Tag: Jobs

  • Faculty Organizations Sue on Behalf of Columbia Members

    Faculty Organizations Sue on Behalf of Columbia Members

    Days after Columbia University yielded to a list of demands from the Trump administration, the American Association of University Professors and the American Federation of Teachers filed a lawsuit on behalf of members at Columbia over $400 million in frozen federal research funding.

    The lawsuit names multiple government agencies, including the Departments of Justice, Education and Health and Human Services and the General Services Administration.

    Columbia had been in a standoff with the Trump administration over the decision to freeze federal research funding due to alleged antisemitism stemming from pro-Palestinian student protests last year. Ultimately, university leaders decided to avoid a legal fight, even as legal scholars at Columbia and in conservative circles questioned whether the demands were lawful.

    In a news release Tuesday, the same day they filed the lawsuit, the AAUP and AFT alleged that the Trump administration used “cuts as a cudgel to coerce a private institution to adopt restrictive speech codes and allow government control over teaching and learning.”

    The 87-page lawsuit was filed in the Southern District of New York.

    The AAUP and AFT have cast Trump’s demands and the freezing of $400 million in grants and contracts as a “coercive tactic” that undermines institutional autonomy and harms scientific research. Plaintiffs are asking the court to order the Trump administration to lift its freeze on Columbia’s research funding and declare the government’s demands for reform unlawful. They have also requested unspecified damages.

    “We’re seeing university leadership across the country failing to take any action to counter the Trump administration’s unlawful assault on academic freedom,” Reinhold Martin, president of Columbia-AAUP and a professor of architecture, said in the statement announcing the lawsuit. “As faculty, we don’t have the luxury of inaction. The integrity of civic discourse and the freedoms that form the basis of a democratic society are under attack. We have to stand up.”

    The Department of Education did not respond to a request for comment from Inside Higher Ed.

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  • Three Questions With Lee Bradshaw on the Evolving Online Program Landscape

    Three Questions With Lee Bradshaw on the Evolving Online Program Landscape

    Last time we checked in with Lee Bradshaw, the founding CEO of Rhodes Advisors, he shared insights into how universities might grow online programs without breaking the bank. As a follow-up, I wanted to pick Lee’s brain about what he is hearing from the higher education leaders he works with on the evolving online program landscape.

    Q: As the online program ecosystem has grown and a few large universities have invested heavily in scaling their offerings, do you still see room for colleges and universities to enter the online degree market?

    A: Yes, the demand is still there, but the landscape has changed. We’re supporting universities launching new programs that achieve substantial first-term numbers—even in saturated markets. Growth is happening, but expecting 1,000 percent five-year ROIs like a decade ago isn’t realistic. Universities must temper expectations and/or focus on innovative, sustainable wins. That said, as we address in your third question later, I’m unaware of many investments an institution can make that carry a 275 percent ROI over five years. 

    If institutions want to launch online degrees that start strong and stay strong, here are four things they should prioritize.

    1. Market research that drives big decisions. Legacy OPMs excelled at data-driven market research before launching a program. Universities taking control of their growth need to do the same. Predictive, high-quality market research isn’t cheap or easy, but it’s indispensable. I’m bullish on how AI-facilitated deep research is advancing—within two years, I expect the cost to drop by 90 percent or more. However, the need for sound, evidence-based planning remains the same.
    2. Regionalization for most institutions. The earliest entrants focused on scaling national brands. But for universities growing in-house, regional strategies pay off, too. Think targeted regional marketing, employer partnerships tied to local workforce needs and even weaving apprenticeships or other learn-and-earn models directly into degree pathways. It’s not about being everywhere—it’s about playing to your strengths in your region.
    3. Breaking down silos to build relevant programs. One trend I like and am supporting is cross-campus collaborations leading to hybrid or interdisciplinary graduate programs. Northeastern’s combined majors model is well-known in undergraduate circles. We’re seeing more deans replicate that at the graduate level—joint programs, additional tracks and revenue-sharing agreements between schools. They’re savvy partnerships that pull together institutional strengths rather than competing internally.
    4. Scrutinize your tech stack. When I started the company, I assumed going inside universities would be illuminating. I wasn’t prepared for the delta in capability between OPM and campus technology stacks. Technology should be frictionless to the point that it’s invisible. And you should feel your stack moving from software as a service to results as a service. Before spending hundreds of thousands or millions in digital marketing to grow, I suggest a rigorous evaluation and professionally led tech discovery phase before doing any significant online endeavors. We’ve begun doing assessment and development work on Salesforce, Slate, WordPress, Drupal and more to unlock technological gains for our partners. Candidly, it wasn’t on my 2025 bingo card. But it’s critical work, so we had to add it as a service.

    Q: Given the pricing pressures on online degrees, with some well-known universities offering sub-$30,000 online master’s, how might institutions unable to offer lower-cost online degrees compete?

    A: Josh, I founded my first business in high school and my second in college—so I always nerd out on the entrepreneurial edges of higher education. And, of course, I’m in favor of lowering the cost of degrees while preserving quality. Some innovative higher education leaders and friends I deeply respect have entered the low-cost arena. They’ve gone to market with the support of MOOC platforms, which point millions of course takers’ eyes to the programs. 

    And if you’ve spent enough time around John Katzman, you’ve probably heard him say, “Low cost generally means low faculty.” That’s stuck with me. So, if that’s the architecture, we need to ask ourselves where the “low-faculty” model can work before stripping away any components required for quality learning outcomes. For example, I wouldn’t point that strategy at clinical nursing, education or health sciences degrees anytime soon. And frankly, we haven’t seen rigorous, long-term research on these $30,000 degrees yet, outside of self-published enrollment and graduation rates. Before diving in headfirst, I’d argue it’s worth conducting objective studies on the ROI for learners.

    To your question about institutions that might not have access to that scale, I’d advise them to call me. My team will sign an NDA and pressure-test their plan as a favor. I won’t tiptoe around this: I predict a MOOC-fed degree correction within a year from now. So, Rhodes Advisors is architecting solutions that leverage a next-gen course platform, AI-guided admissions and fresh tactics to drive lead volume, should that correction happen.

