Tag: Jobs

  • Closing a college with dignity, part 1 (opinion)

    Closing a college with dignity, part 1 (opinion)

    Founded in 1957, Cabrini University, a small, tuition-driven Roman Catholic liberal arts institution located outside of Philadelphia, closed last June after providing a year’s notice of its impending closure. One of at least 14 nonprofit four-year colleges that announced closures in 2023, Cabrini announced a memorandum of understanding with Villanova University in June 2023, signed a definitive agreement in November 2023 and closed the transaction in June 2024.

    Through this transaction, Cabrini was afforded a final year of operation prior to closure. Villanova acquired Cabrini’s assets, including a 112-acre property, and committed to preserving the legacy of Cabrini through commitments like naming its new campus Villanova University Cabrini Campus, providing Cabrini representatives two seats on the Villanova board for up to two successive five-year terms, stewarding the Mother Cabrini special collections and planning events for Cabrini alumni.

    In this three-part essay, we—Cabrini’s former interim president, Helen Drinan, and former members of the academic leadership team—describe our decision to seek a strategic partner, the planning that went into a dignified closure and the ways we supported employees and students through a mission-driven plan to help them transition in terms of their careers and academic studies.

    It was a dignified closing for an institution that began the 2022–23 academic year facing significant obstacles to its survival. As the university welcomed a new interim president, Cabrini’s profile reflected five metrics used to identify rising pressure on nonprofit higher education institutions with fewer than 5,000 students.

    • High acceptance rate: It increased from 72 percent in 2018 to 79 percent in 2022.
    • Low yield on offers of admission: It declined from 17 percent in 2018 to 11 percent in 2022.
    • Falling enrollment: 29.3 percent decline between 2018 (2,283) and 2022 (1,613).
    • Rising institutional aid: Institutional aid awards increased by about 38 percent from 2018 to 2022 ($10,595 per student in 2018 to $14,638 per student in 2022), outpacing small increases in tuition. In 2022–23, 39 percent of Cabrini’s undergraduate students were receiving Pell Grants and 99 percent received institutional grant or scholarship aid.
    • Persistent operating losses: Eight years of operating losses from 2015 to 2022, ranging between $1.9 million and $10 million, topped off by a fiscal year 2023 budget awaiting approval that included its highest-ever multimillion-dollar operating loss.

    Enrollment and financial operating data of course tell only part of the story of a troubled institution. Many leadership decisions made over time cumulatively result in these kinds of outcomes. At least three common practices have emerged as critical leadership traps in higher education: nonstrategic launches of initiatives intended to increase revenues or decrease costs, consistent drawdowns of the endowment to cover annual losses and accumulation of deferred maintenance. All three of these institution-threatening practices were occurring at Cabrini over the eight years leading to the summer of 2022, when we realized time was running out.

    The Road to Closure

    Sound strategic planning for a tuition-dependent, modestly endowed, indebted institution like Cabrini depends on choosing opportunities that expand on existing expertise, require minimal capital outlays and are tested for success within a three-year time frame. At Cabrini, too many new initiatives, well beyond historic areas of expertise, were launched in the eight years prior to closure, resulting in a laundry list of only loosely related activities: a targeted international student recruitment program, graduate online education, revived adult degree completion offerings, new doctoral programs, a new residence hall and parking garage, efforts to qualify as a Hispanic-serving institution, and the start-up of a new undergraduate nursing program. All this occurred while the university took on additional debt for construction activity and used federal pandemic relief funding to fill revenue gaps, pushing the institution to the point where it faced its largest-ever annual deficit and rapidly declining cash on hand going into fiscal year 2023.

    In summer 2022, Cabrini’s Board of Trustees approved a four-month budget delay, and the senior leadership team sought to identify $10 million in revenue and expense improvements. In September, the senior leadership team presented the board with two alternative paths: 1) a plan to operate for three-plus years to assess the financial feasibility of staying independent or 2) a plan to find the best possible partner to help support the institution financially. Past strategies such as voluntary separation programs, involuntary separations and the hiring of external consultants all yielded unsuccessful results and negatively impacted employee morale. The best opportunities for maintaining independence involved growing revenues, reducing costs (with the understanding that previous attempts to do so were insufficient), capitalizing on real estate and seeking nontraditional revenue streams.

    The Penultimate Year

    Prior to the decision to close, while institutional leaders remained focused on staying viable, senior leadership offered an exclusive interview to The Philadelphia Inquirer in the spirit of transparency, announcing very aggressive organizational changes and plans for new programs and publicly expressing an interest in partnerships. Such an approach, we realized, would raise further questions about the future of the institution: The truth is that once an institution acknowledges difficulties, questions will proliferate, and it is best to be transparent and open when responding.

    As fall 2022 moved into winter, our leadership team became aware of three negative trends: 1) efforts to recruit the new first-year class were falling short of enrollment targets, 2) new program launches took longer than expected, creating a lag in new revenue, attributable in large part to reduced marketing resources, and 3) partnership conversations yielded few opportunities serious enough to pursue. Two institutions were seriously considering partnering with us, allowing for academic and possibly athletic continuity. However, in both cases, potential partner boards determined they were “unable to buy Cabrini’s problems” because of its declining cash and indebtedness.

