Tag: Opportunities

  • 7 college presidents on 2026’s top challenges and opportunities

    7 college presidents on 2026’s top challenges and opportunities

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    ORLANDO, Fla. — College leaders face no shortage of challenges in the year ahead. They’re up against an uncertain federal policy landscape, challenges to international enrollment and, for some institutions, operating models that may no longer be working. 

    This week, top leaders attending the Council of Independent Colleges’ Presidents Institute — an annual gathering of hundreds of leaders of private nonprofit institutions — shared those woes and more with Higher Ed Dive. 

    They pointed to the end of Grad PLUS loans, which will be phased out starting this year. Graduate students will also soon face federal student lending caps of $100,000 for most programs and $200,000 for professional degrees. 

    The U.S. Department of Education hasn’t yet put out formal regulations that define which programs will be considered professional. But late last year, during a process called negotiated rulemaking, the agency reached consensus with a group of stakeholders on regulatory language that would exclude some major programs, such as graduate nursing degrees, from the higher lending caps. 

    Despite these challenges, college presidents also pointed to several opportunities such as focusing on workforce development, using artificial intelligence and striking partnerships with other institutions. 

    On the last front, a handful of private nonprofit colleges formalized plans to combine in the past couple of years. 

    That includes St. Ambrose University, in Iowa, acquiring nearby Mount Mercy University, a fellow Catholic institution. Likewise, Gannon University is acquiring Ursuline College — two Catholic colleges located in Pennsylvania and Ohio, respectively. 

    Below, we’re rounding up responses from seven college presidents on what they see as the biggest challenges and opportunities in the year ahead. 

    Responses have been lightly edited for brevity and clarity. 

    President: Bryon Grigsby

    Institution: Moravian University, in Pennsylvania

    HIGHER ED DIVE: What do you see as the biggest opportunity in the year ahead? 

    BRYON GRIGSBY: Workforce development is the biggest opportunity. We’re starting an aviation program, and it’s because aviation programs are in crisis right now. Pilots are needed. People work in the airlines, in the airports, air traffic controllers — we saw all the problems that were happening with that. This is just going to get worse over the next 10 years. So I think all of us are involved in workforce development — real, substantive workforce development for our communities.

    What do you see as the biggest challenge? 

    GRIGSBY: Funding the workforce development. It costs an incredible amount of money to create pilots. And the federal government just restricted how much loans they can take out, which prevents people who want great jobs but don’t have rich families to be able to afford that. 

    We’re seeing that in the healthcare industry. You know, not counting nursing and [doctor of physical therapy degrees] and [physician associates programs] as professional programs damages the ability of those students to be able to get those jobs and to be contributing members to society. 

    I wish the federal government would see that we’re trying to solve the workforce. We need the funding for the students so they can solve that as well.

    President: Valerie Kinloch

    Institution: Johnson C. Smith University, in North Carolina

    What do you see as the biggest opportunity in the year ahead?

    VALERIE KINLOCH: The biggest opportunity is deepening partnerships with people across different types of institutions, thinking beyond where we are to think more nationally and globally about building those types of partnerships.

    What do you see as the biggest challenge? 

    KINLOCH: I would say the biggest challenge is a lack of resources. To sustain the types of educational institutions that we know we should requires more resources, and not just finances, but also partnerships, talent, and I think those things are going to be really important.

    President: Donald Taylor

    Institution: University of Detroit Mercy

    What do you see as the biggest challenge in the year ahead? 

    DONALD TAYLOR: We don’t really know ultimately what the federal financial aid budget is going to look like for next year. And now there’s talk about, maybe there’s going to be another government shutdown. 

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  • University lands: mapping risks and opportunities for the UK higher education sector (Part 3)

    University lands: mapping risks and opportunities for the UK higher education sector (Part 3)

    SUMS Consulting will host a webinar from 11:00 to 12:00 on Thursday 22 January 2026. The webinar will include a walkthrough of the report and online tool, and panel discussion featuring Nick Hillman OBE (Director of HEPI). Register here.

    This blog, kindly authored by Thomas Owen-Smith, Principal Consultant at SUMS Consulting, and William Phillips, Data Analyst at SUMS Consulting, is part of a three-part mini series on UK universities’ approaches to land use.

    Today’s final blog in the series focuses on opportunities and value. You can find part one of this series, which introduces the work, here. Part two of this series, focusing on risk, is here.

    The opportunity landscape

    2025 sees many higher education institutions looking for innovative approaches to rebalance their profile of income and costs.

    Universities’ estates might offer the potential to save hundreds of millions of pounds on energy costs through harnessing the sun and wind, as well as opportunities to play a role in the local and regional systems that will play an important role in the UK’s energy transition.

    Local and regional connectivity through infrastructure also brings opportunities around education, skills and jobs, as well as applied research, industry partnership and knowledge exchange. These offer means for institutions to nourish relationships with their local communities, with positive impacts on public opinion and consent around universities’ legitimacy and the public goods they bring to society.

    We have also explored opportunities around afforestation and the natural capital value of ecosystem services supplied by UK universities’ lands – which stands separate to the commercial land value. (And there are many additional opportunities which we did not have time to investigate in detail).

    Again, many institutions have already taken steps (in some cases over many years) around the opportunities outlined. Our mapping of sector land use cannot pick up these existing examples, but we have referred to some accessible cases in the report.

    We hope the insights of this work can help individual institutions which may not yet have engaged with these questions to understand their initial option space, opening the track to more detailed investigation; and support the higher education sector and policymakers to have more informed conversations about what these options may mean for decisions and guidance at the aggregate or whole-sector level.

    We also refer to sector resources around topics such as carbon credits, improving biodiversity and reducing impacts on nature (the greatest of which, for universities, are typically through their supply chains).

    Mapping opportunities and value

    Using our mapping tool, institutions can explore the potential of their estates for solar and wind energy generation, as well as suitability for broadleaf forest growth.

    These opportunities vary across the country according to latitude, topography, aspect and a range of local conditions and constraints. We used an assumptions-based approach, referring to sector-wide averages, to model the potential aggregate impacts of sector-wide uptake (noting that some institutions have already done this).

    If 10% of universities’ built land were equipped with solar energy installations, this could generate an estimated 208,826 megawatt-hours (mWh) per year. This would equate to around 2.9% of the sector’s total energy usage in 2022/23 (as reported by 135 institutions in the Estates Management Record). Based on current commercial unit rates for energy, this could achieve an annual saving of around £42 million on energy bills. It would also abate in the region of 47,000 tonnes of carbon dioxide equivalent (tCO2e) annually, representing around 3.3% of the sector’s reported scope 1 and 2 emissions in 2022/23.

    If 10% of universities’ grassland was used for solar power generation, this could generate an estimated 189,360 mWh per year. This would achieve energy savings, financial savings and abatement of carbon emissions of a similar, slightly smaller magnitude than the estimates just above for built land.If the same percentage was used for wind generation, this could generate an estimated 19,920 mWh per year. This would achieve energy-saving, financial and carbon abatement benefits of roughly 10% the size of those set out for solar opportunities.

