Tag: navigating

  • 5 Tips for Navigating Lame Duck–Ness (opinion)

    5 Tips for Navigating Lame Duck–Ness (opinion)

    If you are a leader, chances are you will find yourself in a lame-duck position at some point. When I announced that, after 16 years as chancellor, I would be stepping down to decompress and explore new opportunities, I thought I would be prepared. I was not. Then the calls from colleagues across industries started coming in—not to congratulate me, but to talk about the struggle of being a lame-duck leader. Their stories, filled with familiar struggles and strategies, closely mirrored my own journey. This article aims to help you navigate that transition in ways that benefit both you and your campus or organization.

    The first thing to remember is that you are a lame duck the minute you announce your departure. Most leaders believe they will have the same standing in the institution until they walk out the door for the last time. Nope. It doesn’t matter how long you have been at your institution, how important you are or how much you are loved on and off campus: The process of transition has begun. After a flurry of contacts expressing gratitude and inquiring about what is next, the phone will ring a little less each day, substantive email traffic will drop and the work calendar will free up unless you force it not to (not something I would advise). People who used to drop everything when you needed them will take a little longer to get back to you. You may find fewer consultations on day-to-day operations and even fewer on questions pertaining to the future. This trend will accelerate as new leadership becomes more defined. This is normal. Don’t take it personally.

    The second thing to remember is that if you have been at your institution for any length of time, you are likely going through a grieving process. This is the end of an important era, one in which your time and thoughts were consumed by your campus. You are going to go through some version of the five stages of grief without realizing it. You may find yourself preparing future strategic plans (denial), overreacting to comments or actions focused on the future (anger), or rushing to implement last-minute initiatives that will solidify or advance your legacy (bargaining). You may start to feel like everything you have done is being overshadowed by a campus focusing in on the excitement of a new era while leaving you behind (depression). Realizing that these stages are affecting your thoughts, moods and actions is important. The faster you can get to the fifth stage, acceptance, the better able you will be to help your campus transition in positive ways and gain a healthier attitude for yourself. However, it is important to remember that the stages of grief are neither distinct nor linear and you can be experiencing more than one at the same time.

    From my own experience and those relayed to me by others, the following tips can help you get to the acceptance stage and achieve some level of peace of mind more quickly.

    1. Focus on the needs of your faculty, staff and students. Helping to meet the needs of your employees can give you purpose in a world that suddenly has become confusing. They are also grieving, but their reality is different than yours. You’re leaving. They are staying and facing uncertainty in the future. They’re worried about the impact of this transition on their careers, jobs, colleagues and families. Their focus needs to be on the future. As the leader, your public demeanor can either add to their stress or help reduce it. Be positive, upbeat and supportive. Spend some time trying to understand the goals of people on campus and help position them for future success. I found my role became more of an adviser or mentor and less about being the boss, which had the added benefit of allowing me to engage in conversations about the future without feeling as though I had to control or direct it.
    2. Reflect on the good you’ve done and stop worrying about what will happen when you leave. I’ve seen too many leaders, including myself, spend their last days worrying about what the next administration will do to their legacy projects or trying to find a way to determine the institution’s future direction. One greatly respected leader I worked for spent the last year of his administration developing a strategic plan that was DOANL (dead on arrival of the next leader). While the intent was good, the exercise wasted a lot of people’s time, limited thinking about new possibilities and even negatively positioned a few people who became inextricably linked to the “old” ideas of the last president instead of being ready to build on the ideas of the new one.

    One of my employees was retiring just as budget cuts threatened the successful initiative she had spent 10 years implementing. On her last day, I asked her how she was doing. Her response was “I can’t control what happens to the project. It might end tomorrow. I know that I’ve had a positive impact on tens of thousands of students and teachers over the past 10 years, and I feel good about that.” That is a healthy attitude that I have tried to adopt as my own. Feel good about what you’ve done because that is what you can control. What happens next is not going to be up to you.

    1. Check your ego at the door. Let’s face it. Experiencing “your people” turning toward someone new, talking excitedly about a future without you in it or expressing a desire to end something you started will hurt a bit. You may even find criticisms of your leadership in some of these conversations. No leader is perfect, and we all make decisions that upset some of our employees. That is part of the job. However, you will be particularly sensitive during your transition time. Don’t overreact, your lame duck–ness! Take a breath and think about whether your ego is driving your reaction. If it is, step back. Keep focused on what is in the best interest of the people who will remain after you walk out the door.

    As you get closer to the end date, particularly when the new leader is named and begins the process of transitioning into office, you may find yourself fading into the background. Some egos can’t take it and their owners begin strutting their feathers around demanding attention. Others head for the shadows and disappear completely. Neither helps your campus, nor your mental state. In the beginning of my transition, I struggled to cut down the time I spent working on campus business, but I soon realized that I was filling the time with projects that would likely be DOANL. Once I realized I was working for my ego and not for the future of the campus, I cut back, rediscovered weekends and evenings, spent some time enjoying the exploration of future opportunities, and felt my mood improve. Balance your involvement. Don’t abandon, but don’t overreach.

    1. Embrace the next leader. In the end, it doesn’t matter if your successor is your long-standing archnemesis from grade school, the most annoying person you have ever met or your best friend: It is your responsibility to position the next leader for success. Be honest, but positive and supportive. Build up your successor’s strengths and positive attributes to the campus. Reach out to whoever is taking the leadership wheel and ask how you can help with the transition. Advise where appropriate, try not to judge and remember what would have been helpful to you when you arrived at the institution. At a certain point the best thing you can do is get out of the way. The worst thing you can do is create more stress and tension for the campus community by undermining or opposing your successor.
    2. Pay attention to yourself. You are a leader. You are used to keeping your emotions in check so you can focus on what is best for your campus and community. When you are asked how you are doing, you answer positively no matter how you feel and then turn the question around to focus on the inquirer. You may have convinced yourself you are feeling great, but if you are a lame duck, that probably isn’t the case, and how you are feeling may become apparent at odd times. Pay attention to those odd moments, because they’ll likely reveal what phases of the grieving process you are in.