    MOOC platforms (and, to an extent, significant B2B relationships) are the only proven route for low-cost degrees to compete at scale in the hand-to-hand combat environment of online degree growth. Why? Fundamentally, platforms reduce your marketing overhead and let you tap into sophisticated conversion practices they’ve been working hard on.

    If you’re using a low-cost degree to serve a mission-driven purpose, you don’t need millions of learners from a platform. I’d suggest covering the delta in tuition with a foundation or donor. And I’d focus heavily on messaging and positioning so learners see you’ve struck the right balance between value and price. Rhodes Advisors is often brought in to do that work, too.

    Q: Let’s talk numbers. Say a university wants to build a new online master’s degree or certificate program. How much money does developing, launching, recruiting and running that program cost? To set some boundaries, let’s say that the online master’s tuition is about $50,000 and the target enrollment at steady state is 150. Help us understand the economics of the online learning business.

    A: I prefer talking numbers and using them to cut through the noise, so I’m glad you went there. We’ve recently run this analysis for several universities evaluating alternative revenue strategies. I’ll extend this answer beyond the basic analysis data and into some significant trends I’m seeing that your readers will find helpful. 

    But first, any degree analysis requires a few caveats—there are a lot of variables when estimating costs to launch a stand-alone program. But assuming you have a competent tech stack, a skilled team and you’re building something the market favors, you can launch a 30-credit online master’s degree for roughly $900,000 to $1.2 million in the early years before breaking even as enrollment comes in. As your readers know, most of those costs fall into course development, faculty compensation and marketing/enrollment services. Assuming steady demand, the five-year ROI will land around 275 percent, or about $3.7 million. Anyone quoting a smaller up-front investment number is likely at a small private with fully centralized operations—or running programs with a few dozen students, not 150-plus as you asked about. And anyone quoting a significantly larger ROI has been lucky enough to find a niche.

    On the certificate side, launching a 12-credit stand-alone certificate typically requires $200,000 to $400,000 up front, with a best-case five-year ROI of around 70 percent or $500,000 total return. But certificates face steeper competition: They’re up against degrees in the digital keyword bids, and the market heavily favors industry certifications (Google, Microsoft, etc.) or programs offered by elite universities in business, tech, or licensure-required fields. So, while master’s degrees demand more up front, long-term economics almost always favor them.

    Reducing costs while maintaining growth has never been more critical than it is in 2025. Improving ROI, especially in new ventures, requires scrutinizing every operational lever—especially in learning design, marketing and enrollment management. There are two things I’m seeing play out that have a material impact on efficiency:

    1. Integrating core online and in-person program operations and functions like admissions, recruitment, student services, alumni affairs and career services has become essential. When universities unify these areas, they eliminate redundancies, lower operational costs and deliver a seamless experience for students moving between all modalities. That said, I typically see skill and knowledge gaps surface quickly when tasking a residentially focused function with online program efforts, so we’ll usually dedicate capacity-building and training efforts during a transitional period.
    2. Anywhere AI can streamline effort or lower direct costs should be surfaced immediately and prioritized. For instance, we’ve worked closely with the University of Virginia this year, and they have been able to drive down centralized course production directionally by applying AI tools in specific and strategic ways. Another partner is preparing to launch a master’s degree in our co-pilot DIY model, intentionally designing enrollment operations to be AI-first. Applicants interact with an AI chat bot to handle basic program details before reaching a human adviser. Early signs suggest that approach will cut costs by more than 50 percent—though we’ll let the data speak as it matures.

    I hope this check-in was helpful. And I’d love to come back and share more as we continue down an exciting and fulfilling path at Rhodes Advisors!

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  • Short-term service learning experiences help college students

    Short-term service learning experiences help college students

    College students are known to be strapped for time. A May 2024 Student Voice survey by Inside Higher Ed found the No. 1 stressor in students’ lives is balancing academics with personal, family or financial responsibilities such as work.

    Research shows campus involvement is tied to students’ retention, career development and sense of belonging while in college, but helping time-strapped students access these experiences can be a challenge for institutions.

    This year, Goucher College in Maryland created a new forum through the office of Community-Based Learning. The short-term micro-experiences allow students to dip their toes into service without committing to a semester or longer. The college first piloted the unpaid opportunities in spring 2024, and student participation in service learning has increased as a result.

    The background: The Office of Community-Based Learning offers seven focus areas for community engagement: animal welfare, empowering ability, environmental sustainability, food and housing security, K-12 education and youth development, immigrant and refugee programs, and health and wellness.

    Participation could include off-campus Federal Work-Study roles, volunteering with a social justice student club or through a campus organization, taking a Community-Based Learning course, engaging in an internship, or serving as a student director. The office also partners with faculty members to provide experiences in the classroom, such as a semester-long project for a nonprofit partner or a field trip to a partner site.

    One of the reasons CBL has previously not offered short-term or one-day service opportunities is because of ethical concerns of how impactful these experiences are for the organizations or individuals being served.

    The change is reflective of the needs of today’s students, who are more likely to be working for pay or on a compressed timeline to complete their undergraduate program as quickly as possible, CBL director Lindsay Johnson Walton said.

    To ask students to invest in a long-term program that requires three, four or five semesters’ worth of time, “it’s not practical,” she said.

    On the other side, nonprofit and community partners can be so desperately in need of support that they hold fewer concerns about the model of service. “It doesn’t matter if it’s the same students as long as it’s engaged students,” Johnson Walton explained.

    Offering short-term participation opportunities requires more work from the college to generate the experience and fill out paperwork because it only happens once, but Johnson Walton hopes with future iterations the process will become more streamlined.

    How it works: CBL offers around one micro-experience per week, many taking place on a Saturday morning or afternoon. Each experience has a cap of 10 to 12 students.

    Students sign up in advance and commit to volunteering for a few hours. College staff handle logistics, including transportation, covering background checks and coordinating with the site, so students just have to show up and serve. Student coordinators, who are part-time staff working for CBL, also contribute to the organization and execution of events.

    Some experiences that work well as short-term offerings include volunteering at the food bank or assisting at an animal shelter, while other partners, such as public schools, still operate best with more sustained interactions.