    Using carbon flux factors extrapolated from the UK Natural Capital Accounts, we also estimated the annual carbon sequestration of the university sector’s (core) estate as 3,162 tonnes of carbon dioxide equivalent (tCO2e) per year. If 10% of universities’ grasslands were put to forests, this could sequester an estimated 571 tCO2e per year of greenhouse gases over a 40-year period, increasing carbon drawdown by around 18% annually.

    Although the potential carbon impacts would be smaller than those around renewable energy, afforestation would bring positive impacts for nature, biodiversity and the sector’s natural capital.

    Our natural capital calculations are based on a value transfer approach, which extrapolates generalised national-level data (also from the UK Natural Capital Accounts) to a local area based on the assumed ecosystem services supplied by one unit of land (typically hectares).

    We estimate the asset value of ecosystem services (including renewable electricity provisioning, water provisioning, air pollution regulating, greenhouse gas regulating, noise regulating, and recreation health benefits) provided by UK institutions’ lands at £248.5m. Of this, £147.4m (59.3%) is provided by built environment, £54.9m (22.1%) is provided by grass, £43.3m (17.5%) is provided by trees and £2.9m (1.2%) is provided by water. This is likely an underestimation.

    Why this matters for universities

    The way that we use land is a critical part of securing a sustainable future for the planet. In global terms, land use is a key driver of climate change and degradation of nature; but it can also be a solution to reversing these.

    There already exist both regulatory and market-based frameworks which reflect various dimensions of the value of natural capital and ecosystem services.

    Partially due to concerns around the credibility of commercial offsetting schemes, some universities have turned to approaches for carbon sequestration or “insetting” on their own lands, which allow for easier assurance and impact evaluation. We refer to some examples in the report.

    While still emergent, these developments represent attempts to account for the true value of nature and the cost of destroying it (which traditional accounting and financial systems fail to do effectively) and may bring new economic opportunities around the stewardship of nature and natural resources.

    Ultimately, everything depends on this.

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  • University lands: mapping risks and opportunities for the UK higher education sector (Part 2)

    University lands: mapping risks and opportunities for the UK higher education sector (Part 2)

    Join HEPI tomorrow (Thursday 11 December 2025) from 10am to 11am for a webinar on how universities can strengthen the student voice in governance to mark the launch of our upcoming report, Rethinking the Student Voice. Sign up now to hear our speakers explore the key questions.

    This blog, kindly authored by Thomas Owen-Smith, Principal Consultant, William Phillips, Data Analyst, and Pippa Wisbey, Consultant, all of at SUMS Consulting, is part of a three-part mini series on UK universities’ approaches to land use.

    Today’s blog focuses on risks. You can find part one of this series, which introduces the work, here.

    The risk landscape

    Most readers will be familiar with the current conditions for the UK’s universities. Proximate financial risks – potentially existential for some institutions – understandably focus minds on the here and now.

    Whatever system emerges from the current turmoil will need to be more resilient than what it replaces.

    While the gathering risks in the economic and geopolitical theatre are familiar, on longer horizons – and let’s remember that many universities like to emphasise their longevity of foundation and core mission – the greatest risks are those stemming from the disruption to world’s climate and natural systems.

    These risks are generally slow onset. Until they become acute, causing loss, damage and danger to human health and safety.

    Solely the “physical” risks that we have modelled may cause hundreds of millions of pounds of loss and damage to universities each year (estimated at a potential £166.8m annually, based on moderate estimates), as extreme weather becomes more frequent.

    These do not account for “transition risks” and “systemic risks”, which have less direct linkages to physical location and would manifest in disruption to their supply chains, national infrastructure and so on.

    While impacts of extreme weather would likely be spread across multiple institutions, financial impacts of this order are material – particularly for those institutions which are most exposed.

    Climate impacts might manifest not only in damage to buildings and other infrastructure, but also loss of valuable equipment and disruption to critical business – carrying further costs for institutions – and impacts on the health, wellbeing and safety of their staff and students. Insurance costs are also expected to rise, and in the most exposed cases, some assets may become uninsurable.

    Securing future resilience is therefore very much a long-term game.

    Mapping risks

    Physical risksrelate most closely to the location (“exposure”) of assets. As hazards (storms, heatwaves and the like) become more frequent and more severe, loss, damage and costs increase – further exacerbated by institutions’ vulnerabilities.

    Using our mapping tool, institutions can explore both observed patterns of temperature and rainfall at their location, and modelled patterns for 2C and 4C of global temperature rise – both plausible scenarios for the second half of this century.

    They can also explore datasets containing granular local-level data around flood risk and heat islands. While these have not yet been modelled for future climate conditions, it is safe to assume that flooding and extreme heat events will become more frequent and more extreme, as winters become wetter and summers hotter and drier across most of the country.

    Under current conditions, 197.5 hectares (ha), constituting 3.2% of mapped lands are at high or medium risk from flooding, while 4,102.1 ha (or 64.2%) are at high or medium risk of extreme heat stress.

    The instances where floods or extreme heat risk incurring the greatest costs for institutions, is where their built estate is in high-risk areas. By our mapping, 92.1 ha (or 1.4%) of university estates are areas where high or medium flood risk coincides with built environment; and 2,898.6 ha (or 45.4%) are built environment with high or medium heat risk.

    Of course, flood risk and heat islands are not totally independent variables from land cover. Built areas can exacerbate both flood risk by reducing the scope for water absorption, and heat islands due to their high retention of heat compared to non-built surfaces.

    Responding and adapting to risks

    Many institutions have already begun to respond to climate and environmental risks, and sector organisations have developed guidance on adaptation and resilience.

    Those institutions that haven’t yet done so can use our mapping tool as an initial pointer to frame detailed site-specific risk and vulnerability assessments. Following UK Government guidance, we recommend using scenarios of 2C and 4C global temperature rise.

    Better understanding of this picture for the specifics of university sites will also allow for options assessment around adaptation measures (including land-based approaches such as increased areas of non-built space or green infrastructure) to mitigate heat island effects; or if it is unavoidable, manage conditions of high heat through more cooling (which brings increased energy use).

    The same stands for institutions that have a large built area in flood-prone zones. Understanding the current risk (which is likely to be on the radar already for many of these institutions) and how it might develop with the changing climate opens into exploring options for response. Nature-based solutions such as extending wetlands or porous ground surfaces can potentially mitigate flood risks in some areas. That said, institutions may wish to consider relocating valuable equipment, high-use areas or strategic activities if situated at the most risky sites.

    While adaptation will carry upfront costs for institutions, national-level modelling indicates that the projected costs of loss and damage without adaptation will be substantially greater, and most adaptation measures have a high benefit to cost ratio if they are undertaken in good time.

    In other words, spending sooner will save later.

    The bigger picture

    In the big picture, reducing the risks around increased exposure to physical hazards also underlines the necessity for every organisation to reduce its own impacts on climate change and nature loss – the ultimate drivers of the deteriorating risk environment.

    In part 3 of this mini-series, we will explore opportunities that universities’ estates may offer to do that, some of which also offer other benefits to institutions’ financial position and core mission.

