Tag: Making

  • Making human learning visible in a world of invisible AI

    Making human learning visible in a world of invisible AI

    The mainstreaming of disruptive technology is a familiar experience.

    Consider how quickly contactless payment has become largely unavoidable and assumed for most of us.

    In a similar way, we are already seeing how generative artificial intelligence (GenAI) is, even more rapidly, weaving itself into the fabric of education, work, and wider society.

    In higher education’s search for appropriate responses to the rise of GenAI, much of the emphasis has focused on the technology itself. Yet, as machine learning becomes increasingly embedded in everyday tools and student learning practices, we suggest that this brings new urgency to making the ongoing value of human learning visible. Not to do so risks leaving universities struggling to explain, in an era of increasingly invisible GenAI, what is distinctive about higher education at all.

    A revealing weakness

    Our starting point for a meaningful response to this has been a focus on critical thinking. For a long time, institutions have expressed the importance of students developing as capable critical thinkers through high-level signifiers like graduate attributes, employability skills, and course learning outcomes. But these often substitute for shared understanding, signalling value without making it visible. The rise of GenAI does not challenge critical thinking so much as it reveals our existing weakness in articulating its substance and connection to practice.

    If we were to ask you what critical thinking meant to you, what would you say? And would your students think the same? Through a QAA-funded Collaborative Enhancement Project with colleagues from Stellenbosch University, we have been asking teachers these same questions. While each person we spoke to was quick to value it as an essential learning outcome, we were struck by the extent to which staff acknowledged how little time they had spent reflecting on what it meant to them.

    Through extended conversations with colleagues from our two universities we were able to explore what critical thinking meant in a range of disciplines, and to capture the diverse richness of associated practices, from a search for truth, a testing of beliefs, and an openness to critique to systematic analysis and structured argumentation.

    The right answer?

    Colleagues also identified both strengths and barriers in students’ engagement with critical thinking. Some highlighted students’ social awareness and willingness to experiment, while others noted that students often demonstrate criticality in everyday life but struggle to transfer it to academic tasks. Barriers included a tendency to seek “right answers” rather than engage with ambiguity. As one lecturer observed, “students want the correct answer, not the messy process”. Participants also reflected on the influence of GenAI, with some warning that this technology “gives answers too easily” – allowing students to “skip the hard thinking” – while others suggested it could create space for deeper critical engagement if used thoughtfully.

    From the student perspective, surveys at both institutions also revealed broadly positive perceptions of critical thinking as an essential graduate capability, with respondents articulating their belief in its long-term value including in relation to GenAI, but expressing uncertainty as to how such skills were embedded in their programmes.

    The depth of staff responses demonstrates that a collective wellspring of understanding exists. What we need to do more is find ways to bring this to the surface to inform teaching and learning, communicate explicitly to students, and give substance to the claims we make for higher education’s purpose.

    With this practical end in mind, we used our initial findings to develop a Critical Thinking Framework structured around three interrelated dimensions: Critical Clarity, Critical Context, and Critical Capital. This framework supports educators in identifying the forms of critical thinking they wish to prioritise, recognising barriers that may inhibit its development, and situating these within disciplinary and institutional contexts. It serves both as a reflective tool and a practical design resource, guiding staff in creating learning activities and assessments that make human thinking processes visible in a GenAI-rich educational landscape. This framework and a set of supporting resources, along with our full project report, are now available on the QAA website.

    The slowdown and the human factor

    By working with educators in this way, we have seen the adoption of approaches that slow learning down, providing space to support reflection and make the mechanics of critical thinking more visible to learners. Drawing on popular culture through the use of materials that are familiar to students, such as advertising, music and film, has been used as an approach to reduce cognitive load, enabling learners to focus on actually practising thinking critically in ways that are more visible and explicit.

    Having put this approach into practice, the feedback received across both institutions suggests that our framework not only supports staff in designing effective approaches to promote critical thinking but also gives students opportunity to articulate what it means to them to think critically. As students and staff have been given the opportunity to pause and reflect, it has underpinned meaningful awareness of the value of the human component in learning.

    The growth of GenAI has disrupted the higher education sector and challenged leaders and practitioners alike to think differently and creatively about how they prepare graduates for the future. As an international collaboration, this project has reinforced the view that this challenge is not limited to any single institution, and that there is much to be gained from fostering shared understanding. The results have reminded us that effective solutions can include those that are low-cost and low-risk, simple and practical.

    GenAI makes visible what universities have left implicit for too long. Higher education needs to slow down, not to resist GenAI, but to better articulate and advocate for human learning.

    Join us at The Secret Life of Students on Tuesday 17 March at the Shaw Theatre in London to keep the conversation going about what it means to learn as a human in the age of AI. 

