on Defaulted Student Loans to Restart in May

    J. David Ake/Getty Images

    The Education Department will resume collecting on defaulted student loans early next month, restarting a system that’s been on hold since spring 2020, the agency announced Monday.

    Starting May 5, the department will withhold tax refunds or benefits such as Social Security from borrowers who are in default. Later this summer, the department will begin garnishing the wages of defaulted borrowers, a move consumer protection advocates have criticized as out of control.

    About 38 percent of the nearly 43 million student loan borrowers are current on their payments, and a record number of borrowers are at risk of or in delinquency and default, the department said Monday. Borrowers default when they miss at least 270 days of payments.

    When the Biden administration restarted student loan payments in September 2023, it offered a one-year grace period for borrowers during which those who didn’t make payments were spared the worst financial consequences, including default.

    Research into borrowers who default and other data shows they typically fall behind on their payments because other loans take a higher priority or they can’t afford their payments, among other reasons. And borrowers in default usually don’t have the ability to repay their loans. A survey from the Pew Charitable Trusts found that unemployed borrowers were twice as likely to default compared to those who worked full-time. Additionally, borrowers who didn’t complete the education they took out loans to pay for are more likely to default than completers.

    “The folks who fall behind on their payments are those who are least well served by the higher education and repayment systems,” said Sarah Sattelmeyer, project director for education, opportunity and mobility in the higher education initiative at New America, a left-leaning think tank. “A lot of those folks did not receive a return on their higher education investment … These aren’t people who overwhelmingly do not want to pay their loans.”

    About 5.3 million borrowers have defaulted on their loans, and many have been in default for more than seven years, according to the department. Another four million borrowers are in “late-stage delinquency,” or 91 to 180 days behind on their payments. The department expects about 10 million or nearly one-quarter of borrowers to default by the fall.

    “We think that the federal student loan portfolio is headed toward a fiscal cliff if we don’t start repayment and collections,” a senior department official said on a press call Monday. “American taxpayers can no longer serve as collateral for student loans.”

    The official didn’t take questions, and a department spokesperson referred reporters to Education Secretary Linda McMahon’s recent op-ed in The Wall Street Journal. She’s also slated to appear on CNBC and Fox Business to discuss the restart in collections.

    In her public statements Monday, McMahon blamed the Biden administration and colleges for the current situation.

    “Colleges and universities call themselves nonprofits, but for years they have profited massively off the federal subsidy of loans, hiking tuition and piling up multibillion-dollar endowments while students graduate six figures in the red,” she wrote in the Journal.

    Beyond the immediate restart, the senior department official said the department is planning to work with Congress to fix the system so that students can afford their loan payments and to lower the cost of college.

    Former Biden administration officials, borrowers and debt-relief advocates have said that efforts to forgive student loans were a way to address systemic failures in the student loan system and to help vulnerable borrowers who were likely to never repay their loans.

    The department is planning a “robust communication strategy,” the senior official said, to spread the word to borrowers and share information about their options, such as enrolling in an income-driven repayment plan or loan rehabilitation.

    Currently, about 1.8 million borrowers have pending applications for an IDR plan, but the department intends to clear that backlog over the next few weeks, the official said. The department also is planning to email borrowers individually about their options. The outreach plan also includes extending the loan servicers’ call center hours on weekends and weeknights.

    Sattelmeyer, who worked in the Office of Federal Student Aid during the Biden administration, said it will be important to ensure borrowers have access to information and the tools such as IDR plans to either get out of or avoid default and then stay on track. She questioned whether the department has enough staff to restart collections effectively, given the recent mass layoffs at the agency.

    “The issue is that the system is in disarray right now and there have not been a consistent set of options available for borrowers at the same time that we’re turning back on collections,” she said. “At the end of the day, I think the most important thing is that it does not feel like we have the resources and the staffing in place to make this go smoothly and to ensure that borrowers have support and access to resources and tools.”

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  • USF Reimagines Academic Supports for Student Success

    USF Reimagines Academic Supports for Student Success

    Colleges and universities are home to an array of resources to help students thrive and succeed, but many students don’t know about them. Just over half (56 percent) of college students say they’re aware of tutoring and academic supports on campus, compared to 94 percent of college employees who say their campus offers the resources.

    At the University of South Florida, the Academic Success Center is a central office in the library that houses tutoring, the writing lab, peer mentoring and supplemental instruction, among other academic support offerings for undergraduates.