    SUMS Consulting will host a webinar from 11:00 to 12:00 on Thursday 22 January 2026. The webinar will include a walkthrough of the report and online tool, and panel discussion featuring Nick Hillman OBE (Director of HEPI). Register here.

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  • University lands: mapping risks and opportunities for the UK higher education sector (Part 1)

    University lands: mapping risks and opportunities for the UK higher education sector (Part 1)

    This blog, kindly authored by Thomas Owen-Smith, Principal Consultant at SUMS Consulting, and William Phillips, Data Analyst at SUMS Consulting, is part of a three-part mini series on UK universities’ approaches to land use.

    Today’s blog introduces the work.

    Where we are

    With the economic and policy developments of the last 18 months, the UK’s higher education institutions now face a heady mix of acute challenges and an emergent agenda around the contributions they are expected to make towards the country, its economy and society.

    The sector is already seeing mergers, amongst a range of potential measures to reduce costs. That a prominent recently merged institution is keeping its constituent campuses is not really surprising: for most universities, their mission and even shifting identities are still broadly bound up with their location.

    Over recent years, this has spoken to agendas such as the Johnson government’s “levelling up” or institutions’ own civic commitments. And place remains prominent in the current government’s Modern Industrial Strategy, in which Mayoral Combined Authorities will be central actors in integrated regional planning for many areas, and of course in the Post-16 Education and Skills White Paper.

    We know that universities are critical economic players nationally and regionally, due to their scale and the value created by their education, research and convening power.

    We also know that universities cover a lot of space. A sense of this is reported in quant data terms each year in the (now voluntary) HESA Estates Management Record which, although it does not cover all providers, can be deployed for powerful analysis at the aggregate level.

    How we use our land is a national question that cuts across a range of issues including economic development, food security and a healthy environment for people and nature, amongst many others.

    These questions are about “where” as well as “how much”.

    For university estates we have the numbers, but until now we have not had much of a sense of where certain things are, happen or could potentially happen.

    We have sought to change that.

    In our new report published today, we have used public and open-source datasets and methods to map the UK higher education sector for the first time.

    Overlaying the boundaries for 174 institutions (those with data on Open Street Map) onto geospatial datasets (that is, datasets which contain a geographic or spatial component which brings the “where”) has allowed us to explore perspectives about universities’ estates and how they use them – which would not be possible without geospatial data.

    The list of institutions, representing a mix of more traditional institutions reporting to HESA as well as some alternative providers, does not constitute the whole sector (or all of its known lands). But we believe the coverage is sufficient to allow for grounded discussion of sector patterns.

    We explore the data over four strategic themes for institutions and at aggregate (sector) level:

    1. State of the sector’s land
    2. Risks
    3. Opportunities
    4. Value.

    The report is accompanied by a mapping tool which allows user to explore these questions for themselves.

    Purely in the direct financial terms we have modelled, “risks” and “opportunities” are to the tune of tens or hundreds of millions of pounds annually for the sector. And the wider dimensions of opportunities speak not only to universities’ contributions to environmental sustainability, but also to their role as critical players in regional economies and systems.

    As such, this work has implications for a range of points in institutions’ thinking. These, of course, include approaches to risk, estates management, capital and strategic planning; but also core mission questions such as regional development, skills, innovation and industry partnership.

    Over this series of blogs we will explore the strategic themes mentioned, starting today with the state of the sector’s land.

    Due to the complexity of the topics involved, we have not been able to treat every risk and opportunity area in all the detail they deserve. But we do hope to inspire new ways of thinking about universities’ lands and locations and how these fit into their wider strategic context, including trade-offs and opportunity costs.

    We also point to examples of institutions which are already engaging with these questions, to resources from sector organisations such as AUDE, EAUC and Nature Positive Universities, and to our own work supporting institutions across a range of topics relevant to this work.

    State of the sector’s land

    Our mapping of UK universities’ core estates covers a total area of 6,390.1 hectares (ha).

    This does not cover the full extent of the HE estate due to limitations of the data available. (The 2023 HESA Estates Management Record reports a total of 7,293 ha “total grounds area” for 135 reporting institutions and a larger “total site area” – roughly the same size again – outside the core estate). But it does achieve more than 80% coverage of core estates.

    While our mapped area constitutes just 0.026% of the UK’s land surface, it equates to a town the size of Guildford, Chesterfield or Stirling.

    Of this area, 3,796.8 ha (nearly 60%) is built environment (buildings or artificial other surfaces), 1,893.6 ha (around 30%) is grass, 646.4 ha (around 10%) is covered by trees and 52.8 ha (a little less than 1%) is water and waterlogged land.

    We also used machine learning to develop a typology of institutions based on their land use profiles. This identified three clusters of institutions, each of which stands out for possessing a higher proportion of one of the three core land use types (built, grass, trees) than the other two clusters.

    • Cluster 1 (95 institutions, covering 1,205 ha) is highly urban, containing universities that are at least 80% and typically around 90% built land cover.
    • Cluster 2 (60 institutions, covering 3,679 ha) is made up of universities with a relatively high grass cover (typically around 35%), still with a high built cover (around 58%).
    • Cluster 3 (19 institutions, covering 1,506 ha) is comprised of universities that have a high proportion of non-built land (around 61%) and notably high tree cover (around 25%).

    The various profiles of land use and institutions present different types of risks and opportunities, which we will explore over the coming days.

    SUMS Consulting will host a webinar from 11:00 to 12:00 on Thursday 22 January 2026. The webinar will include a walkthrough of the report and online tool, and panel discussion featuring Nick Hillman OBE (Director of HEPI). Register here.

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  • Kent State professor’s ‘Twitter tirade’ — not bias — caused opportunities to be revoked, court finds

    Kent State professor’s ‘Twitter tirade’ — not bias — caused opportunities to be revoked, court finds

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    Kent State University did not discriminate or retaliate when it decided to deny a transgender professor a previously offered course-load reallocation and a transfer to work on the main campus, the 6th U.S. Circuit Court of Appeals found Sept. 12, upholding a district court’s decision.

    In 2021, the professor had reached out and been in talks with the dean of the College of Arts and Sciences about leading a forthcoming Center for the Study of Gender and Sexuality. The dean had also proposed reallocating some of the professor’s teaching load so they could work on developing a new gender studies major. Additionally, the professor had asked for a transfer to the main campus from the regional campus where they had been working. 

    When the reallocation offer was revoked and two committees voted against the transfer request, the professor filed a lawsuit alleging sex discrimination and retaliation in violation of Title VII of the Civil Rights Act of 1964, along with other charges.

    The district and appeals courts, however, found that the professor had engaged in a “weeks-long, profanity-laden Twitter tirade” against their colleagues after learning a political science professor and head of the school where the center would be housed would be chairing committees overseeing the center and the gender studies major. 

    After witnessing several weeks of tweets calling the leadership transphobic, critiquing the “white cishet admin with zero content expertise,” referring to the field of political science as a “sentient trash heap,” and more, the College of Arts and Sciences dean revoked the offer to reallocate the professor’s teaching load so they could lead on developing the major, but still welcomed them to be on the committee.

    The social media messages “violated university policy against attacking colleagues or their academic fields,” and thus were “reasonable grounds … for disciplining or reprimanding an employee,” the court said. 

