Tag: Heres

  • Student Civil Rights Took Center Stage in 2025. Here’s What’s on the Horizon – The 74

    Student Civil Rights Took Center Stage in 2025. Here’s What’s on the Horizon – The 74

    School (in)Security is our biweekly briefing on the latest school safety news, vetted by Mark KeierleberSubscribe here.

    Happy 2026 — and just like that, we’re more than a quarter of the way through this century. For news about school safety and students’ civil rights, 2025 was one for the history books — unless, of course, they get banned. 

    A bid to close the Education Department. Hundreds of thousands of deportations. A free-speech crackdown. And much, much more. 

    With the new year now underway, I figured I’d look back to highlight some of the largest news stories in the School (in)Security universe in 2025 that could see major developments over the next 12 months. 

    Trump’s immigration crackdown breaches the schoolhouse gate

    In an unprecedented response to President Donald Trump’s ongoing immigration crackdown and its impact on education, Minneapolis Public Schools shut down all of its schools for two days this week. The announcement came after immigration authorities reportedly tear-gassed students and arrested staff outside a high school. The Department of Homeland Security denied using tear gas.

    The encounter occurred just hours after a federal agent shot and killed Renee Nicole Good, a 37-year-old mother of three, who a DHS officer shot dead in her car.

    Students, families and K-12 schools throughout the country have felt the significant and far-reaching effects of the administration’s militarized mission on U.S. soil, which has resulted in more than half a million deportations.

    Student enrollment plunged after the Trump administration eliminated a longstanding policy against conducting raids at schools, churches and other “sensitive locations.” In limited but unprecedented ways, immigration agents acted on the policy change. In Florida, the Pinellas County school district applied to assist ICE in arresting immigrants — only to quickly backtrack as controversy ensued.  

    While agents have conducted “wellness checks” on unaccompanied minors across the country, including through visits to schools, thousands of children have been detained and are reportedly being held “as long as possible to increase the likelihood of deporting them.”

    Through it all, school communities across the country have banded together, my colleague Jo Napolitano reported, to send a clear message: “Not on our watch.”

    Looking forward: The sheer number of agents deployed to Minneapolis, a reported 2,000, and the violence and death that resulted could point to a willingness by the administration to double down on its targeting of cities and schools in the coming year.

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    DEI became a four-letter word

    Following a presidential campaign that centered on anti-immigrant and anti-transgender rhetoric, Trump made good on a promise with an order barring diversity, equity and inclusion initiatives in schools. And, about as quickly, federal courts clapped back. In April, federal judges blocked the Education Department’s effort to withhold federal money from schools that didn’t pledge to carry out the Trump administration’s interpretation of anti-discrimination laws. 

    In December, the Department of Health and Human Services released a set of sweeping regulations designed to block gender-affirming care for minors, a move that advocates warned puts lives at risk. Iowa, meanwhile, became the first state in the country to strip discrimination protections from transgender and nonbinary people.

    Perhaps most consequential is the Trump administration’s efforts to decimate the Education Department — and its Office for Civil Rights, where thousands of unresolved investigations alleging discrimination in schools based on race and gender were left to languish.

    Expect an even smaller federal presence in school civil rights issues moving forward. In December, Attorney General Pam Bondi announced an order rescinding a 50-year-old rule that held schools responsible for neutral policies that negatively affect students of a certain race or nationality.

    Looking ahead: The Supreme Court is scheduled to hear oral arguments next week over whether conservative states can ban transgender students from competing on school sports teams that align with their gender identity.

    PowerSchool is breached — and millions of documents are leaked

    After PowerSchool became the target of a massive cyberattack in late 2024, Massachusetts teenager Matthew Lane was sentenced to prison for carrying out a failed get-rich-quick scheme that led to perhaps the largest student data breach in history. Now that Lane has had his day in court, attention has pivoted back to PowerSchool’s culpability in the breach. 

    The company has faced lawsuits from dozens of students, parents and school districts over allegations it failed to put adequate safeguards in place to protect troves of sensitive student data.

    In a separate complaint, Texas filed suit against the company, charging it deceived its customers about the strength of its cyber protections. 

    “If Big Tech thinks they can profit off managing children’s data while cutting corners on security, they are dead wrong,” Texas Attorney General Ken Paxton said in a media release. “Parents should never have to worry that the information they provide to enroll their children in school could be stolen and misused.”

    The rise of artificial intelligence — and efforts to keep it contained

    Kids fell in love with AI-powered chatbots last year. No, really. As students turned to AI for help with their homework, for fun and to find romantic partnerships, skeptics warned that young people could grow socially and emotionally disconnected from the humans in their lives. Several lawsuits accused chatbots of leading kids down dark paths — even to suicide.

    On Wednesday, Character.AI and tech giant Google agreed to settle lawsuits filed by parents who said their children harmed themselves after using the startup’s chatbot. 

    Keep your eyes peeled: Bipartisan legislation proposed late last year could require chatbot users to verify their age — and force teens to break up with their digital companions.

    The murder of conservative pundit and operative Charlie Kirk was met with swift backlash as K-12 teachers, professors and college students were disciplined for social media posts celebrating his death. As the Trump administration vowed vengeance on Kirk’s critics, First Amendment protections for students were left on even shakier ground.

    Meanwhile, in Texas, Gov. Greg Abbot announced an initiative to launch Turning Point USA chapters at all high schools in the state — and warned educators of “meaningful disciplinary action” if they didn’t fall in line.

    Add to the mix federal efforts to silence pro-Palestinian college student activists. In September, a federal judge ruled a Trump administration effort to arrest and deport international students based on their pro-Palestinian advocacy was a blatant First Amendment violation.

    What happens next will play out in the courts: On Tuesday, the American Federation of Teachers filed a federal First Amendment lawsuit against the Texas Education Agency alleging it violated the free speech rights of educators in the wake of Kirk’s death.


    Emotional Support

    Sinead contemplates what’s to come in 2026 from her perch.


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  • Being a principal just got harder–and here’s why

    Being a principal just got harder–and here’s why

    eSchool News is counting down the 10 most-read stories of 2025. Story #3 focuses on challenges in school leadership.

    This story was originally published by Chalkbeat. Sign up for their newsletters at ckbe.at/newsletters.

    There is a squeaky old merry-go-round in my neighborhood that my own children play on from time to time. Years of kids riding on it have loosened its joints so it spins more freely and quickly. The last time they played on the merry-go-round, my children learned the important lesson that the closer to the center they sit the more stable and in control they feel.

    While being a school leader has always felt like being on a spinning piece of playground equipment, leading since the inauguration of President Donald Trump has made me feel as if I moved from the center to the edges in this merry-go-round metaphor. Immigration raids and attacks on civil liberties have made the work feel blindingly fast.

    The school I serve has a large population of immigrant students. Teens who just weeks ago felt like our school was a safe and secure place now carry a new level of concern into our classrooms and hallways. My school has seen a significant drop in attendance since January with parents and guardians citing the desire to keep their children home instead of sending them to school and putting them in harm’s way as ICE raids happen across the city.

    Our staff feels the impact of the rhetoric and policy shifts out of Washington as well. They fear for the physical and emotional safety of our students when they leave the school.

    For my part, I wonder if my decisions that prioritize equity and inclusion will make me the target of criticism–or worse, an investigation. This year, we have had ongoing professional development opportunities to teach staff how they can better support our queer students and employees. Each time we engage in these discussions, I find myself worrying about the repercussions.

    But I am determined that the programs and people in place to support and protect our most vulnerable students will not go away. Rather, they will be reinforced. My role as a school leader is to create an environment so safe and accepting that students and staff never feel like they must look over their shoulder while they are at school. We want them to breathe easily knowing that, at least during the school day, they can be seen, safe, and successful.

    To be sure, this job has always been a juggle, which includes instructional leadership, behavioral support, budgeting, staffing, and–in my case–fighting the stigma of historically being identified as a low-performing school by the Colorado Department of Education. But the changes out of Washington have taken things to the next level. As I navigate it all, I do my best to be energetic, optimistic, and reliable. Each day is an exercise in finding joy in my interactions with students and staff.

    I find joy in seeing students cheer on their peers at basketball games. I find joy in watching a teacher sit with a student until they grasp a challenging concept. I find joy when I see staff members step in to teach a class for a colleague who is sick or just needs a break. I find joy and hope in my daily interactions with students and staff; they are the core of my work and are the bravest people I have worked with in my career.

    When I push my children on the merry-go-round, I tell them to get to the center because the spinning seems to slow down and the noise decreases. This is the same advice I would give to school leaders right now. Get right to the center of your work by being with students and staff as much as possible. Even at the center, the spinning does not stop. The raids, political attacks, and fear tactics do not decrease, but the challenge of facing them becomes a little more manageable. While every force out there may be pushing leaders away from the center of their work, prioritizing that values-based work reminds us exactly why we do what we do.

    Chalkbeat is a nonprofit news site covering educational change in public schools.

    For more news on school leadership, visit eSN’s Educational Leadership hub.

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  • TEF proposals’ radical reconfiguration of quality risk destabilising the sector – here’s the fix

    TEF proposals’ radical reconfiguration of quality risk destabilising the sector – here’s the fix

    The post-16 education and skills white paper reiterates what the Office for Students’ (OfS) recent consultation on the future of the Teaching Excellence Framework (TEF) had already made quite clear: there is a strong political will to introduce a regulatory framework for HE that imposes meaningful consequences on providers whose provision is judged as being of low quality.

