The Department of Education has delayed the semiannual convening of its accreditation advisory committee for the second time this year, according to an email sent to committee members and obtained by Inside Higher Ed.
The meeting of the National Advisory Committee on Institutional Quality and Integrity, originally slated to take place in July, had already been pushed back to Oct. 21. Now, as a result of the government shutdown, it’s been rescheduled for Dec. 16.
“As many of you know, most department staff, including those supporting NACIQI, have been furloughed and the Department has suspended operations except for specific excepted activities,” Jeffrey Andrade, deputy assistant secretary for policy, planning and innovation, wrote in the email. “The Department will be publishing a notice in the Federal Register shortly announcing this change of meeting date.”
Inside Higher Ed reached out to the department for direct comment on the delay but did not get a response prior to publication.
The meeting was slated to include Under Secretary Nicholas Kent’s first comments on accreditation since he took office, as well as compliance reports from five different accreditors. Three of those agencies are institutional: the Middle States Commission on Higher Education, the New England Commission of Higher Education, and the Western Association of Schools and Colleges Senior College and University Commission. The other two are programmatic: the Accreditation Commission for Midwifery Education and the Commission on Accreditation in Physical Therapy.
And while it wasn’t formally listed on the committee’s agenda, this meeting also likely would have served as the unveiling of six new Trump-appointed committee members.
When department officials announced the first delay in July, observers noted that by the time the rescheduled meeting took place, the terms of six of the committee’s 18 members would be over. With key decisions about the future of higher education accreditation looming, many policy experts took this as a sign that the Trump administration was trying to stack the panel in its favor.
Now, the new appointees will likely go unnamed for another two months, and the compliance reports will remain unchecked until the next meeting. And though neither of these agenda items is quite as high-stakes as a recognition review—the process by which independent accrediting agencies are granted the power to gate-keep federal student aid—one expert feared it could lead to a backlog in future evaluations.
“While [the accreditation agencies] are coming up before NACIQI on this compliance report, they are also likely in the process of having their regular recognition reviewed again,” said Antoinette Flores, the director of higher education accountability and quality at New America, a left-leaning think tank. “So it adds to the burden and could lead to compounding issues.”
Flores, who served in the same role as Andrade during the Biden administration, is worried that the delay could not only slow down future reviews but also hamper current ones, putting certain agencies and the institutions they serve at risk. When an agency is placed under compliance review, it has 12 months to fix the problem and prove it is meeting the committee’s criteria, she explained. So, if it hasn’t proven it’s meeting those criteria within that period, technically the agency’s authorization could be at stake.
Flores said she’s particularly worried for Middle States Commission and the New England Commission, because they each received letters from the Trump administration earlier this year pressuring them to take action against member institutions’ alleged noncompliance with civil rights laws. Neither accreditor has done so, and they won’t be able to present their compliance reports before the 12-month deadline.
“So is the agency in compliance? Is its recognition going to continue? … That’s kind of the underlying question,” Flores said.
Others are far less concerned.
Kyle Beltramini, a policy research fellow at the American Council of Trustees and Alumni, a right-leaning policy organization, said that to his knowledge there’s never been a time when NACIQI failed to meet and review an agency’s compliance or recognition before the deadline.
So while it remains unclear what would happen if the meeting never took place or the agencies were unable to present their compliance reports before deadline, Beltramini believes that any consequences of the delay will be minimal.
“I don’t think what we’re going to see is the nuclear option of an accreditor losing their authorization,” he said. “It’s partially because of the fact that even if that’s what the administration wanted to do—which I don’t think that that’s the case—they just don’t have the full majority on the committee.” (Although, technically, the under secretary and secretary of education do not have to follow the committee’s guidance.)
Either way, if and when the meeting occurs, Beltramini anticipates that it will set the tone for how the Trump administration plans to approach accreditation moving forward.
“There is a broad and bipartisan agreement that there needs to be change to the system, and what you’re going to see, more and more often, is NACIQI attempting to hold the accreditors accountable by asking them questions and getting them on the record in ways that may make them uncomfortable,” he said.