    Additionally, the transfer committees discussed the professor’s “withdrawal from university service, negative interactions with other faculty members, and the department’s needs,” the 6th Circuit said. “No one discussed [the professor’s] gender identity.”

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  • Advanced manufacturing expansion opens CTE opportunities for rural schools

    Advanced manufacturing expansion opens CTE opportunities for rural schools

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    Dive Brief:

    • Through strong industry partnerships and career and technical education, rural schools can equip their students for growing workforce needs in advanced manufacturing.
    • Advanced manufacturing in the U.S. is undergoing a period of rapid expansion, with an anticipated $1 trillion investment in projects, 63% of which is expected to be allocated to facilities near rural communities, according to an analysis from the McKinsey Institute for Economic Mobility.
    • The McKinsey Institute also surveyed nearly 1,500 rural high school students and recent graduates, finding that 8 in 10 would like career-connected learning and apprenticeship opportunities. However, only 5 in 10 reported having access to career-connected learning in high school, and only 3 in 10 had access to apprenticeships.

    Dive Insight:

    The report highlights that as advanced manufacturers expand into rural America, they play a crucial role in fostering strong relationships with local school systems.

    Advanced manufacturing industry experts and companies are seeking workers with foundational, technical and durable skills, the report found. However, there seems to be a short supply of these skill sets across the manufacturing labor pool.

    One cause of this shortage, the report argues, is a lack of strong, established collaborations between the industry and K-12 schools. The industry’s need for well-equipped future workers could also meet the needs of K-12 schools to expand students’ career opportunities.

    Research has found that taking CTE courses can lead to higher graduation rates and greater employment opportunities, which is why industry and rural schools can work together to provide K-12 students with the necessary education and technical skills to enter the incoming workforce, the report noted.

    To ensure that students are learning these high-demand skills, employers and industry associations should provide apprenticeships and other workplace learning opportunities for rural schools, as well as help create industry-relevant curricula, the report explained. A strong collaboration benefits not just schools and students, but companies that are also securing a pipeline of prepared workers.

    The report recommends that school systems work with local governments and organizations to build connections with employers. Through strong partnerships with industry professionals, schools can develop more effective, career-connected and evidence-based models, the report said.

    CTE courses provide students with hands-on, real-world skills for a defined set of careers, and an effective course focuses on skills in demand in the local market. As manufacturing investments grow in rural communities, the report said, schools could offer CTE courses that prepare students with technical and other STEM-based skills necessary in the advanced manufacturing field.

    The report also emphasized that industry partners should have regular interaction with students and touch base with them at regularly scheduled intervals. This ensures students are consistently aware of the different career pathways available to them. These interactions can evolve as students advance through different grades, shifting from informational to more tangible resources like apprenticeships, summer jobs and postsecondary scholarships later in high school.

    Beyond industry partnerships, state legislatures can also offer incentives for CTE programming through policies and funding, the report recommends. States are already providing these types of incentives, with 40 states collectively approving more than 150 policies focused on boosting CTE programming in 2024.

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  • How One University Is Expanding CPL Opportunities

    How One University Is Expanding CPL Opportunities

    Credit for prior learning is one strategy colleges and states can employ to expedite adult learners’ progress toward their degrees and promote student success. Past research also shows that students who take advantage of CPL opportunities have higher employment rates and increased earnings after graduation.

    But administering CPL can be a challenge, in part because of different departments’ and academic disciplines’ understanding and evaluation of prior experience.

    In the most recent episode of Voices of Student Success, host Ashley Mowreader speaks with Colleen Sorensen, Utah Valley University’s director of CPL and student assessment services, about new state legislation requiring credit for prior learning opportunities for students and how her office supports instructors and learners navigating CPL.

    An edited version of the podcast appears below.

    Colleen Sorensen, director of credit for prior learning and student assessment services

    Colleen Sorensen, Utah Valley University

    Q: Can you introduce yourself, your work and your institution to our audience?

    A: My name is Colleen Sorensen. I’ve been at Utah Valley University located in Orem, Utah, for about 31 years. We’re a pretty large institution; we’re actually the largest in the state of Utah. Our enrollment in fall 2024 was 46,809 students. Now, of that, about 45,000 were undergraduates, just under 1,000 were graduate students, and we actually have a pretty large number of concurrent enrollment students. About 16,000 of our students are working towards adding some college-level work while they’re still in high school, and we’re open enrollment. All of that together makes for a really interesting blend of individuals, from first-generation to returning students to nontraditional who all come together at Utah Valley.

    I have the lucky pleasure of working with them in the space of credit for prior learning. I was officially made director [of CPL] in 2022; before that, I’ve been over all of testing services for the institution for about the last 25 years. So I’ve been a part of the credit for prior learning process with exam administration for challenge exams and CLEP and ACT and SAT and standardized assessments and professional licensure assessments. Now I get to work also in the space of making credit for prior learning, instead of it being just a department-run system, to taking that and scaling it and modeling it across the entire institution so that all of our academic departments have access to and support to develop credit for prior learning options.

    Q: When you talk about this expansion and scaling of credit for prior learning across the institution, can you share more about how that looks and what that’s meant, in terms of where you started and now the vision moving forward?

    A: When I started in this, we had a few areas that were already doing quite a bit of work in this space.

    One of the things we value in the state of Utah is service, and so a lot of our students will stop out from college and go serve as missionaries across the world for 18 to 24 months.

    During that time, they’re often learning a new language. Then they come back to UVU. Our language department recognized that years ago and put together a credit for prior learning process for those students to earn upwards of 16 credits of language [courses] if they can demonstrate [their skill] through a placement test and a course with a faculty member. If they pass that course, they’ll get up to 16 credits of 1000- to 2000-level language. So that’s been going on for a long time.

    In 2019, there was legislation that was passed just before COVID that required all of the public higher ed institutions in the state of Utah to provide credit for prior learning options at a larger scale. So with the pandemic, that kind of put it on the back burner for a while, but in 2022 I started to pick this up as a new assignment.

    At first, I met with different department chairs. I don’t know if it was just wrong timing with the pandemic, but it felt like a lot of doors closed to it at that time. But there were a few departments that were like, “Oh, I was one of those nontraditional students. I would like to see more opportunities in this space.”

    And so slowly but surely, I started working with a few faculty, a few departments and started building sustainable systems of, how can we assess these students? Because each student is unique in what they bring as an adult learner. It’s not just like, “Let’s open this one program and as long as they have step one, two, three and four, they can award credit.” Each student needs to be looked at very uniquely. So I designed what I call a concierge approach to this process, where students can apply through our credit for prior learning website. We have a small team of students and part-timers and myself who are looking at what the student has provided. We’re prompting them with different things and then we’re reaching out within the academic community at UVU to look at possible matchups for credit for prior learning. So when we started, we only had a few departments that would engage with us, and now up to 75 percent of our academic departments are not just looking at but considering and awarding credit.

    This year alone, we’ve awarded almost 6,000 credits to CPL over 1,500 courses. In just six months, we’ve saved students over $1.6 million in tuition. So that’s exciting to me.