    While there is much that could be said about the extent to which TEF is a valid way of measuring quality or teaching excellence, we will focus on the potential unintended consequences of OfS’s proposals for the future of TEF.

    Regardless of one’s views of the TEF in general, it is relatively uncontroversial to suggest that TEF 2023 was a material improvement on its predecessor. In an analysis of the outcomes from the 2017 TEF exercise, it was clear that a huge volume of work had gone into establishing a ranking of providers which was far too closely correlated with the characteristics of their student body.

    Speaking plainly, the optimal strategy for achieving Gold in 2017 was to avoid recruiting too many students from socially and economically disadvantaged backgrounds. In 2017, the 20 providers with the fewest FSM students had no Bronze awards, while the 20 with the highest failed to have any Gold awards associated with their provision.

    Following the changes introduced in the next round of TEF assessments, while there still appears to be a correlation between student characteristics and TEF outcomes, the relationship is not as strong as it was in 2017. Here we have mapped the distribution of TEF 2023 Gold, Silver and Bronze ratings for providers with the lowest (Table 1) and highest (Table 2) proportions of students who have received free school meals (FSM), for TEF 2023.

    In TEF 2023, the link between student characteristics and TEF outcome was less pronounced. This is a genuine improvement, and one we should ensure is not lost under the new proposals for TEF.

    Reconfiguring the conception of quality

    The current TEF consultation proposes radical changes, not least of which is the integration of the regulator’s assessment of compliance with the B conditions of registration which deal with academic quality.

    At present, TEF differentiates between different levels of quality that are all deemed to be above minimum standards – built upon the premise that the UK higher education sector is, on average, “very high quality” in an international context – and operates in parallel with the OfS’s approach to ensuring compliance with minimum standards. The proposal to merge these two aspects of regulation is being posited as a way of reducing regulatory burden.

    At the same time, the OfS – with strong ministerial support – is making clear that it wants to ensure there are regulatory consequences associated with provision that fails to meet their thresholds. And this is where things become more contentious.

    Under the current framework, a provider is technically not eligible to participate in TEF if it is judged by the OfS to fall foul of minimum quality expectations. Consequently, TEF ratings of Bronze, Silver and Gold are taken to correspond with High Quality, Very High Quality and Outstanding provision, respectively. While a fourth category, Requires Improvement, was introduced for 2023, vanishingly few providers were given this rating.

    Benchmarked data on the publicly available TEF dashboard in 2023 were deemed to contribute no more than 50 per cent of the weight in each provider’s aspect outcomes. Crucially, data that was broadly in line with benchmark was deemed – as a starting hypothesis, if you will – to be consistent with a Silver rating: again, reinforcing the message that the UK HE sector is “Very High Quality” on the international stage.

    Remember this, as we journey into the contrasts with proposals for the new TEF.

    Under the proposed reforms, OfS has signalled that providers failing to be of sufficient quality would be subject to regulatory consequences. Such consequences could span from enhanced monitoring to – in extremis – deregistration; such processes and penalties would be led by OfS. We have also received the clear indication that the government may wish to withdraw permission to grow and receive inflation-linked fee increases with quality outcomes. In other words, providers who fail to achieve a certain rating in TEF may experience student number caps and fee freezes.

    These are by no means minor inconveniences for any provider, and so one might reasonably expect that the threshold for implementing such penalties would be set rather high – from the perspectives both of the proportion of the sector that would, in a healthy system, be subject to regulatory action or governmental restriction at any one time, and the operational capacity of the OfS properly to follow through and follow up on the providers that require regulatory intervention. On the contrary, however, it is being proposed that both Requires Improvement- and Bronze-rated providers would be treated as inadequate in quality terms.

    While a provider rated as Requires Improvement might expect additional intervention from the regulator, it seems less obvious why a provider rated Bronze – which was previously defined as a High Quality provider – should expect to receive enhanced regulatory scrutiny and/or restrictions on their operation.

    It’s worse than we thought

    As the sector regulator, OfS absolutely ought to be working to identify areas of non-compliance and inadequate quality. The question is whether these new proposals achieve that aim.

    This proposal amounts to OfS making a fundamental change to the way it conceptualises the very notion of quality and teaching excellence, moving from a general assumption of high quality across the sector to the presumption that there is low quality at a scale hitherto unimagined. While the potential consequences of these proposed reforms are important at the level of an individual provider, and for student and prospective students’ perceptions, it is equally important to ask what they mean for the HE sector as a whole.

    Figure 1 illustrates the way in which the ratings of quality across our sector might change, should the current proposals be implemented. This first forecast is based upon the OfS’s proposal that overall provider ratings will be defined by the lowest of their two aspect ratings, and shows the profile of overall ratings in 2023 had this methodology been applied then.

    There are some important points to note regarding our methodology for generating this forecast. First, as we mentioned above, OfS has indicated an intention to base a provider’s overall rating on the lowest of the two assessed aspects: Student Experience and Student Outcomes. In TEF 2023, providers with mixed aspects, such as Bronze for one and Silver for another, may still have been judged as Silver overall, based on the TEF panel’s overall assessment of the evidence submitted. Under the new framework, this would not be possible, and such a provider would be rated Bronze by default. In addition, we are of course assuming that there has been no shift in metrics across the sector since the last TEF, and so these figures need to be taken as indicative and not definitive.

    Figure 1: Comparison of predicted future TEF outcomes compared with TEF 2023 actual outcomes

    There are two startling points to highlight:

    • The effect of this proposed TEF reform is to drive a downward shift in the apparent quality of English higher education, with a halving of the number of providers rated as Outstanding/Gold, and almost six times the number of providers rated as Requires Improvement.
    • The combined number of Bronze and Requires Improvement Providers would increase from 50 to 89. Taken together with the proposal to reframe Bronze as being of insufficient quality, OfS could be subjecting nearly 40 per cent of the sector to special regulatory measures.

    In short, the current proposals risk serious destabilisation of our sector, and we argue could end up making the very concept of quality in education less, not more, clear for students.

    Analysis by provider type

    Further analysis of this shift reveals that these changes would have an impact across all types of provider. Figures 2a and 2b show the distribution of TEF ratings for the 2023 and projected future TEF exercises, where we see high, medium and low tariff providers, as well as specialist institutions, equally impacted. For the 23 high tariff providers in particular, the changes would see four providers fall into the enhanced regulatory space of Bronze ratings, whereas none were rated less than Silver in the previous exercise. For specialist providers, of the current 42 with 2023 TEF ratings, five would be judged as Requires Improvement, whereas none received this rating in 2023.

    Figure 2a: Distribution of TEF 2023 ratings by provider type

    Figure 2b: Predicted distribution of future TEF ratings by provider type

    Such radical movement in OfS’s overall perception of quality in the sector requires explanation. Either the regulator believes that the current set of TEF ratings were overly generous and the sector is in far worse health than we have assumed (and, indeed, than we have been advising students via current TEF ratings), or else the very nature of what is considered to be high quality education has shifted so significantly that the way we rate providers requires fundamental reform. While the former seems very unlikely, the latter requires a far more robust explanation than has been provided in the current consultation.

    We choose to assume that OfS does not, in fact, believe that the quality of education in English HE has fallen off a cliff edge since 2023, and also that it is not intentionally seeking to radically redefine the concept of high quality education. Rather, in pursuit of a regulatory framework that does carry with it material consequences for failing to meet a robust set of minimum standards, we suggest that perhaps the current proposals have missed an opportunity to make more radical changes to the TEF rating system itself.

    We believe there is another approach that would help the OfS to deliver its intended aim, without destabilising the entire sector and triggering what would appear to be an unmanageable volume of regulatory interventions levelled at nearly 40 per cent of providers.

    Benchmarks, thresholds, and quality

    In all previous iterations of TEF, OfS has made clear that both metrics and wider evidence brought forward in provider and student submissions are key to arriving at judgements of student experience and outcomes. However, the use of metrics has very much been at the heart of the framework.

    Specifically, the OfS has gone to great lengths to provide metrics that allow providers to see how they perform against benchmarks that are tailored to their specific student cohorts. These benchmarks sit alongside the B3 minimum thresholds for key metrics, which OfS expects all providers to achieve. For the most part, providers eligible to enter TEF would have all metrics sitting above these thresholds, leaving the judgement of Gold, Silver and Bronze as a matter of the distance from the provider’s own benchmark.

    The methodology employed in TEF has also been quite simple to understand at a conceptual level:

    • A provider with metrics consistently 2.5 per cent or more above benchmark might be rated as Gold/Outstanding;
    • A provider whose metrics are consistently within ±2.5 per cent of their benchmarks, would be likely assessed as Silver/Very High Quality;
    • Providers who are consistently 2.5 per cent or more below their benchmark would be Bronze/High Quality or Requires Improvement.

    There is no stated numerical threshold that is consistent with the boundary between Bronze and Requires Improvement – a matter of holistic panel judgement, including but not limited to how far beyond -2.5 per cent of benchmark a provider’s data sits.

    It is worth noting here that in the current TEF, Bronze ratings (somewhat confusingly) could only be conferred for providers who could also demonstrate some elements of Silver/Very High Quality provision. Under the new TEF proposals, this requirement would be dropped.