    One of my odd moments came a few hours before my farewell dinner, which at my suggestion was a roast (fitting, given my personality). As I was getting ready, I felt sick, my pulse was racing and my blood pressure was alarmingly high. My concerned spouse commented that the event was a significant and emotional one and, by talking with her I realized that I was still in denial. Though I had been working on transitioning others, I still hadn’t come to terms with the fact that I was leaving my job forever. The farewell event was an undeniable sign that my identity and life as the chancellor were ending. Once I realized why I was stressed, my anxiety went down and we were able to enjoy an incredibly fun and heartwarming evening.

    Conclusion

    The tips mentioned above can help you maintain focus as a positive and productive leader during your lame-duck phase, allowing you to effectively navigate the complex emotions associated with leaving your campus role. It’s essential to recognize that the grieving process is not a linear sequence of emotions but rather a fluid experience in which feelings ebb and flow. By regularly checking in with yourself and acknowledging your emotions while striving to make a positive impact on the campus, you can end your tenure with the appreciation of a community that is well prepared for the future. And as you waddle out the door for the last time as a lame duck, you’ll find yourself striding confidently with enthusiasm and optimism into your next chapter in life.

    Kevin Snider retired as chancellor emeritus from Pennsylvania State University New Kensington after 16 years on Dec. 31, 2024.

    Source link

  • From Policing to Pedagogy: Navigating AI’s Transformative Power – Faculty Focus

    From Policing to Pedagogy: Navigating AI’s Transformative Power – Faculty Focus

    Source link

  • From Policing to Pedagogy: Navigating AI’s Transformative Power – Faculty Focus

    From Policing to Pedagogy: Navigating AI’s Transformative Power – Faculty Focus

    Source link

  • Navigating back-to-school anxiety: A K-12 success guide

    Navigating back-to-school anxiety: A K-12 success guide

    Key points:

    The anticipation of a new school year brings a complex mix of emotions for both students and teachers in K-12 education. As the 2025-2026 academic year approaches, experiencing anxiety about returning to the classroom is a natural response to change that affects everyone differently.

    From elementary students facing new classroom environments to high school teachers preparing for curriculum changes, these feelings manifest uniquely across age groups. Young children often worry about making new friends or adjusting to new teachers, while older students grapple with academic performance pressures and social dynamics. Teachers face their own challenges, including meeting diverse student needs, implementing new edtech tools and digital resources, and maintaining high academic standards while supporting student well-being.

    Early identification of anxiety symptoms is crucial for both educator and student success. Young children might express anxiety through behavioral changes, such as becoming more clingy or irritable, while older students might demonstrate procrastination or avoidance of school-related topics. Parents and educators should remain vigilant for signs like changes in sleeping patterns and/or eating habits, unusual irritability, or physical complaints. Schools must establish clear protocols for identifying and addressing anxiety-related concerns, including regular check-ins with students and staff and creating established pathways for accessing additional support when needed.

    Building strong support networks within the school community significantly reduces anxiety levels. Schools should foster an environment where students feel comfortable expressing concerns to teachers, counselors, or school psychologists. Regular check-ins, mentor programs, and peer support groups help create a supportive school environment where everyone feels valued and understood. Parent-teacher partnerships are essential for providing consistent support and understanding students’ needs, facilitated through regular communication channels, family engagement events, and resources that help parents support their children’s emotional well-being at home.

    Practical preparation serves as a crucial anxiety-reduction strategy. Teachers can minimize stress by organizing classrooms early, preparing initial lesson plans, and establishing routines before students arrive. Students can ease their transition by visiting the school beforehand, meeting teachers when possible, and organizing supplies. Parents contribute by establishing consistent routines at home, including regular sleep schedules and homework times, several weeks before school starts. Schools support this preparation through orientation events, virtual tours, welcome videos, and sharing detailed information about schedules and procedures well in advance.

    The importance of physical and emotional well-being cannot be overstated in managing school-related anxiety. Schools should prioritize regular physical activity through structured PE classes, recess, or movement breaks during lessons. Teaching age-appropriate stress-management techniques, such as deep breathing exercises for younger students or mindfulness practices for older ones, provides valuable tools for managing anxiety. Schools should implement comprehensive wellness programs addressing nutrition, sleep hygiene, and emotional regulation, while ensuring ready access to counselors and mental health professionals.

    Creating a positive classroom environment proves essential for reducing anxiety levels. Teachers can establish predictable routines, clear expectations, and open communication channels with students and parents. Regular class meetings or discussion times allow students to express concerns and help build community within the classroom. The physical space should consider lighting, noise levels, and seating arrangements that promote comfort and focus. Implementing classroom management strategies that emphasize positive reinforcement and restorative practices rather than punitive measures helps create a safe space where mistakes are viewed as learning opportunities.

    Technology integration requires careful consideration to prevent additional anxiety. Schools should provide adequate training and support for new educational technologies, introducing digital tools gradually while ensuring equitable access and understanding. Regular assessment of technology needs and challenges helps schools address barriers to effective use. Training should encompass basic operational skills, digital citizenship, online safety, and responsible social media use. Clear protocols for technology use and troubleshooting ensure that both students and teachers know where to turn for support when technical issues arise.