    On the trip back, staff lead a short debrief and guided reflection to help students connect their experiences to larger learning objectives and provide additional opportunities to learn or serve, if needed. Students are also sent a short questionnaire that asks them to reflect on their work.

    Short-Term Experiential Learning Grows

    Community-based learning isn’t the only area where Goucher College has shortened the duration of experiential learning opportunities.

    In 2020, Goucher launched micro-internships for students, primarily to address a lack of offerings available to students due to the COVID-19 pandemic. The remote offerings help connect students with alumni and other college partners and give students a project to assist in their career development and growth.

    Similarly, the global education office has seen a growth in student interest for three- to five-week study abroad offerings rather than semester-long programs.

    Who’s doing it: The micro-experiences have attracted a wide variety of students, some who are curious about service learning and just want to dip their toes in. International students often fall into this category because volunteering can be a uniquely American experience, and the projects give them insight into different organizations and spaces they may not otherwise engage in, such as schools, Johnson Walton said.

    Others have a passion for service but are unable to devote much time to it, so micro-experiences provide a flexible opportunity.

    Many students had a service requirement while in high school or were told that volunteering is a good feature for their college application, which makes service more of a reflex, Johnson Walton said. “They think they should be doing it, because culturally it’s been built into the list of things you’re supposed to do.”

    Each of these students reflects an opportunity to further engage them in longer-term community-based learning in a curricular or co-curricular setting.

    Feedback from participants shows that even small or short projects can have an impact on the student. At a volunteer appreciation event, one student wrote they learned how to plant a tree, which is a simple action, but one that can help a lot of people and a skill they can take and use again and again, Johnson Walton said.

    Similarly, sorting food at the food bank can seem insignificant, but recognizing how many people that food will feed can help students gain perspective on their service impact.

    For organizers of community-based learning experiences, it can be hard to grapple with the potential harm done by short-term community service because of the power dynamics involved, but Johnson Walton has learned that allowing students to get out and do can be a great first start to thoughtful and intentional service.

    Seeking stories from campus leaders, faculty members and staff for our Student Success focus. Share here.

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  • What Happens if Libraries Can’t Buy Ebooks? (opinion)

    What Happens if Libraries Can’t Buy Ebooks? (opinion)

    Clarivate, the company behind ProQuest, dropped a bombshell in the academic publishing world last month when it announced that it will “phase out one-time perpetual purchases of digital collections, print and digital books for libraries.” Instead, institutions will pivot to subscription-based access models. Clarivate justifies this seismic shift by pointing to the need for regular content updates, particularly as AI-enhanced research tools reshape scholarly publishing.

    While perpetual-access options for ebooks won’t vanish entirely—they’ll remain available through certain marketplaces like Clarivate’s Rialto platform—this decision drastically curtails traditional purchasing options. More troubling, it signals an acceleration of a broader industry trend toward subscription-only models, raising profound questions about the future of academic scholarship and underscoring libraries’ critical role in ensuring equitable, continuous access to scholarly resources.

    The Critical Difference Between Books and Journals

    In recent years, some major commercial publishers like Hachette and Penguin Random House have moved from perpetual access to subscription-based access models for ebooks, a shift that to date has primarily impacted public libraries.

    This subscription push mirrors the established practice for scholarly journals but presents unique challenges for academic ebooks. Unlike journals, which primarily deliver new findings, academic books represent enduring intellectual investments. A monograph acquired today often remains essential to scholarship decades later, particularly in humanities disciplines like history, literature, philosophy and sociology, where foundational texts retain their relevance across generations.

    Financial and Academic Risks

    Given academic books’ distinctive value, subscription-only access threatens to undermine teaching and research continuity. Faculty who design courses around specific texts may suddenly find essential works unavailable due to licensing changes. Researchers engaged in long-term projects risk losing access to crucial resources if subscriptions lapse. Though subscription models initially offer lower up-front costs and greater flexibility, the cumulative expenses can become substantial over time, introducing budgetary uncertainty.

    Yet subscription models also offer distinct advantages for certain institutions. Programs with rapidly evolving content, especially in STEM fields requiring frequent updates, may benefit from subscription flexibility. Smaller colleges and institutions experiencing enrollment fluctuations or curricular shifts might find subscriptions economically viable due to lower immediate costs. Subscriptions can help institutions avoid large up-front expenditures, manage predictable annual budgets more effectively and ensure continuous access to current scholarly content.

    Understanding these potential financial implications becomes crucial, especially as other industries have navigated similar challenges when transitioning to subscription-based models.

    Lessons From Other Industries

    Higher education can extract valuable insights from similar transitions in software and media streaming sectors. Traditionally, software represented a one-time transaction granting perpetual access, allowing customers indefinite use after an initial investment. The shift to software as a service (SaaS) fundamentally altered this paradigm, providing continuous access through recurring subscriptions. SaaS models initially attracted organizations due to lower up-front costs and greater flexibility to scale services as needed. However, this transition introduced budgetary uncertainty, as ongoing subscription fees can be unpredictable over time.

    The media industry’s experience with subscription models offers another cautionary tale. Platforms like Netflix and Spotify initially captivated consumers with affordable, convenient access to vast content libraries. Yet over time, numerous competing services entered the market, fragmenting content distribution. Consumers found themselves juggling multiple subscriptions to maintain comprehensive access, resulting in “subscription fatigue” and significantly increased total costs. This fragmentation not only impacted household budgets but also created complexity in managing multiple services, ultimately diminishing the convenience these platforms initially promised.

    Drawing parallels to higher education, subscription-only models could similarly fragment access to academic resources, forcing institutions to maintain multiple subscriptions for comprehensive collections. Over time, this fragmentation could increase administrative complexity and total costs, complicating resource management. Institutions must therefore approach subscription-only models with caution and deliberation.

    Open Access as a Strategic Solution

    One proactive strategy for addressing subscription challenges involves embracing open access (OA), a model providing free, unrestricted online access to scholarly research. Unlike traditional commercial models dependent on paywalls, OA enables anyone to read, download and distribute content without cost barriers. This dramatically increases research visibility and democratizes knowledge by making it accessible regardless of institutional affiliation or financial capacity.