Harassment and sexual misconduct have no place on our university campuses, nor in wider society. Yet, both continue to be pervasive. The Office for National Statistics reports that 1 in 10 people aged 16 years and over experienced at least one form of harassment in the previous 12 months, while the Crime Survey for England and Wales reveals that “an estimated 7.9 million (16.6%) adults aged 16 years and over had experienced sexual assault since the age of 16 years”. The adverse sequelae for victims/survivors are well documented.
Over the last decade, universities have taken these matters more seriously, appreciating both the impact on victims/survivors and on their institution’s culture and reputation. In 2016, Universities UK and Pinsent Mason published guidance (updated in 2022) for HEIs on managing student misconduct, including sexual misconduct and that which may constitute a crime. As of 1 August 2025, the OfS has sought to strengthen universities’ actions through introducing condition E6 to ensure institutions enact robust, responsive policies to address harassment and sexual misconduct, as well as promote a proactive, preventative culture. Our experience, however, suggests that universities’ preparedness is varied, and the deadline is not far away.
Culture Starts at the Top
Organisational culture is shaped significantly by those at the top. At its heart is ‘the way things are done around here’: the established, normative patterns of behaviour and interaction that have come to be. Senior leaders have the power to challenge and change entrenched patterns of behaviour or to reinforce them. Thus, compliance with Condition E6 is just a starting point; herein lies an opportunity for university leaders to lean deeper into transforming institutional culture to the benefit of all.
Understandably, times of significant financial challenge may cause executive teams to quail at more demand on limited resource. This can precipitate a light-touch, bare minimum and additive approach; that is, devolving almost exclusive responsibility to a university directorate to work out how to do even more with less. Yet, the manifold benefits of inclusive cultures are well established, including improved performance and productivity and lower rates of harassment and sexual violence. Leadership attention to and engagement in building a positive culture will see wider improvements follow. Moreover, hard though it is to write this, we know from our own work in the sector that some leaders or teams are not modelling the ‘right’ behaviour.
Ultimately, the imperative to transform culture is in the best interests of the institution although it should also manifest a desire for social justice. Consequently, university governors need to understand and have oversight of the imperative; though narrowly defined as regulatory, it should be strategically defined as the route to creating a happier, healthier and more productive community likely to generate the outputs and outcomes the governing authority seek for a successful and sustainable institution.
Creating Safer Cultures
We use the term ‘safer culture’ to refer to a holistic organisational environment that is intolerant of harassment, discrimination, and mistreatment in any form. Underpinning the sustainable development of a safer culture are eight key pillars:
Leadership Commitment, Governance and Accountability Senior leaders and university governors need to visibly and actively promote an inclusive and respectful culture, holding themselves – and others – accountable. Strategic allocation of resources and institutional infrastructure needs to support cultural change, and governance mechanisms must enable assurance against objectives. A whole-institution approach is required to avoid commitments becoming initiative-based, siloed, inconsistent, or symbolic: the responsibility should be shared and collective.
Clear Policies, Procedures and Systems Institutions need to develop accessible policies that define inappropriate behaviour, including harassment and sexual misconduct, and outline clear consequences for non-adherence. Associated procedures and systems should support effective prevention and response measures.
Training and Development A tiered training approach should be adopted to embed shared understanding, develop capability and confidence, raise awareness, and foster appropriate levels of accountability across the organisation: among students and staff, including the executive team and governing body. Specialist skills training for those in frontline and support roles is essential.
Reporting Processes Simple, reliable, confidential, and trusted reporting mechanisms are required. These must protect against retaliation, the need to repeat disclosure information unnecessarily, and provide swift access to appropriate support through a minimum of touchpoints.
Provision of Support A trauma-informed, empathetic environment is crucial to ensure individuals feel safe and supported, whether they are disclosing misconduct or have been accused of such. User-focused support systems and wellbeing services need to be in place for all members of the university’s community.
Investigation and Resolution Fair, timely, and impartial processes are required which uphold the rights of all parties and enforce meaningful consequences when misconduct is confirmed. Those involved must be appropriately trained and supported to ensure just outcomes for all.