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  • OPINION: Colleges need to recruit more men, but Trump’s policies are making it difficult

    OPINION: Colleges need to recruit more men, but Trump’s policies are making it difficult

    by Catharine Hill, The Hechinger Report
    January 20, 2026

    While attending a gathering of Ivy League women years ago, I upset the audience by commenting that a real challenge for U.S. higher education was the declining participation of men in higher education, not just the glass ceiling and unequal pay faced by women.  

    At the time, I was president of Vassar College (which did not become co-ed until 1969). We surveyed newly admitted students as well as first-year students and learned that the majority expressed a preference for a gender-balanced student body, with as co-educational an environment as possible.  

    With fewer men applying, that meant admitting them at a higher rate, something some other selective colleges and universities were already doing. While, historically, men were much more likely to attain a college degree than women, that changed by 1980. For more than four decades now, the number of women on campuses has surpassed the number of men.  

    Related: Interested in innovations in higher education? Subscribe to our free biweekly higher education newsletter. 

    These days, 27 percent more women than men age 25 to 34 have earned a bachelor’s degree, according to the Pew Research Center. Aiming for greater gender balance, some colleges and universities have put a “thumb on the scale” to admit and matriculate more men.  

    But the end of affirmative action, along with the Trump administration’s statements warning schools against considering gender identity (or race, ethnicity, nationality, political views, sexual orientation and religious associations) in admissions, could end this preference. 

    To be clear, I believe that the goal of admissions preferences, including for men, should be to increase overall educational attainment, not to advantage one group over another. Economic and workforce development should be a top higher education priority, because many high-demand and well-paying jobs require a college degree. America should therefore be focused on increasing educational attainment because it is important to our global competitiveness. And the selective schools that have high graduation rates should give a preference to students who are underrepresented in higher education — including men — because it will get more Americans to and through college and benefit our economy and society.  

    Preferencing students from groups with lower overall educational attainment also helps colleges meet their own goals.  

    For schools that admit just about all comers, attracting more men — through changes in recruitment strategies, adjustments in curricula and programs to support retention — is part of a strategy to sustain enrollment in the face of the demographic cliff (the declining number of American 18-year-olds resulting from the drop in the birth rate during the Great Recession) and declining international applicants due to the administration’s policies.  

    Colleges that don’t admit nearly all applicants have a different goal: balancing the share of men and women because it helps them compete for students.  

    Selective schools don’t really try to admit more men to serve the public good of increasing overall educational attainment. They believe the students they are trying to attract prefer a co-educational experience. 

    We are living in a global economy that rewards talent. When selective colleges take more veterans, lower-income students and students from rural areas and underrepresented groups, the chance of these students graduating increases. That increases the talent pool, helping to meet employer demand for workers with bachelor’s degrees.  

    The U.S. has been slipping backward in education compared to our peers for several decades. To reverse this trend, we need to get more of our population through college. The best way to do this is by targeting populations with lower educational attainment, including men. But by adding gender to the list of characteristics that should not be considered in admissions decisions, the Trump administration is telling colleges and universities to take the thumb off the scale for men.  

    I suspect this was unintended or resulted from a misunderstanding of who has actually been getting a preference in the admissions process, and in assuming incorrectly that women and/or nonbinary applicants have benefited.  

    Over the last 15 years or more, some attributes, including academic performance, have likely been traded off in order to admit more men. How big these trade-offs have been has differed from college to college and will be hard to calculate, given all the student characteristics that are considered in making admissions decisions.  

    I’m in favor of making these trade-offs to contribute to improved overall educational attainment in America.  

    But given the Trump administration’s lumping of gender with race, college and university policies intended to attract men will now face the same legal challenges that affirmative action policies aimed at improving educational attainment and fairness face.  

    Differential admit rates will be scrutinized. Even if the administration doesn’t challenge these trade-offs, rejected women applicants may seek changes through the courts and otherwise, just as happened with regard to race.  

    Related: Trump’s attacks on DEI may hurt men in college admission  

    Admitting male athletes could also unintentionally be at risk. If low-income has become a “proxy” for race, then athletic admits could become “proxies” for men. (Some schools have publicly stated that they were primarily introducing football to attract male applicants.) 

    Colleges and universities, including selective ones, are heavily subsidized by federal, state and local governments because they have historically been perceived as serving the public good, contributing to equal opportunity and strengthening our economy.  

    Admissions decisions should be evaluated on these grounds, with seats at the selective schools allocated according to what will most contribute to the public good, including improving our nation’s talent pool.  

    Targeting populations with lower-than-average college-going rates will help accomplish this. That includes improving access and success for all underserved groups, including men.  

    Unfortunately, the current administration’s policies are working directly against this and are likely to worsen educational attainment in America and our global competitiveness.  

    Catharine “Cappy” Hill is the former managing director of Ithaka S+R and former president of Vassar College. 

    Contact the opinion editor at [email protected]. 