    Institutions can strategically support OA by investing in university presses, institutional repositories and collaborative publishing platforms. Successful examples include the Directory of Open Access Books, Open Book Publishers and the Open Library of Humanities, which have demonstrated sustainable, rigorous academic publishing methods. Redirecting a portion of subscription budgets to these initiatives can build permanent collections while fostering transformative scholarly communication practices.

    However, OA models face their own challenges. Financial sustainability concerns emerge because publication costs often fall on authors or institutions, potentially disadvantaging researchers without institutional backing. Moreover, robust infrastructure, consistent funding and effective policy frameworks remain essential to maintaining quality and longevity of OA content.

    Moving Forward: A Call to Action

    As academic scholarship navigates these transformative currents, institutional leaders must proactively engage with their libraries, publishers and vendors. Delaying action risks fragmented access, escalating costs and compromised academic integrity.

    Leaders should urgently prioritize collaborative actions to:

    • Develop balanced subscription and perpetual-access models in partnership with publishers and vendors.
    • Invest strategically in open-access initiatives while acknowledging and addressing their implementation challenges.
    • Strengthen consortia and partnerships to enhance negotiating power, reduce fragmentation and streamline resource management.
    • Foster structured communication among faculty, libraries, publishers and vendors to align acquisitions with academic priorities.

    The proactive decisions we make today will shape academic scholarship for decades to come, ensuring that vital resources remain accessible, sustainable and equitable for all.

    Leo S. Lo is dean and a professor in the College of University Libraries and Learning Sciences at the University of New Mexico and president of the Association of College and Research Libraries.

    The author serves as a volunteer member of the Clarivate Academic AI Advisory Council. The views expressed in this article are his own and do not necessarily reflect those of Clarivate.

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  • How Leaders Can Chart a Path Through the Chaos (opinion)

    How Leaders Can Chart a Path Through the Chaos (opinion)

    The pressures on higher education leaders and their institutions have intensified with the new U.S. presidential administration’s agenda. We all became familiar with uncertainty as a result of the pandemic, but this new series of policy mandates and legal challenges creates an even more ambiguous environment. Higher education’s basic foundations, operating systems, cultures, values and structures are being challenged, which implies systemic change may be required.

    Leading systemic change is difficult enough in a less demanding environment. In this one, higher ed leaders will need tools and resources that can help them strategically chart a path through the chaos. They will need advice about how to adapt and continue important work that may be challenged by current executive orders, as well as advice about how to navigate the sheer volume of those orders.

    Leaders can be more successful adapting and strategizing if they do so in ways that honor their unique contexts. Context variously creates opportunities or presents barriers that influence the actions leaders may take. Therefore, it is important for leaders to step back for a few moments and “get on the balcony,” as Ronald A. Heifetz, Marty Linsky and Alexander Grashow put it.

    While many leaders may not think they have the time to do this, it is critically important they take the time to understand the complexities of the current situation so as not to overreact, react too quickly or react incorrectly. For example, a leader responding to a recent executive order may move quickly to announce program and office closures, but without time to consider options and understand context, this quick action may have a greater negative impact than some other, more strategic approach, one that does not compromise institutional integrity.

    Leaders may also find they have levers available to them that are important to identify and use strategically. For example, partnerships with donors or grant opportunities are great levers to not only achieve strategic priorities but also provide relief for shortfalls that may result from the current political climate.

    One way leaders can “get on the balcony” is to dive into their context and ask key questions with their leadership teams. This analysis will illuminate aspects of the leadership landscape that perhaps weren’t fully realized, highlight opportunities and fill in the details of challenges they are facing. Important categories of context to analyze are institutional mission; campus culture; politics, leadership and governance; human capital and capacity; physical, financial and technological resources; and externalities.

    The final category of externalities may be of particular relevance right now. This category refers to anything happening outside the university, from local community issues to state and federal policies. It goes beyond state appropriations and budgets to include social, political and economic factors. As leaders consider their external environment, here are some questions they can use to help them identify opportunities for and barriers to change, as well as levers they can use to inform the actions they can take:

    1. Are there state or federal policies or programs that are related to the change you are trying to achieve?
    2. What initiatives, organizations or businesses in your community might have a stake in this change?
    3. If your campus is public or part of a state system, are there messages, policies and priorities that can be drawn on to support changes?
    4. Is your campus a member of a national association that has initiatives you might participate in that will help you advance your change or gain momentum and support?
    5. Are there state, federal or philanthropic organizations that have grant programs aligned with your change goals? Do you have any major donors that can be engaged in your change project to support your goals?

    Let’s see how this exploration might help leaders chart a strategic path forward through the current climate of chaos and uncertainty. Leaders might identify some challenges with respect to their state or federal policy environment that present barriers. For example, in states that have defunded diversity efforts, universities have less funding to accomplish their goals of creating more inclusive environments to serve all students. However, they may find an opportunity to participate in a national project sponsored by an association that provides them the time and space to reconfigure their structures and programs in ways that would still allow them to reach their goals.

    By thinking through the philanthropic landscape, institutional leaders might find that there are donors who share a passion for inclusivity and thus can be cultivated as supporters of programmatic initiatives. Leaders might also undergo a search to identify possible grants or foundation funders that align with campus goals. These types of funding mechanisms are useful levers for creating a change agenda that allows for continuation of the mission despite the initial challenges.

    Identifying the opportunities and barriers is the first step towards strategic action. Let’s dive into the next step by looking closely at leader “moves.” If we focus on the opportunity of participation in a national project aimed at inclusion, that will involve several moves to ensure success.

    For example, the selection of a team charged with taking on this task is critically important, and getting the right set of individuals may involve thinking differently than usual. Given the current environment, it might make sense to ensure there is legal expertise on the team. It may also be especially important to assure those who are asked to lead that they will have the support of institutional leaders. Sense making and learning is another important area for action: giving people information and helping them know what is possible in the current environment is an essential leadership move at the moment.

    There are likely advocacy and political moves that also need to be made to set the stage on campus or within the state to garner additional support or prepare for potential backlash. Finally, for the team’s work to be sustained in the long term, leaders might think ahead to how they can sustain or scale the programmatic, cultural and/or structural outcomes that are achieved during the initiative at a time when national leaders question the nature of the work. In the current environment, staff and faculty may also have fears that need to be addressed before they commit to this work over the long term.