    Q: You bring up an interesting point with this division of responsibility between your office and then the faculty and the academic role in CPL. We want to ensure that students are actually meeting those learning outcomes and that the credits that we’re awarding them do reflect their experiences. But there can be some tension or a challenge point there when it comes to ensuring that there are these systems set up and making sure that every student is being recognized in the ways that reflect their abilities and their learning.

    I wonder if you can talk about building that bridge between your office and these academic departments and how you opened up the conversation to make this a space that’s both trusting but also institutionalized.

    A: What’s been really important is for me to establish [is] that I’m here to support academic departments and to ensure that the CPL policy that I’m the steward of is being met, but that the governance happens with the subject matter experts and the departments themselves.

    Because the way that the school of business assesses prior learning is going to be very different than the way that dance or the botany lab assesses prior learning. I wanted to make sure that each department chair and subject matter expert understands that they’re in charge of deciding what we assess, how we assess it and when we assess it.

    Some departments only look at 4000-level coursework for CPL. Others look at 1000- [and] 2000-level coursework. It’s not my job to tell them how to do that within their area. They’re the ones who know. My job is to support them with [questions such as:] Do we need to bring in a national expert in your area if the department is not feeling confident in doing this yourself? Or to bring in templates for them or trainings for them of how to assess their particular type of coursework?

    That’s how I support them and then help them navigate through the whole process so that it’s not left to bureaucracy, red tape of sorts, just to support them all the way through.

    Q: CPL can be a very confusing process for the student. Can you talk about how UVU seeks to support students as they navigate the process? One, in understanding that this is available to them and that you can recognize their prior learning, but also, what that process looks like and how they might feel navigating that situation.

    A: Some departments have things really well established on their websites. Others do not. And so that’s why we have the CPL office and the CPL website. It’s a basic inquiry; it just asks a few questions to the student of, what are your academic goals? What do you think you might be eligible for and how much involvement do you want from us? Do they want a phone call from one of our CPL concierge support individuals, or do they just want to be sent on their way and take care of it themselves?

    We really allow the student to gauge that, but we’re here to support them from inquiry all the way up until the credit is awarded. They can walk into our office, or they can contact us via the website and we’ll help them figure out any part of the process such as, do we just need to connect two individuals together? Do we have a faculty member who might be away and so their request has been sitting in a queue for longer than feels natural or normal to a college student? Or what is the natural process that the department has established?

    Some departments will say that they’ll review inquiries during these windows of time and maybe the student didn’t catch that piece of information. We’ll reinforce that for the department to say, “Yes, you’re in the queue. It’s going to get reviewed during XYZ, so just hang tight and if you have any other questions, contact us again.”

    We are there to support [students] all the way through. That’s the concierge aspect of it, and we found that to be really valuable, because there’s a lot of moving parts when it comes to credit for prior learning and creative solutions that we might not have thought of.

    I’ll get three or four different areas together—I might get an associate dean, an adviser and two subject matter experts in a room together. I’m like, “OK, let’s look at this case. What can we do with what we know and what have we not thought of before? How do we best support the student in their academic goals while still keeping all of our academic rigor required?”

    Q: I imagine you play the role of translator sometimes, too—helping the student understand what the department is asking and helping the department understand what the student wants to know—which can be a really needed role. It’s wonderful that you have yourself and your team to help draw those dots and connect the lines and make sure everybody’s working towards the same goal.

    A: Yes. I’m setting up working with different departments on, “OK, if they do a challenge exam or they do a portfolio review, can they do a second [attempt]?” There are pros and cons to each, right? We want academic rigor, but also, depending on the area, it’s very contextual per level of course and program.

    So for someone who’s going for a very high level of coursework [in CPL], is it a one-time [exam] or do you offer a retake, [giving them] one more time with some feedback, helping the student to be able to speak to the learning outcomes more clearly? I’ve seen departments do it both ways. Some will say, “No, they should either know it or they don’t, or they need to be in the classroom.”

    The academic departments will go to their board of trustees and talk about it and have a good conversation of, “How much leeway do we want to give here?” Our policy states that you’re allowed up to one retake or not. Sometimes it works in the benefit [of the student] to have it be an all or nothing. And again, that’s very department and program specific. It’s not my job to tell them what it should or shouldn’t be; they know best.

    Q: CPL can be very resource intensive, one, for the institution and the faculty or whoever is assessing the project, and sometimes there’s a fee associated for students. Can you talk about the labor, the time and the resources that go into this work and how you help coordinate that? And how is the institution investing in this work?

    A: That is the hottest topic of conversation in this work. We’re a very large institution, the course load of our faculty— Adding this on top of it can feel significant in how much time it takes. This isn’t a quick grading process. To grade a portfolio, or to prepare for an oral interview or to write a challenge exam that needs to be updated on a regular basis, all of that takes faculty time.

    At the moment, at our institution, there are small amounts of dollars involved that go back to the department who do the assessments and then the department decides whether they pool that money together or they pay out to their faculty. Often they’ll have a conversation among themselves of what’s the best usage of this and do a collaborative decision. Some it’s to pay the faculty; for others, it’s to help fund something that all of the faculty have agreed to.

    Ideally, in our future, we would like to see more fees, smaller out of pocket, less than $100 fees, attached to credit for prior learning assessments. But we don’t have full consensus yet among all of our leadership, and so that is still to be determined at our institution.

    Q: Good luck with that conversation. It’s always fun to enter shared governance conversations, especially when we’re talking about student success and what’s gonna be best for the learner at the end of the day.

    As we’re thinking about scaling and institutionalizing CPL across UVU, one thing I wanted to ask about is some of those processes that can be very easy. We’ve talked about language requirements and how students who have come from their missions—that’s a pretty set process and it’s pretty understood and simple to navigate for the student. Are there other processes that you’re looking at or working with departments to streamline how this works and what a student can expect?

    A: There’s a few things that we’re doing to help this. One, we’re encouraging every department to have some real estate on their home page, on their website, of CPL options so that students can look very quickly if they’re shopping at two o’clock in the morning and don’t want to wait for a response from one of our team who tend to work more traditional hours. We want websites to be able to cater to that, as well as we want advising conversations to be able to cater to that.

    We’re even asking faculty to put CPL options on their syllabi, so that if a student sits down on day one and they’re looking at this course and they’re looking at the topics, they’re looking at the learning outcomes, they’re like, “I already know this.” Wouldn’t it be great to also see, “And here’s a credit for prior learning option that you could challenge this,” that maybe they missed up until this point in advising or on the websites, or maybe they didn’t know to contact the CPL office? The syllabus is also another place of marketing as well as [traditional] marketing, which we attempt to do quite a bit of, that could help the student to recognize that there’s another option here.

    Q: If you had to give advice to a peer working in a similar role at a different institution, are there any lessons you’ve learned or insights you would want to pass on in this work and the ways that you’ve been advancing this university goal?

    A: Start small, but strategically. Like find a department or a faculty champion who has a clear use case, like a common industry certification or a workforce training pathway and then support them with some tools, some templates, some training. Don’t just tell them, “You got to figure this out.”