Risk Management Risk should be proactively identified and appropriately managed. Individuals throughout the organisation need to understand their responsibility in relation to risk, both individual and institutional.
Investigation and Resolution Creating a safer culture requires regular evaluation through policy review, data analysis and reporting, including staff and student feedback. This is essential to address emerging issues, enhance interventions in line with changing policy and practice, and achieve cultural maturity.
A Leadership Imperative
The imminent introduction of condition E6 offers university leaders an opportunity to bring renewed and purposeful focus to developing an institutional culture that is safe, respectful and high achieving – the very foundation of academic excellence, creativity and innovation. At a time when equity, diversity and inclusion are under threat worldwide, including in the UK, the imperative has never been greater.
As AI continues to weave its way into our lives, it’s no surprise that high school students are increasingly turning to these tools for college planning. However, our recent study, The AI Divide in College Planning: Students Adoption, Resistance, and Impact, conducted by RNL and TeenVoice, reveals that students aren’t all the same when it comes to AI. Some love it, some are curious but cautious, and some are unsure. Our study identified “Four Faces” of AI adoption among high school students, each with distinct characteristics:
AI Pioneers (33%): These tech-savvy students embrace AI with enthusiasm and trust its capabilities. Representing a significant portion of younger teens, they actively use AI in their college search.
AI Aspirers (33%): The largest group, they are curious but cautious, motivated by the practical benefits AI offers, especially in helping with making scholarship searches, career planning, and college research more efficient. They are prevalent among 15- and 16-year-old teens.
AI Fence Sitters (19%): Uncertain about AI’s role, they rely on traditional methods but are open to compelling evidence. This group, often older teens, requires more information and reassurance.
AI Resistors (9%): Preferring human interaction, they resist AI due to unfamiliarity. However, they are open to learning from trusted advisors like school counselors. This group is more common among Asian/Pacific Islanders and older teens, and in the West and Northeast.
Overall, the Pioneers and Aspirers tended to be the younger high school students, while those hesitant about using AI in the college planning were more likely to be from the 2025 incoming class. A key takeaway from this study is that if you are not already thinking about how to “wow” potential students with AI tools, you need to start. Similar to how admitted student portals evolved from a novelty to a necessity, intuitive AI tools for college planning will soon become a student expectation.
AI can deliver the 24/7 engagement that prospective students expect
Consider the potential of AI-powered chat tools or digital assistants that provide instant application status updates, personalized program recommendations, or streamlined scholarship searches. Students expect 24/7 accessibility and seamless navigation throughout the application process and their college experience. Or use AI to add personalized videos throughout your enrollment communication plan. AI can help you identify what is important to individual students and build video content that speaks directly to them like never before.
In addition, the research clearly shows students still rely on the people in their circle they trust the most—their family, high school guidance counselors, and friends. That’s not at risk of changing anytime soon. AI is an addition, not a replacement. It gives us another way to connect, becoming more important every day. However, as more students move into the AI Pioneer group, integrating AI becomes an essential part of your recruitment mix.
Understanding how students adopt AI will help you meet their expectations
Here’s the bottom line: AI isn’t some far-off idea anymore; its already changing what students expect from us. By understanding the “Four Faces of AI Adoption,” you can tailor your engagement strategies to meet students where they are. And embracing AI tools like digital assistants and personalized content creation will not only enhance your university’s appeal but also streamline the study journey and free up time for you to have more real conversations with them.
Are you ready to embrace the AI revolution in higher education? If you’re new to AI or seeking to enhance your understanding, RNL’s free online course, “AI Essentials for Higher Education Professionals,” is an excellent starting point. Equip yourself with the knowledge and skills needed to navigate this evolving landscape and ensure your institution remains at the forefront of student engagement. Start your AI education today!