    More information and examples can be found in our recently published “The Change Leadership Toolkit for Advancing Systemic Change.” Whatever leaders do, they must keep moving forward even though the headwinds might be strong. Delaying action may only create larger problems that are even more intractable or insolvable. Responding too quickly may also result in irreparable and unnecessary damage that may be difficult to recover from down the road. Systemic change takes time and process and most of all requires a thoughtful, strategic and focused approach tailored to the goals and environment in which leaders are operating.

    The process and example provided above just skim the surface of the deliberate kind of work higher education leaders have to do in today’s climate as they assess their contexts, take advantage of levers and opportunities, and identify key moves they will need to make to ensure successful adaptation. We hope that this essay introduces leaders to a process they can use to inform their actions so they can keep calm and carry on.

    Susan Elrod is the former chancellor and professor emeritus of Indiana University South Bend. She studies higher education systemic change and is actively engaged in helping campus leaders build capacity to create more strategic, scalable and sustainable change.

    Adrianna Kezar is the Dean’s Professor of Leadership, Wilbur-Kieffer Professor of Higher Education and director of the Pullias Center for Higher Education at the University of Southern California.

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  • Louisiana Sees Improved Pass Rates With Corequisite Model

    Louisiana Sees Improved Pass Rates With Corequisite Model

    During the 2020–21 academic year, only 12 percent of students attending a public institution in Louisiana who attempted to complete a credit-bearing English class passed. This past fall, success rates among learners jumped to 60 percent.

    The change reflects an overhaul of remedial education courses at the state level, led by the Louisiana Board of Regents, to improve completion rates across the system’s 28 colleges and universities.

    The initial numbers, coupled with high passing rates among mathematics courses, are a step in the right direction to support credential attainment for adults in Louisiana, said Tristan Denley, deputy commissioner of academic affairs and innovation for the Board of Regents.

    What’s the need: The overhaul of remedial education is tied to the state’s strategic initiative, Louisiana Prospers, which sets a goal for 60 percent of the state’s adult population to have at least a credential of value. At present, the state is at 51 percent attainment, up six percentage points from 2021.

    “One of the fundamental changes that had to be made to be able to increase that attainment in that way is really the barrier of early math and English success,” Denley explained.

    Compared to remediation, corequisite courses reflect an asset-based approach to student success that indicates institutional readiness for student achievement. Research shows students who are placed in corequisite courses are more likely to retain, save money and graduate earlier, compared to their peers.

    “A traditional approach to remediation sort of says, ‘Well, I know you think you’re in college, but maybe not quite yet,’” Denley said.

    Other states, including California, Georgia, Illinois and Tennessee have also prioritized corequisite courses over remedial education offerings to boost student success.

    Building better: The process of rolling out corequisite education began in spring 2022, providing each of the state’s 28 institutions 18 months to launch the math program and then another 18 months for English courses.

    Louisiana launched its corequisite course structure for math courses in starting in fall 2023, and during that academic year, 52 percent of students in a corequisite class completed a college-level math course, up 41 percentage points from 2020–21, when only 11 percent of remedial math students completed a credit-bearing course.

    Implementing corequisite education at scale is a large undertaking, requiring work from math and English faculty as well as the registrar’s office and others, and each rollout looked a little different depending on the college and its needs.

    The system office hosted technical assistance and professional development events to support campuses, including semesterly corequisite academies, which brought together 150 faculty who teach corequisite math and English to share best practices, identify common challenges and establish a community of practice.

    “Interestingly, there are lessons to be learned from the math folk for the English folk, and vice versa, as well as among themselves in those different disciplines,” Denley said.

    One important facet of the corequisite model is addressing students’ self-perceptions of themselves as learners—particularly in math courses where students experience math anxiety—so the board established “Mindset Meauxtivators,” a faculty development course that emphasizes a growth mindset. Two hundred–plus corequisite faculty have completed the course, and a dozen or so serve as faculty champions for this work within their own campuses or regions.

    What’s next: The state will continue to collect data and parse through to identify trends in completion of credit-bearing English and math courses across student groups and institutions.

    Identifying opportunities to support faculty with modern pedagogy that assist with corequisite education is another focus for the board, because the teaching style is much different from remedial.

    Attainment is the goal of this current strategic plan, but future student success work in Louisiana will address socioeconomic mobility and ensuring students “make good on the credential they earn,” Denley said. “After they’ve earned that, what are ways in which we can make sure that that credential is life-changing, both to themselves and to their families and their communities?”

    We bet your colleague would like this article, too. Send them this link to subscribe to our newsletter on Student Success.

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  • Bowdoin to Devote $50M Gift to AI Learning, Teaching

    Bowdoin to Devote $50M Gift to AI Learning, Teaching

    Bowdoin College has received a $50 million gift from Reed Hastings, 1983 alumnus, Netflix cofounder and Powder Mountain CEO, to create the Hastings Initiative for AI and Humanity.

    The gift, the largest in the college’s 231-year history, will be used largely to support teaching and research related to artificial intelligence. It will pay for 10 new faculty members, expand faculty-led research and curriculum offerings, and drive campuswide conversations about the benefits and challenges of AI.

    “This donation seeks to advance Bowdoin’s mission of cultivating wisdom for the common good by deepening the College’s engagement with one of humanity’s most transformative developments: artificial intelligence,” Hastings said in a press release. “As AI becomes smarter than humans, we are going to need some deep thinking to keep us flourishing.”

    Hastings credited a late Bowdoin mathematics professor, Steve Fisk, for first encouraging him to study AI. “Steve was about forty years too early, but his perspective was life-changing for me,” Hastings said.

    “We are thrilled and so grateful to receive this remarkable support from Reed, who shares our conviction that the AI revolution makes the liberal arts and a Bowdoin education more essential to society,” Bowdoin president Safa Zaki said in a statement.

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  • Understanding Incoming College Student Demographics

    Understanding Incoming College Student Demographics

    Anecdotally, higher education practitioners frequently share challenges and changes with today’s college students, but how unique are the incoming learners of the Class of 2029?