    Zoraya Betancourt became director of the center in 2020 during a challenging time, she said—in part because the center had to reintroduce itself to incoming students who had never been on campus and those who had their college experience disrupted by COVID-19.

    National data shows that students at large public institutions are spending less time studying outside of class now compared to during the 2018–19 academic year, and they are less likely to participate in a study group with their peers.

    “For me, it was like, OK, we are going to have to be very different. We can’t go back to who we were,” Betancourt said.

    Spurred by student data and feedback, Betancourt and her team led a remodel of the center to be more responsive to student needs and meet them where they are.

    Data-based decisions: To start, Betancourt partnered with Steve Johnson, a data scientist on the university’s Predictive Analytics Research for Student Success team, to build a dashboard of student data.

    “For many years the only data we had was how many students come and use the services how many times,” as well as some student identification data, Betancourt said. “I always thought we need more than that—we need to know more than that.”

    Now, Betancourt has access to student majors, colleges and the types of services they utilize to identify high-demand subjects and create responsive learning support schedules. The dashboard also connects the way services are tied to student retention and outcome goals.

    In addition to automating some work, the dashboard allows staff to engage students more directly. Each week, the system generates a report of new visitors to the center, which staff use to reach out and personally welcome students to the center and its services.

    A care-centered model: One trend that became clear in student interactions was the prevalence of stress in the student experience, Betancourt said. “Our tutors are coming to us and saying, ‘I have a student … and I don’t know how to help them.’”

    In response, the office adopted a care model for referrals that quickly connects support staff with other departments, reducing opportunities for students to fall through the cracks.

    “Within this referral system, we can go in and see if a student who is using our services says, ‘I really need to change my major and I don’t know what to do, I’m really stressing out over it,’” Betancourt said. “We’re able to go into the system and refer them directly to an adviser.”

    Larry Billue Jr. serves as the Academic Success Center point person for care management, guiding students to counseling support, financial aid, basic needs support and academic advisers or just sitting with the student to discuss how they’re feeling.

    Increased peer engagement: Another new feature of the ACS was supplemental instruction. While the academic intervention has been around for decades, it was new to the university and created opportunities for increased collaboration between staff and faculty to promote academic success, as well as create jobs for student employees.

    “That became more evident because we were hearing from students, ‘I need more than just tutoring. I like working with my peers,’” Betancourt said.

    At USF, supplemental instruction is called PASS, short for peer-assisted study sessions. The ACS is tracking student participation in PASS to gauge use.

    Students can also sign up to receive remote tutoring in select courses through the PORTAL (peer online resources for tutoring and learning), to supplement in-person opportunities when the office may be closed.

    The impact: Over the past year, the center has seen a 75 percent year-over-year increase in student use.

    Having a care team member on board has also been successful; Billue Jr. can physically walk a student across campus to the relevant office and make introductions as needed.

    “It’s been well received by students; they take him up on the offer and they’ll walk with him,” Betancourt said.

    The center has also expanded training for academic peer mentors to address not only study strategies and effective learning practices, but also how to make referrals to other offices.

    The biggest lesson Betancourt has learned: There are a range of opportunities to engage students and connect with them, understanding those opportunities just requires a deeper look at what students need.

    “We serve to engage students on campus, to engage students with each other, to engage students with faculty and with staff, and it’s looking at that a little bit closer to improve our services and how we can build on that,” Betancourt said.

    Do you have an academic intervention that might help others improve student success? Tell us about it.

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  • Half of Colleges Don’t Grant Students Access to Gen AI Tools

    Half of Colleges Don’t Grant Students Access to Gen AI Tools

    Transformative. Disruptive. Game-changing. That’s how many experts continue to refer, without hyperbole, to generative AI’s impact on higher education. Yet more than two years after generative AI went mainstream, half of chief technology officers report that their college or university isn’t granting students institutional access to generative AI tools, which are often gratis and more sophisticated and secure than what’s otherwise available to students. That’s according to Inside Higher Ed’s forthcoming annual Survey of Campus Chief Technology/Information Officers with Hanover Research.

    There remains some significant—and important—skepticism in academe about generative AI’s potential for pedagogical (and societal) good. But with a growing number of institutions launching key AI initiatives underpinned by student access to generative AI tools, and increasing student and employer expectations around AI literacy, student generative AI access has mounting implications for digital equity and workforce readiness. And according to Inside Higher Ed’s survey, cost is the No. 1 barrier to granting access, ahead of lack of need and even ethical concerns.