    The challenge we see here is with the definition of Bronze being >2.5 per cent below benchmark; the issue is best illustrated with an example of two hypothetical Bronze providers:

    Let’s assume both Provider A and B have received a Bronze rating in TEF, because their metrics were consistently more than 2.5 per cent below benchmark, and their written submissions and context did not provide any basis on which a higher rating ought to be awarded. For simplicity, let’s pick a single metric, progression into graduate employment, and assume that the benchmark for these two providers happens to be the same, at 78 per cent.

    In this example, Provider A obtained its Bronze rating with a progression figure of 75 per cent, which is 3 per cent below its benchmark. Provider B, on the other hand, had a Progression figure of 63 per cent. While this is a full 12 percentage points worse than Provider A, it is nonetheless still 2 per cent above the minimum threshold specified by OfS, which is 60 per cent, and so it was not rated as Requires Improvement.

    Considering this example, it seems reasonable to conclude that Provider A is doing a far better job of supporting a comparable cohort of students into graduate employment than Provider B, but under the new TEF proposals, both are judged as being Bronze, and would be subject to the same regulatory penalties proposed in the consultation. From a prospective student’s perspective, it is hard to see what value these ratings would carry, given they conceal very large differences in the actual performance of the providers.

    On the assumption that the Requires Improvement category would be retained for providers with more serious challenges – such as being below minimum thresholds in several areas – the obvious problem is that Bronze as a category in the current proposal is simply being stretched so far, it will lose any useful meaning. In short, the new Bronze category is too blunt a tool.

    An alternative – meet Meets Minimum Requirements

    As a practical solution, we recommend that OfS considers a fifth category, sitting between Bronze and Requires Improvement: a category of Meets Minimum Requirements.

    This approach would have two advantages. First, it would allow the continued use of Bronze, Silver and Gold in such a way that the terms retain their commonly understood meanings; a Bronze award, in common parlance, is not a mark of failure. Second, it would allow OfS to distinguish providers who, while below our benchmark for Very High Quality, are still within a reasonable distance of their benchmark such that a judgement of High Quality remains appropriate, from those whose gap to benchmark is striking and could indicate a case for regulatory intervention.

    The judgement of Meets Minimum Requirements would mean the provider’s outcomes do not fall below the absolute minimum thresholds set by the regulator, but equally are too far from their benchmark to be awarded a quality kitemark of at least a Bronze TEF rating. The new category would reasonably be subject to increased regulatory surveillance, given the borderline risk of thus rated providers failing to meet minimum standards in future.

    We argue that such a model would be far more meaningful to students and other stakeholders. TEF ratings of Bronze, Silver and Gold would continue to represent an active recognition of High, Very High, and Outstanding quality, respectively. In addition, providers meeting minimum requirements (but not having earned a quality kitemark in the form of a TEF award) would be distinguishable from providers who would be subject to active intervention from the regulator, due to falling below the absolute minimum standards.

    It would be a matter for government to consider whether providers deemed to be meeting minimum requirements should receive inflation-linked uplifts in fees, and should be permitted to grow; indeed, one constructive use of the increased grading nuance we propose here could be that providers who meet minimum requirements are subject to student number caps until they can demonstrate capability to grow safely by improving to the point of earning at least a Bronze TEF award. Such a measure would seem proportionately protective of the student interest, while still differentiating those providers from providers who are actively breaching their conditions of registration and would be subject to direct regulatory intervention.

    Modelling the impact

    To model how this proposed approach might impact overall outcomes in a future TEF, we have, in the exercise that follows, used TEF 2023 dashboard data and retained the statistical definitions of Gold (>2.5 per cent above benchmark) and Silver (±2.5% of benchmark) from the current TEF. We have modelled a proposed definition of Bronze as between 2.5-5 per cent below benchmark. Providers who Meet Minimum Requirements are defined as being within 5-10 per cent below benchmark, and Requires Improvement reflects metrics >10 per cent below benchmark.

    For the sake of simplicity, we have taken the average distance from benchmark for all Student Experience and Student Outcomes metrics for each provider to categorise providers for each Aspect Rating. The outcome of our analysis is shown in Table A, and is contrasted in Table B with an equivalent analysis under OfS’s current proposals to redefine a four-category framework.

    Table A. Distribution of aspect ratings according to a five-category TEF framework

    Table B. Distribution of aspect ratings according to OfS’s proposed four-category TEF framework

    Following OfS’s proposal that a provider would be given an overall rating that reflects the lowest rating of the two aspects, our approach leads to a total of 32 providers falling into the Meets Minimum Requirements and Requires Improvement categories. This represents 14 per cent of providers, which is substantially fewer than the 39 per cent of providers who would be considered as not meeting high quality expectations under the current OfS proposals. It is also far closer to the 22 per cent of providers who were rated Bronze or Requires Improvement in TEF 2023.

    We believe that our approach represents a far more valid and meaningful framework for assessing quality in the sector, while OfS’ current proposals risk sending a problematic message that, since 2023, quality across the sector has inexplicably and catastrophically declined. Adding granularity to the ratings system in this way will help OfS to focus its regulatory surveillance where it will likely be the most useful in targeting provision that is of potentially low quality.

    Figure 4, below, illustrates the distribution of potential TEF outcomes based on OfS’s four category rating framework, contrasted with our proposed five categories. It is important to note that this modelling is based purely on metrics and benchmarks, and does not incorporate the final judgement of TEF panels, based on the narrative submissions providers submit.

    This is particularly important because previous analysis has shown that many providers with metrics that were not significantly above benchmark, or not significantly at benchmark, were nonetheless awarded Gold or Silver ratings, respectively, and this would have been based on robust narrative submissions and other evidence submitted by providers. Equally, some providers with data that was broadly in line with benchmark were awarded Bronze ratings overall, as the further evidence submitted in the narrative statements failed to convince the panel of an overall picture of very high quality.

    Figure 4: Predicted profile of provider ratings in a four- and five-category framework

    The benefits of a five-category approach

    First, the concept of a TEF award in the form of a Gold, Silver or Bronze rating retains its meaning for students and other stakeholders. Any of these three awards reflect something positive about a provider delivering beyond what we minimally expect.

    Second, the pool of providers potentially falling into categories that would prompt enhanced scrutiny and potential regulatory intervention/governmental restrictions would drop to a level that would be a much fairer reflection of the actual quality of our sector. We simply do not believe it to be the case that anyone can be convinced that as much as 40 per cent of our sector is not of sufficiently high quality.

    Third, referencing the socio-economic diversity data by 2023 TEF award in Tables 1 and 2, and the future TEF outcomes modelling in Figure 1, our proposal significantly reduces the risk that students who were previously eligible for free school meals (who form strong proportions of the cohorts of Bronze-rated providers) would be further disadvantaged by their HE environment being impoverished via fee freezes and student number caps. We argue that such potential measures should be reserved for the Requires Improvement, and, plausibly, Meets Minimum Requirements categories.

    Fourth, by expanding the range of categories, OfS would be able to distinguish to between providers who are in fact meeting minimum expectations, but not delivering quality in experience or outcomes which would allow them to benefit from some of the freedoms proposed to be associated with TEF awards, and providers who are, in at least one of these areas, failing to meet even those minimum expectations.

    To recap, the key features of our proposal are as follows:

    • Retain Bronze, Silver and Gold in the TEF as ratings that reflect a positive judgement of High, Very High, and Outstanding quality, respectively.
    • Introduce a new rating – Meets Minimum Requirements – that recognises providers who are delivering student experience and outcomes that are above regulatory minimum thresholds, but are too far from benchmarks to justify an active quality award in TEF. This category would be subject to increased OfS surveillance, given the borderline risk of provision falling below minimum standards in future.
    • Retain Requires Improvement as a category that indicates a strong likelihood that regulatory intervention is required to address more serious performance issues.
    • Continue to recognise Bronze ratings as a mark of High Quality, and position the threshold for additional regulatory restrictions or intervention such that these would apply only to providers rated as Meets Minimum Requirements or Requires Improvement.

    Implementing this modest adaptation to the current TEF proposals would safeguard the deserved reputation of UK higher education for high-quality provision, while meeting the demand for a clear plan to secure improvements to quality and tackle pockets of poor quality.

    The deadline for responding to OfS’ consultation on TEF and the integrated approach to quality is Thursday 11 December. 

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  • California Schools Now Offer Free Preschool for 4-Year-Olds. Here’s What They Learn – The 74

    California Schools Now Offer Free Preschool for 4-Year-Olds. Here’s What They Learn – The 74


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    Every 4-year-old in California can now go to school for free in their local districts. The new grade is called transitional kindergarten — or TK — and it’s part of the state’s effort to expand universal preschool.

    In 2021, Gov. Gavin Newsom and the state legislature moved to expand transitional kindergarten in a $2.7 billion plan so that all 4-year-olds could attend by the 2025-26 school year. (Prior to this, TK was only available for kids who missed the kindergarten age cutoff by a few months). While it’s not mandatory for students to attend, districts must offer them as an alternative to private preschool.

    As a free option, it can save parents a lot of money. Parents also must weigh how sending their kids into a school-based environment compares to a preschool they might already know and like, as well as other needs like all-day care, and how much play their child does.

    One big question we’ve heard: What do kids actually do and learn in a TK classroom? Educators say it’s intended to emphasize play, but what does that mean?