    Professional development for teachers should focus on managing both personal and student anxiety through trauma-informed teaching practices and social-emotional learning techniques. Schools must provide regular opportunities for skill enhancement throughout the year, incorporating both formal training sessions and informal peer learning opportunities. Creating professional learning communities allows teachers to share experiences, strategies, and support, while regular supervision and mentoring provide additional support layers.

    Long-term success requires commitment from all stakeholders–including administrators, teachers, support staff, students, and families–working together to create a supportive educational environment where everyone can thrive in the upcoming 2025-2026 school year.

    Latest posts by eSchool Media Contributors (see all)

    Source link

  • Navigating Anti-DEI in Higher Education

    Navigating Anti-DEI in Higher Education

    Title: Critical Leadership for Civil Rights in Higher Education: The Experiences of Chief Diversity Officers Navigating Anti-DEI Action

    Authors: Jeffrey K. Grim, Arissa Koines, Raúl Gámez, Erick R. Aguinaldo, and Jada Crocker

    Source: National Center for Institutional Diversity, University of Michigan

    Chief diversity officers (CDOs) in higher education play a critical role in ensuring civil rights and facilitating diversity, equity, and inclusion (DEI) on campuses. In a qualitative study of 40 CDOs by the National Center for Institutional Diversity, authors found that CDOs tend to take one of three approaches.

    The first approach, strategic inaction, involves not changing any current practices and watching how political trends change. Proaction involves “responding to foreseen anti-DEI actions to ensure they could successfully support all students, faculty, and staff without the disruption of political attacks on specific naming conventions or activities” (p. 4). The third strategy is reaction, in which CDOs eliminate DEI measures to comply with laws and regulations.

    Based on their findings, the authors offer the following seven recommendations for current CDOs in higher education.

    1. Resist anti-DEI intimidation tactics: Higher education leaders should remember that these tactics are exactly that: tactics. As such, do not preemptively comply with threats or potential anti-DEI actions.
    2. Partner with other institutional leaders: Create a cohesive plan of action and message for DEI. Consider Shared Equity Leadership as a frame for doing collective work.
    3. Develop coalitions with external stakeholders: Establish relationships with key higher education stakeholders (alumni, policymakers, nonprofits, etc.). Work together to advocate for DEI in higher education and its role in diversifying the workforce.
    4. Make research-informed decisions: Anti-DEI actions tend to be ideologically, rather than empirically, based. Consistently evaluate and track data so that there is justification for DEI work.
    5. Maintain organizational accountability: Diversity officers should be regularly assessed and evaluated, with data being used to highlight the impact of their work. Criteria for evaluation should be comparable to metrics for evaluating employees in other offices.
    6. Utilize professional development and network: CDOs should harness resources and connect with other CDOs to build a network of support, opportunity, and mentorship.
    7. Support health and well-being of DEI professionals: Leaders should be flexible and aware of the physical and mental toll of DEI work right now. Offer CDOs supports that work for them (e.g., compensatory time for after-hours meetings, professional development, etc.).

    Read the full report here.

    —Kara Seidel


    If you have any questions or comments about this blog post, please contact us.

    Source link

  • Student Success Podcast: Navigating Students’ Digital Addictions

    Student Success Podcast: Navigating Students’ Digital Addictions

    This season of Voices of Student Success, “Preparing Gen Z for Unknown Futures,” addresses challenges in readying young people for the next chapter of their lives in the face of large-scale global changes. The latest episode addresses how digitization has made it easier for young people to engage in unhealthy habits, including substance abuse, pathological gambling or social media addiction, compared to past generations. 

    Host Ashley Mowreader speaks with Amaura Kemmerer, director of clinical affairs for Uwill, to discuss the role of preventive health measures and how existing research can provide a road map for addressing new challenges. 

    Listen to the episode here and learn more about The Key here.

    Read a transcript of the podcast here.

    Source link

  • Navigating higher education in a changing landscape

    Navigating higher education in a changing landscape

    • Ahead of TASO’s annual conference, How to evaluate, on 29–30 April, Omar Khan, CEO of TASO (the Centre for Transforming Access and Student Outcomes in Higher Education) discusses the challenges facing higher education, particularly in the face of wider discussions around the value and purpose of higher education in the UK and beyond.

    We all know of the challenges facing higher education. The questions can feel existential: from the financial sustainability of institutions to the social consensus on the value and purpose of higher education itself.

    Without seeming pollyannish, I believe higher education can and must continue to argue for its value and purpose in these difficult times. There remains significant agreement that higher education brings value, for individuals as well as the economy, with reputational benefits for the UK internationally too. Similarly, there is broad consensus that addressing inequalities of participation as well as of the student experience is a priority. While we shouldn’t be complacent about the impact of criticism of ‘DEI’ (diversity, equity and inclusion) in the US, so far UK higher education has remained committed to the widening participation agenda and the sector has not been subject to sustained public attacks from the government.

    One reason that widening participation remains on the agenda is the legislative and regulatory environment. Significantly, for over a decade, the principle has been established that rising fees should be matched by a clear commitment to demonstrating improved access. As the sector will now know, in England this is delivered through providers submitting access and participation plans (APPs) to the Office for Students.

    A commitment to evaluation

    APPs are now also expected to have a clear commitment to evaluation. Unsurprisingly, given my role as CEO of the higher education What Works Centre TASO, I think this is a good thing. At TASO we’ve seen a significant improvement in the number and robustness of evaluations across the sector since our founding some five years ago.

    As we gather for our fourth annual conference (29–30 April), we will continue to support the sector on understanding the evidence base on inequalities in higher education. We do this in two main ways: through synthesising and commissioning research, and by producing more practical guidance for the sector to deliver effective evaluation themselves.