    Given the direction of these conversations, we concluded that the institution was not financially viable. We determined that the best opportunity to preserve Cabrini’s legacy and ensure students, faculty and staff would experience a full academic year prior to closure was to readily agree to the MOU with Villanova, the initial step toward an asset purchase agreement and a graceful closure.

    Villanova’s strategic direction proved key to the partnership decision. Villanova’s strength as an Augustinian institution in the Catholic tradition aligned beautifully with Cabrini’s heritage, and the missions of both institutions made for wonderful integration opportunities in such areas as immigration, leadership and services for marginalized populations. Cabrini’s real estate offered the expansion opportunities Villanova desired in close proximity to its beautifully built-out campus. And Villanova’s financial resources enabled Cabrini to deliver a robust final year to all its students, faculty and staff, the value of which is beyond measure.

    The university graduated a senior class in May 2024, offered placements to every student interested in continuing their education and supported its workforce with a combination of job-seeking resources, retention payments and severance, none of which would have been possible without Villanova’s remarkable engagement. (Part 2 of this series provides further detail about Cabrini’s final year and transition planning.)

    Part of why we think the partnership worked was because we, as the institutional leadership team, effectively checked our egos at the door. We knew our focus had to be on what was best for the institution, not our own personal outcomes, to credibly lead the university through closure. A key lesson for other institutions exploring acquisitions or mergers is that the future expectations of the sitting president as well as of board members in a new organization should be clarified early in partner conversations; otherwise, personal expectations could present an obstacle to the transaction’s success.

    Another lesson for any struggling institution is to think critically about the kinds of partner institutions that would find you attractive, how much leverage you might have and how much you can do to minimize your downsides. This is not typically work you can do as you face the threat of immediate closure. For institutions that may be financially stable but are experiencing some of the indicators of risk and stress mentioned at the start of this essay, the task of thoughtfully identifying potential partners could be an important activity for trustees and senior leadership teams to pursue.

    Editor’s note: The second and third installments of the series will be published on the next two Wednesdays.

    Helen Drinan served as interim president of Cabrini University. Previously, she served as president of Simmons University.

    Michelle Filling-Brown is associate vice provost for integrated student experience and a teaching professor in the Department of English at Villanova University. She formerly served as chief academic officer/dean for academic affairs at Cabrini University, where she also served as a faculty member for 16 years.

    Richie Gebauer is dean of student success at Bryn Mawr College. He formerly served as assistant dean of retention and student success at Cabrini University.

    Erin McLaughlin is the interim dean of the College of Arts, Education and Humanities at DeSales University. She formerly served as associate dean for the School of Business, Education and Professional Studies at Cabrini University, where she also served as a faculty member for 16 years.

    Kimberly Boyd is assistant professor of biology and anatomy and physiology at Delaware County Community College. She formerly served as dean of retention and student success at Cabrini University, where she also served as a faculty member for 25 years.

    Missy Terlecki is dean of the School of Professional and Applied Psychology at Philadelphia College of Osteopathic Medicine. She formerly served as associate dean for the School of Arts and Sciences at Cabrini University, where she also served as a faculty member for 19 years.

    Lynda Buzzard is associate vice president and controller at Villanova University. Previously, she served as the vice president of finance and administration at Cabrini University in its final year.

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  • Federal judge gives DOGE access to education data

    Federal judge gives DOGE access to education data

    The University of California Student Association’s request to block Department of Government Efficiency staffers from accessing student data at the Department of Education was denied Monday by a federal district judge. 

    The lawsuit, filed earlier this month, accused the department of illegally sharing confidential student data, arguing it violated the 1974 Privacy Act and confidentiality provisions of the Internal Revenue Code by giving DOGE access to records that contain tax information. 

    But Judge Randolph D. Moss of the District Court for the District of Columbia said there wasn’t an immediate threat, citing testimony from Adam Ramada, a DOGE staffer, who said that he and his team were only assisting the department with auditing for waste, fraud and abuse and that DOGE staffers understood the need to comply with data privacy laws. 

    “None of those initiatives should involve disclosure of any sensitive, personal information about any UCSA members,” Moss, an Obama appointee, wrote in his ruling. “The future injuries that UCSA’s members fear are, therefore, far from likely, let alone certain and great.”

    Other higher education groups have raised concerns about DOGE’s access to education data, as the department’s databases house students’ personal information, including dates of birth, contact information and Social Security numbers. Some student advocates worry the data could be illegally shared with other agencies and used for immigration enforcement. Moss, however, called those harms “entirely conjectural,” saying Ramada had attested that the data was not being used in such ways.

    Although the temporary restraining order was denied, the overall lawsuit will continue to work its way through the courts, and other legal challenges are emerging, The Washington Post reported.