    A social skill students can learn in transitional kindergarten is how to take turns on the playground. (Mariana Dale/LAist)

    To help parents get a better sense of this new grade as they make their decisions, LAist reporters spent the day in three different classrooms across the Southland. Here are five things we saw children do.

    Get used to the structure and routines of school

    For many students, transitional kindergarten is their first introduction to a formal school preschool setting. Crystal Ramirez sent her 4-year-old to TK at Marguerita Elementary School in Alhambra, so he could get used to the rhythm and rigors of school.

    “I didn’t wanna put him straight into kindergarten when he was five, six, so he at least knows a routine, already,” she said. “Now, as soon as he sees that we’re in school, he loves it.”

    TK students, like other elementary school students, follow a schedule: morning bell, recess, lunch, second recess and dismissal. They’re also learning how to listen to instructions or stand in a line. Some are learning to go to the cafeteria for lunch.

    “ I wanna make sure that their first experience in a public school setting is one that is joyful, where they feel loved, where they feel welcomed, where they get to really transition nicely into like the rigor of the school,” said Lauren Bush, a TK teacher at Lucille Smith Elementary in Lawndale.

    Claudia Ralston, a TK teacher at Marguerita Elementary, said it can be hard for young kids to get up early and leave their moms and dads. But seven weeks in, many of her students have learned their routines already. She helps with the morning transitions by turning on soft instrumental music in the classroom, and allowing them free play until they regroup on the mat to discuss the day.

    “They’re four years old. I want them to feel safe at school, know that this is a special place for learning and that they play,” she said.

    Learn how to socialize and communicate

    In TK, social-emotional learning is a big part of the curriculum. That’s a fancy word, but it just means they’re learning how to be in touch with their emotions

    At Price Elementary in Downey, the teacher has her kids give an affirmation: “I am safe. I am kind. I matter. I make good choices. I can do hard things. All of my problems have solutions!” (They also have these sentences on classroom wall signs.)

    The children also learn how to interact with their peers. In some schools, there are no assigned desks so the kids can learn how to share the space.

    “ They’re able to problem solve. They’re able to use communication to get their needs, regulating their emotions. They do better than students who come in without this experience,” said Cristal Moore, principal at Lucille Smith Elementary.

    On the playground, a student named Ava told teacher assistant Lizbeth Orozco that another student pushed her.

    “How did that make you feel?” Orozco asked.

    “Mad!”

    Orozco encouraged Ava to express her feelings to her classmate.

    “ We give them options of how to solve a problem and then they go in and solve it themselves,” Orozco said. “If they need extra help, they always come back and we can help them.”

    Arguing over toys can be a common occurrence in a TK classroom. At Price Elementary in Downey, educators help kids work through a solution. On a recent morning, one 4-year-old used two tongs to pick up paper shapes in a sensory bin, leaving another kid upset.

    “What’s the rule about sharing?” asked Alexandria Pellegrino, a teacher who gives extra support for one TK classroom.

    The boy handed over a tong to his peer. “Thank you so much for being a good friend,” Pellegrino said.

    “[It’s]  about being kind friends and making friends and using our manners. So we do build that foundation at the beginning of the year,” said Samantha Elliot, the classroom’s lead instructor.

    At the end of the day in Alvarez’s Lawndale TK class, she counts up the stars next to each student’s name earned throughout the day — earned for positive behavior like being kind, solving problems, trying something challenging, or showing effort in other ways. Ten stars earns a small prize from the treasure chest.

    “If we don’t get something today are we going to get mad?” Alvarez asked the class.

    “No!” they responded.

    “I’m not going to cry!” one boy piped up, followed by his classmate and a “Me too!” from another student.

    “That’s [a] positive attitude,” Alvarez said. “Because tomorrow you can get more stars!”

    Get exposed to numbers, shapes, letters

    In Elliot’s TK class, students use their own little lightsabers to trace letters in the air.

    “They’re learning the letter, the sound, and then a little action to go with it. They’re wiggling and moving and they’re also learning those letter sounds and they don’t really realize, so it’s incorporating instruction,” she said.

    There’s no mandated curriculum in TK, but instruction is supposed to align with the state’s Preschool/Transitional Kindergarten Learning Foundations. “Kindergarten is basically where the state standards go and kick in. There are standards in TK, but it’s a little bit different,” said Tom Kohout, principal at Marguerita Elementary.

    Students might put playdough into letter molds, or the teacher might pull out toys from a bag that all start with a letter “E.” Kids will play with little plastic toys that connect — or “manipulatives” — that can help them recognize numbers and patterns.

    “It’s play with a purpose,” Ralston said. “They’re just being introduced to the numbers, the colors, writing. But again, we’re not doing worksheets.”

    Build fine motor skills

    Molding pretend cakes with kinetic sand. Connecting small LEGO bricks. Cutting playdough. It might not seem like much, but children this age are still learning how to use their bodies.

    “Tearing paper is really hard and it’s a really amazing fine motor skill for them because the same muscles you use to tear paper are the same muscles that you use to hold a pen or a pencil,” said Lauren Bush, a TK teacher at Lucille Smith Elementary in Lawndale.

    “You see kids playing with dinosaurs. I see kids sorting by color, doing visual, you know, eye hand coordination and visual discrimination. I see them using their fine motor skills,” she said.

    At lunch, kids learn how to open up a milk carton or open a packaged muffin. At PE, they learn to balance on a block or walk in a straight line — learning spatial awareness.

    “They’re learning how to run, stop, things like that and playing because their bodies are so young,” said Principal Kohout.

    Learn independence

    For some kids, it might be the first time where mom and dad aren’t there to help carry their backpacks or help them go to the bathroom. TK is meant to help focus on their independence, though aides can help.

    TK classrooms are also usually set up with play centers, so kids can have the choice to explore on their own.

    “ I want them to be independent, to be able to solve their problems, you know, with assistance,” Ralston said.

    Samantha Elliot, the TK teacher in Downey, says she encourages kids to talk to their teammates first to figure out an activity before going to a teacher.

    “It’s just gaining the confidence and building that independence from basically the start of the school year,” she said.

    Parent Crystal Ramirez has already noticed a change in her 4-year-old this year since starting school. “ [He’s] socializing a little bit more, talking a little bit more, trying to express himself as well.”


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  • Managing Change Is a Skill; Here’s How to Teach It (opinion)

    Managing Change Is a Skill; Here’s How to Teach It (opinion)

    In every sector, including higher education, change has become the defining condition of professional life. Budgets shift, opportunities change, teams reorganize and expectations evolve faster than most of us can keep up. Students, postdocs and seasoned professionals alike are being asked to adapt constantly, often without ever being taught how to do it.

    As directors of career centers, our job is to spot the skills tomorrow’s leaders will need and to design ways to help them build those skills now. At the top of that list is the ability to navigate change and to help others do the same. It’s not a “nice-to-have” skill anymore; it’s part of how one leads, collaborates and makes their own work sustainable.

    We’ve been discussing how to help trainees and professional colleagues negotiate change for a long time. Naledi developed the Straight A’s for Change Management framework through National Science Foundation–funded work focused on training biomedical professionals in people management and managing-up skills. Dinuka has used this approach in his own leadership practice and integrated its lessons into his work supporting trainees and professionals. Together, we wanted to share what this looks like in real life.

    What’s often missing in professional skill development isn’t the outcome; it’s the process. The Straight A’s for Change Management framework offers exactly that. Built on four steps—acknowledge and accept, assess, address, and appreciate achievement—it helps people build agency: the capacity to act skillfully even when they can’t control external events.

    Acknowledge and Accept

    Step one is to acknowledge reality and then accept what it means to and for you.

    Many people we work with, from first-year students to senior leaders, stop short of even this first step. They can acknowledge the problem—funding has been cut, hiring has slowed or their people are struggling with change—but they don’t take the harder step of acceptance.

    Acceptance means internalizing that your long-standing plan or approach may no longer be viable and that you will need to adjust your goals or strategies. It can also mean accepting that you might need support or community beyond your institution to help hold this heavy truth. But this is the inflection point where agency begins: not wishing conditions were different, but accepting the need for you to think and act differently, too.

    For a postdoc, acceptance might mean recognizing that a principal investigator’s funding constraints could shorten the timeline of their project. That realization could prompt them to seek alternative support, accelerate a job search or pivot their research scope. For a student, acceptance might mean realizing that since their adviser’s experience is limited to academic careers, they will need to proactively seek additional mentorship to position themselves for biotech careers.

    For Dinuka, acceptance came during a period of leadership transition. The role he had taken on had quietly shifted beneath him—new expectations, new reporting lines and values that no longer aligned with what drew him to the work in the first place. He agonized over whether to stay and adapt or to acknowledge that something essential had changed. The moment he admitted that reality, uncomfortable as it was, he could finally see a path forward. Acceptance meant reclaiming his agency.

    Reflection Prompts:

    • What change in your environment are you resisting acknowledging?
    • What might acceptance make possible that resistance is currently blocking?
    • Who can help you process this shift with honesty and perspective?

    Assess the Change

    Once you’ve acknowledged and accepted a situation, the next step is to assess it strategically. This is where you shift from emotional reaction to analytical clarity.

    A useful tool here is a SWOT analysis (strengths, weaknesses, opportunities, threats). Ask yourself:

    • Strengths: What are your skills? Where can you leverage them in this situation?
    • Weaknesses: Where are you vulnerable?
    • Opportunities: What new directions might this open?
    • Threats: What could block your goals?