    A library of providers’ evaluations

    Recently, we’ve announced a key way we will bring this work together: the Higher Education Evaluation Library, or HEEL (like the rest of the sector, we too love an acronym), working in partnership with HEAT, the Higher Education Access Tracker, to deliver it. The library will bring together higher education evaluations in one place, which are otherwise published across the wide range of institutions across the sector.

    At our conference, we will continue our consultation with the sector about the library to ensure we understand and are responsive to how evaluators and others can best use this resource. Once we have consulted and worked with HEAT to develop the infrastructure for HEEL, and once providers upload their evaluations into this online library, we will produce regular digests summarising what we find. Ultimately, the goal or promise is that these digests will improve the evidence base, reduce duplication across the sector and improve outcomes for students.

    Navigating the financial landscape

    At TASO we are optimistic about the future of evaluation in the sector, not least as we have seen a wider cultural and institutional commitment to joint learning as well as to the value of equal opportunity and social mobility that motivates all of us to do this work. However, I want to recognise and to flag a serious concern that TASO (and no doubt many others) is seeing across the sector, that is, how the financial situation impacts widening participation activity.

    To effectively evaluate and assess whether activities improve outcomes for students, those activities need to be adequately resourced. We have heard evidence that redundancies and cost-cutting across the sector are impacting on the ability of staff to deliver these activities, as well as to evaluate them. This is in a context where child poverty is increasing, where inequalities in school attainment are rising, and where the higher education attainment gap between free school meal students and their more advantaged counterparts is at its widest at over 20.8 percentage points.

    A refocus on values and mission

    We recognise that times are tight, that tough decisions need to be made and that this has an impact on staff morale. At the same time, higher education must continue to prioritise its values and mission: a commitment to evidence as well as to equality and social mobility. Furthermore, at a time of increased public scepticism of how the sector is delivering on these aims, delivering for the most disadvantaged students becomes a matter of public support and democratic consensus.

    As we’ve spent the past decade building the foundations to better address inequalities in higher education, it’s vital we continue to work together to make the promise of higher education a reality for everyone who wants to access it, regardless of their background.

    While TASO is here to support the sector to do this, we cannot do this alone, and I want to recognise and thank all of those who do this important work day in and day out: senior leaders, evaluators, practitioners, third sector organisations, teachers, parents and of course student leaders and activists committed to ensuring better lives for themselves and their peers.

    Source link

  • Rebuilding Syria’s Education System: Navigating Challenges and Embracing Opportunities

    Rebuilding Syria’s Education System: Navigating Challenges and Embracing Opportunities

    Rebuilding Syria’s education system is not just about restoring classrooms, but about offering a chance for a lost generation to rebuild their lives and secure a better future for the country.

    For over a decade, the Syrian conflict has cast a shadow over the future of an entire generation. The conflict began in 2011 as part of a wider wave of uprisings in the Arab world, with Syrians protesting the oppressive rule of President Bashar al-Assad. What started as peaceful demonstrations quickly escalated into a brutal war, pitting opposition groups, including extremist organizations like the Islamic State in Iraq and Syria (ISIS) and foreign powers against the Assad regime and its supporters in Russia and Iran. The ensuing violence and destruction has resulted in one of the largest refugee displacements since World War II, with over 5.6 million Syrians seeking refuge in neighboring countries and beyond, and over 7.4 million displaced internally.

    Syrian children—once filled with dreams of careers in medicine, science, and the arts—have had their education upended. The war destroyed or severely damaged nearly 50 percent of the country’s schools, leaving millions of children without access to education. Deprived of their right to learn, grow, and prepare for a better future, these children are at risk of becoming a “lost generation,” aid groups have worried.

    Although finally over, the conflict has left the entire nation fractured and struggling to rebuild. Still, with the fall of the Assad regime in December 2024, a unique opportunity now exists to rebuild not just Syria’s infrastructure and political systems, but the very foundation of its future: education.

    “The deterioration of education in Syria stands as one of the most profound consequences of the prolonged 14-year conflict,” Radwan Ziadeh believes. A senior analyst at the Arab Center in Washington, D.C., Ziadeh is also founder of the Damascus Center for Human Rights Studies. “Addressing and prioritizing the restoration and reform of the education system is essential for the country’s recovery and long-term stability.”

    However, this opportunity is fraught with challenges. Despite the tremendous potential for Syria now, there are critical concerns about the country’s future. The emergence of new power dynamics and competing interests could influence the direction of educational reforms. Amid these complexities, rebuilding an education system that meets the needs of displaced youth and others who have spent years in uncertainty will require careful planning and coordination among all stakeholders.

    Syria’s Education System: A Snapshot Before the War

    To rebuild successfully, Syria will need to learn from the strengths and weaknesses of its pre-war education system. Before the war, Syria’s education system was considered one of the most developed in the Arab world, marked by significant investment and broad access. In 2009, Syria allocated 5.1 percent of its GDP to education, considerably more than most other Arab countries even in 2022, reflecting the government’s focus on strengthening its educational infrastructure.

    Elementary education, which spanned grades 1 to 6, was free and compulsory in pre-war Syria, and enrollment at that level reached nearly 100 percent by the time the conflict began. Secondary education, where pre-war enrollment reached 70 percent, was largely public and free, although students could pay fees to access certain programs based on academic performance. By 2014, over 2.5 million students were enrolled in elementary education, with nearly 3 million in secondary education. (To learn more, read “Education in Syria.”)