    A coalition of labor unions, including the American Federation of Teachers, is also suing to block DOGE’s access to the sensitive data. This latest lawsuit argues that agencies—including Education, Labor and Personnel Management—are improperly disclosing the records of millions of Americans in violation of the Privacy Act.

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  • Three questions for Joe Diamond, CEO of AllCampus

    Three questions for Joe Diamond, CEO of AllCampus

    The reason that I wanted to do this Q&A with Joe Diamond, CEO of AllCampus, is that I don’t know too much about AllCampus. I’m frequently asked to speak about the status of the online program management industry, and my lack of knowledge about AllCampus is a blind spot.

    Q: Where does AllCampus fit in the OPM ecosystem? How many universities and online programs do you partner with? How is AllCampus differentiated from 2U, Noodle and other companies in this space?

    A: “OPM” has come to mean something negative to many because of the high revenue share and highly public shortcomings of the most prominent players in the space. We never felt the term fit us because we are so different from what people associate with OPM—high revenue shares, a one-size-fits-all model and the high up-front costs associated with fee-for-service (FFS) agencies. Yet, it’s fair to say we help schools with a similar range of services and sometimes compete for deals, but we are just so different, which I’ll explain below.

    We’re a mission-driven company that has quietly been making an impact for our university partners for 14 years. Our mission is to make education more affordable and accessible for all. We’ve been growing slowly and steadily all along. We didn’t raise hundreds of millions of capital and then go and spend it all on Google ads. We invested in our technology, our people, and prioritized servicing our clients really well. We’ve been highly disciplined and careful with our expansion.

    AllCampus offers a flexible and partnership-driven approach rather than a one-size-fits-all model. We help the partner select the best fit for them—from revenue share, fee-for-service and hybrid/co-investment options—and tailor the services to each institution’s unique needs. Our approach prioritizes affordability and accessibility for students and collaboration with our university partners to meet their mission and goals. Beyond supporting online programs, we also help drive campus enrollment through a wide range of media expertise, brand building, consultation and technology solutions that make us more efficient than if the university were to do this on its own. We know that if we aren’t more efficient than a school can be, we are out of business. So, our mission is also at the heart of our business case for our partners.

    We have built top-tier programs with schools like UCLA, Northeastern University, George Washington University, the University of Florida and dozens more. Our regional offerings include Indiana Wesleyan University; Middle Tennessee State University; University of Missouri, St. Louis; West Texas A&M and many others. In all, we have about 50 partners, with 25 universities and 140 programs in the bundle of services people think of as OPM.

    We service another 25 universities in our Workplace Network, which has over 1,200 programs. On this network, the aim is for low-cost or even no-cost degrees that their employer pays for. The platform gives employees access to programs that help them develop or expand their skill sets, reach career goals, and, for many, return to school to finish their degree. Employees and their employers gain access to a tool that simplifies the complex process of selecting the right program and navigating tuition reimbursement through hands-on guidance. Fourteen million people have student debt and no degree, so we’re certain our Workplace offering can help address that personal crisis for millions and help reduce the education divide in our country.

    In short, we’re content with who and where we are, and we don’t mind that we remained under the radar and even an insider like you doesn’t know much about us. It’s probably because we’re just different and less provocative than others that are classified as OPMs. I’m most proud that we have an impeccable reputation for integrity.

    Q: How much of the partnerships with universities for online programs are based on revenue share versus fee for service? One of the criticisms of the OPM industry is that the companies take a high percentage of tuition and require long contract lock-ins. How is AllCampus different?

    A: Just like OPMs, not all revenue-share agreements are created equal. AllCampus has the lowest tuition-sharing fees in the industry—typically between 25 and 35 percent compared to our competitors at 40 to 50 percent—which enables us to offer universities a cost-effective way to deliver online education.

    We are neutral to our partners’ preference between revenue share, FFS, co-investment, hybrid, etc. In fact, we share very detailed pro formas with our partners to transparently understand the trade-offs. Among those trade-offs are contract length and required up-front investment. Those are all levers that the university controls in setting up the agreement with us so that we arrive at a partnership that fits their needs and has their buy-in. As to which model is most popular, most universities opt for revenue share, and to be candid, it would be better for us if it were more balanced, because it would make managing cash easier.

    I believe the reason universities usually opt for revenue share is that fee-for-service models place the up-front financial burden on the university. FFS also carries the criticism that it’s a risk-free structure for the vendor (the OPM)—they get their money no matter what and have historically behaved accordingly. We’ve won many frustrated former FFS clients whose prior agencies overpromised and underdelivered. Revenue share has the benefit of pure alignment with student and program success. I will say that our hybrid and co-investment models have been gaining traction, as they seem to strike the right balance for some new partners.

    Counter to the narrative for OPMs, at AllCampus, we always advocate for affordable and accessible education for all students. We routinely provide data to help schools evaluate their pricing against the market, ensuring their programs remain accessible, affordable and attractive to students. We often recommend that our partner institutions lower the cost of tuition and have refused to sign partnerships with universities unless they agree to drop the price of their programs. In the end, it’s the ultimate win-win because the university gains in overall revenue, and more students get access to these fantastic programs at a more affordable price.

