Tag: Jobs

  • In Reversal, Trump Says Chinese Students Are Welcome

    In Reversal, Trump Says Chinese Students Are Welcome

    President Trump said that Chinese international students would be welcome in the U.S. in a post on Truth Social on Wednesday announcing the terms of a pending trade agreement with China. 

    In exchange for shipments of rare earth metals, the U.S. “WILL PROVIDE TO CHINA WHAT WAS AGREED TO, INCLUDING CHINESE STUDENTS USING OUR COLLEGES AND UNIVERSITIES (WHICH HAS ALWAYS BEEN GOOD WITH ME!),” Trump posted (capital letters his). 

    The about-face comes less than two weeks after Secretary of State Marco Rubio promised to “aggressively revoke” Chinese students’ visas and implement a much stricter review process for nonimmigrant visa applications from the country. 

    That announcement, an escalation of the Trump administration’s campaign to decrease the number of foreign students at American universities, threw higher education into a panic. International enrollment has become a financial lifeline for many institutions, and Chinese students make up nearly a quarter of all international students in the U.S.—around 280,000 in 2023–24, according to the Institute of International Education, more than students from any other country. They make up 16 percent of graduate STEM programs and 2 percent of undergraduate programs.

    Rubio’s visa-revocation announcement also led to distress among Chinese families, whose hopes of sending their children to a prestigious American university seemed to be fading. In May, the Chinese foreign minister called the policy “politically discriminatory” and “irrational.”

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  • Increased ID Verification for Financial Aid Raises Questions

    Increased ID Verification for Financial Aid Raises Questions

    Photo illustration by Justin Morrison/Inside Higher Ed | michaeljung and robas/iStock/Getty Images

    College financial aid offices and students’ advocates say that a Trump administration plan to crack down on fraud in the federal aid system could burden university staff and hinder access to college programs.

    Although they support fighting fraud as a concept, they particularly worry that real, eligible Pell Grant recipients will get caught up in the detection system and won’t be able to jump through the extra hoops to verify their identity.

    “In general, verification is a little bit of threading the needle between making sure that the right dollars are going to the right students, but also not putting up an inordinate number of barriers, particularly to low-income students, that are insurmountable,” said Karen McCarthy, vice president of public policy and federal relations at the National Association of Student Financial Aid Administrators. “You have to walk a fine line between those two things.”

    Department of Education officials, however, say their plan, announced June 9, is necessary to protect American taxpayers from theft and won’t become a burden for colleges. They aren’t worried about students losing access, either.

    Ultimately, the Trump administration plans to verify the identity of each financial aid applicant with the help of a new system that should be up and running “this fall,” according to the department’s announcement. Before then, the department is planning to screen more first-time applicants for verification—a process that could affect 125,000 students this summer and will be handled by financial aid offices. (About 40,000 students were checked last year, according to a department spokesperson.)

    McCarthy, however, is concerned that if the new system isn’t ready by the fall, “institutions will be assuming this larger burden for a longer, indeterminate amount of time.” The department’s botched launch of the 2024–25 Free Application for Federal Student Aid showed the challenges of standing up new systems quickly, she noted.

    A senior official at the Department of Education told Inside Higher Ed that the Office of Federal Student Aid and the department procurement team are in the process of purchasing an identity-validation product similar to the ones used by financial services companies like banks. The product would be incorporated into the online FAFSA portal.

    If an individual is flagged for potential fraud at any point while filling out the form, a pop-up box would appear with a live staff member on the other side, the official explained. The applicant would then be asked to display a government-issued ID. If that ID is deemed valid, the person could then continue.

    “Once that’s done, the process is over,” the official said. “That’s really as simple as that effort is. I believe rental car companies are using it, too.”

    The official was optimistic that the department could have the system up and running by early September, though that won’t be soon enough to get aid disbursed in time for the fall semester. The official also acknowledged that the timeline means that colleges may have to do some verification in person even in the fall, but that process should not be too much of a burden for the college or the student. Similar to the online process, a student would just need to show a valid ID to a college financial aid administrator, either in person or over a video call. Previously, when identity verifications were conducted, students had to present a Statement of Educational Purpose and submit a notarized copy of their identification document.

    But advocacy groups that work with low-income students worry that even requiring a government-issued ID could give some students a leg up over others when it comes to accessing financial aid and affording to enroll in college.

    “We want to see fraud eliminated as much as anyone else … We just need to make sure that gets balanced with a reasonable process for students,” said MorraLee Keller, a senior consultant for the National College Attainment Network. “A lot of low-economic kids may not have secured, for example, a driver’s license. If they don’t drive, they may not have a driver’s license, and that is probably the primary form of a government-issued valid ID that most people would be able to present.”

    Keller noted that some states may have alternate IDs available for those who do not drive, but even that may take time to obtain if a student doesn’t already possess it.

    “We want to make sure that timing doesn’t interrupt the aid getting credited to their account to pay their bills on time so that they could start classes, get refunds to go get their books and all those kinds of things,” she said. “So one of the questions that we still need answered is, what else would be considered a valid ID?”

    The California Community College system, which has grappled with increasing financial aid fraud, recently considered an application fee to help screen legitimate students from fraudsters. A spokesperson for the system said they are waiting on additional guidance from the department before they can know how big a deal this shift will be.

    “We wouldn’t be able to speculate on the level of concern among students and institutions until the federal guidance is known,” she wrote. But “financial aid fraud is a nationwide trend and additional identification verification processes will help in the fight against it.”

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  • Tulane Environmentalist Resigns Amid Research “Gag Order”

    Tulane Environmentalist Resigns Amid Research “Gag Order”

    An environmental researcher at Tulane University resigned Wednesday after accusing campus officials, reportedly under pressure from Gov. Jeff Landry, of issuing a “gag order” that prevented her from publicly discussing her work, which focused on racial disparities in the petrochemical workforce.

    “Scholarly publications, not gag orders, are the currency of academia,” Kimberly Terrell, the now-former director of community engagement at Tulane’s Environmental Law Clinic, wrote in her resignation letter. “There is always room for informed debate. But Tulane leaders have chosen to abandon the principles of knowledge, education, and the greater good in pursuit of their own narrow agenda.”