    Answering these questions encourages balance. Some start with weaknesses and threats; others begin with strengths and opportunities. What matters is that you consider all four dimensions.

    It’s also helpful to share your SWOT with a mentor or trusted colleague. Instead of laying out your situation and asking, “What should I do?” you can say, “Here’s how I’m assessing my situation. Can you help me identify what I might be missing?” Tools like a SWOT provide structure for both your reflection and your conversations with those who support you.

    When Dinuka reached this stage, he turned to trusted mentors, colleagues and family members to triangulate perspectives. His SWOT involved asking, what strengths could he draw on if he stayed? Where were the risks if he left? What opportunities might emerge if he stepped away? What threats might come from doing so? Speaking these questions aloud prevented him from getting stuck in his own echo chamber and restored clarity. Assessment gave his uncertainty a shape.

    Reflection Prompts:

    • How fully have you mapped the situation you’re in—emotionally and strategically?
    • Which perspective (strengths, weaknesses, opportunities, threats) do you tend to overemphasize or neglect?
    • Who could provide an outside view to help you see what you might be missing (trusted mentors, colleagues, friends or family members)?

    Address the Change

    To address change is to use what you’ve learned to respond skillfully.

    Sometimes it starts by envisioning your best possible outcome six to 12 months out and working backward from there. Other times it means short-term triage, only figuring out the next logical step rather than solving everything at once. That might mean updating your CV, signing up for job boards or reaching out to a mentor.

    One postdoc Naledi worked with wanted to keep his career options open. In response, he began carving out one hour a week to set up informational interviews with alumni in biotech and communication careers, learning which skills were in demand. With that insight, he added a side project that strengthened his technical skills, focused on service and leadership opportunities to communicate science, and kept his network apprised of his progress.

    In Dinuka’s case, addressing the change meant testing what was still possible before making a decision. He clarified expectations with new leadership, re-aligned priorities and gave the situation space to evolve. When it became clear that the trajectory no longer matched his values or goals, he made the intentional choice to step away. That decision, though difficult, came from a place of calm rather than crisis.

    Addressing change when the future is unclear means shifting from awareness to iterative forward motion, using your definition of integrity as your compass.

    Reflection Prompts:

    • What is one small, concrete step you can take this week to move forward?
    • If you imagine the best version of this situation a year from now, what would need to happen between now and then?
    • How can you act with integrity even when you can’t control outcomes?

    Appreciate Achievements

    The final step, often overlooked, is to appreciate achievements. Many wait for a situation to resolve before celebrating. But change often unfolds over a long arc, and there may never be a moment when everything “returns to normal.”

    That means recognizing that even small wins are a big deal. Did you talk to a friend to process your situation? Celebrate. Did you update your CV? Celebrate. Did you gain greater clarity about your direction? Celebrate!

    Shifting from celebrating only outcomes (a publication, a job offer, a raise) to also celebrating progress, milestones and effort helps sustain momentum and motivation.

    When Dinuka finally left that role, he felt grounded. He appreciated the mentors who guided him, the colleagues who supported him and the lessons learned in difficulty. He celebrated not the exit itself, but the growth that came with it. That sense of gratitude transformed what could have been resentment into renewal.

    Appreciating achievements is not self-indulgent; it is strategic. It focuses attention on what you have accomplished despite uncertainty, which builds confidence to keep going.

    Reflection Prompts:

    • What progress have you made in the past month that you haven’t acknowledged?
    • Whom can you thank or recognize for supporting your journey through change?
    • How do you remind yourself that growth often looks like struggle before success?

    Why Straight A’s Matter

    Taken together, the A’s—acknowledge and accept, assess, address and appreciate achievement—form a road map for agency. We may not control personal setbacks, professional disappointments, shifting organizational priorities, unfair practices or political turbulence. But with every new challenge, we can start responding intentionally, identifying where we can still move.

    Our experiences reinforced that agency is learned through practice. The Straight A’s provide both structure and language for something many of us attempt intuitively: turning uncertainty into direction. The framework accepts complexity and teaches us to meet it with clarity and integrity.

    By practicing the Straight A’s, we build the muscles of agency and leadership. If we teach the next generation of leaders these approaches as part of their training and development, they will be prepared to lead skillfully in a world where the only constant is change.

    Naledi Saul is director of the Office of Career and Professional Development at the University of California, San Francisco, She coaches and frequently presents on people management and managing-up skills for higher education and biomedical audiences.

    Dinuka Gunaratne (he/him) has worked across several postsecondary institutions in Canada and the U.S. and is a member of several organizational boards, including Co-operative Education and Work-Integrated Learning Canada, CERIC—Advancing Career Development in Canada, and the leadership team of the Administrators in Graduate and Professional Student Services knowledge community with NASPA: Student Affairs Administrators in Higher Education.

    They are both members of the Graduate Career Consortium, an organization that provides an international voice for graduate-level career and professional development leaders.

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  • The Supreme Court should strike down Colorado’s ban on ‘conversion therapy.’ Here’s why.

    The Supreme Court should strike down Colorado’s ban on ‘conversion therapy.’ Here’s why.

    Last week, the Supreme Court heard oral argument in Chiles v. Salazar, a First Amendment challenge to Colorado’s ban on “conversion therapy” — that is, counseling intended to change their gender identity or attraction to someone of the same sex. The case has attracted widespread attention because conversion therapy is deeply controversial. But the Court’s decision is poised to have significant consequences far beyond the practice — so to protect free expression, the Court should find the law unconstitutional.  

    That’s because Chiles hinges on one of the central questions in First Amendment jurisprudence: When do words become functionally indistinguishable from conduct? 

    The First Amendment broadly protects speech, including expressive actions like holding a sign or marching in a protest. But conduct — assault, for example, or drunk driving — is fair game for the government to regulate and/or criminalize. When speech is inextricably linked to certain conduct, it may lose First Amendment protection. 

    The classic example is incitement — speech intended to and likely to result in imminent lawless action. Because the words are so closely tied to the immediate crime that’s all but certain to result, incitement isn’t protected by the First Amendment. That’s a high bar to meet, because we Americans value freedom of speech and are rightly wary of government control. 

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    But deciding exactly where to draw the line between speech and conduct can be sharply contested — as in Kaley Chiles’ case. 

    Conversion therapy has a longpainful history. For many years, being anything other than “straight” was socially taboo and widely criminalized; until 1974, homosexuality was listed in the Diagnostic and Statistical Manual of Mental Disorders. Attempts to “cure” people of their sexuality or gender identity were widespread and took a variety of forms, including the use of electric shocks or chemicals. Now, groups like the American Psychiatric Association, the American Counseling Association, and the American Medical Association oppose conversion therapy, linking it to negative mental health outcomes and even suicide. And today Colorado is one of 27 states that ban counselors from engaging in conversion therapy with minors. 

    But let’s say some conversion therapy doesn’t include shock treatments, medicine, or any physical conduct. Suppose instead it consists solely of a counselor and a client talking to each other. It would still be prohibited by Colorado’s law, which bans counselors from any practice that “attempts or purports to change an individual’s sexual orientation or gender identity, including efforts to change behaviors or gender expressions or to eliminate or reduce sexual or romantic attraction or feelings toward individuals of the same sex.” And the prohibition includes situations where individuals seek out such advice.

    That’s why Kaley Chiles, a counselor in Colorado, filed a First Amendment challenge to the law in September 2022. Chiles alleged the law prevented her from providing “licensed, ethical, and professional counseling that honors her clients’ autonomy and right to self-determination,” explaining that “speech is the only tool” she uses in her counseling. Consequently, she argued, banning her speech-only counseling violates the First Amendment.

    A federal district court disagreed. Rejecting Chiles’ challenge, the district court held the ban was a “public health law” that “regulates professional conduct rather than speech.” In other words, Chiles’ conversation was more than just talk, but rather treatment, and thus the law’s impact on Chiles’ ability to communicate with clients was “incidental to the professional conduct it regulates.” 

    Talk therapy is speech. And when the government prohibits speech because it doesn’t like the views being expressed, it violates the First Amendment.

    Chiles appealed to the U.S. Court of Appeals for the Tenth Circuit, arguing the district court got it wrong by treating her counseling as “medical treatment” instead of “a client-directed conversation consisting entirely of speech.” But the Tenth Circuit affirmed the district court. It concluded that Colorado’s law “does not regulate expression,” but rather “the provision of a therapeutic modality — carried out through use of verbal language — by a licensed practitioner authorized by Colorado to care for patients.” 

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    So Chiles sought review by the Supreme Court of the United States. She asked the Court to resolve the split between the circuit courts of appeal — with the Ninth and now Tenth Circuits treating conversion therapy bans as permissible regulations of professional speech, and the Eleventh Circuit on the other side. (A 2014 Third Circuit case involving New Jersey’s ban on conversion therapy rejected the “counter-intuitive conclusion” that a counselor’s talk therapy with clients constitutes “conduct.”) 

    At base, Chiles asked the Court to separate regulable conduct from protected speech. The Court agreed to hear her case — and at oral argument last week, the justices focused on exactly that question.

    In response to a question from Justice Jackson, for example, exploring what differentiates Chiles from “a medical professional who has exactly the same goals, exactly the same interests, and would just be prescribing medication for that rather than her talking with the client,” James Campbell, Chiles’ counsel, replied: “Because this involves a conversation,” not conduct. If the “treatment” at issue “consists only of speech, then it doesn’t trigger the speech-incidental-to-conduct doctrine.” 