    Q: Where do you see the online degree market going in the next five years? What do you tell university leaders how they need to position their institutions to be competitive?

    A: I anticipate the online degree market growing significantly in the next five years. Pre-pandemic projections estimated the market would reach $74 billion by 2025, doubling from $36 billion in 2019. The pandemic accelerated this trajectory and will cause the market to grow well beyond this estimate.

    University leaders need to consider a variety of strategies to remain competitive:

    • Embracing flexibility and accessibility: With a plateau of traditional undergraduate students, universities should consider attracting adult learners through flexible, affordable and career-focused online programs. Students are demanding more offerings that accommodate a variety of schedules and learning styles. Offering a blend of synchronous and asynchronous courses can help cater to the needs of diverse learners.
    • Expanding nondegree and accelerated degree programs: Accelerated degree programs are on the rise due to their lower cost, increased flexibility and changing employer demands. There is also a growing demand for short-term, more skill-specific courses to help students in fields like AI and cybersecurity. Developing these types of programs can help universities attract professionals seeking targeted skill development.
    • Aligning education offerings with workplace needs: By carefully analyzing employee market trends and skill gaps, universities can design programs that directly address employer skill demands. Partnering with employers—either independently or through organizations like ours—ensures their new and existing programs attract a broader student base and their outcomes are relevant for the evolving workplace.

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  • 39% of colleges rely on donors to address food insecurity

    39% of colleges rely on donors to address food insecurity

    Jason Koski, Cornell University

    College students are more likely to experience food insecurity, compared to the general population, but funding and support for programs that address basic needs in higher education remains limited.

    A 2024 survey by Swipe Out Hunger, a nonprofit group that addresses hunger among college students, found while a majority of colleges have a pantry for student supports, most are supported by philanthropy and not the institution.

    The campus leader survey, released last month, included responses from 347 of Swipe’s 850 partner campuses, representing over 766,600 students who engaged with basic needs resources, whether through the food pantry, SNAP enrollment program or a basic needs hub.

    The most popular campus support program was a food pantry, with almost all respondents (95 percent) indicating their college offers one for students. In 2024, campus pantries distributed over eight million meals and 687,000 additional items, such as toiletries, diapers or appliance lending.

    Campus leaders shared their primary win in the past year was expanding their program (56 percent) and supporting students (20 percent), but only 1 percent of respondents said they had administrative support, and 8 percent indicated they earned additional funding to aid expansion.

    In a similar vein, when asked what their primary challenges were, the greatest share identified funding (47 percent), followed by staffing (16 percent), space (11 percent) and support (10 percent).

    Two in five campuses identified donations as their primary funding source, which included staff payroll deductions and crowdsourcing. Only 5 percent of campus leaders said they had a dedicated budget from campus as their primary source of funding for programming.

    “This severe lack of sustainable funding for antihunger programs is preventing students from accessing the food they need to survive, which in turn affects their ability to stay enrolled,” says Jaime Hansen, executive director of Swipe Out Hunger. “With rising food costs and the lack of government support, campus food pantries and similar resources are becoming the only lifeline for students. If these programs continue to be overburdened and underfunded, we can expect to see less students being able to afford to stay in college.”

    A corresponding student experience survey found 40 percent of program users engaged with on-campus services weekly, and an additional 8 percent used resources every day.

    The top barriers to accessing nutritious food, students reported, were time constraints due to multiple responsibilities; the cost of meal plans, including on-campus food costs; anxiety about resource scarcity (taking away from peers who need it more); elevated costs of diet-specific foods; and living far away from affordable foods.

    Tackling basic needs insecurity: Some of the ways other organizations and institutions are addressing college student hunger include these efforts:

    • Believe in Students created an online curriculum to empower faculty to engage in basic needs support, providing relevant data and insights as well as how-to advice and encouragement.
    • Community colleges utilize FAFSA data to notify learners of their eligibility for SNAP or other state-level food assistance programs.
    • A group of students at Anne Arundel Community College contributed to a faculty-led cookbook featuring students’ nostalgic recipes adapted to utilize campus pantry ingredients.
    • New Jersey built a centralized website to help college students identify basic needs resources across the state.
    • Virginia Commonwealth University built miniature food pantries, modeled off little lending libraries, to increase access to shelf-safe food items across campus.

    How is your campus addressing food insecurity among students? Tell us more.

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  • OCR halts investigations, switches focus to Trump priorities

    OCR halts investigations, switches focus to Trump priorities

    The U.S. Department of Education’s Office for Civil Rights has paused the majority of its investigations, according to a new report from ProPublica, and shifted focus to new cases related to gender-neutral bathrooms, trans women athletes and alleged antisemitism and discrimination against white students.