    Terrell’s resignation comes amid wider efforts by the Trump administration and its allies to control the types of research—including projects related to environmental justice—academics are permitted to pursue and punish campus protesters for espousing messages the president and other public officials disagree with.

    “It started with the pro-Palestinian activism on our campus and others across the country. It’s emboldened a lot of political leaders to feel they can make inroads by silencing faculty in other areas,” Michelle Lacey, a math professor and president of Tulane’s chapter of the American Association of University Professors, told Inside Higher Ed. “That was the catalyst for creating a climate where university administrators are very nervous, especially now as we see the government pulling funding for areas of research they don’t like.”

    Last spring, Landry praised Tulane president Michael Fitts and university police for removing students who were protesting Israel’s attacks on Gaza. Soon after, the Legislature passed a provision creating harsher punishments for protesters who disrupt traffic, which Landry later signed into law.

    Landry, a Republican aligned with Trump, has a history of trying to exert control over the state’s public higher education institutions.

    Last summer, he enacted a law that allows him to directly appoint board chairs at the state’s public colleges and universities. And in November, following Trump’s election, Landry publicly called on officials at Louisiana State University to punish a law professor who allegedly made brief comments in class about students who voted for the president.

    Landry’s office denied to the Associated Press (which first reported on Terrell’s resignation) that it pressured Tulane to silence research from the law clinic. Michael Strecker, a Tulane spokesperson, also told the outlet that the university “is fully committed to academic freedom and the strong pedagogical value of law clinics” and declined to comment on “personnel matters.”

    Strecker added in a statement that Tulane administrators have been working with the law school’s leadership on how the law clinics could better support the university’s education mission.

    “Debates about how best to operate law clinics’ teaching mission have occurred nationally and at Tulane for years—this is nothing new,” Strecker said. “This effort includes most recently input from an independent, third-party review.”

    But Terrell’s account of the events that led to her resignation call the universities’ academic freedom commitments into question, while also implying that Landry—and powerful industry groups—wield some influence over private higher education institutions in the state.

    And it’s not something Tulane, a private university in New Orleans, should tolerate, Lacey said.

    Kimberly Terrell

    “The academic freedom of all university researchers must be unequivocally defended at both public and private institutions,” Lacey wrote in a statement. “This includes the right to conduct and disseminate research that may be unfavorably viewed by government officials or corporate entities. Political demands to stifle controversial research are an affront to the advancement of knowledge and open exchange of ideas, as is the voluntary compliance with such requests by university leadership.”

    The latest controversy at Tulane stems from a paper Terrell published April 9 in the peer-reviewed journal Ecological Economics. Her research found that while Black people in Louisiana are underrepresented in the state’s petrochemical workforce, they are overexposed to toxic pollutants the industry releases into an area of the state between New Orleans and Baton Rouge known as “Cancer Alley.”

    But according to emails obtained by Inside Higher Ed and other outlets, Fitts worried that publicizing Terrell’s research and the clinic’s other work, which includes legal advocacy, could jeopardize funding for the university’s $600 million plan to redevelop New Orleans’ historic Charity Hospital into residential and commercial spaces as part of a broader downtown expansion plan.

    As Terrell explained in her resignation letter, Fitts and other top Tulane executives were at Louisiana’s state capitol on April 16 lobbying for the project when “someone accused the university of being anti–chemical industry” and cited her study, which was receiving media attention after it was published the week prior. According to Terrell, “the story that came down to me through the chain of command was that Governor Landry threatened to veto any bill with funding for Tulane’s Charity project unless Fitts did something about the Environmental Law Clinic.”

    ‘Complete Gag Order’

    After that, Terrell says, she was “placed under a complete gag order,” which the emails appear to confirm.

    “Effective immediately all external communications that are not client-based—that is, directly related to representation—must be pre-approved by me,” Marcilynn Burke, dean of Tulane’s law school, wrote in an April 25 email to law clinic staff. “Such communications include press releases, interviews, videos, social media postings, etc. Please err on the side of over-inclusion as we work to define the boundaries through experience.”

    A week later, on May 4, Burke wrote another email to clinic staff explaining that “elected officials and major donors have cited the clinic as an impediment to them lending their support to the university generally and this project specifically,” referring to Fitts’s plans to redevelop the old hospital. Terrell wrote that when she pleaded her case to Provost Robin Forman, “he refused to acknowledge my right to freely conduct and disseminate research” and also “let slip that my job description was likely going to be rewritten.”

    Terrell described the entire law clinic as being “under siege” and said she would rather leave her position “than have my work used as an excuse for President Fitts to dismantle the Tulane Environmental Law Clinic.”

    Other academics, free speech experts and environmental justice advocates also believe Tulane’s moves to silence Terrell’s work amounts to an attack on academic freedom with implications beyond the campus.

    “The administration of Tulane University, far from standing up for academic freedom, is participating in the effort to suppress free inquiry and the pursuit of knowledge by scientific methods,” Michael Ash, an economics and public policy professor at the University of Massachusetts, said in a statement. “Any effort to reduce academic freedom for Dr. Terrell either by changing her job classification or by redefining whether the protection applies is a blatant and un-American attempt to suppress the type of free inquiry that has made this country great.”

    Joy Banner, co-founder and co-director of the Descendants Project, a community organization that works in Cancer Alley, added that the Tulane Environmental Law Clinic is a vital public health resource.

    Without the clinic, “it would be far more difficult to show the racially discriminatory practices of the industry, from preferential hiring practices to a pattern of concentrating pollution in majority Black neighborhoods,” she said in a statement. “President Fitts must commit to protecting it at all costs.”

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  • Tenn. Lawsuit Puts Hispanic-Servings’ Fate on the Line

    Tenn. Lawsuit Puts Hispanic-Servings’ Fate on the Line

    Two years after its Supreme Court victory against Harvard and UNC Chapel Hill, Students for Fair Admissions has a new target in its sights: Hispanic-serving institutions. On Wednesday, the advocacy group joined the state of Tennessee in suing the U.S. Department of Education, arguing that the criteria to become an HSI are unconstitutional and discriminatory. The move is distressing HSI advocates, who hoped to see the institutions left out of the political fray.

