Tag: Lags

  • U.S. Higher Ed’s Investment in Sustainable Development Lags

    U.S. Higher Ed’s Investment in Sustainable Development Lags

    Colleges and universities in the United States lag behind their peers around the globe in working toward the United Nations’ 17 Sustainable Development Goals—including ending poverty and hunger, climate action, and expanding access to education—according to the Times Higher Education Impact Rankings 2025, published today.

    The Trump administration’s financial and political attacks on higher education, as well as more pressing problems across the sector, mean it’s unlikely U.S. colleges will prioritize sustainability work in the near future.

    While seven Canadian universities—including Queen’s University, McMaster University and the University of Alberta—ranked in the global top 50, Arizona State University, ranked joint sixth, is the only U.S.-based institution to crack the top 50. Three highly ranked U.S. colleges fell out of the global top 50 this year: Michigan State University is now at joint 61st, Penn State at joint 64th and Florida International University at joint 71st.

    Western Sydney University in Australia topped the global ranking for the fourth year in a row.

    THE—Inside Higher Ed’s parent company—ranked the sustainability efforts of 2,526 universities from 130 countries; 52 institutions from across the U.S. participated in the 2025 ranking, down from 58 in 2024.

    Since 2019, THE has evaluated the performance of thousands of higher education institutions across the globe on the U.N.’s 17 Sustainable Development Goals. Universities that want to participate in the rankings are required to submit information for SDG 17, Partnerships and Goals, and at least three other SDGs. How well an institution meets those goals is then evaluated across four broad categories: research, stewardship, outreach and teaching.

    Phil Baty, chief global affairs officer for THE, described American universities’ “general lack of direct engagement with the SDGs” as “disappointing,” especially because the U.S. has some of the world’s strongest research universities. “I’d hope they can turn their greatest minds more overtly towards tackling the world’s most pressing and urgent challenges.”

    Under Trump, SDGs May Be ‘More Risky’

    Although the nation’s lackluster showing in the 2025 Impact Rankings is based on university data that predates the start of President Donald Trump’s second term, the administration’s attacks on the sector and political stances suggest the country’s higher education institutions may only face more barriers to becoming global sustainability leaders.

    In March, the Trump administration denounced the SDGs, which the U.N. created in 2015 during President Barack Obama’s administration with the aim of reaching them by 2030. The second Trump administration has also pulled out of other international sustainability initiatives, including the Paris Agreement on climate change, and moved to cut billions in funding for scientific research and social programs—including many focused on reducing social inequities, addressing climate change and advancing diversity, equity and inclusion efforts.

    Bryan Alexander, a scholar who studies the future of higher education and author of 2023’s Universities on Fire: Higher Education in the Age of Climate Crisis, wrote in an email to Inside Higher Ed that even before the Trump administration’s denouncement of the SDGs, they’d failed to gain much traction among U.S. universities.

    “When I mention SDGs in academic settings, I usually see blank faces and have to explain what they are,” he wrote, attributing the indifference to a stronger focus on other, seemingly more pressing matters plaguing higher education, such as financial instability. “That sense of institutional urgency, heightened by a steady stream of campuses closing, merging, or cutting programs and staff, looms large. In that context, the SDG goals look like noble but not essential, nice-to-haves rather than imperatives.”

    According to Alexander, other deterrents to the sector launching a widespread commitment to sustainable development include faculty burnout, scarce resources, anti-expert animus, doubts from faculty and administrators that their efforts will make a difference, and anxiety about associated political risks.

    And he expects all those problems to persist, if not worsen, in the coming years as Trump continues his assault on universities and pro-sustainability initiatives. “The anti-DEI campaign strikes directly at several SDGs,” Alexander wrote. “It will be harder for academics to win external support for any such work, from doing research to offering new academic programs, overhauling a campus power system to replacing vehicles with electric vehicles. It will appear to be politically even more risky.”

    However, he said there are some less risky actions U.S. institutions can take to be more sustainable.