    Ravi Pendse, who reviewed the findings for Inside Higher Ed and serves as vice president for information technology and chief information officer at the University of Michigan, a leader in granting students access to generative AI tools, wasn’t surprised by the results. But he noted that AI prompting costs, typically measured in units called tokens, have fallen sharply over time. Generative AI models, including open-source large language models, have proliferated over the same period, meaning that institutions have increasing—and increasingly less expensive—options for providing students access to tools.

    ‘Paralyzed’ by Costs

    “Sometimes we get paralyzed by, ‘I don’t have resources, or there’s no way I can do this,’ and that’s where people need to just lean in,” Pendse said. “I want to implore all leaders and colleagues to step up and focus on what’s possible, and let human creativity get us there.”

    According to the survey—which asked 108 CTOs at two- and four-year colleges, public and private nonprofit, much more about AI, digital transformation, online learning and other key topics—institutional approaches to student generative AI access vary. (The full survey findings will be released next month.)

    Some 27 percent of CTOs said their college or university offers students generative AI access through an institutionwide license, with CTOs at public nonprofit institutions especially likely to say this. Another 13 percent of all CTOs reported student access to generative AI tools is limited to specific programs or departments, with this subgroup made up entirely of private nonprofit CTOs. And 5 percent of the sample reported that students at their institution have access to a custom-built generative AI tool.

    Among community college CTOs specifically (n=22), 36 percent said that students have access to generative AI tools, all through an institutionwide license.

    Roughly half of institutions represented do not offer student access to generative AI tools. Some 36 percent of CTOs reported that their college doesn’t offer access but is considering doing so, while 15 percent said that their institution doesn’t offer access and is not considering it.

    Of those CTOs who reported some kind of student access to generative AI and answered a corresponding question about how they pay for it (n=45), half said associated costs are covered by their central IT budget; most of these are public institution CTOs. Another quarter said there are no associated costs. Most of the rest of this group indicated that funding comes from individual departments. Almost no one said costs are passed on to students, such as through fees.

    Among CTOs from institutions that don’t provide student access who responded to a corresponding question about why not (n=51), the top-cited barrier from a list of possibilities was costs. Ethical concerns, such as those around potential misuse and academic integrity, factored in, as well, followed by concerns about data privacy and/or security. Fewer said there is no need or insufficient technical expertise to manage implementation.

    “I very, very strongly feel that every student that graduates from any institution of higher education must have at least one core course in AI, or significant exposure to these tools. And if we’re not doing that, I believe that we are doing a disservice to our students,” Pendse said. “As a nation we need to be prepared, which means we as educators have a responsibility. We need to step up and not get bogged down by cost, because there are always solutions available. Michigan welcomes the opportunity to partner with any institution out there and provide them guidance, all our lessons learned.”

    The Case for Institutional Access

    But do students really need their institutions to provide access to generative AI tools, given that rapid advances in AI technology also have led to fewer limitations on free, individual-level access to products such as ChatGPT, which many students have and can continue to use on their own?

    Experts such as Sidney Fernandes, vice president and CIO of the University of South Florida, which offers all students, faculty and staff access to Microsoft Copilot, say yes. One reason: privacy and security concerns. USF users of Copilot Chat use the tool in a secure, encrypted environment to maintain data privacy. And the data users share within USF’s Copilot enterprise functions—which support workflows and innovation—also remains within the institution and is not used to train AI models.

    There’s no guarantee, of course, that students with secure, institutional generative AI accounts will use only them. But at USF and beyond, account rollouts are typically accompanied by basic training efforts—another plus for AI literacy and engagement.

    “When we offer guidance on how to use the profiles, we’ve said, ‘If you’re using the commercially available chat bots, those are the equivalent of being on social media. Anything you post there could be used for whatever reason, so be very careful,” Fernandes told Inside Higher Ed.

    In Inside Higher Ed’s survey, CTOs who reported student access to generative AI tools by some means were no more likely than the group over all to feel highly confident in their institution’s cybersecurity practices—although CTOs as a group may have reason to worry about students and cybersecurity generally: Just 26 percent reported their institution requires student training in cybersecurity.

    Colleges can also grant students access to tools that are much more powerful than freely available and otherwise prompt-limited chat bots, as well as tools that are more integrated into other university platforms and resources. Michigan, for instance, offers students access to an AI assistant and another conversational AI tool, plus a separate tool that can be trained on a custom dataset. Access to a more advanced and flexible tool kit for those who require full control over their AI environments and models is available by request.