    To qualify as an HSI, a college or university needs to have a student body comprised of at least 25 percent Hispanic students and enroll at least 50 percent low-income students, or more than other comparable institutions, among other criteria. No Tennessee institutions operated by the state meet the threshold and are thus prohibited from applying for HSI-specific grants—even though they serve Hispanic and low-income students, according to the Tennessee attorney general and SFFA. As a result, the federal designation criteria amounts to discrimination, and Tennessee universities and students suffer as a result, the plaintiffs argue.

    They also say Tennessee institutions find themselves in an “unconstitutional dilemma”: Even if they wanted to, they argue, they can’t use affirmative action to up their Hispanic student enrollments since the U.S. Supreme Court ruled against using race as a factor in college admissions. That 2023 decision resulted from lawsuits SFFA brought against Harvard and the University of North Carolina at Chapel Hill.

    “The HSI program is particularly egregious in terms of how it treats students based on immutable characteristics,” Tennessee attorney general Jonathan Skrmetti, who’s representing the state in the suit, told Inside Higher Ed. “It is just manifestly unfair that a needy student in Tennessee does not have access to this pool of funds because they go to a school that doesn’t have the right ethnic makeup.”

    The lawsuit calls for “a declaratory judgement that the HSI program’s ethnicity-based requirements are unconstitutional” and “a permanent injunction prohibiting the [Education] Secretary from enforcing or applying the HSI program’s ethnicity-based requirements when making decisions whether to award or maintain grants to Tennessee’s institutions of higher education.”

    HSI proponents may be jarred by the legal challenge, but they aren’t entirely surprised. Conservative think tanks like the Manhattan Institute and the American Civil Rights Project have previously proposed abolishing enrollment-based minority-serving institutions (MSIs), including HSIs and Asian American and Native American Pacific Islander–serving institutions, which are defined as enrolling 10 percent of students from these groups.

    “It was only a matter of time before the anti-DEI movement hit the enrollment-based MSIs,” said Gina Ann Garcia, a professor who studies MSIs in the school of education at the University of California, Berkeley. “It still was a punch to the gut.”

    2 Sides At Odds

    Congress established the HSI program in the 1990s to improve the quality of education at colleges and universities that disproportionately serve Latino students, who were concentrated at colleges with relatively fewer financial resources. They’ve historically enjoyed bipartisan support. Last year, the federal government appropriated about $229 million for the country’s roughly 600 Hispanic-serving institutions; $28 million of that funding went to 49 of the HSIs that applied for the competitive grants.

    Deborah Santiago, co-founder and CEO of Excelencia in Education, an organization that promotes Latino student success, believes the lawsuit mischaracterizes the program and its role in the national higher education landscape. She said it’s in the country’s “self-interest” to invest in colleges and universities with limited resources that serve a growing student population with stubborn degree-attainment gaps.

    “If a disproportionate number of students of any background are at an institution that has a high enrollment of needy students, low educational core expenditures and serves a high proportion of students that that could benefit from that [funding] to serve the country, I don’t think that’s discriminating,” she said.

    She also stressed that the grant program “doesn’t explicitly require any resources to go to a specific population” but funds capacity-building efforts, like building new laboratories and facilities, that benefit all students at the institution.

    The HSI program is a way “to target limited federal resources and meet the federal mandate of access for low-income students,” she said. “We know that it costs more to educate Hispanic students, because they’re more likely to be low income and first gen, so college knowledge, student support services—all of that takes institutional investment.”

    But opponents of HSIs don’t buy it.

    Wenyuan Wu, executive director of the Californians for Equal Rights Foundation, a think tank and watchdog organization focused on promoting “equal rights and merit,” firmly believes enrollment-based minority-serving institutions are discriminatory and applauded the lawsuit as a step in the right direction.

    She argued that HSI funding has gone to efforts specifically to support Latino students, including some she sees as “ideological.” For example, the University of Connecticut at Stamford proposed using the funding to start a program called Sueño Scholars, to “recruit, support and mentor undergraduate Hispanic, other minority, low-income, and high-need students” to enter teaching graduate programs and included a goal of “developing and sustaining antiracist orientations towards teaching and learning,” according to the department’s list of project abstracts.

    Wu asserted that putting federal money toward efforts like these is a problem. She’d rather see the funds designated for HSIs channeled into Pell Grants or other supports for low-income students.

    “Taxpayer funds should not be used to engage in racial balancing, and that’s exactly the kind of behavior that has been incentivized by MSIs,” said Wu, who is also chair of the Georgia Advisory Committee to the U.S. Commission on Civil Rights.

    Possible Outcomes

    Robert Kelchen, head of the Educational Leadership and Policy Studies Department at the University of Tennessee at Knoxville, believes the lawsuit has “a possibility of success.” It was filed in a conservative-leaning federal district court in Knoxville, and Tennessee seems to have shown it has legal standing, he said.

    Even “if the court here in Knoxville doesn’t agree, another state could choose to file a similar lawsuit in their district court as well,” he said. Ultimately, “the question is, can they find one court that agrees with the plaintiffs’ interpretation.”

    The move by Tennessee comes just a week after the federal government successfully sued Texas to eliminate in-state tuition for undocumented students—a policy Republican state lawmakers had tried but failed to end. The Texas attorney general celebrated the challenge, siding with the U.S. Department of Justice in a matter of hours, and a judge promptly quashed the two-decade-old state law. (Stephen Vladeck, a professor of law at the Georgetown University Law Center, called the episode “transparently collusive.”)

    Kelchen believes the Tennessee lawsuit is following a similar playbook. He expects to see more red states and conservative organizations sue the Education Department on issues where they align “to get rid of things that neither of [them] like,” he said—though in Tennessee’s case, it’s unclear how the department will respond.

    Skrmetti told Inside Higher Ed that “from Tennessee’s perspective, this is not part of a broader strategy to influence education policy. This is about discrimination against Tennessee schools because of the ethnic makeup of their student bodies.”

    If the plaintiffs win, it’s unclear whether that would mean changing the federal definition of an HSI to eliminate a Hispanic enrollment threshold or axing the HSI program altogether. The implications for other types of enrollment-based minority-serving institutions are also hazy.