    Those cases, in contrast with most historically taken on by OCR, were not launched in response to student complaints, but rather as a result of direct orders from President Donald Trump’s administration. OCR employees told ProPublica that they have been instructed to cancel meetings related to cases opened prior to Trump taking office and to avoid communicating with students, families and institutions involved in those cases.

    One OCR employee who spoke to ProPublica under the condition of anonymity said many of the cases they have been asked to stop investigating are urgent.

    “Many of these students are in crisis,” the employee said. “They are counting on some kind of intervention to get that student back in school and graduate or get accommodations.”

    About 12,000 complaints were under investigation at the end of former president Joe Biden’s term, including 6,000 related to discrimination against students with disabilities, 3,200 related to racial discrimination and 1,000 related to sexual assault or harassment, ProPublica’s analysis of OCR data found.

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  • Haskell Indian Nations U lays off probationary workers

    Haskell Indian Nations U lays off probationary workers

    Haskell Indian Nations University, a small tribal college in Lawrence, Kan., laid off nearly 30 percent of its faculty and staff to comply with the Trump administration’s directive to shrink the size of the federal workforce. 

    An order came through the Office of Personnel Management Feb. 13 to fire all probationary employees who had not yet gained civil service protection.

    Haskell is one of two tribal colleges funded by the Department of the Interior. As of fall 2022, the institution had 727 full-time students and employed 146 faculty and staff. Local news reports that about 40 probationary employees have been laid off.  

    The Haskell Board of Regents said in a statement that it was “closely monitoring the recent directive from the Office of Personnel Management, which has resulted in the termination of certain probationary federal employees across multiple agencies. At this time, the Board has not received confirmation that Haskell Indian Nations University is exempt from these layoffs.”

    A member of Haskell’s Board of Regents said the layoffs are in “basically every department on campus”—faculty, student services, athletics, IT and more, according to The Lawrence Times.

    The institution has faced recent turmoil, running through eight presidents in six years and being subject to a congressional investigation over failing to address student concerns about sexual assault.

    In December, Kansas Republican senator Jerry Moran and Republican representative Tracey Mann put forward legislation to take the college out of the hands of federal oversight and transfer it to a Haskell Board of Trustees appointed by the tribal community.

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  • An opportunity to reframe the DEI debate (opinion)

    An opportunity to reframe the DEI debate (opinion)

    The U.S. Department of Education’s Office for Civil Rights issued a Dear Colleague letter on Friday that instructs college leaders to eliminate any campus activities that directly or indirectly treat students differentially on the basis of race. Others will rightly push back on the logic of the department’s stated justifications, the absurdity of its timing and the accuracy of its examples, but I want to suggest that campus leaders can also take this as an opportunity to enact real change on behalf of all students.

    This is a moment for campus leaders to reframe the terms of the current debate over the legitimacy of special diversity, equity and inclusion programs by doing the long-needed work of truly decentering whiteness as the normative identity and experience within so many campus curricula and co-curricular programs.

    If we are to truly serve our students regardless of race, and if—as the department’s letter states—we have to put an end to even the subtle ways racial preferences and privileges are attached to seemingly race-blind policies, then watch out. Most campuses have a lot of work to do, and much of it is not going to be to the liking of those who believe that it is DEI programs that make an otherwise level playing field an unfair one.

    What the Dear Colleague letter fails to mention is that the proliferation of DEI activities on campuses came about as a more or less conservative compromise position as the population grew more diverse and as students demanded greater access. In treating Black and other minoritized students as “special,” such programs meet the needs of these students in supplementary ways rather than by ensuring that the core curriculum and student life experience are equally useful, meaningful and available to all. If the department insists that we put an end to all DEI programming, then it will also have to support efforts to ensure that whiteness is not smuggled in as the norm or standard.

    Early in my teaching career, I saw the ways that DEI programs could be used to reinforce white centrality rather than challenge it. Student demands for a more representative and accurate curriculum were met with resistance by senior faculty uninterested in expanding their own spheres of knowledge. Special courses in “women’s history” or “Black studies” became the compromise position. Rather than revising the canon to reflect the needs of a curious student body, rather than incorporating new scholarship into the university’s core, rather than interrogating the biases and histories of the curriculum, new courses and departments were created while the original ones were left intact. This détente (you teach yours and I teach mine) became the model.

    Many of the special programs that the Dear Colleague letter seems to have in mind follow this pattern. They keep in place a curriculum and campus culture firmly centered around the interests and perspectives of white students while offering alternatives on the side. If compromise via DEI activities is no longer an option, then a better solution will have to be found. The diversity of the student body is a fact that will still require a reckoning. Decades of scholarship reveal the many ways whiteness is encoded in supposedly neutral policies and programs, and this will not be magically erased. For many colleges, achieving a campus where white students are not unintentionally given extra opportunities based on their race will require radical change.

    My guess is that the department knows this on some level. Otherwise, why is race rather than sex or religion targeted? A sex-neutral campus would have to do away with single-sex housing and sex-segregated sororities and fraternities. A religiously neutral campus could no longer privilege Christian holidays or values.