    Responsive AI and the Role of Big Tech

    Another reason for institutions to lead on student access to generative AI tools is cultural responsiveness, as AI tools reflect the data they’re trained on, and human biases often are baked into that data. Muhsinah Morris, director of Metaverse programs at Morehouse College, which has various culturally responsive AI initiatives—such as those involving AI tutors that look like professors—said it “makes a lot of sense to not put your eggs in one basket and say that basket is going to be the one that you carry … But at the end of the day, it’s all about student wellness, 24-7, personalized support, making sure that students feel seen and heard in this landscape and developing skills in real time that are going to make them better.”

    The stakes of generative AI in education, for digital equity and beyond, also implicate big tech companies whose generative AI models and bottom lines benefit from the knowledge flowing from colleges and universities. Big tech could therefore be doing much more to partner on free generative AI access with colleges and universities, and not just on the “2.0” and “3.0” models, Morris said.

    “They have a responsibility to also pour back into the world,” she added. “They are not off the hook. As a matter of fact, I’m calling them to the carpet.”

    Jenay Robert, senior researcher at Educause, noted that the organization’s 2025 AI Landscape Study: Into the Digital AI Divide found that more institutions are licensing AI tools than creating their own, across a variety of capabilities. She said digital equity is “certainly one of the biggest concerns when it comes to students’ access to generative AI tools.” Some 83 percent of respondents in that study said they were concerned about widening the digital divide as an AI-related risk. Yet most respondents were also optimistic about AI improving access to and accessibility of educational materials.

    Of course, Robert added, “AI tools won’t contribute to any of these improvements if students can’t access the tools.” Respondents to the Educause landscape study from larger institutions were more likely those from smaller ones to report that their AI-related strategic planning includes increasing access to AI tools.

    Inside Higher Ed’s survey also reveals a link between institution size and access, with student access to generative AI tools through an institutionwide license, especially, increasing with student population. But just 11 percent of CTOs reported that their institution has a comprehensive AI strategy.

    Still, Robert cautioned that “access is only part of the equation here. If we want to avoid widening the digital equity divide, we also have to help students learn how to use the tools they have access to.”

    In a telling data point from Educause’s 2025 Students and Technology Report, more than half of students reported that most or all of their instructors prohibit the use of generative AI.

    Arizona State University, like Michigan, collaborated early on with OpenAI, but it has multiple vendor partners and grants student access to generative AI tools through an institutionwide license, through certain programs and custom-built tools. ASU closely follows generative AI consumption in a way that allows it to meet varied needs across the university in a cost-effective manner, as “the cost of one [generative AI] model versus another can vary dramatically,” said Kyle Bowen, deputy CIO.

    “A large percentage of students make use of a moderate level of capability, but some students and faculty make use of more advanced capability,” he said. “So everybody having everything may not make sense. It may not be very cost-sustainable. Part of what we have to look at is what we would describe as consumption-based modeling—meaning we are putting in place the things that people need and will consume, not trying to speculate what the future will look like.”

    That’s what even institutions with established student access are “wrestling with,” Bowen continued. “How do we provide that universal level of AI capability today while recognizing that that will evolve and change, and we have to be ready to have technology for the future, as well, right?”

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  • Northwestern to Fund Research After Federal Freeze

    Northwestern to Fund Research After Federal Freeze

    Northwestern University is stepping in to fund ongoing research projects after the private institution received stop-work orders on nearly 100 federal grants, CBS News Chicago reported.

    The move comes after the Trump administration froze $790 million in federal research funding at Northwestern, which is one of multiple institutions across the U.S. hit by similar setbacks. Others include Harvard University, which had $2.2 billion frozen after it rejected changes demanded by the Trump administration in response to alleged antisemitism and harassment; Cornell University (more than $1 billion); Columbia University ($650 million); Brown University ($510 million); Princeton University ($210 million); and the University of Pennsylvania ($175 million).

    Northwestern, like others on the list, had a pro-Palestinian encampment protest on campus last spring, which prompted Congress to bring its president in for a hearing on antisemitism in May.

    Northwestern president Michael Schill and Board of Trustees chair Peter Barris told the university community in an email obtained by CBS News Chicago that the university still had not received formal notice that federal research funding had been pulled, but the university has received stop-work orders. They noted the university will continue funding on projects that received stop-work orders as well as other research threatened by the Trump administration.

    “The work we do is essential to our community, to the nation and to the world. Enabling this vital research to continue is among our most important priorities, and supporting our researchers in this moment is a responsibility we take seriously,” Schill and Barris wrote in the Thursday email.