    This story about men and college was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for Hechinger’s weekly newsletter. 

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  • How academics are making lectures more engaging – Campus Review

    How academics are making lectures more engaging – Campus Review

    Commentary

    Breaking content into mini episodes and investing in quality audio are some ways academics are creating a more engaging learning experience

    A lecture is no longer synonymous with a room full of students and a wall of text. Something new is happening at our universities.

    Please login below to view content or subscribe now.

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  • Tips for Making a Student Interest Survey

    Tips for Making a Student Interest Survey

    Understanding what motivates and excites students is at the heart of teaching. Whether it’s discovering their favorite hobbies, their goals, or the way they prefer to learn, gathering this kind of data helps educators tailor lessons that truly connect with their students. One of the best ways to gather this information is through student interest surveys. 

    With interest surveys for students, you can collect actionable information to use throughout the school year. You can make a student survey that is super simple and offers insights that can enhance classroom engagement, strengthen relationships, and support differentiated instruction, too.

    What is a Student Interest Survey?

    A student interest survey is a tool designed to gather information about students’ preferences, hobbies, goals, and ways they like to learn. These surveys help educators better understand what motivates their students. You can use the information you gather to connect with students on a personal level and create lessons that resonate.

    For example:

    • In an elementary classroom, surveys might ask about favorite books, hobbies, or after-school activities.
    • In middle school, they might explore topics students are curious about within a subject area, like what parts of history or science excite them most.
    • For high school students, surveys can include questions about career interests or their preferred methods of learning, such as videos, group work, or hands-on activities.

    By tailoring the questions to the grade level and classroom context, you can design surveys that give you valuable insights about students.

    Why is Making a Student Interest Survey Important?

    Student interest surveys play a critical role in creating a positive and engaging learning environment. 

    Building Relationships

    Surveys show students that their opinions and interests are valued. This can foster trust and create a more inclusive and welcoming classroom culture. For example, if a student shares their passion for basketball, incorporating that into lessons can help them feel seen and appreciated. 

    Enhancing Engagement

    When lessons connect with students’ interests, their engagement can increase. A math problem involving sports statistics or a science experiment about underwater habitats can make abstract concepts more relatable and exciting.

    If you’ve joined me for a webinar or workshop this year, you might have seen the example I often share about using a chatbot to generate activity ideas based on student interest. I often demo the prompt, “I’m teaching [topic] to [grade], and they love [interests]. Make a list of connections that can help them stay engaged and retain knowledge.”

    Supporting Differentiation

    Surveys can help educators adapt teaching strategies to address the different ways kids like to learn. For instance, if a student prefers independent work over group activities, you can use this information to guide project assignments or seating arrangements.

    What to Include When Making a Student Interest Survey

    A well-designed survey gathers a mix of personal, academic, and classroom-specific information. Here are a few things to include:

    1. General Information: Start with basics like name, class period, and favorite subjects.
    2. Personal Interests: Ask about hobbies, favorite books or movies, and extracurricular activities. Open-ended questions work well here, but younger students might benefit from multiple-choice options.
    3. Learning Preferences: Include questions about group work versus individual tasks, preferred classroom activities, and how students like to receive information (e.g., videos, reading, hands-on projects).
    4. Goals and Aspirations: These could range from short-term academic goals to long-term career interests. For example, high schoolers might share their dream jobs, while elementary students could talk about a skill they hope to master.
    5. Classroom-Specific Questions:
      • Elementary: “What’s your favorite part of the school day?”
      • Middle School: “If you could learn about anything, what would it be?”
      • High School: “What skills do you hope to gain this year?”
    6. Optional Questions: Questions like “What’s something you wish your teacher knew about you?” can provide deeper insights and open doors for meaningful conversations.

    Using Digital Tools for Efficiency

    Digital tools make creating and analyzing surveys faster and more efficient. Platforms like Google Forms, Jotform, and Microsoft Forms offer features like multiple-choice questions, dropdowns, and Likert scales. All of these can simplify the data collection process. These tools, and others like them, also automatically organize responses (like a Google Sheet), saving time for educators. 

    For younger students, tools like Padlet can be used to gather video or audio responses. You might also ask students to make a collage of their favorite things.

    4 Tips for Creating Effective Surveys

    To make sure your surveys give you actionable information, here are a few best practices to take into consideration.

    • Keep It Short: Limit surveys to 5–10 questions to avoid overwhelming students.
    • Use Clear Language: Adapt the wording to the age group. For younger students, you might want to provide examples or visuals to clarify questions.
    • Review the Data: Use visual charts or spreadsheets to identify trends and personalize your approach.
    • Follow Up: Let students know how their input will be used. Share how their responses are shaping lessons, group projects, or classroom routines.