    Skrmetti is open to multiple options.

    “At the end of the day, there’s [HSI] money out there to help needy students, and we want to make sure that needy students can access it regardless of the ethnic makeup of the schools they’re at,” he said. “There are a couple different avenues I think that could successfully achieve the goal operationally. We need to just get a declaration that the current situation does violate the Constitution.”

    Santiago, of Excelencia in Education, said there’s room for “thoughtful discussion” about reforming or expanding requirements for HSI grant funding, but she believes “it needs to come from the community.”

    She also pointed out that the lawsuit is against the Department of Education, which administers HSI funding but doesn’t control it—Congress does. So the department doesn’t have the power to end the funding.

    Nonetheless, “it would be foolish to not take it seriously,” she said.

    Garcia, the Berkeley education professor, said that while she’s not a lawyer, she believes there are legal questions worth raising about the lawsuit, particularly the way it leans on the Supreme Court’s ruling against affirmative action in admissions.

    She pointed out that HSIs tend to be broad-access or open-access institutions that admit most applicants, rather than selective institutions explicitly recruiting Latino students; only about two dozen of the 600 HSIs are highly selective, she said. So, the assertion that HSIs have any connection to the affirmative action ruling is up for debate, she said.

    Skrmetti believes it’s a cut-and-dried case.

    “You can’t make determinations about the allocation of resources based on ancestry or skin color or anything like that without inherent discrimination,” he said. “We need to help all needy students. And the HSI designation is an obstacle to that.”

    Garcia believes that regardless of whether the lawsuit is successful, it’s already done damage to HSIs by dragging them—and enrollment-based MSIs in general—into the country’s political skirmishes over diversity, equity and inclusion.

    “I’ve been just watching HSIs fly a little bit under the radar,” she said. “They don’t come up a lot” in national conversations about DEI. But the lawsuit “brings HSIs into the light, and it brings them into the attack.”

    She worries that students are the ones who will suffer if HSIs no longer receive dedicated funding.

    HSIs “are often underresourced institutions,” she said. “They’re institutions that are struggling to serve a large population of minoritized students, of students of color, of low-income students, of first-gen students. We’re not talking about the Harvards and the Columbias.”

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  • Data Shows Attendance Improves Student Success

    Data Shows Attendance Improves Student Success

    Prior research shows attendance is one of the best predictors of class grades and student outcomes, creating a strong argument for faculty to incentivize or require attendance.

    Attaching grades to attendance, however, can create its own challenges, because many students generally want more flexibility in their schedules and think they should be assessed on what they learn—not how often they show up. A student columnist at the University of Washington expressed frustration at receiving a 20 percent weighted participation grade, which the professor graded based on exit tickets students submitted at the end of class.

    “Our grades should be based on our understanding of the material, not whether or not we were in the room,” Sophie Sanjani wrote in The Daily, UW’s student paper.

    Keenan Hartert, a biology professor at Minnesota State University, Mankato, set out to understand the factors affecting students’ performance in his own course and found that attendance was one of the strongest predictors of their success.

    His finding wasn’t an aha moment, but reaffirmed his position that attendance is an early indicator of GPA and class community building. The challenge, he said, is how to apply such principles to an increasingly diverse student body, many of whom juggle work, caregiving responsibilities and their own personal struggles.

    “We definitely have different students than the ones I went to school with,” Hartert said. “We do try to be the most flexible, because we have a lot of students that have a lot of other things going on that they can’t tell us. We want to be there for them.”

    Who’s missing class? It’s not uncommon for a student to miss class for illness or an outside conflict, but higher rates of absence among college students in recent years are giving professors pause.

    An analysis of 1.1 million students across 22 major research institutions found that the number of hours students have spent attending class, discussion sections and labs declined dramatically from the 2018–19 academic year to 2022–23, according to the Student Experience in the Research University (SERU) Consortium.

    More than 30 percent of students who attended community college in person skipped class sometimes in the past year, a 2023 study found; 4 percent said they skipped class often or very often.

    Students say they opt out of class for a variety of reasons, including lack of motivation, competing priorities and external challenges. A professor at Colorado State University surveyed 175 of his students in 2023 and found that 37 percent said they regularly did not attend class because of physical illness, mental health concerns, a lack of interest or engagement, or simply because it wasn’t a requirement.

    A 2024 survey from Trellis Strategies found that 15 percent of students missed class sometimes due to a lack of reliable transportation. Among working students, one in four said they regularly missed class due to conflicts with their work schedule.

    High rates of anxiety and depression among college students may also impact their attendance. More than half of 817 students surveyed by Harmony Healthcare IT in 2024 said they’d skipped class due to mental health struggles; one-third of respondents indicated they’d failed a test because of negative mental health.

    A case study: MSU Mankato’s Hartert collected data on about 250 students who enrolled in his 200-level genetics course over several semesters.

    Using an end-of-term survey, class activities and his own grade book information, Hartert collected data measuring student stress, hours slept, hours worked, number of office hours attended, class attendance and quiz grades, among other metrics.

    Mapping out the various factors, Hartert’s case study modeled other findings in student success literature: a high number of hours worked correlated negatively with the student’s course grade, while attendance in class and at review sessions correlated positively with academic outcomes.

    Data analysis by Keenan Hartert, a biology professor at Minnesota State University, Mankato, found student employment negatively correlated with their overall class grade.

    Keenan Hartert

    The data also revealed to Hartert some of the challenges students face while enrolled. “It was brutal to see how many students [were working full-time]. Just seeing how many were [working] over 20 [hours] and how many were over 30 or 40, it was different.”

    Nationally, two-thirds of college students work for pay while enrolled, and 43 percent of employed students work full-time, according to fall 2024 data from Trellis Strategies.

    Hartert also asked students if they had any financial resources to support them in case of emergency; 28 percent said they had no fallback. Of those students, 90 percent were working more than 20 hours per week.

    Four pie charts show how working students often lack financial support and how working more hours is connected to passing or failing a course.

    Data analysis of student surveys show students who are working are less likely to have financial resources to support them in an emergency.

    The findings illustrated to him the challenges many students face in managing their job shifts while trying to meet attendance requirements.