Ukraine President Volodymyr Zelensky wouldn’t concede the point. A tense Oval Office meeting Friday that was supposed to end in Ukraine agreeing to share mining resources with the U.S. devolved into a heated argument as President Donald Trump and Vice President J.D. Vance insisted Ukraine should express more gratitude for U.S. support and agree to a ceasefire with Russia, even without clear security guarantees from the U.S.
“You don’t have the cards right now,” Trump told Zelensky, as the two interrupted each other during a forceful exchange in front of TV cameras.
Let’s get into the actual difficulties surrounding accreditation. You Directors of Accreditation are well-versed in the process and are very much aware that accreditation is not a game. It’s not enough to merely do the necessary compliance tasks, is it? Meeting accreditation criteria, establishing your institution’s value, enduring the never-ending audits, and keeping up with changing regulations are all part of it. The stakes are high and the pressure is intense. It remains constant. Traditional methods? They won’t cut it anymore.
Imagine, though, if the tables could be turned. Envision yourself to use technology to not just complete the certification process, but to turn it into an asset. Think of real-time data, seamless procedures, and openness at every level. It’s time to go beyond the minimum and leverage approval to your benefit. Automating, cloud computing, and utilizing artificial intelligence-powered analytics will not only enhance the reputation of your university but also enhance the efficiency of operations.
To help Directors of Accreditation use technology to improve institutional standards, ease compliance, and streamline accreditation data administration, we have put together this handbook. This will empower you to make critical decisions.
A Dynamic Challenge for Directors: Redefining Accreditation
As Directors of Accreditation, you are aware of the rapidity with which accreditation standards can evolve. Meeting accreditation standards necessitates a more comprehensive examination of student outcomes, diversity metrics, and the degree to which the institution aligns with its own objectives. No longer is it sufficient to simply mark off boxes.
One of the hardest things to do? The stress that comes from having up-to-date, correct information at your hands. For accreditation reviews to be valid, the proof must be complete and up-to-date, leaving no room for doubt. Still, getting this information can feel like a race against the clock, especially when old methods can’t keep up with how needs change. Here, technology can really make a difference if it is used in the right way.
Tech-Driven Solutions: Streamlining the Accreditation Journey
Technology is the game-changer. Think about using AI-powered data analytics to revolutionize your accreditation data management. These smart tools can turn those stacks of paperwork into clear, insightful reports, making the process of proving your credentials not just easier, but a whole lot smarter! No more searching through spreadsheets or endless emails—just clear, usable information that shows your school is following the rules.
Furthermore, cloud-based accreditation systems are very useful. Consider them as a safe, central location for all of your compliance-related info. It’s possible to get important data from these options, so your team can work together easily whether they’re at the office or traveling. Adopting these technologies doesn’t just keep you current; it sets a new standard for how quickly and clearly the approval process can be done.
Automation: The Secret to Simplifying Repetitive Accreditation Tasks
Imagine having more time to work on big-picture projects instead of doing the same old things over and over again. That’s how powerful technology can be in the process of getting accreditation. With the right tools, you can cut down on your work and free up your team to focus on raising institutional standards instead of just checking off tasks.
Accreditation Data Management and Reporting Automation
Consider the time used in gathering information and writing up reports for accreditation. Reducing the time and effort required to compile metrics in real-time is possible with automation technologies. As a bonus, you’ll spend less time worrying about mistakes and more time presenting accurate, up-to-date information.
Smart Templates and Dashboards
Meeting certain accreditation body criteria calls for customization, which is absolutely important. Smart templates let you quickly construct evaluations, audits, and self-studies that exactly fit what is required. Imagine having customized dashboards right at hand that clearly show your measurements and progress—no more poring over spreadsheets!
Additional Benefits of Accreditation Data Management Automation
Maintain accurate, consistent, and up-to-date documentation without the need for manual updates.
Maintaining Accountability: A transparent audit trail for all your accrediting operations may be easily created by keeping track of who made changes and revisions.
Faster Decision-Making: With real-time insights and easy access to data, your team can make informed decisions quickly, keeping the accreditation process moving forward.
Focus on Continuous Improvement: By automating routine tasks, you can spend more time analyzing data and implementing improvements that enhance your institution’s performance and outcomes.