    Making a Student Interest Survey

    Student interest surveys are a powerful tool for building connections, fostering engagement, and personalizing learning. By taking the time to understand what excites and motivates your students, you can create a classroom environment where every learner feels valued and inspired.

    Whether you’re designing your first survey or refining an existing one, remember that the ultimate goal is to use the insights gained to make meaningful changes. Start small, experiment with different formats, and, most importantly, show students that their voices matter!

    Do you have a student interest survey success story? Reply to my weekly newsletter (sign up here) and let me know all about it.

    Find more posts featuring personalized learning tips & resources:

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  • Making OBBBA Implementation Work for Students

    Making OBBBA Implementation Work for Students

    The One Big Beautiful Bill Act is the biggest shake-up to federal higher education policy in more than a decade. And while the bill passed on partisan lines, implementing it to maximize student success and postsecondary value requires real bipartisan cooperation. With negotiated rule making under way, and 2026 implementation deadlines looming, a new deep-dive report from Inside Higher Ed, “After Reconciliation: Higher Ed Reform and Where Left–Right Collaboration Matters Most,” looks at conservative, progressive and institutional priorities and perspectives on three key areas of OBBBA: institutional accountability for student outcomes; new loan limits and payment reforms; and changes to the Pell Grant program, including the introduction of Workforce Pell.

    Join the Discussion

    On Wednesday, Jan. 21 at 2 p.m. Eastern, Inside Higher Ed will host a live webcast discussion on the report and OBBBA’s impact on higher education. Register for that here. Download the free report here.

    Despite clear differences of opinion on various areas of the bill, many experts agree on the need for accountability, limits on excessive graduate debt and support for high-value training programs. 

    “The underlying principles here of stronger accountability for financial outcomes, of reining in excessive borrowing, especially in the graduate education space—those are bipartisan priorities that have been expressed for a long time,” says Michelle Dimino, director of education programs at the think tank Third Way. “These are conversations that we have been having in the higher education reform space for the last decade and beyond.”

    Common concerns also emerge around the tight timeline for adoption, the data infrastructure to support changes, aligning earnings regulations, handling repayment plan transfers with care, protecting the Pell Grant budget and more. Another challenge: execution by an Education Department in transition.

    “After Reconciliation: Higher Ed Reform and Where Left–Right Collaboration Matters Most” was written by Ben Upton. The independent editorial project is supported by Arnold Ventures.

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  • Making sense of specialisation: what the Post-16 White Paper means for university identity

    Making sense of specialisation: what the Post-16 White Paper means for university identity

    Over the weekend we published blogs on the art of reimagining universities and on why the TEF could collapse under the weight of DfE and the OfS’ expectations.

    Today’s blog was kindly authored by Nick Barthram, Strategy Partner at Firehaus and Merry Scott Jones, Transformation Partner at Firehaus and Associate Lecturer at Birkbeck, University of London.

    It is the tenth  blog in HEPI’s series responding to the post-16 education and skills white paper. You can find the other blogs in the series hereherehereherehereherehere, here and here.

    The government’s Post-16 Education and Skills White Paper sets a new tone for tertiary education in England. It is not just another skill or funding reform. It is a statement of intent about how universities, colleges, and employers should work together to build the country’s economic capability.

    The paper sets out a broad reform agenda built around stronger employer collaboration, higher-quality technical education, and a more flexible lifelong learning system. Initiatives such as Local Skills Improvement Plans and the Lifelong Learning Entitlement illustrate how the system is being reshaped to enable post-16 institutions to play distinct, complementary roles within a shared ecosystem of skills and innovation. All of this will unfold against a backdrop of constrained funding, uneven regional capacity, and growing regulatory pressure, making clarity of role more important than the White Paper itself acknowledges.

    While the paper avoids overt market language, the phrase comparative advantage does a lot of work. It invites universities to reflect on what they are best at and how that compares with others, without requiring them to openly compete. The intention is clear: to encourage institutions to define, and then demonstrate, their unique value. This is not new thinking. Advance HE, supported by a sector steering group including representation from AHUA, CUC, Guild HE and UUK, published a discussion paper last year on Measuring What Matters, exploring institutional performance and the importance of evidencing and communicating value creation.

    For some, that will mean sharper choices about subjects, audiences, partnerships, and purpose. For others, it will be about aligning their contribution to regional priorities. Not every university serves its region in the same way. The most prestigious universities will act as lighthouses, shaping national and international ecosystems through research and innovation. Others will play a more local role, deepening their community impact and supporting regional industry.

    The common thread is focus. Universities can no longer rely on breadth as a badge of strength. The challenge now is to identify what makes their contribution distinct and coherent, and to express that with clarity.

    From strategy to articulation

    Responding to the White Paper will be a demanding process. It will call for rigorous analysis, evidence-gathering, and an honest evaluation of institutional strengths and weaknesses. It will also require a sophisticated understanding of stakeholders’ and audiences’ needs. And of course, diplomacy will be required to manage the trade-offs that follow. Every decision will carry consequences for identity, culture, and relationships.