    A Faculty Aside

    While some faculty may be less interested in using predictive analytics for their own classes, Hartert found tracking factors like how often a student attends office hours was beneficial to helping him achieve his own career goals, because he could include those measurements in his tenure review.

    An interpersonal dynamic: A less measured factor in the attendance debate is not a student’s own learning, but the classroom environment they contribute to. Hartert framed it as students motivating their peers unknowingly. “The people that you may not know that sit around you and see you, if you’re gone, they may think, ‘Well, they gave up, why should I keep trying?’ Even if they’ve never spoken to you.”

    One professor at the University of Oregon found that peer engagement positively correlated with academic outcomes. Raghuveer Parthasarathy restructured his general education physics course to promote engagement by creating an “active zone,” or a designated seating area in the classroom where students sat if they wanted to participate in class discussions and other active learning conversations.

    Compared to other sections of the course, the class was more engaged across the board, even among those who didn’t opt to sit in the participation zone. Additionally, students who sat in the active zone were more likely to earn higher grades on exams and in the course over all.

    Attending class can also create connections between students and professors, something students say they want and expect.

    A May 2024 student survey by Inside Higher Ed and Generation Lab found that 35 percent of respondents think their academic success would be most improved by professors getting to know them better. In a separate question, 55 percent of respondents said they think professors are at least partly responsible for becoming a mentor.

    The SERU Consortium found student respondents in 2023 were less likely to say a professor knew or had learned their name compared to their peers in 2013. Students were also less confident that they knew a professor well enough to ask for a letter of recommendation for a job or graduate school.

    “You have to show up to class then, so I know who you are,” Hartert said.

    Meeting in the middle: To encourage attendance, Hartert employs active learning methods such as creative writing or case studies, which help demonstrate the value of class participation. His favorite is a jury scenario, in which students put their medical expertise into practice with criminal cases. “I really try and get them in some gray-area stuff and remind them, just because it’s a big textbook doesn’t mean that you can’t have some creative, fun ideas,” Hartert said.

    For those who can’t make it, all of Hartert’s lectures are recorded and available online to watch later. Recording lectures, he said, “was a really hard bridge to cross, post-COVID. I was like, ‘Nobody’s going to show up.’ But every time I looked at the data [for] who was looking at the recording, it’s all my top students.” That was reason enough for him to leave the recordings available as additional practice and resources.

    Students who can’t make an in-person class session can receive attendance credit by sending Hartert their notes and answers to any questions asked live during the class, proving they watched the recording.

    Hartert has also made adjustments to how he uses class time to create more avenues for working students to engage. His genetics course includes a three-hour lab section, which rarely lasts the full time, Hartert said. Now, the final hour of the lab is a dedicated review session facilitated by peer leaders, who use practice questions Hartert designed. Initial data shows working students who stayed for the review section of labs were more likely to perform better on their exams.

    “The good news is when it works out, like when we can make some adjustments, then we can figure our way through,” Hartert said. “But the reality of life is that time marches on and things happen, and you gotta choose a couple priorities.”

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

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  • A Few Words About Trustees (opinion)

    A Few Words About Trustees (opinion)

    University governing boards are the black boxes of higher ed. As with marriages, the only people who know what they’re really like are the ones in the relationship. Sometimes not even them.

    Like most faculty members, I knew almost nothing about the Board of Trustees at my regional public university, other than hearing my colleagues rail against their hiring decisions. In my nearly two decades on the faculty, we’ve had six presidents. That should tell you something.

    After a no-confidence vote in a previous president, the board held a public Zoom session where faculty, students and community members gave them hell. I watched, embarrassed. At the board’s request for further comment, I wrote a letter explaining from my limited perspective how things had gotten so bad.

    The next day, a trustee emailed to thank me and asked if I’d be willing to talk. I was. I knew some of my colleagues had go-out-drinking relationships with board members. I have never been cool, so I was, of course, flattered. (Frailty, thy name is Rachel.)

    The trustee asked if there were other faculty members they could contact. I gave names. We kept in touch. Eventually, the board fired the president and hired someone new. The trustee would occasionally reach out. We’d talk about campus issues—but also books and dogs. Our conversations made me feel seen and valued—a rarity for me.

    Only when I began writing a weekly newsletter for Inside Higher Ed, having confidential and off-the-record conversations with sitting presidents, did I realize that my friendly back channel might not have been entirely kosher. Recently, I finally looked at our board’s bylaws. They said, essentially, that trustees aren’t supposed to go around the president to make requests of university employees.

    Oops.

    That rule is there for a good reason. While it is theoretically great for trustees to be more knowledgeable about the institutions on whose boards they serve, their main functions are fiduciary and to hire and (increasingly often) fire the president, who is responsible in turn for educating them. Most faculty and staff will have plenty to say if asked (I sure did) but will have only a limited perspective on the administrative realities (which never stops us from opining). And some board members, like some of us faculty, just like to stir up shit.

    That was not the case with the trustee at my university, who loved the institution, was smart and caring, and wanted only to understand and help make things better. But the reason for bylaws is because not everyone acts honorably. Or is even informed. One thing I’ve learned: Many board members (and some presidents) don’t pay much attention to those pesky board documents. And they’re rarely updated. I just heard from a current president that when he came into the job, the bylaws stated that documents were to be sent electronically. By telegram!

    In the last two years, I’ve heard plenty of stories about good relationships between presidents and helpful boards working together to lead all sorts of different types of institutions. Those tales are happily dull.

    Frequently, though, I’ve heard horror stories about board behavior. Trustees reliving their frat years, getting hammered and passing out on the president’s couch. Grabbing butts and commenting on legs. Weighing in on clothing and jewelry choices. But not all offenses are so blatant. More often, presidents tell me about covert alliances between trustees and executive team members who want to undermine the president—and get away with it because of personal relationships. Or the board members who go around the president to talk to faculty (um, right).

    I have come to believe that many of the problems in higher ed are a result of the fact that there’s no real oversight of trustees, and often not even a shared understanding of what they’re supposed to be doing. There are associations and consultants, but the institutions that seek them out are the ones who already know they need help, and only because things are seriously messed up. Most “training” happens after everything goes pear-shaped and someone with a title and willingness to spend some coin brings in the consultants.