    Center it on the student experience. Talk with your students, learn what they wish could have happened, because there’s so much that can be done, or that might already be being done. It’s just that this department may not understand what that department is doing.

    Something that we did this year for the first time is we hosted a faculty summer institute. It’s a three-week commitment, but it’s one day of being together in person. Faculty had to apply for this, and there were four areas of focus—you needed to have a tangible asset at the end of this. One was to develop a CPL pathway. Another was to embed a credential into a program. Another was experiential learning, and the fourth was a continuing education credit process for those who have finished up and now they just want to add on.

    We did offer a stipend to these individuals who were approved to come to this training. We spent the morning in education—we brought in Nan Travers, director of the Center for Leadership in Credential Learning from SUNY Empire State College, who is considered the fairy godmother of all credentialing. She was fabulous—to teach and train our faculty. Then we brought in a statewide person to discuss workforce alignment. Then we had a luncheon and we strategically placed all of the faculty into their area of focus. So seated at my table were faculty all focused on generating a credit for prior learning pathway. We had botany, biotech, psychology, computer science and business accounting. They’re all coming in from different schools within the institution.

    We sat together at lunch and then we had an afternoon of working on the projects. So Nan was there, as the expert; she would come around to the tables and discuss things and answer questions. But these faculty got to interact with each other, with people outside of their standard focus, and they loved it. They said, at the end of the day, “I never get to do this. I never get to talk with faculty outside of my own area of focus.” They were passing phone numbers to each other. They were sharing their models and thinking and helping tweak each other’s.

    It was such a fun, collaborative experience. And we have 11 new CPL pathways that came out of that one day, and then we gave them another three weeks to work on it. We plan to continue to do that summer after summer. We need funding from our administration to help pay the faculty to do that, but I will advocate to do that again and again. It was so successful.

    Q: It’s almost like a CPL incubator, like how they have the student entrepreneurship programs, but for faculty to think about ways to be entrepreneurial in their own field.

    A: Yeah and, you know, they said, “Thank you for thinking about me and my needs as the faculty member,” really taking care to be able to answer their questions and help them get over those mental blocks that they were experiencing of, “I don’t know how to address this or this or this.” We took care of all of that that day.

    Q: It’s nice to just do it all in one day sometimes, too, right? It’s not an email chain. It’s not a series of meetings—like, we can all just sit in the same room and figure it out all in one go.

    A: One thing we’re known for in Utah is we like soda with mix-ins. So we had a little beverage bar for them to go get drinks whenever they wanted, with a cute little mix-in to keep them energized and caffeinated all afternoon.

    Q: That’s so fun. So as you’re thinking about this work, what are your goals for the upcoming year? Where do you want this program to go?

    A: Yeah. There’s a couple things. One, I would like to get us from 75 percent of departments tapping into CPL to over 90 percent, for starters.

    We’ve been hosting at UVU for the last three years a statewide conference. We brought in all the other USHE [Utah System of Higher Education] schools to just share best practices in credit for prior learning and ask things such as: How do we make this work? How do we track the data? How do we compare things and be more inclusive as a whole structure within the state of Utah and have less competition between schools? How do we be more collaborative in this process? So continuing to expand that conference is one thing.

    I’m partnering with another school, Salt Lake Community College, starting this fall to do a once-a-month lunch and learn hourlong best practices over the phone. Covering, “Hey, what’s keeping you up at night? What are your headaches? How have you solved this?” Just allowing everyone to learn together, because we’re all pretty new, since this legislative mandate in 2019, of really bringing this into fruition. And how do we not reinvent the wheel, but just learn from each other?

    Those are a few things, as well as, UVU launched a campuswide adult learner initiative in 2022, and it’s strategically housed within the provost suite. It’s focused on reimagining adult education over all. We’re focusing on student support and faculty support, as well as credit for prior learning. As I said earlier, kind of getting into the mind of the adult learner. I’d really like to see more conversation in the coming year, and my goal is to have conversations around this—could we do shorter-term classwork, or more hybrid classwork, where students are on campus? Because we find there’s great value in face-to-face, what if we’re only bringing them to campus once a week and we’re hybrid twice a week for courses? Can we offer more adult learner–friendly pedagogy? What does that look like and how can we accomplish that? So, I’d like to spend more time in that space in the coming year and really listening to students of what’s working and what’s not working.

    Get more content like this directly to your inbox. Subscribe to our newsletter on Student Success here.

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  • AI in Higher Education 2025: Top Opportunities for Universities

    AI in Higher Education 2025: Top Opportunities for Universities

    Artificial intelligence will change higher education till 2025, presenting opportunities and challenges. Polls show 84% of higher education workers use AI daily.

    ChatGPT lecturers use AI, and 92% of UK students embrace it.

    Universities must negotiate AI’s complexities as it enhances teaching and overcomes natural limitations.

    For AI to reach its potential, institutions must understand and overcome its major benefits and quick adoption challenges. Let’s discover all this in this post.

     

    Opportunities: How AI is Transforming Higher Education in 2025

     

    1. Automating Assessments & Grading

    The Problem with Manual Grading & Feedback

    Often labor-intensive and erratic, traditional grading systems are For a good chunk of their workweek, professors grade and offer comments. Teachers grade and provide comments for a median of five hours a week, according to a poll by Education Week.

    In contexts of online learning, the time commitment could be much more important. According to a research written for the Online Journal of Distance Learning Administration, teachers dedicate roughly 12.69 hours a week to each online course—about 40% of which are used for grading and comments.

    This large time commitment in grading can take away from other important duties such lesson planning and direct student involvement. 

     

    AI Tools for Grading and Student Feedback

    AI-powered intelligent grading systems have become clear answers to improve consistency and efficiency in tests. By processing tests and assignments faster than hand grading, these AI systems help to lighten faculty workload and release their time for more critical chores.

    Automating typical grading chores lets professors to concentrate more on educational tactics and individualized student interactions.

     

    How to Automate Grading with AI in Higher Education

     

     

    Using AI-driven tests calls for multiple steps of implementation, including:

    • Review current assessment techniques: Find how artificial intelligence could streamline processes.
    • Choosing AI Tools: AI grading systems should complement technology and educational objectives of the institution.
    • Launch of the pilot program: Try and get comments via a small-scale rollout.
    • Teach staff members and professors: Give thorough instruction to enable simple use of AI tools.
    • Watch and get better: Examine the system’s performance and modify it to produce the greatest outcomes.

    Designed by the University of Toronto’s Rotman School of Management, “All Day TA,” an artificial intelligence assistant, answered 12,000 student queries  annually. This suggests that real-world uses of artificial intelligence in education abound.

     

    Benefits of AI-Based Feedback Systems for Teachers

     

    Benefits-of-AI-Based-Feedback-Systems-for-teachers

     

    AI-powered feedback systems give students individualized, real-time information that makes learning more fun. These tools can look at how students answered, figure out what they did well and what they could do better, and give them feedback that helps them get better.

    Artificial intelligence (AI) makes grading easier, which gives teachers more time for teaching and helping students, which leads to better educational results.

     

    2. Customized learning and student success

    AI is a key part of personalized education because it lets faculty make learning paths that fit the needs of each student. AI-powered adaptive learning platforms can look at student performance data to change how material is delivered. This way, each student gets instruction that fits their learning style and speed through it.