    Northwestern is among the nation’s wealthiest universities, with an endowment recently valued at $14.2 billion. However, financial experts have cautioned against leveraging endowments to plug budget holes, prompting some wealthy institutions targeted by the administration to issue bonds or take out private loans.

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  • How Harvard Is Standing Up to Trump Means Everything

    How Harvard Is Standing Up to Trump Means Everything

    When it comes to fighting the current authoritarian threats coming out of the Trump administration, it’s important to remember that the symbol is the substance.

    Frankly, this is always true of politics generally, but it’s more true and more important than ever in this moment.

    We have an object example of this principle at work presently in the different responses from Harvard and Columbia when it comes to the threats to funding and demand for control by the Trump administration.

    Columbia appeared to capitulate, forging an “agreement” to take steps sought by Trump, ostensibly to address antisemitism on campus, but this fig leaf was unconvincing, and Trump himself quickly dropped the pretense, as we all understand he has no interest in combating antisemitism and every interest in sending signals of domination and stoking fear that turns into pre-emptive compliance from other institutions.

    Columbia looked unprincipled and weak in the face of the authoritarian threat, and the internal and external backlash against Columbia has been significant.

    In contrast, once Harvard received the Trump administration demands, it crafted a careful public response, producing multiple public-facing communications meant to speak to different audiences (press, public, students, faculty, alumni) with different needs, including a letter from Harvard president Alan Garber to the university community that invoked a shared responsibility to defend the core values of the institution specifically and higher education in general.

    To be fair, the call was much easier for Harvard than Columbia for several reasons. For one, Harvard had seen what happened to Columbia, where what looked like capitulation to outsiders still proved insufficient, because, again, Trump is interested in subservience, not reaching a mutual agreement. When Trump-world figures like JD Vance and Chris Rufo say they intend to destroy higher education, we should take them seriously.

    The Trump administration demands of Harvard were also so extreme—amounting essentially to a takeover of the university—that it had no choice but to resist and take every possible step to rally others to the fight. The public thirst for an institutional response to Trump’s lawless power grabs has been so great that even the New York Times editorial board has weighed in with its approval of Harvard’s actions and the university’s explicit pledge to stand against violations of the rule of law.

    An interesting bit of information in the form of an op-ed by Columbia history professor Matthew Connelly has come out that perhaps sheds additional light on Columbia’s actions. Writing at The New York Times, Connelly laments the hapless situation his institution finds itself in, first receiving blows from Trump and then being subjected to the “circular firing squad” of those who oppose Trump signing on to a collective boycott of Columbia.

    Connelly argues that we should not view Columbia as “capitulating” to Trump because, “In fact, many of the actions the Columbia administration announced on March 21 are similar to those originally proposed last August by more than 200 faculty members.”

    In other words, in agreeing with Trump, Columbia is only doing what it was possibly going to do anyway. Connelly goes on to argue that Columbia would never give in on key principles of institutional operations, and acting Columbia University president Claire Shipman has subsequently declared that Columbia would not sign any agreement that would “require us to relinquish our independence and autonomy as an educational institution.”

    Columbia’s actions look similar to those taken by some of the big law firms that have reached vaguely worded “agreements” with Trump that have them pledging not to do “illegal DEI hiring” and to donate tens or hundreds of millions of dollars to pro bono causes favored by Trump. At Talking Points Memo, Josh Marshall has gone digging into some of these agreements and found that there’s not much of specific substance to be found, the wording often so generalized and vague that it would be easy for firms to fulfill the agreements without doing anything beyond their usual patterns and practices.

    I’m not entirely unsympathetic to Connelly’s irritation or the decisions by the big law firms; they thought they could make Trump go away with a little performative minor supplication and get back to their substantive work.

    They’ve obviously misread the moment badly. I don’t know what more evidence we need to conclude that Trump intends to govern as an authoritarian. In both the cases of these law firms and Columbia University, the entire battle was over Trump being allowed to claim a symbolic victory over these institutions, to get them to be seen capitulating.

    It is strange to say that the symbolic fight is the genuine battle over principles, but this is obviously the case. Trump wants to make others fearful of standing up to his authoritarian aims, so he will simply defy the rule of law until someone forces the victims to fight. There is no choice but to test the administration’s resolve. Trump’s response on Truth Social following Harvard’s action shows a lot of bluster aimed at tearing down Harvard’s reputation with a lot of right-wing tropes, but the rhetoric shows how nonexistent his substantive case is.