    Higher education was also state funded, with seven public universities and 20 private. One of the most prominent institutions in the region, Damascus University, founded in 1923, attracted students from across the Arab world. By the 2012/13 academic year, about 659,000 students were enrolled in both public and private higher education institutions.

    Despite its many successes, Syria’s education system faced a number of widely acknowledged challenges. For example, a defining feature of Syria’s pre-war education system was the use of Arabic as the language of instruction at all levels, not only elementary and secondary education but also higher education. All disciplines—including medicine, engineering, and the sciences—were taught in Arabic. While this policy was intended to promote the national language, it also faced criticism, particularly in higher education, as many Arab countries use English in scientific disciplines. Some critics argued that reliance on Arabic limited students’ access to global academic research and hindered their ability to participate in international academic and professional communities, where English or other languages were commonly used.

    In Syria’s highly centralized higher education system, political interference, including political control over admissions and staff appointments, was also commonplace. “The education system was heavily influenced by the ideological preferences of the ruling regime, often resulting in an approach that focused more on indoctrination than critical thinking,” said Talal al-Shihabi, an engineering professor at Damascus University who obtained a doctoral degree from Northeastern University, in the United States.

    The system also faced structural problems, such as overcrowded classrooms, outdated curricula, and limited research capacity. “The university admission policy, which aimed to accommodate a large number of students, contributed to a decline in the overall quality of education,” according to Al-Shihabi. “This challenge was further exacerbated by insufficient infrastructure and limited human resources, hindering the ability to provide quality education for all students.”

    Finally, although public higher education was nominally free, the rise of private universities and paid pathways into public universities, such as parallel and open learning, led to greater numbers of students paying fees. By 2009, 44 percent of students were paying fees. This shift deepened social inequalities, as access to education became increasingly dependent on one’s financial resources, with only those who could afford to pay higher fees gaining enrollment.

    “In reality, the success of education in Syria was largely driven by the individual efforts of Syrians to learn and develop skills, rather than by the education system itself,” al-Shihabi said.

    Destruction of Educational Infrastructure Due to War

    The conflict changed Syria’s education system profoundly. Across the country, fighting severely damaged infrastructure, including schools, universities, and educational facilities. Educational institutions were targeted, either directly by bombings or indirectly through the breakdown of local security and governance. UNICEF and other international bodies have reported that more than 7,000 schools have been damaged or destroyed by the fighting, with many located in the most affected areas: Aleppo, Idlib, and Daraa.

    The war caused massive displacement of students and teachers, both within Syria and to neighboring countries. More than 7.4 million Syrians were internally displaced, while 5.6 million sought refuge abroad, according to the UNHCR. As a result, millions of children and young adults have been cut off from the opportunity to obtain an education.

    Refugee children, especially in countries like Jordan, Lebanon, and Türkiye, faced overcrowded classrooms and a shortage of educational resources, exacerbating the difficulties involved in continuing their studies. In many cases, refugee children had to deal with language barriers, lack of qualified teachers, and shoddy facilities.

    Continuing or accessing university education has proven even more difficult for Syrian refugees, especially for those lacking adequate documentation, such as birth certificates, identification, and academic records, which are often lost or unavailable. (Read two related articles: “The Importance of Higher Education for Syrian Refugees” and “The Refugee Crisis and Higher Education: Access Is One Issue. Credentials Are Another.”)

    Furthermore, in some countries, like Lebanon and Türkiye, Arabic is not the medium of instruction. In these countries, students are required to demonstrate proficiency in the language of instruction before enrolling, creating yet another barrier to higher education.

    Financing is also a common hurdle. Countries like Jordan and Lebanon treat refugees as if they are international students and charge them high tuition fees. Since 2015, a wave of scholarships from European organizations has offered some financial relief, but the funding has not been sufficient to meet the needs of all refugees. And as philanthropic support declined over the following years, the interest in university education among Syrian refugee students also waned. Many Syrian refugees in neighboring countries, where job opportunities after graduation were limited, began to question the value of a degree and to redirect their limited resources towards finding a way to migrate to Europe instead. Although educational opportunities for refugees in European countries, for those who reached one, were better, university education remained costly and unattainable for many.

    “Education was merely focused on access at the expense of quality and continuity while being approached in a clustered manner rather than being holistic and integrated with protection, psychosocial support, and parents’ engagement,” said Massa Al-Mufti, founder and president of the Sonbola Group for Education and Development, which supports refugee education in Lebanon. “This limited view overlooked the fact that education in emergencies is not just about literacy and numeracy, it requires an understanding of the broader needs of the children, needs that encompass social, emotional, and family engagement,” she explained.

    Children who remained in Syria throughout the war faced their own difficulties. The fragmentation of the country’s education system into regime-controlled and opposition-held areas further complicated matters, resulting in a disjointed sector with varying levels of access and quality.

    In areas under opposition control, school closures were widespread. Teachers, facing threats from both government forces and armed opposition groups, struggled to teach. In some areas, opposition groups, including ISIS, imposed their own education policies, restricting or altering curricula to align with their ideology.

    Still, new universities did emerge in non-regime-controlled areas, but they faced difficulties, including a lack of recognition, insufficient resources, and a shortage of qualified academic staff. This has further fractured the educational system in Syria, leaving large portions of the student population without access to an accredited education.

    In areas controlled by the Assad regime, officials increasingly militarized the higher education sector, using it as a tool to control and suppress opposition movements. The regime intensified its control over universities, with security apparatuses, including Assad’s Ba’ath Party and the National Security Bureau, increasing their influence. Students and faculty members opposing the government were subjected to violence, purges, and imprisonment, while academic freedom was stifled.