    In time, many universities will produce credible strategies: detailed statements of focus, lists of priorities, and maps of partnerships. But the real risk is stopping there. Institutional strategy alone will not create coherence.

    Universities often complete strategic work and then move straight to execution, adding imagery or campaigns before uniting everything around a purpose that aligns what you offer and who it’s for. The step that often gets missed is articulation – translating strategic intent into something people can understand, believe in, and act on.

    The White Paper calls for coherence across regions and the sector. Universities need to mirror that with coherence within their own walls. When purpose, culture, and communication line up behind a shared sense of direction, policy responses become practice, not just strategy. And this, fundamentally, is what the Government is seeking.

    The groundwork for meeting these changes is only just beginning, with many hard yards still to come. While covering that ground, there are lessons from outside the sector worth remembering.

    1. Specialisation  is relative
      A university’s strengths mean little in isolation. What matters is how those strengths stand out within the broader system of institutions, partners, and employers. Understanding where your work overlaps with others and where it uniquely contributes is essential. Knowing what not to do is often as important as knowing where to lead.
    1. Demand is defined by more than the UK Government
      The White Paper rightly highlights the importance of the national industrial strategy in shaping what is ‘in demand’. But universities should also consider the needs and motivations of their wider audiences: students, partners, and communities. Clarity about who your work matters to is as important as clarity about what that work is.
    1. Purpose must be expressed, not just defined
      Defining purpose is a strategic exercise; expressing it is an act of leadership. Purpose that remains on paper does not change behaviour, attract talent, or inspire partners. It must be made visible and tangible across everything the institution says and does, from how staff describe their work to how the university presents itself to the world.
    1. Perception matters as much as reality
      Universities are naturally driven by research and evidence. Yet specialisation is as much about being perceived as specialised as it is about being so in practice. The most successful institutions will work not only to build genuine expertise but also to occupy space in their audiences’ hearts and minds. Shifting perception requires consistency in both story and substance.
    1. Alignment is critical to success
      The institutions that succeed will be those that align intent, culture, and message. When leadership, staff, and students share a single understanding of what the university stands for, decision-making becomes simpler, collaboration easier, and communication more powerful. Alignment is not achieved through a campaign but through ongoing dialogue and consistent behaviour.

    A catalyst for clarity

    The Post-16 White Paper is ultimately a call for focus. For universities, that means not only deciding where they fit but demonstrating that fit clearly and consistently to students, partners, and staff.

    Those who stop at strategy will adapt. Those who move beyond it — articulating their role with confidence, coherence, and conviction — will help define what a purposeful, modern university looks like in the decade ahead.

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  • Making higher education work for international student carers

    Making higher education work for international student carers

    Student carers – those juggling unpaid caring for family or friends, as well as student parents – can often feel invisible to their higher education provider. Their needs cut across multiple areas, including attendance, assessment, finances and mental health, with many (quietly) facing the complicated arithmetic of balancing time, money and labour.

    It is not only UK-domiciled students that face these challenges. Little addressed in the academic literature, international student carers face challenges both similar to and distinct from those experienced by UK home students.

    Similar and distinct

    Student carers of all nationalities describe disrupted attendance when emergencies arise, lost concentration, as well as difficult trade-offs between paid work and academic engagement.

    Uncertainty amplifies these pressures: some students simply choose not to disclose information about their caregiving because of fear of stigma; others do not trust staff to handle with care what is a personal and sensitive dimension of their lives; still others do not know where to seek support.

    Identifying carers, therefore, is a necessary first step to providing support. However, it is not always straightforward – institutions commonly lack routine, reliable data on caring status, making targeted support ad hoc rather than systemic.

    Yet international student carers face additional, distinctive barriers that make the same problems harder to resolve. Visa rules are an illustrative example. These restrict when dependants can accompany students and cap the number of hours most international students can work during term-time.

    For instance, students on degree-level courses can generally work up to 20 hours per week, while those on foundation and pre-sessional English routes are limited to ten hours. Self-employment is not permitted, and internships or placements must be approved by the sponsor.

    For those caring for family overseas, emotional load and logistical complexity are high: families divide care across borders, rely on remittances, and use digital tools to coordinate support at distance. For those caring for dependants present in the UK, the absence of recourse to public funds combined with the limitations set on working hours further intensify financial challenges. These are not abstract constraints – students I have spoken to flagged the restriction on working hours as a core stressor that diverted their attention from study.

    Making it work

    The UK policy context matters as it shapes what universities can and cannot do. While recent changes have tightened dependant rules for international students, universities still retain a significant degree of agency. These include proactive identification of student carers, flexible design of learning and assessment, targeted financial and career advice, as well as culturally sensitive outreach.