    Any capitulation, real or even perceived, is a loss. Either choice will come with costs. Trump is going after Harvard’s funding and nonprofit status, and there will be significant turbulence for the university in the foreseeable future. But turbulence is not the same thing as a plane heading for the ground.

    Harvard had its legal strategy prepared before the fight even went public. Law and precedent appear to be on its side, though this is not a guarantee of success. Trump seems determined to hold back whatever money he can in his ongoing attempts at coercion.

    What we are learning is that there is no such thing as accommodating or reaching an agreement with an authoritarian project. Harvard’s stand is an important symbolic illustration of this, and because of the symbolism, it is proving to be hugely substantive.

    Let’s hope it’s only the first example of how to fight back.

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  • What to Know About Trump’s Funding Threats to Colleges

    What to Know About Trump’s Funding Threats to Colleges

    Over the course of just 13 weeks, President Donald Trump has made it clear that he’ll use billions of dollars in federal grants and contracts, primarily for research, as a lever to force colleges and universities to bow to his agenda and increase the representation of conservative ideology on their campuses.

    The cuts don’t follow any typical investigative process and sometimes lack clear explanations or legal justifications. And such an aggressive ad hoc strategy is one that that many higher education lawyers, policy analysts and administrators say could reshape postsecondary education for years to come.

    “It’s certainly unprecedented and deeply disturbing,” said John King Jr., former secretary of education under President Obama and current chancellor of the State University of New York system. Trump’s actions “really threaten the long-standing partnership between the federal government and higher education in the pursuit of both innovation and economic mobility.”

    Trump and his advisers have signaled their intent to crack down on “woke” higher education but haven’t said how they will do so. Instead, a cadre of conservative policy analysts plotted how to leverage other agencies and sources of funding, beyond access to the $130 billion distributed annually in federal student loans and Pell Grants.

    “At the beginning it felt like I was the only one fighting,” Chris Rufo, an influential anti-DEI advocate and a member of the Board of Trustees at New College of Florida, said on The Daily, a New York Times podcast last week. “Now, fast-forward five years, [and] some of the ideas that I had cobbled together have suddenly become reality, they’ve become policy, they affect billions of dollars in the flow of funds.”

    But efforts to send colleges and universities into “an existential terror,” as Rufo put it, have required the Trump administration to move at a dizzying pace and leverage multiple mechanisms that most higher education lawyers, policy analysts and officials say are incredibly novel.

    To catch up, here are four things you should know about Trump’s funding threats to colleges and universities.

    Broad Scope of Attack

    A large part of what makes the Trump administration’s current push to crack down on colleges and align their actions with his agenda so unprecedented, experts say, is its sheer magnitude, from the amount of money at risk to the number of investigations involving various agencies.

    The Education Department has historically taken the lead on holding colleges accountable, leveraging institutions’ eligibility for student aid programs to force compliance. But this time around, it’s an all-hands-on-deck effort with a magazine of federal programs used as ammunition.

    At least four departments beyond Education—Justice, Defense, Energy and Health and Human Services—have also been involved, cutting off scientific research grants, which are typically considered immune from political attacks.

    James Nussbaum, who leads the higher education practice at the Indiana law firm Church Church Hittle + Antrim, said that as Trump took office he often warned clients to be aware of any contracts they held with the Department of Education. But some of the cuts caught even him by surprise.

    “People had their focus on one ball in the air and hadn’t seen that these others might be affected,” he said.

    To review federal funding for colleges that it believes have violated students’ civil rights, the Trump administration launched a federal antisemitism task force that spanned several agencies and has led some of the most public actions against colleges so far.

    The group launched reviews of Columbia and Harvard Universities, demanded sweeping changes and froze $400 million and $2.2 billion in grants and contracts, respectively. The funds at risk support a wide range of research at the universities, including on cancer, tuberculosis and the effects of environmental pollution on health. Faculty have warned of dire consequences if the freezes continue.

    In addition to Columbia and Harvard, Northwestern, Cornell, Brown and Princeton Universities have had some of their federal funds frozen, though it’s not clear why or who made that decision and under what legal authority. (The Wall Street Journal reported that White House staff were behind the Cornell funding freeze.)

    The Trump administration also froze $175 million at the University of Pennsylvania to penalize administrators for allowing a transgender athlete to swim on the women’s team three years ago.

    What the Trump administration is doing enters a “whole new territory,” Princeton president Christopher Eisgruber said in a recent interview with The New York Times.