    AI-driven insights can also help find students who are at risk early on, so that they can get help when they need it to help them succeed and stay until they graduate.

     

    3. Operations and administration on campus powered by AI

    AI is simplifying college administrative tasks and research. Using AI to streamline admissions, course scheduling, and staff responsibilities saves time and money.

    Universities can use their resources more efficiently and focus on long-term learning programs by automating mundane administrative tasks.

     

    Challenges: Major Challenges Universities Face with AI in 2025

    Universities must address data security, faculty adoption, and the delicate balance between automation and human control to employ AI ethically and effectively.

     

    1. Data Privacy & Ethical Concerns

    Personalization and grading are automated by AI-powered systems that process massive student data.  

    • Universities should ensure compliance with data privacy laws (e.g., GDPR) to protect student data.
    • Monitor automated grading and recommendation systems to prevent bias.
    • Maintain transparency in AI-driven decisions to build trust with faculty and students.

     

    2. Resistance from faculty and a lack of training

    In spite of its benefits, AI is not easily utilized in higher education for the following reasons: The idea of limiting students’ freedom is still scary to many faculty . They don’t know how AI can be used to grade and leave notes.

    • Faculty may not be able to use AI tools well if they haven’t been taught properly. In order for AI to work well with other systems, organizations need to spend money on skill-building programs for people.
    • How to put it into action: Universities should start with test programs, offer ongoing training, and make sure that the rollout happens slowly so that teachers can get used to it before they start using it for real.

     

    3. Balancing AI with Human Oversight

    Though it speeds grading, artificial intelligence shouldn’t replace human judgment—especially for challenging tasks like essays and creative projects! Universities must have measures in place to prevent AI comments from being accepted at face value and maintain equity. The best way is: a clever combination of human supervision with artificial intelligence efficiency to maintain accurate, balanced, and correctness.

     

    Conclusion

    Offering game-changing efficiencies and new challenges, artificial intelligence is revolutionizing higher education. The secret for colleges is to strike the proper balance—using artificial intelligence for automation without sacrificing the human element in learning. Early adopters of artificial intelligence will not only improve student performance but also keep ahead in a landscape getting more competitive.

    All set to use artificial intelligence for better, more effective administration of education? Get in touch with Creatrix Campus and investigate AI-driven solutions catered for universities.

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  • Community colleges are providing new opportunities for learning on the job in logging and oystering

    Community colleges are providing new opportunities for learning on the job in logging and oystering

    SHINGLETOWN, Calif. — On a cold morning in October, the sun shone weakly through tall sugar pines and cedars in Shingletown, a small Northern California outpost whose name is a reminder of its history as a logging camp in the 1800s. Up a gravel road banked with iron-rich red soil, Dylan Knight took a break from stacking logs.

    Knight is one of 10 student loggers at Shasta College training to operate the heavy equipment required for modern-day logging: processors to remove limbs from logs that have just been cut, skidders to pull logs out of the cutting site, loaders to stack and sort the logs by species and masticators to mulch up debris.

    For centuries, logging was a seasonal, learn-on-the-job trade passed down from father to son. But as climate change and innovations in the industry have changed logging into a year-round business, there aren’t always enough workers to fill jobs.

    “Our workforce was dying,” said Delbert Gannon, owner of Creekside Logging. “You couldn’t even pick from the bottom of the barrel. It was affecting our production and our ability to haul logs. We felt we had to do something.”

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

    Around the country, community colleges are stepping in to run apprenticeship programs for heritage industries, such as logging and aquaculture, which are too small to run. These partnerships help colleges expand the workforce development programs central to their mission. The partnerships also help keep small businesses in small industries alive by managing state and federal grants and providing the equipment, courses and staff to train workers.

    As industries go, logging is small, and it’s struggling. In 2023 there were only about 50,000 logging jobs in the U.S., but the number of logging companies has been on the decline for several years. Most loggers are over 50, according to industry data, and older generations are retiring, contributing to more than 6,000 vacant positions every year on average. The median annual salary for loggers is about $50,000.

    Student logger Bryce Shannon operates a wood chipper at a logging site as part of his instruction at Shasta College in Redding, Calif. Credit: Minh Connors for The Hechinger Report

    Retirements have hit Creekside Logging hard. In 2018 Gannon’s company had jobs to do, and the machines to do them, but nobody to do the work. He reached out to Shasta College, which offers certificates and degrees in forestry and heavy equipment operation, to see if there might be a student who could help.

    That conversation led to a formal partnership between the college and 19 timber companies to create a pre-apprenticeship course in Heavy Equipment Logging Operations. Soon after, they formed the California Registered Apprenticeship Forest Training program. Shasta College used $3.5 million in grant funds to buy the equipment pre-apprentices use.

    Related: Apprenticeships are a trending alternative to college but theres a hitch

    Logging instruction takes place on land owned by Sierra Pacific Industries lumber company — which does not employ its own loggers and so relies on companies like Creekside Lumber to fell and transport logs to mills.

    Each semester, 10 student loggers like Knight take the pre-apprenticeship course at Shasta College. Nearly all are hired upon completion. Once employed, they continue their work as apprentices in the forest training program, which Shasta College runs in partnership with employers like Gannon. State apprenticeship funds help employers offset the cost of training new workers, as well as the lost productivity of on-the-job mentors.

    For Creekside Logging — a 22-person company — working with Shasta College makes participation in the apprenticeship program possible.Gannon’s company often trained new loggers, only to have them back out of the job months later. It can cost tens of thousands of dollars to train a new worker, and Creekside couldn’t afford to keep taking the financial risk. Now Gannon has a steady flow of committed employees, trained at the college rather than on his payroll. Workers who complete the pre-apprenticeship know what they’re getting into — working outdoors in the cold all day, driving big machines and cutting down trees.

    Workers who complete the apprenticeship, Gannon said, are generally looking for a career and not just a seasonal job.

    Talon Gramps-Green, a student logger at Shasta College in Redding, Calif., shows off stickers on his safety helmet. Credit: Minh Connors for The Hechinger Report

    “You get folks that are going to show up every day,” Gannon said. “They got to test drive the career and know they like heavy equipment. They want to work in the woods. The college has solved that for us.”

    Apprentices benefit too. Workers who didn’t grow up around a trade can try it out, which for some means tracking down an elusive pathway into the work. Kyra Lierly grew up in Redding, about 30 miles west of Shingletown, and previously worked for the California Department of Forestry as a firefighter. She’s used to hard work, but when she looked into getting a job as a logger she couldn’t find a way in. Some companies had no office phone or website, she says. Jobs were given out casually, by word of mouth.

    “A lot of logging outfits are sketchy, and I wanted to work somewhere safe,” said Lierly, 25. She worked as an apprentice with Creekside Lumber but is taking a break while she completes an internship at Sierra Pacific Industries, a lumber producer, and gets a certificate in natural resources at Shasta College.

    “The apprenticeship made forestry less intimidating because the college isn’t going to partner with any company that isn’t reputable,” Lierly said.