    “First, renewable energy, especially solar, is simply cheaper than fossil fuels. Switching a campus’ power supply just makes financial sense,” he said. “Second, traditional-age undergraduates are much more interested in climate change and sustainable development than their elders, which means they will tend to be eager to take classes and study in programs along those lines.”

    Walking a Fine Line

    ASU also tops the global ranking for SDG 14: Life Below Water, which means it’s at the forefront of developing strategies that support the health and sustainability of aquatic ecosystems.

    It launched one of the nation’s first schools of sustainability nearly 20 years ago, and although its main campus is located in the Arizona desert, ASU launched the School of Ocean Futures in 2024. The school connects research and teaching facilities in the Pacific and Atlantic Oceans with research happening on its main campus in Tempe.

    The school is one example of how universities can help to “restore balance within the global environment,” said Marc Campbell, ASU’s assistant vice president of sustainability and deputy chief sustainability officer.

    “Fundamentally, the work of sustainability is about trying to be more efficient in the use of our resources and trying to protect what’s out there,” Campbell said. “A lot of people can support the foundational work of sustainability, but we need to unload some of the baggage that’s associated with the word and the discipline.”

    Doing that, he said, will come from making a case for the economic and social value of investing in sustainable development initiatives.

    “In any organization there are supporters and detractors. You have to figure out how to walk that fine line to get people supporting the greater good and recognizing what that is,” Campbell said.

    “When we can do that more effectively across the board and build broader collaborative partnerships with other organizations that are focused on the same goals, then I think we can get past some of the [political] baggage.”

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  • Data breach reporting lags in education, study finds

    Data breach reporting lags in education, study finds

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    Dive Brief:

    • It took the education sector 4.8 months on average to report data breaches following ransomware attacks between 2018 and 2025, according to a report released last week by Comparitech.
    • Colleges and schools had the highest average reporting time for ransomware data breaches when compared to the business, government and healthcare sectors, Comparitech found in its analysis of over 2,600 U.S. ransomware attacks. 
    • At the same time, education companies — counted separately from colleges and schools — saw even higher reporting times at 6.3 months. Waiting months to disclose a data breach is dangerous, given that stolen data can be on the dark web before victims even know a breach happened, wrote the researchers for Comparitech, a cybersecurity and online privacy product review website.

    Dive Insight:

    Delayed reporting of data breaches comes at a time when schools and ed tech companies alike are grappling with the ongoing threat of ransomware attacks.

    Illustrating the prolonged response times for ransomware breaches, the latest Comparitech report pointed to Texas’ Alvin Independent School District confirming just this month that a June 2024 data breach impacted nearly 48,000 people. The data involved names, Social Security numbers, credit and debit card numbers, financial account information, medical and health insurance information, and state-issued IDs. 

    Organizations often wait to disclose a data breach because they are unsure if data was stolen following a ransomware attack until the hacker posts the stolen information on the dark web, Comparitech said. 

    “Data theft is a common component of ransomware attacks, so it’s not unreasonable for companies to assume hackers stole data, even if there isn’t any evidence to suggest data theft at first,” researchers wrote. “The worst thing to do is to jump to the conclusion that data hasn’t been stolen.”

    The FBI also advises against paying threat actors following a ransomware attack. If organizations pay a ransom, it still doesn’t guarantee any data will be recovered, the agency’s website states, adding that ransom payments can actually encourage more attacks.

    K-12 school districts have been especially concerned about a widespread breach of student and staff data across North America following a December 2024 ransomware attack on ed tech provider PowerSchool. 

    Though PowerSchool disclosed the cybersecurity incident about a week later, the company allegedly told districts not to worry about sensitive student and staff information being exposed. Five months later, however, PowerSchool publicly confirmed that, despite paying a ransom to threat actors, multiple school districts were being extorted with the same information stolen in the December incident.

    Since then, over 100 school districts — including Tennessee’s largest school system, Memphis-Shelby County Schools — have sued PowerSchool for negligence, breach of contract and false advertising.