    You’d think leaders would recognize a dysfunctional board. But as one of those consultants likes to say, when you’ve seen one board, you’ve seen one board. Many presidents don’t realize they are in an abusive relationship until they move on (by their own choice, or not) and realize that the next board isn’t like the last. That’s when it hits: Oh. That wasn’t normal.

    Boards sometimes bring in a president to shake things up or solve a big problem (there’s no money in the budget). But when a place is used to doing things a certain way—especially if there’s been a long-serving president—the new person often ends up being blamed for making everyone feel uncomfortable. When trustees start hearing complaints from their golf buddies about how their alma mater is “changing too much” or faculty vote no confidence, guess who takes the hit?

    Some say big boards are better—fewer people means fewer checks on the loudest voices. Most trustees are used to being in charge and seeing quick results. Higher ed doesn’t work that way. And we haven’t even started talking about shared governance. (That’s a whole other can of night crawlers.)

    Presidents have to walk a fine line: Give the board enough information to fulfill their duties without overwhelming them. Some create board books of many hundreds of pages and hope no one reads too closely. Others spoon-feed just what’s needed so they can take advantage of the real expertise and wisdom of the board members. Good trustees are curious and thoughtful. But not all of them got the memo that this is a governing role, not a management one. (Same is true for shared governance.)

    As with faculty development, those who are eager to get better at their jobs attend learning sessions and those who most need training rarely show up. The bullies call themselves “critical thinkers.” A former president–turned–consultant told me that in the old days, other board members would call out bad behavior. Now, she says, when the flamethrowers show up, everyone else suddenly finds their phones fascinating.

    Good trustees know their role. One I’ve spoken to told his president, “If I ever feel like I’m running the place, I know it’s time to find a new president.” That’s what a good marriage sounds like—mutual trust, healthy boundaries, a sense of being on the same team without Monday-morning quarterbacking.

    But like all relationships, presidencies can sour. Many presidents have had great relationships with strong, supportive board chairs. But then the chair rotates. Or a new crop of trustees arrives. Suddenly, everything changes. And there’s no way to explain what happened—only that it did.

    That’s when we see the press release that says the president “resigned abruptly.” The board thanks them for their service, announces an interim and closes the door behind them. In a few recent cases, the interim is the board chair, who then takes over as president.

    Which is why seasoned presidents negotiate their contracts like they’re signing a prenup. Because as with any marriage, you want to believe it’s forever—but you’d be wise to plan for the day one of you decides to walk away.

    Rachel Toor is a contributing editor at Inside Higher Ed, where she writes and edits the Insider membership newsletter The Sandbox.

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  • Trump Following Orbán’s Playbook, Says President of Ousted U

    Trump Following Orbán’s Playbook, Says President of Ousted U

    Shalini Randeria, president and rector of the Central European University, has warned that the Trump administration is working from the “playbook” of Hungarian prime minister Viktor Orbán, describing the legal uncertainty faced by U.S. universities as the government’s “intended outcome.”

    Now based in Vienna, CEU was forced out of Budapest after Orbán’s Fidesz government implemented a series of legal measures in 2017, which the European Court of Justice later ruled were “incompatible with E.U. law.”

    The 2020 ruling came too late for CEU, however, which had relocated to Austria the previous year. “That’s one of the problems of using law courts to stop the machinations of soft authoritarian regimes,” Randeria told Times Higher Education. “Courts are slow and unpredictable, even though we had a very strong case.”

    “There was a lot of legal uncertainty created by Orbán, and this is exactly the same playbook which is being used by the Trump administration,” she said, pointing to the court battle between Harvard University and the government as an example.

    “They introduce a flurry of laws and administrative measures that universities can then go to court against. It’s unclear what will happen at the end, and this chaos and unpredictability is really the intended outcome.”

    Randeria described legal uncertainty as particularly problematic for organizations that work on “long-term cycles,” such as universities. “It makes any rational decision-making, any financial planning or academic planning, impossible,” she said.

    “When we admit students now, we admit them to complete a four-year degree, or a two-year master’s, or a doctoral degree in five or six years. We are thinking and planning way ahead,” she said. “If you don’t know what the legal status of your institution will be in two years, you cannot in good faith advertise to and recruit students.”

    Attracting faculty, too, requires long-term certainty, Randeria continued: “When you have this sword of Damocles hanging over your head, not knowing whether you’ll be able to run the university efficiently and fairly on a consistent basis, it’s very, very difficult to recruit faculty.”

    After the “traumatic period” of forced relocation, CEU has “performed really well academically,” Randeria said, securing “competitive research funding both within Austria and, as usual, within Europe.”

    Obtaining consortium grants, such as those awarded by the Austrian Science Fund, has “allowed us to anchor ourselves in Austria, not in competition with the very vibrant academic scene here and its research institutions and universities, but in partnership with them.” The university did not lose any faculty in the move, she noted, and “recruitment and admission numbers didn’t fall.”

    Nevertheless, Orbán’s pursuit of the CEU—part of a larger campaign against its philanthropist founder, George Soros—has yet to run its course, Randeria said. Fidesz’s proposed “national sovereignty” law, which would allow the government to penalize or shut down organizations receiving “foreign funding,” “could be used against CEU’s continuing activities” in Budapest, she warned, namely, research conducted at the CEU Democracy Institute.

    U.S. vice president JD Vance has expressed explicit admiration for Orbán’s higher education policy, calling his approach, which has also seen control of state universities transferred to government-aligned foundations, “the closest that conservatives have ever gotten to successfully dealing with left-wing domination of universities.”

    “What right-wing populists all over have done is stamp universities as ivory towers of elite privilege, and this is not true,” Randeria said. In response, “we need to mobilize public support on a very large scale.”

    “As institutions, we need to put a lot more focus on outreach and communication,” she told THE, with the goal of ensuring the public “really understand what universities do, and why they are the backbone of a functioning liberal democracy.”

    U.S. universities must “not let themselves be divided one against the other,” Randeria advised. “I don’t think you can protect yourself as an institution on your own. It has to be a collective resistance against this kind of intervention into university autonomy and academic freedom.”

    “One should be prepared for some very, very strong institutional solidarity of universities across the board.”