    The war also led to a rise in corruption within the education sector. Reports of forged certificates, bribery for grade manipulation, and favoritism in university admissions were common, especially with the government’s increasing reliance on loyalty to the regime as a condition for access to education and job opportunities. This deepened social inequalities, particularly for students who did not have the financial means or political connections to secure places at universities.

    Despite the destruction and displacement, the number of students enrolling in higher education increased in government-controlled areas, partly because of relaxed entrance policies aimed at keeping students occupied and delaying their potential military conscription. In recent years, the number of enrolled students reached approximately 600,000, even though education quality had plummeted.

    Brain drain, with many qualified academics fleeing the country, has further deteriorated the educational environment, leaving universities understaffed and underfunded. The ongoing political isolation of Syria, compounded by Western sanctions, has shifted the country’s academic relationships to other allies, such as Russia and Iran.

    “The increase in the number of students coincided with a shortage of qualified teachers. A significant number of those sent abroad for doctoral studies before the war did not return, and the limited availability of scholarship opportunities, exacerbated by sanctions and the country’s isolation, has further reduced the pool of qualified new candidates,” said al-Shihabi. “As a result, some specialized fields, such as engineering and health disciplines, are left with very few teaching staff members over the last decade,” he noted.

    “Over the past 14 years, continuing education inside Syria has been a constant struggle for both students and teachers. The ongoing lack of security, deteriorating living conditions, and the collapse of infrastructure have led to an unprecedented decline in the quality of education, resulting in a crisis of immeasurable proportions,” he said.

    Rebuilding Syria’s Education Post-Assad

    On December 8, 2024, opposition rebels advanced on Damascus and forced the collapse of the Assad regime. The Assad family fled to Russia. The rebels have since been in the process of attempting to take leadership of the country and form a new government.

    The fall of the Assad regime presents Syria with a unique opportunity to rebuild after over a decade of conflict. Despite widespread destruction, schools and universities resumed operations shortly after the regime’s collapse, highlighting the resilience of Syria’s education sector. The government has also reinstated students expelled for political reasons, signaling a commitment to reconciliation.

    Additionally, the new government has taken steps to remove any vestiges of the Assad rule. It has already begun revising the national curriculum, removing content tied to the former regime. Universities, such as Tishreen University in Latakia and Al-Baath University in Homs, have been renamed, to Latakia University and Homs University, respectively, to distance themselves from the Assad regime’s Ba’athist ideology. At the same time, the new government, composed largely of Islamist groups, has sparked controversy due to the increasing influence of Islamist themes in the new curriculum.

    Significant work remains to fully capitalize on the opportunity to rebuild the country’s education system. A critical challenge in the rebuilding process is addressing the millions of children who missed years of schooling during the conflict. The return of refugees, many of whom have spent years in exile, further complicates this task. Many of these children are academically behind, having missed vital years of education. Specialized support will be necessary to help these returnees catch up academically, culturally, and psychosocially. Trauma-informed teaching and mental health support will be essential to ensure effective reintegration into classrooms. Language barriers also pose a significant challenge, as many returnee students are now fluent in languages such as English, French, or Turkish, making it difficult for them to adapt to the local curriculum in Arabic. Addressing these gaps through targeted language programs will be crucial for the returnees’ successful reintegration.

    Al-Shahabi emphasizes the need for a comprehensive survey to assess both material damage in the education sector and human losses, highlighting the significant shortage of teaching staff due to emigration during the war, the suspension of foreign missions, and the return of those who went abroad.

    Al-Shahabi also believes that meeting the immediate needs of Syria’s youth should be prioritized. This includes the development of alternative educational pathways, like vocational training and online learning platforms. Establishing training centers, funding e-learning initiatives, and offering sector-specific workshops will equip students with the practical skills necessary for Syria’s recovery, particularly in key sectors such as health care, construction, technology, and infrastructure repair.

    Others echo his thoughts. “As we work toward Syria’s recovery, it is critical to focus on building practical skills for youth and offering them opportunities for real-world training,” Firas Deeb, executive director of Hermon Team, wrote in an email.

    Deeb was a moderator at the IGNITE Syria: Rise & Rebuild conference held in Damascus on February 15. The conference highlighted other challenges, including regional disparities that complicate rebuilding efforts across the country. Urban centers like Damascus, Aleppo, and Latakia have more universities still standing, but the institutions still rely on outdated curricula. Access to private sector internships is limited, particularly in certain fields. Regions like Hasakah, Tartous, and Qamishli, which enjoy some economic stability, show potential in sectors like agriculture and renewable energy, but lack sufficient vocational training programs. In contrast, conflict-affected and rural areas such as Idlib, Raqqa, Deir ez-Zor, and Southern Syria face severely damaged educational infrastructure, a shortage of trained teachers and materials, and security risks that hinder students’ ability to pursue higher education.

    “Many regions still lack vital resources such as electricity, clean water, and reliable internet, all of which are essential for effective education. Restoring these basic utilities must be prioritized to ensure that rebuilt schools can function effectively,” said Deeb. Still, he noted, “Rebuilding Syria’s educational infrastructure is crucial, but so too is reshaping curricula and teaching methods to create a modern, inclusive system.”

    Others agree. “One of the most crucial areas for intervention is the professional development of teachers, which has been neglected in the past but is now a top priority,” said Al-Mufti. “Empowering teachers with advanced skills is vital for driving meaningful change in the education sector.”

    Syria’s future depends on rebuilding an education system capable of preparing its youth to meet the challenges ahead. In the long term, the system must focus on developing its students’ critical thinking, problem-solving, and practical skills—key elements necessary for the country’s reconstruction and for preparing a generation to lead Syria’s recovery. Universities will play a key role in training future professional engineers, doctors, scientists, and teachers who will help restore the country’s infrastructure and economy. Additionally, specialized fields such as medical care for war victims (including burn treatment and prosthetics), construction, urban planning, and technology will be essential in addressing the aftermath of the war.