    What does this look like in practice? First, it is time that institutions recognise that disclosure is not a single moment, but a process requiring trust. Rather than a “pray-and-hope” approach where students are asked to declare their caring status on a single form, universities should try to normalise conversations across the student lifecycle: in admissions, enrolment, welcome activities, academic tutorials and welfare checks. Staff training plays an important role here. Academic and professional services teams need concise guidance on how to spot signs of caring, how to ask sensitively, and how to go about making reasonable adjustments, be that through a Carer Passport or other means. This helps reduce the pressure on student carers to self-advocate.

    Next, administrative burden needs to be reduced as much as possible – student carers are often acutely time poor. Tools like the just mentioned Carer Passport can help here by making informal agreements more formal and removing the need (and burden) of repeated disclosure.

    Reasonable adjustments might include extended deadlines, alternative attendance arrangements, priority access to recorded lectures or seminar times. The design of such initiatives should not blindside carers, they should be involved in the development process. This co-production may also help tackle the trust deficit.

    Third, financial and careers support must be tailored to visa realities. Generic money advice may be helpful, but is likely insufficient for international student carers’ needs, given the restrictions on working hours and access to benefits. One support route, if budgets allow, could be targeted bursaries, hardship funding that consider caring costs, and career advice that specifically addresses visa limits and limits of working hours. Partnerships with external funds and local community organisations could also be beneficial.

    And finally, community can provide another support mechanism. Peer networks, carers’ groups and targeted social spaces allow student carers, particularly international ones who may be far from family networks, to share coping strategies and practical tips. These groups also provide powerful evidence to inform policy change within universities: student testimony should feed directly into institutional planning, not sit in a file.

    The effort required

    None of the above requires revolutionary or even radical institutional reinvention – though it does demand time and allocation of resources. That said, I would contend that the efforts are worth it for a couple of reasons.

    The first is that supporting international student carers is simply a matter of fairness. Secondly, but of equal importance, universities that make study feasible for (international) student carers will stand a better chance of attracting and retaining talent that might otherwise never apply or withdraw.

    The absence of international student carers means a loss of enriching perspectives in the classroom – and conversely their presence entails a stronger evidence base from which to build inclusive practice.

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  • Making creative practice research visible

    Making creative practice research visible

    I still remember walking into my first Association of Media Practice Educators conference, sometime around the turn of the millennium.

    I was a very junior academic, wide-eyed and slightly overwhelmed. Until that point, I’d assumed research lived only in books and journals.

    My degree had trained me to write about creative work, not to make it.

    That event was a revelation. Here were filmmakers, designers, artists, and teachers talking about the doing as research – not as illustration or reflection, but as knowledge in its own right. There was a sense of solidarity, even mischief, in the air. We were building something together: a new language for what universities could call research.

    When AMPE eventually merged with MeCCSA – the Media, Communication and Cultural Studies Association – some of us worried that the fragile culture of practice would be swallowed by traditional academic habits. I remember standing in a crowded coffee queue at that first joint conference, wondering aloud whether practice would survive.

    It did. But it’s taken twenty-five years to get here.

    From justification to circulation

    In the early days, the fight was about legitimacy. We were learning to write short contextual statements that translated installations, performances, and films into assessable outputs. The real gatekeeper was always the Research Excellence Framework. Creative practice researchers learned to speak REF – to evidence, contextualise, and theorise the mess of creative making.

    Now that argument is largely won. REF 2021 explicitly recognised practice research. Most universities have templates, repositories, and internal mentors to support it. There are still a few sceptics muttering about rigour, but they’re the exception, not the rule.

    If creative practice makes knowledge, the challenge today is not justification. It’s circulation.

    Creative practice is inherently cross-disciplinary. It doesn’t sit neatly in the subject silos that shape our academic infrastructure. Each university has built its own version of a practice research framework – its own forms, repositories, and metadata – but the systems don’t talk to one another. Knowledge that begins in the studio too often ends up locked inside an institutional database, invisible to the rest of the world.

    A decade of blueprints

    Over the past few years, a string of national projects has tried to fix that.

    PRAG-UK, funded by Research England in 2021, mapped the field and called for a national repository, metadata standards, and a permanent advisory body. It was an ambitious vision that recognised practice research as mature and ready to stand alongside other forms of knowledge production.

    Next came Practice Research Voices and SPARKLE in 2023 – both AHRC-funded, both community-driven. PR Voices, led by the University of Westminster, tested a prototype repository built on the Cayuse platform. It introduced the idea of the practice research portfolio – a living collection that links artefacts, documentation, and narrative. SPARKLE, based at Leeds with the British Library and EDINA, developed a technical roadmap for a national infrastructure, outlining how such a system might actually work.