    Campbell emphasized that Chiles’ therapy is different from medical practices involving conduct, characterizing her interactions with clients as “an ongoing, active dialogue where she’s helping them to explore their goals, and that absolutely has to be protected by the First Amendment.” That’s an important point. And it’s worth emphasizing that Chiles’ clients seek out her help; there’s no deception involved. As Chiles put it in her complaint, she “sits down with her clients and talks to them about their goals, objectives, religious or spiritual beliefs, values, desires, and identity to help them (1) explore and understand their feelings and (2) formulate methods of counseling that will most benefit them.”

    When Justice Kagan and Chief Justice Roberts pressed Campbell on the same point, he readily granted that if Chiles’ practice involved more than talk therapy — “administering drugs, performing procedures, conducting examinations” — the analysis would be different. If Chiles’ speech was “describing how to take the medication,” for example, it would properly be considered incidental to the conduct of prescribing medication. 

    But Colorado’s law regulates Chiles’ speech — and as some justices noted, it does so on the basis of viewpoint. Treating speech differently on the basis of viewpoint is anathema to the First Amendment, which bars the government from placing a thumb on the scale in favor of certain beliefs while punishing others. 

    In an exchange with Shannon Stevenson, Colorado’s solicitor general, Justice Alito argued the law applies unequally, sketching out a hypothetical to illustrate his point: 

    So, in the first situation, an adolescent male comes to a licensed therapist and says he’s attracted to other males, but he feels uneasy and guilty with those feelings, he wants to end or lessen them, and he asks for the therapist’s help in doing so. 

    The other situation is a similar adolescent male comes to a licensed therapist, says he’s attracted to other males, feels uneasy and guilty about those feelings, and he wants the therapist’s help so he will feel comfortable as a gay young man. 

    It seems to me . . . your statute dictates opposite results in those two situations based on the view — based on the viewpoint expressed. One viewpoint is the viewpoint that a minor should be able to obtain talk therapy to overcome same-sex attraction if that’s what he — or he or she wants. And the other is the viewpoint that the minor should not be able to obtain talk therapy to overcome same-sex attraction even if that is what he or she wants.

    “Looks like blatant viewpoint discrimination,” concluded the justice. 

    Justice Kagan echoed Justice Alito’s concern. “If a doctor says, I know you identify as gay and I’m going to help you accept that, and another doctor says, I know you identify as gay and I’m going to help you to change that, and one of those is permissible and the other is not,” she suggested, “that seems like viewpoint discrimination in the way we would normally understand viewpoint discrimination.” 

    Relatedly, Justice Barrett and Justice Gorsuch pressed Stevenson on whether other states could pass a “mirror image” law that, as Justice Gorsuch put it, “prohibits any attempt to affirm changes of gender identity or sexual orientation.” In response to questioning from Justice Gorsuch, Stevenson conceded that under Colorado’s position, a state in the 1970s would not have violated the First Amendment by passing a law prohibiting a “regulated licensed professional from affirming homosexuality.” And Justice Barrett asked whether a state could simply “pick a side” after Stevenson argued Colorado’s law should receive less judicial scrutiny than a hypothetical mirror image law would receive. “Counsel, it’s pretty important that I think about how this would apply to cases down the road,” said Justice Barrett. 

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    Justice Barrett’s focus on the possible ramifications of the Court’s ruling is apt, because Chiles’ case raises an even bigger question than whether bans on conversion therapy are constitutional. It asks the Court to draw a clearer line delineating conduct and speech in the professional context. That’s important, because both Colorado’s law and the lower courts’ rulings blur that line in ways that are ripe for abuse. 

    To be sure, attempts to recast protected speech as punishable conduct are evergreen, and this is not unfamiliar territory for the Supreme Court. Back in 2018, the Court warned that “regulating the content of professionals’ speech ‘pose[s] the inherent risk that the Government seeks not to advance a legitimate regulatory goal, but to suppress unpopular ideas or information.’” And some lower courts have rightly rejected exactly government attempts to do just that. 

    In 2002, for example, the Ninth Circuit blocked enforcement of a federal government policy threatening doctors who discussed medical marijuana with their patients with the loss of the ability to prescribe drugs. As the Ninth Circuit noted, doctors “must be able to speak frankly and openly to patients,” and restrictions on their ability to do so “strike at core First Amendment interests of doctors and patients.” 

    And just two years ago, a federal district court ruled a California law that defined “unprofessional conduct” for doctors to include efforts to “disseminate misinformation or disinformation related to COVID-19” to be likely unconstitutional. The court found the law’s terms were impermissibly vague — noting, for example, that the state was unable to demonstrate that “‘scientific consensus’ has any established technical meaning.”  

    But if the Supreme Court upholds Colorado’s law, these rulings could be in doubt. A win for Colorado would embolden government actors to impose broad viewpoint-based restrictions on a wide variety of professional speech disguised as regulations on “conduct.”

    Your right to talk freely with your counselor or your doctor shouldn’t depend on what state you’re in.

    That possibility should worry everyone, no matter your views on conversion therapy. As several justices pointed out during oral argument, this government power could just as easily be wielded in ways that proponents of conversion therapy bans would find objectionable. As Reason senior editor Elizabeth Nolan Brown noted, a ruling upholding Colorado’s law would “pave the way for talk therapy restrictions based on conservative views of sexuality and gender, too.” 

    She’s right. It’s too easy to imagine a red-and-blue patchwork of state bans barring counselors from either conversion therapy, on one side, or gender affirmation, on the other. Same for conversations about abortion — or vaccines, or marijuana, or assisted suicide, or any number of culture war flashpoints. But your right to talk freely with your counselor or your doctor shouldn’t depend on what state you’re in. The government shouldn’t be able to rule some subjects out of bounds, impeding professionals’ ability to meet a client’s individual needs. 

    It’s important to remember that new, viewpoint-based laws aren’t necessary for imposing consequences against professionals who harm their clients. That’s what licensure, standards of care, and malpractice suits are for. If a professional in Colorado or California engages in professional misconduct, they may properly be punished.

    But talk therapy is speech. And when the government prohibits speech because it doesn’t like the views being expressed, it violates the First Amendment. The Court should strike down Colorado’s law.

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  • Graduate apprenticeships are failing to scale in Scotland – here’s why

    Graduate apprenticeships are failing to scale in Scotland – here’s why

    This HEPI blog was authored by Elaine Jackson, Lecturer in Business and Management at the University of the West of Scotland.

    Imagine earning a full salary while studying for your degree, graduating debt-free, and having a guaranteed job at the end. This isn’t fantasy, it’s exactly what graduate apprenticeships offer. Yet these programmes represent just 8% of Scotland’s university intake, despite employers desperately needing skilled workers in the very sectors where apprenticeships thrive.

    The story of what’s possible starts with people like Donna. Through her graduate apprenticeship with a Local Authority, she delivered a project that secured £280,000 in funding and earned recognition as a nominee for the 2025 Convention of Scottish Local Authorities (COSLA) excellence awards. Her success demonstrates the transformative potential of combining work and study but it also highlights a troubling question: if graduate apprenticeships work so well, why aren’t there more of them?

    Graduate apprenticeships (GAs), also known as Degree Apprenticeships (DAs) in the UK, represent a specific model of work-based learning where the apprentice is an employee who is simultaneously studying for a full undergraduate or master’s degree. These programmes typically last three to six years, with apprentices spending approximately 20% of their time studying and 80% working.

    The scale challenge reveals a deeper problem

    The numbers reveal a stark reality. Since these programmes launched in 2017, only 37,000 Scots have enrolled in Foundation and Graduate Apprenticeships combined across all years combined. To put that in perspective, 16,340 Scottish 18-year-olds accepted traditional university places in just 2024 alone. Graduate apprenticeships are growing alongside regular university degrees, offering an alternative pathway rather than replacing traditional routes, but they’re growing far too slowly.

    This slow growth becomes even more puzzling when we consider the demand. Skills Development Scotland reports that social work faces a 9.3% vacancy rate, while engineering, digital technology, healthcare, and business management show similar patterns of unmet need. These are exactly the sectors where graduate apprenticeships are proving most successful, yet only 1,378 new opportunities are projected for 2024-25 across all Scottish universities.

    So, what would realistic growth look like? Based on current university capacity, documented employer partnerships, and persistent skills shortages, Scotland could reasonably support 2,000-2,500 new apprentices each year, nearly doubling current numbers. This figure accounts for genuine employer capacity to provide meaningful workplace learning, not just any company willing to take on apprentices. It represents growth that the system could absorb without compromising quality.

    But three fundamental barriers prevent this expansion from happening and understanding them reveals why good intentions alone aren’t enough to scale successful programmes.

    Why growth remains elusive: Three critical barriers

    The first barrier is financial, and it’s more complex than simply needing more money. Graduate apprenticeships cost significantly more to deliver than traditional degrees, yet they’re funded as if they were the same thing. Think about how a typical university lecture works: one professor teaches 200 students in a hall, students complete assignments independently, and most learning happens through individual study. Now consider how apprenticeships work: Glasgow Caledonian University provides one-to-one mentoring and three-way liaison between each student, their employer, and university staff throughout the entire programme. Class sizes on these programmes are typically 15-35 students, not 200, and every apprentice needs dedicated support to balance work and study successfully.