    Starting with the freeze at Columbia, “the government was using its tremendous power over research dollars to try to control what a private university was doing in terms of matters that are generally considered part of academic freedom,” Eisgruber added. “There’s a very fundamental threat here right now … to America’s research universities that anybody who cares about the strength of this country, our economy, our prosperity, our security, our health should be worried about.”

    Colleges also face other threats from the federal government. The Department of Education has launched or actively pursued at least 97 investigations concerning alleged antisemitism and DEI programs, which could imperil those institutions’ access to federal financial aid. And the National Institutes of Health and the Department of Energy moved to cap reimbursements for costs indirectly related to research, which, if enacted, could cost colleges billions.

    Bypassing Standard Processes

    Adding to the difficulty for colleges, the Trump administration is largely ignoring regulatory standards and procedures when it cuts funding.

    For instance, cabinet members have broadly used the term “investigation” to describe the ways they are cracking down on colleges. But in most cases, the review process has lasted only a few days and resulted in little to no evidence of the alleged violation. Often, universities have been presented with a list of ultimatums or policy changes they must make in order to avoid a funding freeze or restore their funds.

    The stop-work orders that have been issued so far have been “arbitrary” and “often unsupported,” said King of SUNY. If there is rationale, it often “seems disingenuous.”

    And some universities have yet to receive a formal notification about a funding freeze. For example, Brown officials have not received any official word of a rumored $510 million cut.

    “We have nothing to actually substantiate what’s being reported,” Brian Clark, Brown’s vice president for news, told Inside Higher Ed in an email.

    For civil rights investigations, investigations typically begin when the Education Department notifies an institution of the allegations made in thorough detail, experts explained. Then, the Office for Civil Rights conducts an in-depth investigation that includes talking to students, faculty and staff and gathering documents or data regarding the allegations. That process allows colleges to voluntarily resolve the investigation and negotiate a settlement with the department. The resulting agreement usually outlines various changes that colleges must make to comply with federal law. Some conservative critics have said those settlements or resolution agreements were “toothless.”

    If the parties cannot agree or a college refuses to comply with the federal law, the department could sue a college. But that’s rare, and the Education Department has never pulled a college’s federal funding over civil rights violations—a move that’s considered a nuclear option.

    Brendan Cantwell, a higher education professor at Michigan State University, noted that despite the quick turnaround, the administration’s investigations do, at times, parallel the motivations of traditional reviews. But what makes this approach so unprecedented and unlawful, in his mind, Cantwell said, is its “unmeasured” and “blanketed” nature.

    “So while there are precedents and similar examples in the past, beyond very superficial similarities, the similarities fall apart,” he said.

    Breaking Contract Law

    The means by which Trump is terminating grants and contracts is also novel, a lawyer who specializes in government contracts told Inside Higher Ed.

    Generally, the only people who have authority to take contract-based actions on behalf of the United States are contracting officers or agreements officers, said Jayna Marie Rust, a partner at Thompson Coburn LLP. But under the Trump administration, it’s often unclear if this is the case, especially with the Department of Government Efficiency reviewing contracts and grants and touting decisions to cancel millions in agreements.

    Rust said she has not seen any of the direct communications between government agencies and universities regarding contract/grant termination that are due to the identity of the institution and therefore can’t say if the notifications come from contracting or agreements officers. But notifications coming from others is something she has seen in other terminations that schools are receiving.

    “But to the extent these communications are not coming from the agreements officers or contracting officers, that is unusual,” Rust said.

    And much like the procedure for investigating and addressing policy violations, the government is supposed to ensure due process before excluding schools from receiving federal funds, which is effectively what the terminations have done. The Trump administration has seemingly bypassed those steps. (Several faculty groups and associations have sued to restore the canceled funding.)

    Even when the administration has completed a process to determine whether an entity can be excluded from receiving federal funds, contracting and agreements officers also often conduct a risk analysis to see if the benefit of letting that entity complete a contract or grant outweighs the benefit of cutting ties (which could result in losing the benefit of work that’s already completed), Rust said. It appears that the Trump administration also hasn’t gone through that review.

    More Than Money at Stake

    As a result of the sweeping scope of Trump’s attacks and the lack of precedent, the risks for colleges and universities are more than financial, higher ed experts say.

    Yes, losing billions of dollars in federal funding is a problem, and not one that elite institutions’ endowments can solve. But more than that, what’s at risk is the core mission and ethos of American higher education, King said.

    “From the technology inside of your phone to the treatment you may receive at your doctor—all of that can be traced back to research conducted at America’s higher ed institutions. And it’s under threat,” he said.