    We should absolutely fight against the many overt inaccuracies of the Dear Colleague letter. And we should fight against both overt and covert expressions of racism and white supremacy. But we need not fight on behalf of compromise solutions to the very real problems that inspired our current DEI campus environment. Instead, we can use this unexpected opportunity to pick up where we left off and ensure that every program, every aspect of the curriculum, every student service is designed with the needs of our very diverse student body in mind. We can stop treating the experiences and needs of white students as the default or the neutral.

    What would our institutions look like if normative whiteness were no longer at the center and the need for many of the special DEI alternatives were made moot? Let’s find out.

    Marjorie Hass is president of the Council of Independent Colleges.

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  • Social media can benefit college students with disabilities

    Social media can benefit college students with disabilities

    College students often have a complicated relationship with social media, with a large number of learners active on multiple social media platforms but also aware of the negative mental health consequences social media can have.

    Teens receive hundreds of notifications on their phones every day, with over half of one study’s participants receiving more than 237 notifications per day. Nearly one in five teens say they’re on YouTube or TikTok almost constantly, according to a 2023 survey from Pew Research.

    A May 2024 Student Voice survey by Inside Higher Ed found one-third of respondents indicated social media was one of the biggest drivers of what many call the college mental health crisis.

    A recent study authored by a group of researchers from Michigan State University and published in the Journal of Contemporary Issues in Education evaluates how students with disabilities interact on social media and build social capital.

    Researchers found disabled students—including those with autism, anxiety, attention-deficit and/or hyperactivity disorder—were more likely to seek out new relationships and engage in active social media posting, which can advance connectedness and relationships among learners.

    The background: While social media can offer users social supports, such as promoting a sense of belonging during times of transition or crisis, it also poses risks for young people, including cyberbullying and online harassment, according to the study.

    Previous studies show youth with disabilities experience higher rates of cyberbullying compared to their peers, but students with disabilities are also more likely to report they receive social support through social media, which could be tied to the social isolation they can experience in person.

    Existing literature often focuses on the negative effects of social media for young adults with disabilities, but it is not known if there are differences between the experiences of those with and without disabilities and their social media habits.

    “Understanding different learners’ experiences with social media could help college faculty, special education professionals, and counselors not only consider using social media to create more welcoming and supportive learning environments but also how they might play a role in building individual learner’s capacity for positive digital participation,” researchers wrote.

    Methodology: Researchers conducted a survey of college undergraduates in the U.S. with and without disabilities in fall 2021, collecting data on social media use, social capital and psychological well-being. In total, 147 students responded to the survey.

    From this sample, researchers selected five individuals with and five individuals without disabilities to participate in semistructured interviews. Participants were matched based on social media habits and demographic factors, such as gender.

    Results: Through postsurvey interviews with 10 students, researchers learned that while both groups of students engage on social media for personal entertainment and to stay connected with people in their social circles, students with disabilities were more likely to say they used social media to initiate and grow relationships.

    All five participants without disabilities used Snapchat to interact with friends or keep in touch with loved ones in an informal manner, and all participants used Instagram to stay up-to-date with their peers.

    Among the five participants with disabilities, students reported using more social media platforms individually, and these learners were more likely to use TikTok (which in fall 2021 first hit one billion monthly active users compared to Instagram’s then-two billion users) compared to their peers. Students reported using TikTok for watching videos, sharing humor with their friends or participating in larger community building, including professional learning networks or cosplaying.

    Students without disabilities were more likely to say social media made no difference on their relationships or that it positively impacted their relationships by allowing them to stay in touch over geographical distances or other barriers.

    Similarly, all students with disabilities said social media assisted with their relationships, allowing them to connect with new people, expand their community and help manage their disabilities by connecting with others.

    Some respondents with disabilities said they felt more confident to engage with strangers in a safe way online and that social media was an avenue to find like-minded people they wouldn’t ordinarily interact with, allowing them to build new relationships. This was a unique trend to students with disabilities; those without were more likely to say they use social media to engage with people they already had relationships with.

    Students with disabilities may have greater challenges with in-person socialization, which researchers theorize makes social media particularly important for these learners, who also said they’re more likely to post on social media versus passively scroll.

    Interacting with others in the disability community and breaking stigma around disability was another theme in conversations with disabled students. These interactions could be with peers who share their disability or from medical professionals or support groups who provide new information.

    One limitation to the research was social desirability bias, or respondents’ tendency to answer questions in a way that would please researchers, meaning students underreport undesirable behaviors. The sample included only female and nonbinary students, which creates further limitations to the data.

    Put in practice: Researchers offered some suggestions for how educators can utilize this data to create a more inclusive learning environment, including:

    • Integrating social media into the classroom. While some digital learning platforms have forums for community building, such as a discussion board, these platforms can be less accessible than traditional social media platforms.
    • Facilitating personalized learning environments. Higher education leaders can consider ways to use social media to create formal and informal learning experiences in and around courses. These learning environments can also include methods for peer communication and connection, helping make learning more collaborative.
    • Engaging on social media themselves. Self-disclosure by professors can help build relationships in the classroom and enhance learning, but instructors must weigh safety, privacy and other legal boundaries in their social media usage. This could be one way to model positive social media usage for students, including how to have productive interactions with others.