    “Rebuilding Syria’s education system goes beyond restoring institutions—it requires a fundamental redesign to align education with economic recovery,” Deeb said.

    Collaborating for Syria’s Educational Recovery

    The impact of rebuilding Syria’s education system could extend beyond the country’s borders. It could be a catalyst for stability and peace, offering hope not only for Syria’s future but also for the broader region and the world.

    “Education should be prioritized alongside other urgent issues such as security and infrastructure, as it holds the potential to serve as a pathway to peacebuilding and reconciliation,” said Al-Mufti. “Education can play a transformative role in rebuilding Syria and providing its children with the skills needed for a peaceful future.”

    This means that the international community also has a pivotal role to play in Syria’s recovery, particularly in rebuilding its educational infrastructure. “After years of isolation, it’s time for Syria to build partnerships with global universities and education systems to modernize curricula, emphasizing problem-solving and critical thinking. The support of the international community is essential to strengthening the education system,” Ziadeh said.

    Lifting sanctions imposed on the former government will be vital to enabling investment to create a stable environment conducive to long-term educational reforms. This will open avenues for partnerships between Syrian and international universities, allowing for the development of programs tailored to the country’s educational needs, including curriculum reform and teacher training.

    International organizations like UNESCO and the United Nations will play a pivotal role in providing technical expertise and resources to rebuild Syria’s education system. Collaboration with NGOs focused on education will also be essential in implementing localized programs for displaced populations and affected communities.

    International cooperation will also be vital when addressing the needs of Syrians who were forced to flee during the war. While many advocate the return of refugees to Syria, it is important to recognize that the country is not yet fully stable. Many regions remain insecure, lacking essential services for a safe return. Refugees who have built lives in other countries also need continued local support, such as scholarships and other means of access to educational program. This will help ensure that Syria’s next generation is equipped to contribute to the country’s recovery. The focus should be on providing opportunities for refugees to acquire valuable skills abroad which they can bring back to Syria when conditions improve.

    Ultimately, Syria’s education system will be central to the country’s long-term recovery. An educated, empowered youth will play a key role in rebuilding the nation’s infrastructure, revitalizing its economy, and ensuring its long-term stability. Investing in scholarships, vocational training, and international exchange programs will help rebuild Syria’s educational identity and equip the next generation to lead the country forward.

    Rebuilding Syria’s education system is not just about restoring schools; it’s about empowering the next generation with the tools to rebuild a better, more united Syria. The support of the international community is essential to make this process inclusive, forward-thinking, and sustainable, ensuring that Syria heals and thrives once again.

    Source link

  • Navigating the Kafkaesque nightmare of Columbia’s Office of Institutional Equity

    Navigating the Kafkaesque nightmare of Columbia’s Office of Institutional Equity

    Franz Kafka’s masterpiece “The Trial” begins when Josef K discovers that “one morning, without having done anything wrong, he was arrested.”

    What follows is the story of his desperate attempt to navigate a nightmarishly opaque bureaucracy — and the bleak results. Like Josef K, Columbia students awoke one morning to find themselves at the mercy of the university’s new Office of Institutional Equity.

    In recent weeks, the OIE sent dozens of warnings to students telling them they were under investigation for alleged discriminatory harassment simply for engaging in pro-Palestinian advocacy on campus. Individual acts of protected political expression — social media posts, peaceful demonstrations, and op-eds in the student newspaper — were treated as creating a “hostile environment” for criticizing Israel, with accusations framed in expansive interpretations of Title VI of the Civil Rights Act.

    FIRE has since heard from a number of students lost in the maze of Columbia’s cryptic dispatches and confusing accusations, and one thing is clear: the OIE has cast a late-winter chill across campus. 

    These investigations can take months or even years, and leave students in fear of what they can and cannot do or say while they await the results. 

    Take the two Columbia seniors who were notified just months before graduation that they were under investigation and subject to expulsion for allegedly writing a student newspaper article signed by a consortium of pro-Palestinian student groups urging divestment from Israel. One student described the situation as “dystopian” and said she is now reluctant to speak out on the issue again. Even worse, the two students were targeted not because there was any evidence they’d actually authored the article, much less created a hostile environment by doing so, but merely because of their involvement with the pro-Palestinian student group consortium.

    Another student contacted FIRE to report that they were afraid to return to campus because they feared the administration would retaliate against them for their previous advocacy with Students for Justice in Palestine. 

    Moreover, Columbia made national headlines this week when Immigration and Customs Enforcement officers detained former student Mahmoud Khalil, who previously tried to fight the OIE. Though he had already successfully appealed the university’s disciplinary charges against him, federal agents showed up on his doorstep and hauled him off to an ICE detention center based on accusations that he led campus protest activities aligned with Hamas. 

    Trump administration’s reasons for detaining Mahmoud Khalil threaten free speech

    News

    The government arrested and detained Mahmoud Khalil for deportation, and its explanation for doing so threatens the free speech of millions of people.


    Read More

    Khalil reported that just before he was due to graduate this past December, the OIE buried him in allegations relating to social media posts with which he was uninvolved. Furthermore, when he stood up for himself and refused to sign a nondisclosure agreement, the university put a hold on his transcript and threatened to block his graduation — until he hired counsel, and the OIE seemed to temporarily back off. The timing of the ICE raid and the OIE’s investigation into Khalil leaves students and faculty with more questions than answers, especially as he has still not yet been criminally charged for anything and is facing deportation.