    Related: In spite of a growing shortage in male-dominated vocations, women still aren’t showing up

    Apprenticeships, with their combination of hands-on and classroom learning, are found in many union halls but, until now, was not known to be common practice in the forested sites of logging crews.

    State and federally registered apprenticeships have gained popularity in recent years as training tools in health care, cybersecurity and telecommunications.

    Federal funding grew steadily from $145 million in 2018 to more than $244 million  during the last years of the Biden administration. That money was used to support apprenticeships in traditional building trades as well as industries that don’t traditionally offer registered apprenticeships, including teaching and nursing.

    The investment aims to address the shortage of skilled workers. The number of working adults in the U.S. doesn’t align with the number of skilled jobs, a disparity that is only slowly recovering after the pandemic.

    Labor shortages hit especially hard in rural areas, where trades like logging have an outsized impact on their local economies. For regional heritage trades like logging, just a few apprentices can make the difference between staying in business and shutting down.

    Lucas Licea, a student logger at Shasta College in Redding, Calif., operates a loader. Credit: Minh Connors for The Hechinger Report

    “There’s a common misconception of registered apprentices that they’re only in the building trades when most are in a variety of sectors,” said Manny Lamarre, who served as deputy assistant secretary for employment and training with the Labor Department during the Biden administration. More than 5,000 new occupations have registered with the department to offer apprenticeships since 2021, he said. “We can specifically support unique small occupations in rural communities where a lot of people are retiring.”

    Education Secretary Linda McMahon, who was confirmed earlier this month, said in her confirmation hearing that she supports apprenticeships. But ongoing cuts make it unclear what the new federal role will be in supporting such programs.

    However, “sharing the capacity has been an important way to get apprenticeships into rural and small employers,” said Vanessa Bennett, director at the Center for Apprenticeship and Work-Based Learning at the nonprofit Jobs for the Future. It’s helpful when employers partner with a nonprofit or community college that can sponsor an apprenticeship program, as Shasta College does, Bennett said. 

    Once Knight, the student logger, completes the heavy equipment pre-apprenticeship, he plans to return to his hometown of Oroville, about 100 miles south of Shingletown. His tribe — the Berry Creek Rancheria of Tyme Maidu Indians — is starting its own logging crew, and Knight will be one of only two members trained to use some of the most challenging pieces of logging equipment.

    “This program is awesome,” said Knight, 24. “It’s really hands-on. You learn as you go and it helps to have a great instructor.”

    Student logger Dylan Knight drives a masticator, which grinds wood into chips, as Shasta College instructor Chris Hockenberry looks on. Credit: Minh Connors for The Hechinger Report

    Across the country in Maine, a community college is helping to train apprentices for jobs at heritage oyster, mussel and kelp farms that have struggled to find enough workers to meet the growing demand for shellfish. Often classified as seasonal work, aquaculture jobs can become year-round careers for workers trained in both harvesting shellfish and planning for future seasons.

    “I love the farm work and I feel confident that I will be able to make a full-length career out of this,” said Gabe Chlebowski, who completed a year-long apprenticeship with Muscongus Bay Aquaculture, which harvests in Damariscotta, Maine. A farm boy from rural Pennsylvania, Chlebowski worked in construction and stone masonry after high school. When his parents moved to Maine, he realized that he wanted a job on the water. With no prior experience, he applied for an oyster farming apprenticeship and was accepted.

    “I was the youngest by five years and the only person who’d never worked on water,” said Chlebowski, 22. “I grew up in a landlocked state surrounded by corn fields. I had the work ethic and no idea what I was doing in boats.”

    Related: Modern apprenticeships offer path to career — and college

    The apprenticeship program was launched in 2023 by the Gulf of Maine Research Institute, which joined with the Maine Aquaculture Association and Educate Maine to create a yearlong apprenticeship with Southern Maine Community College. Apprentices take classes in shellfish biology, water safety, skiff driving and basic boat maintenance. Grants helped pay for the boots, jackets and fishing bibs apprentices needed.

    “The workforce here was a bottleneck,” said Carissa Maurin, aquaculture program manager for GMRI. New workers with degrees in marine biology were changing their minds after starting training at aquaculture farms. “Farms were wasting time and money on employees that didn’t want to be there.”

    Chlebowski completed the apprenticeship at Muscongus Bay in September. He learned how to repair a Yamaha outdoor motor, how to grade oysters and how to work on a 24-foot, flat-bottom skiff. He stayed on as an employee, working at the farm on the Damariscotta River — the oyster capital of New England. The company is known for two varieties of oysters: Dodge Cove Pemaquid and Wawenauk.

    Oyster farming generates local pride, Chlebowski said. The Shuck Station in downtown Damariscotta gives oyster farmers a free drink when they come in and there’s an annual summer shucking festival. But the company is trying to provide careers, Chlebowski said, not just high-season jobs.

    “It can be hard to make a career out of farming, but it’s like any trade,” he said, adding that there is work to do year-round. “Welding and HVAC have trade schools and apprenticeships. Why shouldn’t aquaculture?”

    Chlebowski’s apprenticeship turned into a career. Back in Shingletown, students in the logging program hope for the same result when they finish. 

    Until then, they spend Mondays, Wednesdays and Fridays in the woods learning how to operate and maintain equipment. Tuesdays and Thursdays are spent on Shasta College’s Redding campus, where the apprentices take three classes: construction equipment operation, introduction to forestry and wood products and milling.

    At the end of the semester, students demonstrate their skills at a showcase in the Shingletown woods. Logging company representatives will attend and scout for workers. Students typically get offers at the showcase. So far, 50 students have completed the pre-apprenticeship program and most transitioned into full apprenticeships. Fifteen people have completed the full apprenticeship program and now earn from $40,000 to $90,000 a year as loggers.

    Related: Some people going into the trades wonder why their classmates stick with college

    Mentorship is at the heart of apprenticeships. On the job, new workers are paired with more experienced loggers who pass on knowledge and supervise the rookies as they complete tasks. Pre-apprentices at Shasta College learn from Jonas Lindblom, the program’s heavy equipment and logging operations instructor.

    At the logging site, Lindblom watches as a tall sugar pine slowly falls and thuds to the ground. Lindblom’s father, grandfathers and great-grandfather all drove trucks for logging companies in Northern California.

    An axe sticks out of a freshly cut tree at a logging site used to train student loggers enrolled at Shasta College in Redding, Calif. Credit: Minh Connors for The Hechinger Report

    This is a good area for apprentices to “just be able to learn at their pace,” he said. “They’re not pushed and they can get comfortable in the machines without developing bad habits along the way.” 

    Lindblom, who studied agriculture education at Chico State University, spent all his breaks during college working as a logger. He works closely with the logging companies that partner with the program to make sure he’s teaching up-to-date practices. It’s better for new loggers to learn in this outdoor classroom, he said, than on the job.

    “The majority of these students did not grow up in logging families,” he said. “This is a great opportunity to pass on this knowledge and share where the industry is going.”

    Contact editor Christina A. Samuels at 212-678-3635 or [email protected].

    This story about learning on the job was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for the Hechinger newsletter.

    The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn't mean it's free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.

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  • 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.

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