    A February report published by the American Council on Education and the Higher Education Research Institute at the University of California, Los Angeles, found the incoming class of college students is more diverse than past classes in terms of race, sexuality and socioeconomic standing.  

    According to the CIRP Freshman Survey 2024, some demographic groups are less likely to say they’re confident in their academic abilities and that they encounter mental health struggles, highlighting ongoing need to support students with their personal and academic development in higher education.

    “This report gives institutional leaders a clear view of today’s first-year students—their backgrounds, aspirations, and challenges—so they can better support learner success,” said Hironao Okahana, vice president and executive director of ACE’s Education Futures Lab, in a February press release. “Centering student experiences in higher education policy and practice is essential, and these findings help colleges and universities create environments where all students can thrive.”

    Methodology

    The survey, conducted between April 14 and Oct. 10, 2024, includes data from 24,367 incoming students across 55 colleges and universities.

    Demographics: Over half of respondents (50.8 percent) identify as white, but significant portions are students of color, including more than one race (14.8 percent), Asian and Pacific Islander (14.6 percent), Hispanic or Latino (11.0 percent), or Black and African American (7.7 percent). Around 1 percent of respondents are American Indian or Alaska Native.

    Nearly 10 percent of surveyed students reported English was not their primary language, and almost half of those learners are U.S. citizens.

    A majority of respondents indicated they are heterosexual (82.3 percent), but the next-greatest share identify as bisexual (8.5 percent).

    Nineteen percent of respondents were classified as low-income, defined in this study as having a family income of less than $60,000. First-generation students (those whose parents or guardians had no college experience) made up 12.4 percent of all students and one-third of the low-income group.

    Eight percent of respondents were military-affiliated, and these learners made up 3 percent of the low-income group.

    College prep: Nearly all students took three years of math in high school, but those from higher-income backgrounds were more likely to have completed advanced mathematics courses and Advanced Placement courses.

    Women (66.8 percent) were less likely than men to see themselves as having strong academic ability, compared to their male peers (75.8 percent) and those who indicated another gender identity (72.3 percent). Similarly, female students were less likely to say they have above-average intellect, compared to men and others.

    Despite that lack of self-confidence, women were more likely to report earning A’s in high school (78 percent) compared to men (72 percent) and other gender minorities (72 percent). Women and nonbinary students were also more likely to say they felt challenged by their coursework frequently (34.9 percent and 36.2 percent, respectively).

    Over half of students studied at least six hours per week, but first-generation students were less likely to study for six hours per week, compared to their continuing-generation peers. First-generation college students were also slightly more likely to work for pay at least six hours per week at 41.3 percent versus 38.6 percent.

    Around one-third of students socialized with their friends for at least six hours per week, on trend with national data that suggests Gen Z spends less time with friends compared to previous generations.

    Personal struggles: Mental health concerns have risen among young people nationally, and many incoming college students indicate feelings of being overwhelmed or depressed. Nonbinary students were most likely to report feeling anxious, stressed or depressed, and women were slightly more likely than men to share mental health concerns.

    “When asked how they compare with their peers on emotional health, men showed the most confidence; 48.5 percent rated themselves as above average or in the top 10 percent,” according to the report. “By contrast, only 35.2 percent of women and just 16.6 percent of students who identified outside of the gender binary rated themselves as above average or in the top 10 percent.”

    Around half of students indicated they had at least some chance of using mental health services offered at their institution.

    Financial stress continues to weigh on students, with over half (56.4 percent) expressing some or major concern about paying for college. Latino (81.4 percent) and Black students (69.6 percent) were more likely to say this was true. Sixty percent of Latino students, over half of American Indian or Alaska Native, and half of Black students utilize Pell Grants to fund their education, and each of these groups also relied on work-study funding for their education costs at higher rates than their peers.

    However, many students believe in the economic value of a college education, despite the financial barriers to access.

    Politics: For the first time, the survey asked students if they considered state policies and legislation to be important to their college decision. One-third of men and almost 40 percent of women considered politics and legislation to be at least somewhat important of where to go to college, compared to 56 percent of their nonbinary peers. LGBTQ students (48 percent) also weighed this factor as important more than their peers.

    The Class of 2029 is also civically engaged, with one-quarter of respondents indicating that they frequently or occasionally have demonstrated for a cause and one-third of respondents having publicly communicate their opinion about a cause. LGBTQ students were more likely to agree with these statements.

    Military-affiliated students also reported high levels of community engagement, such as volunteering and voting.

    Across the U.S., diversity, equity and inclusion work has become more controversial, but respondents still indicate a care for social equity. A majority of college students believe racial discrimination is still a major problem in the U.S., with students of color more likely than their white peers to share this opinion. Many students expressed an interest in correcting social inequalities and gender equity.

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  • Essay on Immigration Law and Student Activism (Opinion)

    Essay on Immigration Law and Student Activism (Opinion)

    On Sept. 23, 1952, Mugo Gatheru had just finished English class when an American official approached him and flashed a United States Immigration Services badge. Gatheru, a young Kenyan student at Lincoln University, quickly realized that his education was not the officer’s concern. His politics were. The officer interrogated him about his role as an editor of the Kenya African Union’s newspaper, The African Voice, and about whether he had ever engaged in political agitation against government officials in Kenya, India, England or the United States.

    In the 1950s, the Cold War logic of American immigration enforcement sought to place Gatheru into a rigid political binary: communist or anticommunist, agitator or ally. But Gatheru challenged these political borders. When accused of being an agitator, the young Kenyan student reframed the terms of the interrogation. Agitation, he argued, was a matter of perspective. British colonial authorities may have seen him as disruptive, but what he was doing was simply a continuation of the democratic ideals he had learned in America. “After all,” he told the immigration officer, “even George Washington was an agitator here in your country.”

    Seventy-three years later, it’s old wine in a new bottle.

    The same Immigration and Nationality Act that was used to justify deportation proceedings against Mugo Gatheru in the 1950s is now being wielded against Mahmoud Khalil. In Gatheru’s time, the target was anticolonial activists suspected of communist ties; today, it’s Palestinian advocates accused of supporting terrorism. The global politics are different, but the playbook remains the same: Silence dissent, rebrand it as a security threat and use immigration law to make it disappear.