    While Columbia’s OIE is charged with addressing claims of unlawful discrimination and harassment, it cannot do so by employing an overly broad definition of harassment that stretches the meaning beyond recognition. Yet the OIE has done exactly that in interpreting Title VI harassment to include protected criticism of Israel, suppressing political activism under the guise of maintaining a “safe” environment by defining speech against another country as possible discriminatory harassment if “directed at or infused with discriminatory comments about persons from, or associated with, that country.” 

    Is it possible for such speech to be part of a pattern of discriminatory harassment? Yes. It’s also possible for it not to be harassment. The way Columbia is treating such speech, though, makes that impossible to discern. 

    The OIE’s needlessly murky investigatory process is also deeply troubling. Students report being left in the dark about the specifics of the charges against them, and being required to sign a nondisclosure agreement in order to see the evidence. In other words, they can’t talk to anyone about their case or get help until after it’s too late and the OIE has already decided their case and potentially sealed their fate. 

    These investigations can take months or even years, and leave students in fear of what they can and cannot do or say while they await the results. When students are forced to endure lengthy investigations that may result in serious sanctions such as suspension and expulsion, it’s obvious that the process, even if it results in a student’s favor, is the punishment. 

    The original title of “The Trial” was Der Prozess, or literally “The Process,” because the true horror Josef was forced to confront was that of a Byzantine and convoluted process custom-built to crush dissent. If nothing else, we can perhaps thank Columbia, like so many schools before it, for bringing classic literature to life.

    Source link

  • Navigating the path to higher education after local authority care

    Navigating the path to higher education after local authority care

    Young people in England with experience of children’s social care face significant barriers to entering and succeeding in higher education.

    Our research at TASO – Pathways into and through higher education for young people with experience of children’s social care – conducted alongside the Rees Centre, University of Oxford, highlights significant and concerning disparities.

    For example, at the age of 22, compared with the general population, care leavers and those who have ever been in care are four times less likely to enter higher education – 14 per cent of care-experienced people versus 56 per cent of the general population. Of those care leavers who do make it into higher education, 18 per cent drop out, more than double the withdrawal rate of their peers in the general population.

    And it’s not just care leavers who experience unequal outcomes. The research looked more widely at anyone with experience of children’s social care – a group that is around 20 times larger than the care leaver population – and found stark inequalities in their access to and experience of higher education compared not only to the general population, but also compared to those eligible for free school meals. For example, “children in need” are two to three times less likely to attend higher education than the general population.

    These results suggest that the experience of children’s social care has a lasting impact on educational prospects, and that the needs of affected young people are not being met by the current support system. Although the findings are perhaps not surprising, they are still shocking. Our report aims to act as a call to action for universities, policymakers and those seeking to close equality gaps in higher education.

    Routes to an unlevel playing field

    Not only is there an uphill struggle to the higher education “playing field” for those who have been in care, once there, the playing field itself is far from level. The data shows that getting those with experience of children’s social care into university is only the first challenge to address, and the high dropout rate demonstrates that targeted work is required to improve retention and support systems.

    Care leavers – and others with experience of children’s social care – often take alternative routes to university. Over one-third (36 per cent) of care leavers take a vocational pathway, compared to just 13 per cent of the general population, and they are more likely to start university later in life rather than at the traditional age of 18. This suggests that the traditional academic pipeline does not serve them effectively, and that policymakers should aim to support these alternative pathways and set strategies for recruiting mature learners.

    Care leavers and entry rates

    There are some differences between those with experience of children’s social care overall and care leavers specifically. Although care leavers have poorer outcomes on most measures, care leavers have a relatively high entry rate at age 18/19, compared to other groups who have experienced children’s social care.

    This could be due to a higher level of support being made available for this group in the transition from post-16 settings to higher education, reinforcing the importance of targeted interventions.

    Accommodation outside of term time

    Accommodation is another crucial area where care-experienced people are at a disadvantage, often without a stable home to go to during the term breaks. We need closer collaboration between local authorities and higher education providers to ensure they are collectively meeting their duty of support to care-experienced learners, and especially care leavers where the state has a corporate-parent responsibility.

    This is one clear area where more joined-up working is needed to help ensure that care-experienced students have somewhere suitable to stay when universities close their doors outside of term time.

    The people within the statistics

    It is also important to note that many with experience of children’s social care enter higher education and thrive. As with all statistical reports, focusing on averages, however derived, risks missing the many important exceptions. That is, some individuals succeed despite the relatively long odds of doing so, and we should not interpret statistical results in a causal or absolute way.

    We hope, in particular, that Virtual School Heads – a regional role that acts as a headteacher for all children with a social worker within a particular local authority – will find the research helpful when working on the strategic goal of improving educational inclusion and participation for care-experienced children and young people.

    A call for change

    The research underscores the fact that universities – including more selective or prestigious institutions – should rethink their approach to recruiting and supporting those with experience of children’s social care.

    We outline some of the ways to support these groups – by recruiting mature learners, those from vocational pathways, and by strengthening retention strategies. One possible idea, previously suggested by the Social Market Foundation, is that providers could be offered an additional £1,000 for each care leaver they recruit as a “student premium”, beyond existing accommodation support. At TASO, we want to see higher education providers evaluating their interventions to attract and support those with experience of children’s social care, so we can start to build a picture of what works to benefit these students.

    Our report makes it clear: universities, policymakers and local authorities must work together to ensure that those with experience of children’s social care are not left behind. The challenges they face in accessing and completing higher education are not inevitable but significant and targeted support is required to change the status quo. If higher education is a vehicle for social mobility, the continued focus on underrepresented groups – including those with experience of children’s social care – is vital.

    Source link