    And though the dollar amounts of funding pulled from smaller private liberal arts institutions and state universities may be “more modest,” they’re still significant, he added. “For those researchers, it’s heartbreaking, and it will ultimately harm economic development and national security.”

    The full impact of these funding freezes is not yet clear. But until the courts weigh in, colleges are stuck between a rock and a hard place, said Nussbaum, of Church Church Hittle + Antrim.

    “Schools are trying to make that decision of how can we make decisions consistent with our mission and values in a way that’s not going to get us called out?” Nussbaum said. “I think we’ll have a little bit more certainty on where the means and bounds of the discretion of the executive agency is in the funding. But I think in the meantime, a lot of schools are trying to wait out that clock.”

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  • Welcome, WINNERS, to Prosperity U (opinion/satire)

    Welcome, WINNERS, to Prosperity U (opinion/satire)

    Dear Excepted Student,

    Congratulations on your admission to Prosperity University’s class of 2026. We’re going to get you in and out of here faster and more efficiently than any of those LOSER Colleges that look like total DUMPS. You’re going to love it here. We’ve got the Best campus, the most beautiful Campus, the likes of which you’ve never seen. People are saying it’s the most Luxurious educational facility in the history of education, maybe ever.

    Our professors? Top-notch people, very Smart people. Some of the smartest people in the world, actually. They know things other professors don’t know. They teach things other universities are afraid to teach, believe me. And guess what? Our provost is None other than Neon Mush! That’s right, the greatest BUSINESS GENIUS OF OUR TIME is running our academic operations. He’s going to send our education to Mars, LITERALLY to Mars!!!

    And let me tell you, we don’t do this Ridiculous “tenure” thing here. No way. That’s for crooked lazy professors. At Prosperity U, you perform or you’re fired! Simple as that. “Academic freedom”? Just another excuse for Woke Liberal Indoctrination!!!! OUR PROFESSORS TEACH WHAT WE TELL THEM TO TEACH and it’s beautiful, believe me.

    The curriculum at Prosperity is unlike anything you’ve ever seen before. We don’t waste time with the Boring stuff, failing subjects like “science” or “medicine” or “math.” No one reads anymore, so you don’t even Need to buy books. Useless BS. We teach our students to make money. You want art? We do the Art of the Deal. WINNING!

    And let me tell you, you know, some very good people have been so discriminated against in this country. Very Good people. It’s terrible, just Terrible!! We just pick the best students, and if they happen to be the wealthy good-looking ones with great hair from the best Richest families with very big hands, which they Usually are, then that’s just how it is. That’s just how Winning works.

    We don’t have any failing students here. Zero. If you’re not WINNING, you’re not trying. Everyone at the U of P is a winner. That I can tell you. If students don’t fit in with our values? They’re fired! We don’t need whiners. You either get with the Program or you’re out, folks. We have no tolerance for losers or troublemakers.

    Let me tell you about our athletics program—it’s huge, just TREMENDOUS. We only play AMERICAN sports here, none of that soccer nonsense from shithole countries. Our football team? Undefeated. We’re winning bigly. Other schools are Terrified to play us, believe me. Nobody kneels during our national anthem, that I can Guarantee you. And we don’t have any of these women’s sports taking resources away from real sports. Title IX? Neon Mush is taking care of that. Our cheerleaders are the most Beautiful women you’ve ever seen, the most beautiful. Many people say they could be models. They love me. They’ll let you do anything to them!

    The tuition? It’s not Cheap, folks. Quality costs Money. But it’s worth every penny, every single penny. And when you graduate—which everyone does, because we fire them if they don’t show up, or sometimes, even if they do—we have a 100% graduation rate, huge crowds, biggest crowds you’ve ever seen, it’s amazing—you’ll be so successful. SO SUCCESSFUL! You’ll be tired of success.

    The other universities? Total Disasters. Sad! They’re Jealous of us, very jealous. But that’s OK. We’re making education great again, and they can’t stand it. The American people have lost faith in these liberal indoctrination camps they call “universities.” At Prosperity University, we teach Real skills for real Americans who want to stop this country from becoming a BUNCH of losers. NO SAFE SPACES HERE! No trigger warnings. We’re not afraid to pull triggers!

    Believe me, folks. Believe me.

    Sincerely,

    THE PRESIDENT

    Prosperity University

    Rachel Toor is a professor of creative writing at Eastern Washington University in Spokane and a contributing editor at Inside Higher Ed.

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