    In the future, researchers see opportunities for analysis of design, implementation and evaluation of social media interventions for connection among students with disabilities, such as peer mentoring programs, online support groups or digital storytelling. There should also be consideration of the long-term effects of social media use on students’ mental health and well-being.

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  • Why are campuses quiet as democracy is in crisis? (opinion)

    Why are campuses quiet as democracy is in crisis? (opinion)

    A close friend who works at a nearby college asked me why, in 2025, there haven’t been student protests of the kind that we saw during the Vietnam War and after the killing of George Floyd.

    She questioned why campuses seem eerily quiescent as events in Washington, D.C., threaten values essential to the health of higher education, values like diversity, freedom of speech and a commitment to the greater good. We also wondered why most higher education leaders are choosing silence over speech.

    Deans and presidents seem more invested in strategizing about how to respond to executive orders and developing contingency plans to cope with funding cuts than in exerting moral leadership and mounting public criticism of attacks on democratic norms and higher education.

    My students have their own lists of preoccupations. Some are directly threatened and live in fear; some see nothing special about the present moment. “It is just more of the same,” one of them told me.

    And many faculty feel especially vulnerable because of who they are or what they teach. They, too, are staying on the sidelines.

    All of us may be tempted by what a student quoted by the Yale Daily News calls “a quiet acceptance and a quiet grief.” None of us may see a clear path forward; after all, the president won a plurality of the votes in November. How can we save democracy from and for the people themselves?

    I do not mean to judge the goodwill or integrity of anyone in our colleges and universities. There, as elsewhere, people are trying their best to figure out how to live and work under suddenly changed circumstances.

    No choice will be right for everyone, and we need empathy for those who decide to stay out of the fray. But if all of us stay on the sidelines, the collective silence of higher education at a time when democracy is in crisis will not be judged kindly when the history of our era is written.

    Let’s start by considering the role of college and university presidents in times of national crisis. In the past, some have seen themselves as leaders not just of their institutions but, like the clergy and presidents of philanthropic foundations, of civil society.

    Channeling Alexis de Tocqueville, Yale’s Jeffrey Sonnenfeld explains that “the voice of leaders in civil society help[s] certify truth,” creating “priceless ‘social capital’ or community trust.” He asks, “If college presidents get a pass, then why shouldn’t all institutional leaders in democratic society shirk their duties?”

    In the 1960s and ’70s, some prominent college presidents refused to take a pass. The University of Notre Dame’s Theodore Hesburgh became a leading voice in the Black civil rights struggle. Amherst College president John William Ward not only spoke out publicly against the Vietnam War, he even undertook an act of civil disobedience to protest it.

    A half century earlier, another Amherst president, Alexander Meiklejohn, embraced the opportunity afforded by his position to speak to a nation trying to recover from World War I and figure out how to deal with mass immigration and the arrival of new ethnic groups.

    At a time of national turmoil, he asked Americans some hard questions: “Are we determined to exalt our culture, to make it sovereign over others, to keep them down, to have them in control? Or will we let our culture take its chance on equal terms … Which shall it be—an Anglo-Saxon aristocracy of culture or a Democracy?”

    Those questions have special resonance in the present moment.

    But, especially after Oct. 7, college presidents have embraced institutional neutrality on controversial social and political issues. That makes sense.

    Yet institutional neutrality does not mean they need to be silent “on the issues of the day when they are relevant to the core mission of our institutions,” to quote Wesleyan University president Michael S. Roth. And, as Sonnenfeld notes, even the University of Chicago’s justly famous 1967 Kalven report, which first urged institutional neutrality, “actually encouraged institutional voice to address situations which ‘threaten the very mission of the university and its values of free inquiry.’”

    Do attacks on diversity, on international students and faculty, and on the rule of law and democracy itself “threaten the very mission of the university”? If they don’t, I do not know what would.

    As Wesleyan’s Roth reminds his colleagues, “College presidents are not just neutral bureaucrats or referees among competing protesters, faculty and donors.” Roth urges them to speak out.

    But, so far, few others have done so, preferring to keep a low profile.

    The silence of college leaders is matched by the absence of student protests on most of their campuses. Recall that in 2016, when President Trump was first elected, “On many campuses, protests exploded late into election night and lasted several days.”

    Nothing like that is occurring now, even as the Trump administration is carrying out mass deportations, threatening people who protest on college campuses, attacking DEI, calling for ethnic cleansing in Gaza, ending life-saving foreign aid programs and trampling the norms of constitutional democracy.

    Mass protests on campuses can be traced back to 1936, when, as Patricia Smith explains, “college students from coast to coast refused to attend classes to express their opposition to the rise of fascism in Europe and to advocate against the U.S. involvement in foreign wars.”