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  • Pay Equity Still Lags for Women Administrators – CUPA-HR

    Pay Equity Still Lags for Women Administrators – CUPA-HR

    by Julie Burrell | November 29, 2023

    An analysis of two decades worth of CUPA-HR data on gender and pay in higher ed administrative roles paints a troubling picture of pay equity. In 2022, women made up 51% of administrators in college and universities, but they were paid 93 cents for each dollar a man in an administrator position was paid. This represents an increase of just 3 cents from 2002, when women made 90 cents for each dollar a man was paid.

    Among chief human resources officers, the pay disparity is even wider. Though three in four (76%) of CHROs are women, their pay in 2022 was only 89 cents for each dollar male CHROs were paid. Deputy CHROs who are women were paid only 83 cents, a figure that remained unchanged from 2002 through 2022.

    The Higher Ed Administrators: Trends in Diversity and Pay Equity From 2002 to 2022 report also found that people of color — women especially — are increasingly represented in administrative positions. Drawing on 10 years of data, CUPA-HR found that between 2012 and 2022, the representation of people of color in higher ed administration increased by 41%. In 2012, people of color comprised 13% of administrators and in 2022, 18% of administrators. Women of color went from comprising 7% of higher ed administrators in 2012 to 10% of higher ed administrators in 2022.

    Despite these gains in representation, women of most races and ethnicities are still paid less than White men in the same administrator positions.

    The Report’s Major Findings Include:

    • The past 20 years saw an increase of 20% of women in administration, from 43% in 2022 to 51% in 2022, but pay equity for women has not kept pace. In 2002, women in administrator positions were paid 90 cents for each dollar men in administrator positions were paid. Two decades later, women in administrator positions were paid just 93 cents for each dollar men in administrator positions are. These wage gaps are not explained by the fact that women may have greater representation in lower-paying positions.
    • From 2012-2022, the representation of people of color in administrative roles increased by 41%. The biggest increases were among administrators of two or more races (290% increase) and Asian administrators (76%). Women of color have seen more than double the percentage increase in representation than men of color (54% increase for women versus 26% for men).
    • But people of color are still underrepresented in administrative positions. Using the percentage of people of color with U.S. graduate degrees (31%) as a comparison, we find that only 18% of higher ed administrators were people of color in 2022.
    • Women’s representation in executive roles increased, but pay inequity still exists. In 2022, women held one in three campus presidencies, an increase of 60% from 2002. In 2002, female presidents were paid 92 cents on the dollar to male presidents and saw only a 1-cent increase in the 20 years since. The worst pay equity for presidents was for Hispanic or Latina women, who were paid 82 cents per dollar paid to White men. In the same time span, the representation of women provosts increased, comprising nearly half (48%) of provosts in 2022. The gender pay gap narrowed as well: Female provosts were paid 91 cents on the dollar compared to male provosts in 2002, and in 2022, female provosts were paid 96 cents on the dollar compared to male provosts.
    • CHRO gender pay equity remains low. In 2022, three in four (76%) CHROs were women, with White women representing 60%. In 2002, female CHROs were paid 86 cents for each dollar male CHROs were paid. In 2022, female CHROs were paid only 89 cents for each dollar male CHROs were paid.

    Addressing the Administrative Pay Gap

    Addressing pay inequity and increasing the representation of people of color among higher ed administrators requires long-term solutions like conducting pay analyses. CUPA-HR’s DataOnDemand for the Administrators in Higher Education Survey features the most comprehensive data available on higher ed administrator salaries, as well as data on pay equity and representation for women and people of color for every administrative position.

    Recruiting a more diverse pool of faculty candidates and mitigating bias in faculty promotions are also important to succession planning, as one notable path to the presidency is to start off as a faculty member, ascend to dean, then to provost, and then to president.

    You also might consider what talent pipeline programs exist on your campus. For inspiration, see these models of internal talent development:



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