    And now we have ENACT – the Practice Research Data Service, funded through UKRI’s Digital Research Infrastructure programme and again led by Westminster. ENACT’s job is to turn all those reports into something real: a national, interoperable, open data service that makes creative research findable, accessible, and reusable. For the first time, practice research is being treated as part of the UK’s research infrastructure, not a quirky sideshow to it.

    A glimpse of community

    In June 2025, Manchester Metropolitan University hosted The Future of Practice Research. For once, everyone was in the same room – the PRAG-UK authors, the SPARKLE developers, the ENACT team, funders, librarians, and plenty of curious researchers. We swapped notes, compared schemas, and argued cheerfully about persistent identifiers.

    It felt significant – a moment of coherence after years of fragmentation. For a day, it felt like we might actually build a network that could connect all these efforts.

    A few weeks later, I found myself giving a talk for Loughborough University’s Capturing Creativity webinar series. Preparing for that presentation meant gathering up a decade of my own work on creative practice research – the workshops I’ve designed, the projects I’ve evaluated, the writing I’ve done to help colleagues articulate their practice as research. In pulling all that together, I realised how cyclical this story is.

    Back at that first AMPE conference, we were building a community from scratch. Today, we’re trying to build one again – only this time across digital platforms, data standards, and research infrastructure.

    The policy challenge

    If you work in research management, this is your problem too. Practice research now sits comfortably inside the REF, but not inside the systems that sustain the rest of academia. We have no shared metadata standards, no persistent identifiers for creative outputs, and no national repository.

    Every university has built its own mini-ecosystem. None of them connect.

    The sector needs collective leadership – from UKRI, the AHRC, Jisc, and Universities UK – to treat creative practice research as shared infrastructure. That means long-term funding, coordination across institutions, and skills investment for researchers, librarians, and digital curators.

    Without that, we’ll keep reinventing the same wheel in different corners of the country.

    Coming full circle

    Pulling together that presentation for Capturing Creativity reminded me how far we’ve come – and how much remains undone. We no longer need to justify creative practice as research. But we still need to build the systems, the culture, and the networks that let it circulate.

    Because practice research isn’t just another output type. It’s the imagination of the academy made visible.

    And if the academy can’t imagine an infrastructure worthy of its own imagination, then we really haven’t learned much from the last twenty-five years.

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  • Men in Nursing: Making Strides and Picking Up the Pace

    Men in Nursing: Making Strides and Picking Up the Pace

    Bringing more men into nursing goes beyond addressing shortages; it represents a critical step toward a more balanced and equitable healthcare system.

    Beverly Malone, Ph.D., RN, FAAN

    President and CEO, National League for Nursing (NLN)

    While nobody alive today can recall this, throughout its early history, men dominated the field of nursing. All that changed when men went off to fight the Civil War, and women trained as nurses stepped in to take their places in hospitals on the battlefield and on the home front. 

    After that, the scarcity of men in nursing has persisted for 165 years and counting. In 1970, when men in nursing hit an all-time low, only 2.7% of the nursing workforce was male, according to the American Nurses Association.    

    With increased attention to this imbalance, the number of men choosing to enter nursing has been inching upward, with the greatest jumps posted since the dawn of the 21st century. The Bureau of Labor Statistics (BLS) reported that in 2002, men accounted for 7% of RNs, LPNs, and NPs. Now, over 20 years later, BLS statistics show about 12% of nurses are male. 

    The National League of Nursing’s Annual Survey of Schools of Nursing, which represents nursing programs across the spectrum of higher education, confirms this promising trend, with increasing male enrollment in basic RN programs. In 2022-23, the latest survey data available, just over 14% of nursing students identified as men, an uptick from the prior year.

    Most recently, men have even broken barriers in nursing leadership. The American Nurses Association elected its first male president, Dr. Ernest Grant, in 2018. Just recently, the National League for Nursing (NLN) membership elected Dr. Paul Smith, dean of the Linfield-Good Samaritan School of Nursing at Linfield University, as the League’s first male NLN Chair-Elect, breaking new ground in nursing education history.

    Building a more balanced workforce

    All that said, it may be asked, “Why is it even important to attract more men to nursing?” In the current nursing shortage, our nation cannot afford to ignore a potentially enormous job applicant pool. Nearly half of the U.S. adult population — 49% according to the 2020 Census — is male.

    Beyond sheer numbers, men of all racial and ethnic backgrounds bring to the profession different life experiences and perspectives. Research indicates that patients tend to be more open and responsive to health professionals who share physical, psycho-social, and cultural characteristics with them. So, with the need for greater diversity in nursing, how can we move the needle even more quickly? 

    Public service campaigns targeted specifically to men that promote the career pathways, benefits, and rewards of nursing can be effective and should be amplified across both traditional and social media. This will require sustained, coordinated efforts and financial investment by all stakeholders, including health and hospital systems, schools of nursing, professional associations, federal and state agencies, public health foundations, and industry partners. 