    This intensive approach works, apprentices like Donna achieve remarkable outcomes. But it is expensive. Evidence from England’s apprenticeship system shows funding ranges from £1,500 to £27,000 depending on complexity, with degree-level programmes requiring the higher amounts. Yet Scottish universities, already facing a £4,000 to £7,000 funding gap per student, receive the same amount whether they’re delivering a large lecture or providing intensive one-to-one support. This creates a perverse incentive: the better the apprenticeship programme, the more money the university loses.

    The second barrier involves employer readiness, and here Scotland faces a fundamental difference from countries where apprenticeships work at scale. In Germany and Switzerland, companies must meet standardised quality criteria before they can take on apprentices. They need qualified supervisors, structured learning programmes, and formal assessment processes. This ensures every apprentice receives genuine training, not just a work placement.

    Scotland takes a different approach: any employer can participate without meeting specific training standards. While this sounds more flexible, it creates wildly inconsistent experiences. Some employers, like those partnering with the University of the West of Scotland, provide excellent mentoring and career development. Others treat apprentices more like temporary staff, offering limited learning opportunities. This inconsistency doesn’t just harm individual apprentices, it undermines confidence in the entire system, making other employers hesitant to participate and students uncertain about programme quality.

    The third barrier is bureaucratic complexity that would frustrate even the most determined institutions. Universities wanting to create new apprenticeship programmes must navigate approval processes across Skills Development Scotland, degree-awarding bodies, and professional accreditation requirements. The Scottish Funding Council’s guidance spans multiple pages covering compliance requirements across 14 different subject areas. When universities are already struggling financially, investing scarce resources in complex approval processes for programmes that may not even cover their costs becomes increasingly difficult to justify.

    These barriers explain why graduate apprenticeships remain promising but small-scale, despite clear demand from both employers and students. Early evidence suggests positive retention outcomes among graduate apprentice cohorts, though comprehensive longitudinal data is still emerging given the programmes’ recent introduction. This contrasts with broader patterns where Scotland faces challenges retaining skilled graduates, particularly in STEM fields where migration to other regions for career opportunities remains a persistent concern.

    The investment case

    The solutions are straightforward, though not simple to implement. First, funding must reflect delivery reality. Universities need premium funding of 125-135% of standard degree rates to cover the intensive support that makes apprenticeships effective. Given that Scottish universities already receive £2,020 less per student than English institutions, this investment would address both general underfunding and apprenticeship-specific costs.

    Second, Scotland should build employer capacity systematically rather than simply recruiting more participants. This means developing quality standards for workplace learning, supporting successful employers to mentor others, and focusing on sustainable growth rather than rapid expansion that compromises quality.

    Third, approval processes need streamlining. Rather than navigating multiple agencies with overlapping requirements, universities should face consolidated processes that maintain quality while reducing bureaucratic barriers to innovation.

    The investment required, approximately £20-35 million annually to reach 2,000-2,500 starts, is significant but justified. Graduate apprenticeships address multiple policy priorities simultaneously: reducing student debt, developing skills where shortages are most acute, and retaining talent in Scotland rather than losing graduates to other regions.

    Funding viability: A realistic investment in Scotland’s economic future

    The question of funding viability deserves a data-driven response. The proposed £20-35 million annual investment represents just 0.03-0.06% of Scotland’s £59.7 billion public budget—smaller than typical annual budget variations. Scotland already invests £185 million annually in apprenticeships, making this 11-19% increase both modest and strategically targeted.

    A phased expansion demonstrates fiscal responsibility while addressing urgent skills gaps. Starting with £15 million (expanding from 1,200 to 1,500 graduate apprentices), scaling to £25 million by year three (2,000 apprentices), and reaching £35 million by year five (2,500 apprentices) aligns expansion with demonstrated employer capacity while allowing quality oversight.

    This investment timeline is economically viable because Scotland’s economy is projected to achieve 1.7% growth by 2027. Based on Scottish Fiscal Commission projections of economic growth averaging 1.5% over the implementation period, the apprenticeship investment would represent less than 1% of projected economic expansion—a sustainable allocation that directly addresses the 9.3% vacancy rate in social work and similar shortages across engineering and digital sectors.

    International benchmarking supports this scale. England’s apprenticeship system spends £1,500-27,000 per apprentice depending on complexity, with degree-level programmes requiring higher investments. Scotland’s proposed £14,000-20,000 per graduate apprentice (including university premium funding) sits within this proven range while delivering superior outcomes through integrated workplace learning.

    The return on investment is compelling: each graduate apprentice avoids approximately £15,000 in student debt compared to the Scottish average, while earning during their studies and contributing immediately to productivity. Graduate apprentices also avoid the debt burden that affects traditional students, providing a genuine alternative to debt-financed higher education.

    Rather than adopting loan models that would undermine the fundamental “earn while learning” proposition, Scotland should view this as infrastructure investment—comparable to the £150 million being invested in offshore wind manufacturing. Both create sustainable employment, address skills shortages, and position Scotland competitively in growth sectors. Analysis of successful apprenticeship systems consistently shows that sustainable models rely on public investment rather than employer or student financing.

    The choice is strategic, not fiscal. Scotland can afford this investment; the question is whether it can afford not to make it when facing documented skills shortages in sectors critical to economic growth and the net-zero transition.

    Conclusion

    The choice facing Scottish policymakers is ultimately about ambition and fiscal realism. The evidence shows what works, the economic case is compelling, and the investment is demonstrably affordable through phased implementation. Scotland can accept that graduate apprenticeships remain a valuable but limited option, or it can make a modest, strategic investment to unlock their transformative potential for addressing skills shortages and retaining talent. Now it’s time to scale what works.


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  • Ohio enacted a law to regulate online program managers. Here’s what it does.

    Ohio enacted a law to regulate online program managers. Here’s what it does.

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    In June, Ohio became the second state to regulate how colleges can use third-party vendors to help launch and operate their online degree programs. 

    Under a new law, both public and private colleges in Ohio must disclose on their websites for their online programs when they are using vendors to help run those offerings. Staff who work for these vendors, known as online program managers, must also identify themselves when talking to students. And it requires colleges to report OPM contracts annually to the state’s higher education chancellor. 

    The law, part of a larger state budget bill, additionally prohibits OPMs from making decisions about or disbursing student financial aid. 

    “Ohio’s law is a step in the right direction,” said Amber Villalobos, a fellow at The Century Foundation, a left-leaning think tank. “It’s great to see transparency laws because students will know who’s running their program, who’s teaching their programs.”

    The new law is the latest sign that states may take on a greater role in regulating OPM contracts, heeding calls by consumer advocates for stronger government oversight. 

    However, Villalobos said Ohio lawmakers could have improved the legislation by barring colleges from entering agreements that give OPMs a cut of tuition revenue for each student they recruit into an online program. Minnesota, the first state to pass a law regulating OPMs in 2024, prohibited its public colleges from striking tuition-share deals with these companies if they provide marketing or recruiting services. 

    U.S. law bars colleges that receive federal funding from giving incentive-based compensation to companies that recruit students into their programs. However, in 2011, federal guidance created an exception for colleges that enter tuition-share agreements with OPMs for recruiting services — but only if they are part of a larger bundle of services, such as curricular design and help with clinical placements. 

    But these deals have led to OPMs using misleading recruitment and marketing practices to enroll students and fill seats, Villalobos said. 

    “When tuition-sharing is used for marketing or recruiting purposes we’ve seen issues like predatory recruitment,” she said. 

    OPMs under scrutiny

    OPMs help colleges quickly set up and market online programs, said Phil Hill, an ed tech consultant. That’s important since launching a successful online program catering to nontraditional working adults can be challenging for colleges that typically enroll 18- to 24-year-olds, Hill said. 

    “It gives them a way to operate in the online space based on what students expect, but do it right away,” Hill said.

    However, OPM contracts have been subject to lawsuits and federal scrutiny in recent years. 

    In Ohio, for instance, legislators passed the new state law following Eastern Gateway Community College’s closure in 2024 after it offered tuition-free online college programs with an OPM. 

    After the college began working with the for-profit company Student Resource Center, its enrollment soared from just 3,182 students in fall 2014 to 45,173 enrollees by the fall 2021, according to federal data. Former employees of the college accused the relationship of turning the college into an education mill, Inside Higher Ed reported at the time

    By early 2022, the rapid enrollment growth and the college’s relationship with the Student Resource Center had attracted the attention of the U.S. Department of Education. 

    The federal agency alleged that year that the college’s free college initiative illegally charged students with Pell Grants more than those without. In response, the Education Department placed the college on Heightened Cash Monitoring 2 status, which forced the institution to pay its students’ federal financial aid out of pocket before seeking reimbursement from the agency. 

    In 2023, Eastern Gateway reached a deal with the Education Department to end its free college program. Its board of trustees voted to shutter the institution the following year.

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  • Is Your Idea Op-Ed Ready? Here’s a Test to Find Out

    Is Your Idea Op-Ed Ready? Here’s a Test to Find Out

    You have expert insights—plenty of them. You give impromptu lectures in office hours, debate podcast guests midrun and readily join boisterous debates over dinner. Maybe you’re even drafting a book that builds a careful case from your expert point of view. But when it comes time to write your own op-ed? That sharp idea can start to feel too complex, too niche or—let’s be honest—too wordy for 800 words aimed at a general audience.