    They were followed by the University of California at Berkeley’s free speech movement in the 1960s and protests against the Vietnam War, including those that occurred after fatal shootings of student protesters at Kent State University by the Ohio National Guard. There were anti-apartheid protests in the 1980s, and, more recently, students across the country organized protests against police brutality and racism after George Floyd’s death and against Israel’s military actions in Gaza in response to Hamas’s Oct. 7, 2023, attack.

    Though there have been small protests on a few college campuses, nothing like what occurred in response to those events has transpired in 2025.

    Students may have learned a bitter lesson from the crackdowns on protesters engaged in pro-Palestinian activism. And many of them are deeply disillusioned with our democratic institutions. They care more about social justice than preserving democracy and the rule of law.

    Students may not be following events in the nation’s capital or grasping the significance of those events and what they mean for them and their futures.

    It is the job of those of us who teach at colleges and universities to help them see what is happening. This is no time for business as usual. Our students need to understand why democracy matters and how their lives and the lives of their families will be changed if American democracy dies.

    Ultimately, we should remember that the costs of silence may be as great as the costs of speaking out.

    M. Gessen gets it right when they say, “A couple of weeks into Trump’s second term, it can feel as if we are already living in an irreversibly changed country.” Perhaps we are, but Gessen warns that there is worse to come: “Once an autocracy gains power, it will come for many of the people who quite rationally tried to safeguard themselves.”

    Gessen asks us to remember that “The autocracies of the 20th century relied on mass terror. Those of the 21st often don’t need to; their subjects comply willingly.”

    At present, college and university presidents, students and faculty must care about more than protecting ourselves and our institutions. We must speak out and bear witness to what Gessen describes and warn our fellow citizens against compliance.

    This will not be easy at a time when higher education has lost some luster in the public’s eyes. But we have no choice. We have to try.

    Austin Sarat is the William Nelson Cromwell Professor of Jurisprudence and Political Science at Amherst College.

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  • UTSA launches first-year seminar for veteran students

    UTSA launches first-year seminar for veteran students

    The transition to college is a challenge for many students as they navigate the bureaucracy of higher education, build community and discern their goals and plans after graduation.

    For student veterans, an added challenge can be having too many choices.

    “The beauty of the military is they tell you what your path is in life and where you’re going to be assigned, what your job is gonna be,” says Brian Rendell, senior director of academic credentialing, leadership development and marketable skills at University College, part of the University of Texas at San Antonio. “Once you leave that, it’s an open book.”

    A new course offering at UTSA helps individuals with military service experience adjust to their life at the university and connect with peers who have similar backgrounds. The course, launched this calendar year, fulfills a general education requirement and provides personalized assistance with obtaining credit for prior learning.

    What’s the need: UTSA, located in San Antonio, known as “Military City USA,” Rendell jokes, serves a large number of military-affiliated learners, including offering a robust ROTC program and enrolling dozens of student veterans.

    Veterans, compared to their peers, are often older and have complex life experiences.

    Student veterans at UTSA shared with campus leaders that they didn’t always feel connected with their peers who came straight out of high school, which pushed administrators to consider other ways to create community for military-affiliated learners.

    The course is also designed to help consider their military training from an asset-based perspective.

    “What a lot of veterans don’t realize is the military teaches you so many skills,” Rendell says, including teamwork, discipline and hard work, which can assist in academic pursuits. While some careers have a direct application into postmilitary life, such as pilots, “there’s no tank drivers in the civilian world,” so helping students see where their skills and talents could assist them in the future requires some individual attention.

    How it works: The course, part of the Academic Instruction and Strategies (AIS) program, provides support and community for veterans for their academic and personal achievement.

    UTSA enrolls a large population of military-affiliated students, including ROTC cadets and veterans.

    AIS is required for all incoming students with fewer than 30 credits, and the initial Air Force pilot cohort fell within this category, though the course may be open to additional learners in the future, Rendell says.

    All AIS courses address academic skills and career planning, but unique to student veterans is one-on-one support from staff to evaluate their past experiences and military training to see where to award credit for prior learning.

    The in-person course is exclusively being taught by faculty and staff who are former service members themselves. Rendell, a retired Air Force colonel, is teaching the pilot cohort and has found his shared experiences help break down barriers.

    “I’ve been pleasantly surprised with how honest these students have been about the struggles they’ve had in the military or just in life,” Rendell says.

    Rendell invited representatives from the Veterans Association and the Student Veteran Association to speak in class, helping build connections across the institution and beyond.

    Looking ahead: The initial cohort of AIS student veterans includes five learners, but Rendell anticipates course enrollment to grow quickly due to the university’s large number of military-affiliated students.

    Next fall, he anticipates two to three sections of a veterans-only AIS with 20 to 30 learners per class.

    Campus leaders will track qualitative feedback from veterans to gauge the impact of the program, as well as CPL awarded to veterans, as measures of success.

    UTSA currently has a Center for Military Affiliated Students, which helps with onboarding and financial aid, and is launching a living-learning community on campus for ROTC participants to further connect students physically.

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

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