Building Transparency and Trust Through Technology
Let’s discuss something absolutely important for modern society: openness. Directors of Accreditation have a special opportunity to use technology to establish confidence among all those engaged in the accreditation process. How can you make this happen?
Real-time dashboards available for stakeholders
Imagine having real-time dashboards at your fingertips. These tools let you instantly share your accreditation progress with stakeholders—no more waiting for quarterly updates! With just a glance, everyone can see where you stand, thanks to clear visuals of your metrics, timelines, and benchmarks.
This degree of openness helps everyone to be responsible as well as promotes teamwork. Trust naturally comes when your stakeholders know you are always trying to meet and surpass accreditation criteria.
Blockchain for Academic Integrity
Let’s now explore something somewhat more novel—blockchain technology. Consider blockchain as your new best buddy helping to maintain the integrity of your certification records. Using this technique makes an unchangeable record of all information connected to accreditation. Your accreditation data management is thus not only safe but also transparent and easily verifiable. Imagine being able to assure other stakeholders and accrediting authorities of your absolutely perfect data. Blockchain helps you to reduce the possibility of conflicts over data accuracy and inspires confidence among all the players. This kind of confidence helps to protect the reputation and integrity of your university.
Enhanced Reporting Capabilities
Now, let’s be honest: reporting can get draggy unless you trigger the right gear! Imagine being able to quickly and accurately create detailed reports that show your commitment to regulatory compliance and continuous growth. You can easily show accreditation groups how much progress you’re making like you have a superpower. By doing more than just checking off boxes, you’ll be showing that your institution is ready to take on any tasks that come its way. Therefore, why not use that report writing duty as a chance to shine? Using technology can help you stay prepared and make a great impression!
Joining the Community
In addition to internal partners, transparency also applies to the public and the rest of the academic community. Sharing your accreditation path will help your university project more professionalism and draw professors and students. Who would not want to be a part of an open and reliable institution?
Using technology to track your certification procedures and results helps you to identify possible problems before they become serious ones. This proactive strategy lets you act early to maintain everything in line.
Enhancing the Student Experience While Meeting Standards
Outcome-Based Education (OBE) and Competency Tracking
Using technology to track your certification procedures and results helps you to identify possible problems before they become serious ones. Being proactive keeps you on target. Improving the Student Experience While Complying with Outcome-Based Education (OBE) and Competency Monitoring.
Here’s the stars: your pupils! The right technology will improve their experience and satisfy all needs. This is where Outcome-Based Education (OBE) really shines. Imagine a system that not only makes sure that educational results are in line with accreditation standards but also makes sure that student success is the most important thing. You definitely need to keep track of students’ skills and make sure they get the help they need to do well by using technology.
That’s not all, though! Real-time feedback tools and polls are your secret weapons for improving quality. These resources allow you to ask students for honest opinions, which might reveal where you’re succeeding and where you might need some improvement. Engaging with your students and listening to what they have to say goes beyond simply completing goals for continuous improvement.
In this way, you make a place where students feel appreciated and supported, and you also show accreditation bodies that you’re dedicated to continuous improvement.
Preparing for the Future: Tech Trends Directors Should Watch
EdTech Innovations
As the Director of Accreditation, it’s important to stay on top of things. Take a look at what next year holds! First, EdTech innovations are coming soon and will supposedly make the process of getting accredited even easier. Consider banking on cutting-edge software that makes data analysis better, streamlines reports, and automates tasks!
Being Prepared to Virtual Accreditation Visits
Next, we’ll go over the basics of preparing for accreditation visits that take place virtually. As more and more things happen online, reviews and audits done from afar are becoming routine. In what ways can you become ready for this change? By acquiring robust technology that facilitates online participation and emphasizes your organization’s achievements. Ensure that all team members are informed about the use of virtual presentation techniques, online document sharing, and video conferencing. Not only will these novel concepts facilitate the acquisition of accreditations, but they will also facilitate collaboration among partners.