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  • Education Dept. Agrees to Send Career Ed Programs to Labor

    Education Dept. Agrees to Send Career Ed Programs to Labor

    Before a federal judge blocked its plans, the Education Department reached a deal with the Department of Labor to hand over some of its career, technical and adult education grants, according to court records.

    Under the agreement, reached May 21, the Labor Department would administer about $2.7 billion in grants, including the Perkins Grant program, which funds career and technical education at K–12 schools and community colleges, Politico first reported. But that plan is now on hold, as is an agreement with the Treasury Department regarding student loan collections, according to a status update in New York’s lawsuit challenging mass layoffs at the agency and President Donald Trump’s executive order to dismantle the department.

    The Trump administration has asked the Supreme Court to overturn the lower court’s injunction so officials can proceed with the layoffs and other plans. 

    The department didn’t publicly announce the handover, which appears to be a first step toward Trump’s endgame of shutting down the agency. Education Secretary Linda McMahon has acknowledged repeatedly that only Congress can legally shutter the department, but she’s also made clear that she can transfer some responsibilities to other agencies. In addition to administering the funds, Labor officials agreed to oversee the implementation of career education programs and to monitor grant recipients for compliance. 

    Advance CTE and the Association for Career and Technical Education criticized the plan, saying the agreement “directly circumvents existing statutory requirements” related to the Perkins program and would cause confusion.

    “We strongly oppose any efforts to move CTE administration away from the U.S. Department of Education given the disruption this would cause to the legislation’s implementation and services to students in schools across the country,” they said in a statement released Wednesday evening.

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  • Could Uncertainty in Higher Ed Be a Catalyst for Change?

    Could Uncertainty in Higher Ed Be a Catalyst for Change?

    As colleges navigate major disruption—from a loss of federal funding to AI advancements—they’re also being forced to grapple with persistent questions around their role in skills training, trust in their institutions and how to keep pace with digital learning innovations.

    At Digital Universities, a convening of more than 150 faculty, teaching and learning administrators, and education-technology experts, attendees came away with a sense of urgency to meet this moment of unpredictability and uncertainty.

    “It’s revealing the tensions between different goals, aspirations and larger challenges that may be implicit but are still there,” said Trey Conatser, assistant provost for teaching and learning at the University of Kentucky and director of UK’s Center for the Enhancement of Learning and Teaching.

    “Some of those things are what it means to adapt to enrollment challenges and how we negotiate our identities as institutions of higher education, as stewards of a storied, scholarly mission in light of changing business models, as well as negotiating our relationships with industry partners, the public and public officials.”

    Glenda Morgan, an education-technology market analyst, told Inside Higher Ed that she was reassured that “people are actually talking about this stuff—this moment of uncertainty” throughout the conference’s programming.

    “AI is making clear some of the issues and fractures and making all of these problems that have probably been there for a long time more apparent, visible and urgent,” she said.

    For example, “AI brings questions about cheating to the forefront, but it really highlights that our assessment systems are so outdated … Testing factual information has never been the point; it’s always been application. But AI is making that more urgent now.”

    Trust in Higher Ed

    In a panel discussion on privacy, AI and cybersecurity, speakers highlighted another long-standing issue that AI is pushing to the surface: trust. Morgan said that while today’s students seem generally comfortable sharing their data with outside entities, they may be increasingly skeptical about how their own institutions are using or even “surveilling” their data.

    Panelist Josh Callahan, chief information security officer for the California State University system, later told Inside Higher Ed that cybersecurity concerns in the era of AI are stoking conversations that should have happened decades ago.

    “We were all busy doing the things, building technology into teaching and learning, and we had a lot of assumptions and really didn’t engage in some of these conversations,” he said. “And now it’s becoming unavoidable, because it’s embedded. And we are at a crisis point in a lot of ways, in terms of our trust in institutions—not just higher ed.”

    Teaching in the Age of AI

    At the two-day event in Salt Lake City organized by Inside Higher Ed and its parent company, Times Higher Education, attendees also considered how to respond to the threat to entry-level white-collar jobs posed by the evolution of AI—a risk articulated by Anthropic CEO Dario Amodei last month when he predicted AI could wipe out half of those positions within just five years.

    During a discussion on leveraging workforce partnerships for future skills, Sarah DeMark, vice president of academic portfolio at the fully online Western Governors University, said WGU’s instruction and curriculum model is informed by employment data and focused on helping students both develop and effectively market the skills they learn in college. “It’s not just about degree completion, it’s about getting a job,” she said. “One of the big opportunities [institutions] have is transparency around the skills and competencies students are gaining through the courses and programs they’re taking.”

    Hollis Robbins, special adviser for humanities diplomacy at the University of Utah, offered a different perspective on workforce preparation, saying faculty should be able to do more than teach skills and information in the age of AI, when students no longer need a professor to learn easily accessible, established information.

    “My own view is that AI is going to be teaching general education courses,” she said. With that in mind, “it’s important to reconfigure their business models to double down on faculty expertise and say that’s the value of what [students] are paying for.”

    Meanwhile, in a discussion about getting the most out of teaching with AI, Zawan Al Bulushi, an assistant professor of education at the University of Arizona, said that she sees generative AI as a “friend” that offers shortcuts for professors who may feel overwhelmed by their workloads. She uses it to craft lesson plans that strike the right tone with students and create visually appealing lecture slides that keep students engaged.

    “The best educators won’t be replaced by AI,” she said. “But those who use it well will redefine what’s possible.”

    Bulushi is an outlier among most faculty, however, as many institutions still have no formal AI policy supporting students and faculty in engaging with the technology.

    Recent findings from Inside Higher Ed’s survey of chief information officers showed that more than half of CIOs say their institution hasn’t adopted institutionwide formal policies or guidelines for the use of AI tools for general use. And 31 percent said their institution hasn’t adopted any policy or guidelines in the areas of instruction, administrative tasks, student services or research assistance.

    “If you don’t have a policy, then it’s a little bit like the wild, wild West. Entities like OpenAI, Google and Microsoft are all competing, and they’re all telling you that they’re the answer,” Marvin Krislov, president of Pace University, said in the opening plenary. “But there doesn’t seem to be regulation on the federal level and there doesn’t seem to be consensus in higher education. At least on an institutional level, I hope people will start—if they haven’t already—grappling with [AI].”