    That’s not a failing; it’s a feature of your training. Academics are trained to distill ideas for their peers, not for nonspecialists. You argue carefully, if not compactly. You cite meticulously, not conversationally. But public writing demands something different—skills to illuminate complex concepts in a way that an intelligent lay reader can follow, feel and act on.

    Before you spend an afternoon translating your expert insight into an 800-word article you pitch to a newspaper or magazine, run your idea through this op-ed readiness test. It won’t replace compelling writing, but it may help determine whether your idea is ready to leave the seminar room and live, persuasively, on the opinion page.

    1. Who cares? It’s a tough question, but not a cynical one. Just because something fascinates you doesn’t mean that it matters to the broader public. That’s not a judgment of your topic. It’s a reminder to find the resonance. What’s at stake beyond your personal experience or corner of the discipline? You don’t have to write about what’s already dominating headlines. In fact, if your idea surfaces something overlooked or offers a fresh lens, it may be exactly what public discourse needs. Urgency is not always about volume; it’s often about insight.

    So ask yourself: Who, beyond academia, might find your idea clarifying, challenging or useful? Who might see their own experience differently—or see someone else’s for the first time? Who, if they read what you have to say, might think differently about something that affects their life, work, vote or values? If your answer is, “Well, maybe more people should care,” you might be onto something. But part of your task is to show them why.

    1. Why now—or why always? Editors love a good news hook. If your idea connects to a breaking story, an upcoming decision or a public debate gaining steam, then run with it. But run fast. In journalism, “timely” means submitting within hours or a day or two, not weeks. If something is happening right now and you have a fresh angle, start writing.

    Of course, not every op-ed needs a news peg. If your idea speaks to an enduring question or a slow-burning issue—and does so with clarity, urgency or surprising insight—it still has a shot. Just know that in an editor’s crowded inbox, a time peg can help your piece stand out. An “evergreen” op-ed may need to work harder and land stronger to compete.

    1. Can you make your case by paragraph two? You don’t have to dumb down your argument, but you do have to speed it up. Public readers and their editors have strong opinions about long, slow windups. Spoiler: They don’t like them.

    Try writing a working headline for your piece that’s under 60 characters. Then distill your argument in one or two crisp, compelling sentences—no acronyms, no jargon and no “hence” or “thus.” (Also, no “as Foucault reminds us.”) These sentences should appear early, ideally by the end of paragraph two. At first, this mandate can feel reductive. But being concise isn’t a betrayal of complexity. It’s a tool for focus. You’re not flattening your idea; you’re making it easy to find. If your piece needs detailed footnotes or a literature review, it’s probably not (yet) an op-ed.

    1. What’s the aha? Your op-ed should offer insight that readers haven’t already heard several times this week. If your takeaway is “what you’ve heard, but with citations,” then it may still need sharpening. Some of the best pieces offer a twist such as an unexpected data point, an odd-but-illuminating comparison or a perspective that flips conventional wisdom on its head. You’re trying to make an intelligent reader think, “I hadn’t thought of that.”
    2. Are you writing to connect—or to impress? You’re not writing to prove you’ve done the reading; you’re writing to help someone else think differently. Your op-ed should feel like an intelligent conversation over coffee, not a cautious explanation in a lecture hall. You don’t have to be breezy or punchy (unless that’s your style), but you should sound like a real person with a distinct voice. This isn’t about being casual for its own sake. It’s about being readable.

    If your draft feels like it could be suitable for peer review, try loosening the syntax. Ask yourself: How would I say this to a smart friend who doesn’t share my training? Readers want active verbs, not hedges. When you write like someone who wants to be understood—not just cited—you don’t dilute your thinking; you make it land.

    1. Will a reader remember it tomorrow? A good op-ed doesn’t just inform, it lingers. It leaves a mark, even a small one, on a reader’s thinking. That might come from a vivid image, a well-turned phrase or a question that unsettles something they thought they knew. If your argument is technically sound but leaves no lasting impression, it’s worth asking: What do I know that will stay with the reader? What might echo later, in a moment of uncertainty, over a dinner-table debate or in a voting booth?

    If your idea for an op-ed makes it through these six questions, chances are it’s ready to leave the seminar room. From there, it’s all about shaping the piece—tightening the structure, sharpening the language and leading with your point. An op-ed doesn’t need to say everything you know on your topic. It just needs to make one point well, in a way that readers will remember.

    Not every idea belongs on the op-ed page—but yours might. Ask the questions, trust your instincts and, when you’re ready, write it, shape it and send it.

    And if you’d like more help along the way, sign up for my monthly newsletter. You’ll get notice of each new article in “The Public Scholar,” plus practical writing tips, behind-the-scenes insights from my work and inspiration from other academics finding their voice in public spaces. Your expertise is hard-won. What might happen if you shared what you know more broadly?

    Susan D’Agostino is a mathematician whose stories have published in The Atlantic, BBC, Scientific American, The Washington Post, Wired, The Financial Times, Quanta and other leading publications. Her next book, How Math Will Save Your Life, will be published by W. W. Norton. Sign up for Susan’s free monthly newsletter here.

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  • UK universities are trapped in a box. Here’s what that means in practice

    UK universities are trapped in a box. Here’s what that means in practice

    • This guest blog has been kindly written by Professor Diana Beech, Director of the new public policy institute – the Finsbury Institute – and Assistant Vice-President of Policy and Government Affairs at City St George’s, University of London. Diana is one of the two authors of the latest HEPI debate paper (Debate Paper 40) and she writes here about the piece came about…

    Explaining the challenges facing UK universities today is not easy. The pace of change is rapid, the policy pressures are competing and the landscape is shaped by complex interplays between funding, regulation, mounting costs and increasing expectations.

    This makes the job of university governors particularly taxing. Many governors come from other sectors and industries, bringing valuable external experience, but often without a deep knowledge of higher education per se. As an independent governor myself – at the University of Worcester where I am also Vice-Chair of the Board – but with a background and experience in higher education policy, I’ve long felt a responsibility to help my fellow governors across the sector make sense of it all. That’s why I created a visual tool I call the ‘HE Box’.

    The original ‘HE Box’

    At first, the ‘HE Box’ was simple. It was a two-dimensional model created to depict a sector squeezed on all sides. It illustrated the four immediate pressures that were boxing universities in. These comprise:

    • The resource wall: Domestic per-student funding has been declining in real terms across the UK, meaning the money received no longer covers the basic costs of delivery.
    • The cost wall: Institutions are facing rising and often hidden operational costs – some a result of government policy changes, others responding to changing student expectations – but the net result is pressure on already constrained resource.
    • The regulatory floor: Instead of supportive foundations, universities face growing, disproportionate, disjointed – and sometimes even politicised – regulatory demands.
    • The international lid: Changes to visa and immigration terms and post-study work entitlements are threatening the continued flow of overseas students into UK universities.

    Although basic, this 2D box helped me to explain to university governors on my ‘board roadshow’ the main tension that has been growing in the sector of late – namely universities being forced to do more with less, with little relief or flexibility from any direction.

    The moving box

    Over the past year, the ‘HE Box’ has shifted in response to various policy changes. In England, for example, the one-off domestic fee increase granted by the Education Secretary should be offering some financial breathing room for providers from September 2025. Yet, any relief from the announcement was short-lived, with the hike in employers’ National Insurance contributions in April 2025 more than offsetting the gains in the scheduled domestic undergraduate fee rises.

    Similarly, the regulatory floor in England should have also seen some easing last year with the promise to ‘reset’ the Office for Students’ approach to regulation following the House of Lords’ report and Independent Public Bodies Review. Yet this, too, has been recently undercut by the UK Government’s Immigration White Paper, which pledged to reduce the post-study work rights of international graduates from UK universities from two years to 18 months. Gains on one side of the box have therefore been quickly reversed by pressures from another.

    Expanding the box

    Short-term pressures are, however, not the whole picture of the challenges facing UK universities. After presenting my original 2D model to the Council of City St George’s, University of London, shortly before joining in April 2025, Professor André Spicer helped evolve it into a more comprehensive 3D box – adding two more sides of long-term challenges to the ‘HE Box’ based on his own thinking on the sector’s predicament. These two new sides focus on:

    • Demographic shifts: The UK’s domestic 18-year-old population is projected to shrink over the next decade. Meanwhile, key overseas markets like China and India are experiencing major population changes of their own, as a result of declining birth rates or societal shifts related to the education of women.
    • Alternative pathways: From apprenticeships to online micro-credentials, viable alternatives to traditional university degrees are growing fast. In an age of scepticism about value for money and returns on investment, universities must work harder than ever to prove their worth for individuals and for wider society.

    Why the ‘HE Box’ matters

    The six sides of the ‘HE Box’ capture the full range of pressures currently squeezing the sector, both immediate and existential. Our latest report outlines these pressures in more detail and suggests how university governors, senior leadership teams and policymakers, together, can help universities break free from this dire ‘boxed-in’ situation.

    Of course, the sides of the ‘HE Box’ will shift again as policies evolve. But the 3D model as it stands today offers a practical framework to:

    • help new governors quickly grasp the policy landscape;
    • support better decision-making under pressure; and
    • push for a stronger, more strategic relationship between universities and governments right across the UK.

    The challenges for the UK’s higher education sector are real, but their outcomes are not inevitable. With clearer thinking and a shared understanding of the constraints, it is my sincere hope that we can start to find our way out of the ‘HE Box’ together.

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