Turn Compliance into a Strategic Advantage with Creatrix Campus Accreditation Platform
By incorporating the appropriate technology, such as the Creatrix Campus Accreditation platform, Directors of Accreditation can elevate compliance from a mundane obligation to a strategic advantage. This strategy will help you satisfy accreditation criteria and match the main objectives of your institution.
This is the time to simplify your certification application. Explore the Creatrix Campus platform for a smarter, more efficient way to meet standards. Let’s team to surpass simple compliance!
On April 4, CUPA-HR’s government relations team, President and CEO Andy Brantley, and four national board members met with officials at the Department of Labor (DOL) and the Office of Information and Regulatory Affairs (OIRA) to discuss the upcoming overtime regulations to increase the minimum salary threshold. During the call, the group expressed CUPA-HR’s broad concerns with the rule, as well as the specific challenges implementation of the new rule could create for different types of institutions in various areas of the country.
On March 1, DOL sent the final rule to update the Fair Labor Standards Act overtime regulations to OIRA for review. As previously noted, the OIRA review marks one of the last steps required before DOL can publish the final rule for public viewing. While the rule is at OIRA, the text and details of the final rule are not public, but interested stakeholders are able to request meetings with the administrator to discuss the proposed changes.
During the meeting, Andy Brantley and Bailey Graves from the CUPA-HR government relations team reiterated the concerns that were addressed in CUPA-HR’s comments submitted in November 2023. The comments made the following four recommendations for DOL to consider prior to issuing a final rule:
DOL should not update the salary threshold at this time.
DOL should lower the proposed minimum salary threshold and account for room and board.
DOL should not implement automatic updates to the salary threshold.
DOL should extend the effective date of any final rule implementing a higher salary threshold.
Brantley and Graves were joined by CUPA-HR Board Chair Jami Painter, Chair-Elect Robyn Salvo, and board members El pagnier Hudson and Kristi Yowell, who discussed the impact of these potential changes on employee exempt/nonexempt status and employee morale and benefits. They also discussed the impact of the rule on higher education’s efforts to offer competitive wages to employees, the difficulties of having employees in areas with different costs of living, and the impact this rule could have on an institution’s ability to provide student services.
Looking Forward
It is unknown when the final rule will clear OIRA review and be published for public viewing. OIRA review typically lasts 30-60 days, and OIRA meetings are currently set through April 11. However, the Biden administration has incentive to move quickly to publish the final rule in order to avoid the rule being overturned via legislation if Republicans win Congress and the White House in the November election.
The final rule will also likely face legal action once it is published, which could delay the effective date or stop the rule from going into effect in its entirety. CUPA-HR will keep members apprised of when the final rule clears OIRA review and is published, as well as any legal challenges that may arise.
Throughout the past few years we have definitely been part of a Zoom and Microsoft Team centric world. As we meet with teams and individuals, we have to account for the life that is happening on the other side of the screen. Through Zoom we have a unique opportunity to gain a glimpse into another person’s life to which we would normally not have access.
This means that we have a moral and ethnical responsibility as peers and as leaders to genuinely care about the people to which we are communicate with on Zoom. Here’s a great resource from the Collective Impact Forum (http://www.collectiveimpactforum.org).
The Team Color Check-In Tool is a communication tool to help people in virtual and face-to-face conversations have a check-in. The colors range from:
Red
Orange
Yellow
Green
Blue
Gray
If you are wondering how to apply this for your teams or classrooms, I would definitely recommend the following:
#1 – Utilize it when you meet with individuals one-on-one (BEFORE) the meeting.
#2 – Utilize it in Zoom via an anonymous poll to gauge how their audience is feeling BEFORE the meeting and providing resources at the end of the meeting (or in a follow-up email).
#3 – Send the check-in tool to your team/organization at the beginning of the week and provide workshops and support throughout the week for the team.
Respond Below – How would you use the resource? Do you think teams would benefit from this resource? How would you modify it?
Thanks for reading!
Sincerely, Dr. Jennifer T. Edwards Professor of Communication
Executive Director of the Texas Social Media Research Institute & Rural Communication Institute