    Another key to making the nursing workforce more diverse and inclusive is to diversify nursing faculty and leadership in nursing education. As matters stand, men are vastly underrepresented among nurse educators, comprising only 8% of full-time faculty. But opportunities abound, with more than 800 vacant positions budgeted and 86% of programs that participated in the NLN survey pursuing new hires. 

    Male nursing graduates of the future need mentors and support to inspire, affirm, and nurture them, and to guide them to achieve their full potential to make a real difference in the health of the nation and the global community.

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  • Universities as infrastructures of support: making the Solent Film Office happen

    Universities as infrastructures of support: making the Solent Film Office happen

    UK universities are under mounting financial pressure. Join HEPI and King’s College London Policy Institute today at 1pm for a webinar on how universities balance relatively stable but underfunded income streams against higher-margin but volatile sources. Register now. We look forward to seeing you there.

    This blog was kindly authored by Dr Roy Hanney, Associate Professor at Southampton Solent University.

    The launch of the new Solent and South Hampshire Regional Film Office marks a major step forward for the region’s creative economy. Funded by Solent Growth Partners and driven by a consortium of local authorities and cultural development agencies, the film office will provide a single point of contact for productions, market the region as a go-to location for filming and open up new opportunities for local businesses and talent.

    Behind the scenes of this development is a quieter story – one of research, knowledge exchange, and the often-unseen role universities play in helping ideas like this one take root and grow.

    From research to impact

    The idea of a regional film office did not emerge overnight. It was first identified in research carried out at Southampton Solent University as part of a Research, Innovation and Knowledge Exchange (RIKE) project between 2020 and 2021. It was a response to priorities set out in key strategy documents – including the Creative Network South Creative Industries Declaration and Arts Council England’s cultural strategy for Portsmouth – both of which highlighted the need for stronger infrastructure to support the creative economy.

    The RIKE project gathered evidence, brought together stakeholders, and produced a Theory of Change report for the screen industries in the Solent region. Among its recommendations was the establishment of a regional film office – not simply as an administrative function, but as a vital piece of creative infrastructure: connecting talent pipelines, supporting independent productions, promoting the region internationally, and providing a business case for sustained investment.

    This research provided the evidential basis for further strategic conversations through a series of Screen Industries Cluster meetings hosted in partnership with Fareham College, Creative Network South, and the Southern Policy Centre. These gatherings brought local authorities, policymakers, production companies, and cultural organisations into the same room to test ideas, compare models, and make informed decisions about what would help build our region’s creative economy.

    By December 2024, the Solent Screen Support Feasibility Study was launched, presenting a collaborative roadmap for a film office and confirming broad support across councils, cultural agencies, and regional development bodies.

    The enabling role of universities

    Universities are anchor institutions and, at every stage of this journey, Southampton Solent University played an important role of enablement. It’s often unseen, but it’s by no means any less key. And, by supporting my involvement in this project as part of my research and knowledge exchange remit, the University has created the conditions for academic insight to inform policy and practice.

    This is a subtle but essential contribution. Universities are uniquely placed to:

    • Provide research-led evidence that turns ideas into persuasive business cases.
    • Convene cross-sector conversations by offering neutral space and credibility.
    • Sustain continuity across the long timelines of public sector change.
    • Support thought leadership by connecting academic expertise with industry needs.

    The Solent Film Office is not a “university project” — it is a collaborative achievement led by local authorities and funded by Solent Growth Partners. Yet, it is also fair to say that without the groundwork of university research and facilitation, the momentum to make it happen may not have been sustained.

    A shared regional asset

    With FilmFixer now appointed to establish and operate the new agency, the Solent Film Office is set to work across nine local authority areas, providing a one-stop shop for production companies, marketing the region as a filming destination, and unlocking opportunities for skills development and local business engagement.

    For our university, the benefits are many and varied. Students will have access to an industry landscape that is better coordinated and more visible. Academics can continue to collaborate with policymakers and industry to shape sustainable growth. As a region, we stand to capture a greater share of the economic and cultural value generated by film and television production.

    Regional development? Universities are key

    The story of the Solent Film Office illustrates something bigger about the role of universities in regional development. Universities are not only educators and research producers. They are also infrastructures of support: institutions that provide the long-term stability, intellectual resources, and convening power necessary to get important initiatives off the ground.

    Infrastructures are rarely noticed until they are missing. In this case, the research, networks, and continuity provided by Solent have been crucial in helping partners move from strategy documents to a real, funded institution. The film office will stand as a visible achievement, and Solent’s contribution has been embedded in the process that made it possible.

    The success of the Solent Film Office reminds us that universities are not just ivory towers, but anchor institutions embedded in place. They provide the connective tissue that enables ideas to become reality. Sometimes, that makes all the difference.

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