    Maricel Lawrence, innovation catalyst at Purdue Global, advised institutions to consider why they want to use new AI technologies before jumping headfirst into adoption.

    “We need a larger conversation about what it means to learn and how to advance student success,” she told Inside Higher Ed. “AI could help us in many ways, but it shouldn’t be that we’re starting the conversation with AI.”

    Sara Custer and Colleen Flaherty contributed to this report.

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  • How Higher Ed Marketers Can Lead With Creativity

    How Higher Ed Marketers Can Lead With Creativity

    Colleges and universities continue to compete for attention across countless platforms; this scattershot approach often comes at the expense of cohesion. But simply adding more content—made easy within the decentralized environment of many campuses—isn’t a solution to deeper strategic and directional challenges. In the famous words of Merry Baskin, “Like a shark, brands must move forward or die.” For colleges and universities, that forward motion begins with centering courageous, strategic creativity as a core operating principle and with higher education marketing leaders creating a system to ensure all are moving in the correct direction.

    I have argued that creativity continues to drive commercial value, however, investing in the intangible up front can be difficult when budgets remain static. So, our focus isn’t on only proving that creativity adds value but also showing how investing in it up front can maximize the value it creates. We need a framework for higher ed marketing leaders to establish a system for defining and embedding a culture of creativity across teams. This will help teams create more effective work and collaborate with agencies in support of institutional goals.

    Modeled loosely on WARC’s creative effectiveness ladder, this three-phase framework should help marketing leaders not only spark creativity but also systematize it as a shared method. First, start by defining what creativity means within our unique institutional contexts instead of a loose collection of ideas. Then, develop the systems, roles and language that bring that definition to life. Finally, diffuse those practices across teams and departments to embed creativity into the fabric of institutional strategy.

    Step 1: Define

    Start by establishing the foundation for creative effectiveness by aligning on what creativity means, how it’s measured and why it matters. This will bring clarity to metrics, principles and strategic outcomes so creative work can be evaluated with purpose.

    Create a shared set of key measures for creative effectiveness

    Marketing leaders must establish clear, institution-specific indicators of what effective creativity looks like. No matter how rigorous the approach, consistent application and ensuring these measures are aligned are most important. Example measures include:

    • Brand recall: Did prospective students or alumni remember the name of the institution after seeing an ad? This indicates a clear connection to the brand.
    • Distinctiveness scores: In focus groups, ask audiences to compare your marketing to peer institutions—does your work stand out or feel generic? No matter the medium, attention is the first barrier to more effective work.

    Determine principles of creative effectiveness

    Determining principles of creative effectiveness means articulating the core beliefs and standards that guide all creative work across the institution. These principles serve as guardrails—ensuring that creativity remains consistent, purposeful and aligned with institutional values. When widely understood and adopted, they help teams evaluate work objectively and make more confident, collaborative decisions. Examples can be directional:

    • Brand prominence: Brand or branding must be present within the first three seconds.
    • Distinctive assets: Consistently use the school’s signature color palette, typeface and photographic style—even on social platforms—to maintain visual recognition. Stay on brand, not on trend.
    • Commit to creativity: Use longer durations, more media channels and consistent storytelling over time to drive cumulative impact.
    • Emotional truth wins: Campaigns should connect emotionally with audiences; stories of real students often outperform statistics.

    Align key measures of effectiveness to marketing KPIs

    Marketing leaders should evaluate creative work using engagement-based metrics—such as time on page, view-through rates, social saves and content shares. These go beyond impressions to signal true resonance and provide a shared set of indicators for what effective creativity looks like in practice.

    Step 2: Develop

    Once effectiveness is clearly defined, leadership should build the internal systems to support and scale it. This phase is about ensuring teams are equipped to execute in practice.

    Identify critical roles within the institution

    First develop a network of collaborators: content producers, enrollment leaders, advancement partners, institutional researchers and/or agency teams. Map out who holds creative influence across the institution and define the roles they play in shaping, supporting and evaluating creative work. Clarity will empower contributors and reinforce accountability.

    Create a shared language for evaluation

    Marketing leaders need a consistent, responsive way to evaluate creative work. By building in intentional check-ins throughout the creative process, teams can replace feelings with shared language that sharpens feedback and improves outcomes.

    Leaders should consider three stages of evaluation:

    • Pretest: Introduce a lightweight, consistent method to test creative ideas before launch. This might include quick student feedback loops, internal scoring rubrics or pilot testing in key markets.
    • Platform: Centralize creative assets, guidelines and effectiveness learnings into a shared, accessible platform.
    • Pulse: Establish a regular cadence for reviewing the performance of creative work both in-market and in internal perception.

    Step 3: Diffuse

    With creativity defined and the right systems in place, the final step is to diffuse that culture across the institution. To drive real institutional value, creative effectiveness must be shared, socialized and scaled across departments, disciplines and decision-makers.

    Identify key working groups to deliver creativity workshops

    Start by identifying key teams or departments—enrollment, advancement, student life, academic units—that shape public-facing messages or student experiences. Bring them into the fold through collaborative workshops that unpack creative principles, show examples of effective work and introduce shared evaluation tools.

    Develop measurement frameworks aligned to department-level KPIs

    Creativity becomes powerful when its effectiveness is measured in context. That means helping individual departments or units tie creative performance to their own goals—whether it’s growing attendance at student events, boosting open rates on fundraising emails or improving reputation scores for a new academic program. By co-creating simple measurement frameworks with each team, marketing leaders position creativity as a strategic asset.

    Build a best-in-class repository for cross-campus learning

    Finally, celebrate and scale what works. Create a living archive of standout creative work, from bold campaigns to scrappy social posts that have delivered results. Share the backstory: What was the challenge? What was the idea? What impact did it have? This becomes a source of inspiration, a tool for onboarding new team members and a tangible way to reinforce these new values.

    By defining what creativity means, developing the systems to support it and diffusing its value across campus, marketing leaders can turn creativity into a measurable, repeatable driver of effectiveness.

    Christopher Huebner is a director of strategy at SimpsonScarborough.

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