    These cases are not just about two individuals. They are part of a much longer history of using immigration enforcement as a tool of political suppression on college campuses. Gatheru was one of many African, Latin America, Asian and Caribbean students in the mid-20th century whose presence in U.S. universities became politically suspect. Fueled by Cold War anxieties, U.S. authorities from across the political spectrum saw anticolonial activism as inherently subversive to American geopolitical interests. In the late 1970s, the Carter administration, which professed a strong commitment to human rights, employed the same tools of immigration enforcement to investigate and silence Iranian students who denounced U.S. complicity in the shah’s regime. And in the mid-1980s, the Reagan administration also utilized those same tools to prosecute young Palestinian activists in Los Angeles.

    The history of immigration and student activism is thus also a history of global racial politics. White European students were welcomed into American universities while Black and brown international students from the Global South were scrutinized for their political beliefs. In effect, academic freedom was never truly universal for international students. It was selectively granted and shaped by a racialized global hierarchy that mirrored U.S. Cold War priorities. Ultimately, an uncomfortable truth might be this: American universities are deeply entangled in America’s geopolitical agenda, and their commitment to academic freedom rarely extended to those who challenged U.S. hegemony.

    Today, the U.S. government is deploying a similar logic. In addition to Khalil’s arrest, the government has trumpeted the arrest of another international student tied to the Columbia protests, Leqaa Kordia, and the visa revocation and “self-deportation” of Ranjani Srinivasan, who says she got mistakenly swept up in arrests of protesters during the occupation of Columbia’s Hamilton Hall last spring. A Georgetown University postdoctoral scholar from India, Badar Khan Suri, was also arrested last week, targeted, according to his lawyer, for his wife’s “identity as a Palestinian and her constitutionally protected speech.”

    In other words, these are not isolated incidents but part of a deliberate policy effort to criminalize Palestinian advocacy and antiwar protest.

    In the past two years alone, we have seen student groups labeled as extremist, faculty members investigated for their political speech and foreign nationals facing heightened scrutiny for their views on the ongoing war in Israel-Palestine. The arrest of Khalil, even if dropped, has had its intended effect: It sends a chilling message that political dissent, particularly when voiced by students from politically fraught regions, comes at a cost.

    The echoes between these cases should prompt us to reflect on the historical legacies at play. Both Gatheru’s and Khalil’s experiences show how governments, fearing the power of certain ideas, attempt to control the discourse by criminalizing student activists. Both demonstrate how racialized and colonialist logics shape the policing of dissent, whether in the 1950s, under the specter of communism, or in 2025, under the guise of counterterrorism. And, most significantly for those in higher education, both reveal the ways in which universities serve as battlegrounds for global political struggles.

    Yet both cases also highlight the potential role of academic communities and activist networks in resisting such overt suppression of political activism. When Gatheru faced deportation, university allies and civil rights leaders and groups, including Thurgood Marshall and the NAACP, mobilized on his behalf. Faculty and students at Lincoln University established the Friends of Mugo Gatheru Fund. They reframed his case as a fight for both racial justice and academic freedom. Their efforts eventually led to the U.S. government dropping its case.

    Khalil’s arrest has likewise sparked widespread resistance. Student organizations and faculty at Columbia have mobilized swiftly, with Jewish faculty members holding a campus rally under the banner “Jews say no to deportations.” Meanwhile, an online petition demanding Khalil’s release has amassed more than three million signatures. These responses underscore the broader stakes of Khalil’s case: It is not just about one student but about the right to dissent in an era in which protest is again being reframed as a national security threat.

    Gatheru’s case, once seen as a national security risk, is now remembered as an example of state overreach. Will we look back on Khalil’s case the same way? If so, it will be because students, faculty and advocates refused to allow immigration enforcement to dictate the terms of political activism. As Gatheru reminded his interrogator, George Washington was an agitator, too. The question is whether we will continue to punish today’s agitators for following in that tradition.

    David S. Busch is the author of Disciplining Democracy: How the Modern American University Transformed Student Activism (Cornell University Press).

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  • The Struggling Sanctuary Campus Movement

    The Struggling Sanctuary Campus Movement

    American University’s student government recently passed a referendum calling on the university to designate itself a sanctuary campus and limit its cooperation with federal immigration enforcement. Student protests broke out at the University of North Carolina Asheville, the University of Texas at Austin and elsewhere to push those campuses to embrace sanctuary status. A petition with the same demand from Colorado State University’s chapter of the Young Democratic Socialists of America garnered more than 3,000 signatures.

    “It is of the utmost importance that students, staff, and community members see CSU committing to protect the most threatened students in this community,” read the student petition to Colorado State administrators.

    The petitions and protests have also been fueled by student frustrations with universities’ compliance with other federal immigration actions. The Council on American-Islamic Relations and other groups sued Columbia University on behalf of students after federal immigration agents arrested Mahmoud Khalil, a green card–holding recent Columbia graduate, at his university-owned apartment because of his involvement in pro-Palestinian protests. Shortly afterwards, Department of Homeland Security agents searched two Columbia dorms, though no arrests were made. The CAIR lawsuit, which also targets the House of Representatives’ Committee on Education and the Workforce, led to an injunction that stopped the university from sharing more student records with lawmakers.

    “While I await legal decisions that hold the futures of my wife and child in the balance, those who enabled my targeting remain comfortably at Columbia University,” Khalil said in a statement from an ICE detention center in Louisiana. “Columbia surrendered to federal pressure by disclosing student records to Congress and yielding to the Trump administration’s latest threats.”

    The renewed push for sanctuary campuses harks back to President Donald Trump’s first term, when students at dozens of campuses petitioned their colleges to follow the lead of sanctuary cities and create boundaries for their cooperation with federal immigration officials. At the time, a handful of higher ed institutions agreed to designate themselves sanctuary campuses and protect undocumented students to the fullest extent the law allows. Many more made public declarations of support for undocumented students without actually embracing the title.

    This time around, while some college and university leaders have promised they’ll support students in every way legally possible, few are eager to comment publicly on Trump’s immigration actions or use the sanctuary title, for fear of overpromising the protections they can offer or attracting unwanted attention to their campuses, potentially putting students or federal funds at risk.

    The Trump administration has already gone after sanctuary cities, with Chicago among the first targeted for immigration raids. One of Trump’s early executive orders asserted that “sanctuary jurisdictions” shouldn’t receive federal funding. The Trump administration also sued the city of Chicago, the state of Illinois and New York State over their immigration policies last month. And recently, Republican lawmakers lambasted the mayors of Boston, Chicago, Denver and New York City for their sanctuary statuses at a contentious hearing before the House Committee on Oversight and Government Reform.

    Some college leaders are clearly worried that using the term “sanctuary” could make them a target as well. Even the few colleges and universities that previously designated themselves sanctuary campuses seem hesitant to use, or discuss, the term. Inside Higher Ed reached out to eight higher ed institutions that have called themselves sanctuary campuses in the past. Three institutions declined interviews, and four didn’t respond to email requests for comment.

    A spokesperson for a community college in the Southwest confirmed in an email that the institution “remains committed to serving and supporting all students” but no longer actively uses the term “sanctuary.”

    “Because our top priority is student safety, we prefer not to comment further,” the spokesperson wrote.

    ‘Meaningful,’ ‘Risky’ or Both?

    Current debates over the term “sanctuary” likely reflect some of the ways this political moment differs from Trump’s first term.

    Notably, fears that federal immigration officials could venture onto campuses became a reality after Khalil’s recent arrest, heightening the risks of taking a public stand. Other federal immigration actions affecting students and scholars followed, including the arrest of Badar Khan Suri, an Indian postdoctoral fellow at Georgetown University.

    A professor at an institution that previously declared itself a sanctuary campus emphasized that Khalil’s case made those working with undocumented students “even more alarmed.” During Trump’s first term, campuses ultimately weren’t a target of federal immigration actions, but the events of the past month at Columbia show that may no longer be true, said the professor, who spoke with Inside Higher Ed on condition of anonymity.

    Another key difference between Trump’s first and second terms is that most of today’s undocumented students can’t participate in the Deferred Action for Childhood Arrivals program, which protects those brought to the U.S. as children before 2007 from deportation and allows them to work legally. That means many undocumented students are arguably more vulnerable than they were during Trump’s first term, the professor said. At the same time, campuses have far more infrastructure, resources and legal training to support undocumented students than in the past, they added.

    The professor believes it’s still worthwhile for colleges to call themselves sanctuary campuses—or at least offer undocumented students some kind of public support—because it means a lot to affected students and the faculty and staff supporting them. It helps them feel “braver.”

    “I think it’s both meaningful and risky,” they said. “In fact, I think it might be more meaningful now because it’s so risky.” But “I don’t necessarily think that using the word ‘sanctuary’ is the key. I think the key is saying something.”

    College leaders likely believe “not speaking out is going to give them a layer of safety, because we’re not waving a flag, like, ‘Look over here,’” the professor added. “I get that, but I’m just not sure that it’s right.” They noted that even though Columbia cracked down on pro-Palestinian protesters, the Trump administration has shown no signs of letting up on the institution, vowing to strip it of hundreds of millions of federal dollars.

    Even some college leaders who have long supported undocumented students have always had issues with the sanctuary designation, said Miriam Feldblum, executive director of the Presidents’ Alliance on Higher Education and Immigration. Her organization doesn’t encourage the term because she worries it’s amorphous and sends a confusing message to undocumented students.

    To her, the label evokes the idea of “civil disobedience,” reminiscent of the way churches housed and shielded Central American refugees in the 1980s sanctuary movement. But campuses are still responsible for “complying with the law,” she said. If students interpret the term “sanctuary” to mean otherwise, she fears they might misunderstand what protections they do and don’t have.

    “It’s actually not communicating clearly and transparently what the campus is going to do,” she said.

    Feldblum believes students’ outrage toward Columbia over its handling of federal immigration actions reflects how easy it is to misunderstand campuses’ legal options. From her perspective, Columbia followed best practices by developing policies delineating private and public space on campus—where ICE can and cannot enter without a judicial warrant—and making sure immigration officials had the correct warrants when they came knocking. Feldblum argued a sanctuary campus would have done the same.

    She emphasized that just because campus leaders take extra care with their language doesn’t mean they’re doing any less to support undocumented students. She said many campuses are furiously updating their protocols on how to handle ICE officials on campus and ramping up services and supports for undocumented students without a sanctuary label.

    “The commitment to support students, to use the tools in our toolbox to make sure that we’re protecting students’ right to free speech, that we’re supporting our campuses so they are places for safe and supportive learning is very much at top of mind for campus leaders,” Feldblum said.

    Maryam Ahranjani, professor of law at the University of New Mexico, expressed similar discomfort with the term “sanctuary”; she argued it “may not have the same meaning to everyone” and as a result can be “counterproductive.”

    “There may be people who would actually support the goals of people in favor of a designation, but maybe they just don’t like the term,” Ahranjani said.

    Instead of making a big national push for sanctuary, advocates of undocumented student should “think about how to get the support of highest-level leaders, presidents, provosts” on a set of specific goals informed by the needs and concerns of undocumented students’ on individual campuses, she added.

    Colleges need plans in place for how they’d respond to ICE raids, but undocumented students could also be facing other problems that go unnoticed, like bullying or “how the current climate affects [their] ability to learn,” she said. “I think it’s important to talk to them about what their exact individual needs are.” But some advocates for sanctuary campuses insist the designation is needed now more than ever, with both undocumented populations and campus free speech squarely in the administration’s crosshairs.

    Michelle Ming, political director at United We Dream, an immigrant youth advocacy organization, empathizes with campus leaders who fear for their federal funding but argues that colleges that don’t embrace sanctuary campus status deny undocumented students a sense of security, thus depriving them of the full benefits of the college experience.

    “What is the point of having a school if it’s not going to be safe?” she said. To Ming, sanctuary means students “feel safe to go to class. They feel safe to go and do what they came to do—and paid to do—which is learn, further their education, discover what the next step in life is and form communities that really resonate with who they are and who they want to be. And that includes exercising free speech.”

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