Tag: partner

The UK as a Global Partner of Choice for R&D – will it catch on?
This blog was kindly authored by Alice Routledge, Policy Labs Adviser at Wellcome Trust.

The UK’s unsustainably funded university sector is not just a domestic challenge to research innovation and growth. It also risks undermining the UK’s global standing. A new Wellcome report highlights the critical role of research and development (R&D) in shaping international partnerships and influencing how the UK is perceived around the world.

Five years ago, Wellcome published The UK’s role in global research, calling for the UK Government to embrace its strengths in research and development and live up to its place in the world. That report spoke to the optimism for R&D and boosterism of Boris Johnson’s government, leaning into the UK being a science superpower and the idea of a global Britain, following the UK’s exit from the European Union.

The change in geopolitics over the last five years has been stark, and the world has changed dramatically. A global pandemic, war on mainland Europe, the proliferation of conflict across the Middle East, and a new UK Government are reshaping the context in which UK research operates. With the scaling back of science funding in the US, worries about the future and effectiveness of multilateralism, and internationally diverging trends in the trust of science itself, it was time to think up a new narrative for UK international science collaboration.

In response, Wellcome has released a report urging the Government to resist the trend towards isolationism, and build on its strengths in R&D and diplomacy to become: The Global Partner of Choice for R&D.

Why R&D as a tool for diplomacy?

The UK excels in research. It ranks first globally for the quality of academic publications and leads the G7 in international collaboration. Its universities are world-renowned, with three or four regularly ranked among the global top 10. Its tech sector boasts more tech unicorns than any other European country. UK research is naturally international, with over 60 per cent of the UK’s academic publications in 2022 being co-authored by international researchers – the highest proportion in the G7.

It creates growth. Public investment in R&D delivers strong returns: £1 invested in public R&D leverages double that in private investment and generates £7 in net benefits to the UK economy in the long run. In internationally neglected disease research alone, sustained investment could generate more than £4.8 billion of private sector investment in R&D and create nearly 4,000 UK jobs.

R&D also strengthens the UK’s diplomatic reach, with international research partnerships and alumni networks serving as powerful tools of soft power and global influence.

There is no national security without health security. Investment in global health research helps to prevent future pandemics by funding the Coalition for Epidemic Preparedness, and finding solutions for infectious diseases such as malaria, TB and meningitis. The report recommends that the Ministry of Defence ensure that it uses its increasing R&D budget to invest in research that supports health security while welcoming the government funding for the collaboration between the Defence Science and Technology Laboratory and the Pandemic Institute for vital research into emerging infectious diseases.

UK leadership in emerging technologies, from AI to genomics, offers a chance to shape global norms and standards in line with democratic values. The report urges the Government to use the UK’s unique ability in both science and diplomacy to convene an international coalition with a common focus on the regulation of emerging technology.

A new narrative for a new era

Wellcome recommends the Government move beyond the language of science superpower or innovation powerhouse. These terms can sound self-congratulatory, and as quoted in the report, “just falls completely flat globally.” Instead, the UK should position itself as the global partner of choice for R&D, a country that others want to work with because of the excellence of its universities as research institutions, its openness, and its commitment to mutual benefit.

This shift in narrative is not just semantic. It requires a change in how the UK approaches international collaboration.
- Modernising partnerships: The UK must move from a model of paternalism to one of partnership. This means co-created partnerships based on mutual benefit, nurtured for the long term and where possible led by researchers
- Choosing partners strategically: partnering with countries for top-down research relationships should focus on research impact. The UK should deepen ties with the European Union and forge new partnerships with low- and middle-income countries. This will require a rethink of the UK’s approach to Official Development Assistance (ODA), ensuring it supports long-term, equitable research collaborations.
- The global exchange of people and ideas: The Government should prioritise reducing the barriers to the global exchange of people and ideas. The Government could encourage an exchange of research talent at all stages with strategic partners around the world by including provisions in Free Trade Agreements and science and innovation agreements, or through joint PhD or exchange schemes and by reducing the costs of moving to the UK.
Implications for higher education

To become the global partner of choice for R&D, the UK must ensure that its higher education sector is financially sustainable. Universities play a central role in the UK’s research ecosystem – convening global talent, producing world-class research, and cultivating international alumni networks that serve as diplomatic assets. Yet they will struggle to play this role if they remain under-resourced. Up to 72% of providers are facing an income deficit in 2025-26, and many universities are currently consulting on redundancies.

While the recent Spending Review did not deliver the funding uplift many hoped for, exploring more stable funding streams must not come at the expense of fundamental research. Funders, institutions, and the Government must work together to ensure the UK remains an attractive place to collaborate on research.

You can read the full report here.
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September 2, 2025
Top UK unis partner on career initiatives for India and China

The University of Birmingham, home to over 2,000 Indian students, has partnered with the University of Glasgow to create a new in-country role in India employability relationship manager – who will be responsible for building links with employers, career services, and alumni networks to help graduates succeed in the local job market.

According to a joint statement issued by the institutions, graduates will be offered practical support through pre-entry briefings, skills development programs, and post-graduation engagement.

The two universities have also launched an exclusive partnership with the Chinese graduate career support organisation, JOBShaigui.

The career portal, well regarded in China for its links to top employers, will offer a range of bespoke services, including online seminars with the latest job market insights, guidance on recruitment processes, access to an extensive employer network, and in-country networking events with alumni and employers.

Both Birmingham and Glasgow, ranked among the QS global top 100, see China and India, with their combined 400,000 alumni worldwide, as priority markets.

Offering enhanced career support is seen as crucial, as recent trends show a majority of students from these countries are choosing to return home after their study abroad journey.

“More and more students, quite reasonably, are saying: I want to know what my employment prospects are after getting a degree. We do a lot to prepare students for their future careers while they study with us, but it has become increasingly clear that we must also support them after they graduate,” Robin Mason, pro-vice-chancellor (international) at the University of Birmingham, told The PIE News.

“Our two largest cohorts of international students are from China and India, so we said: for these two really important countries, we’re going to create in-country support for careers and employability career fairs, interview preparation, CV workshops, all those sorts of things.”

Increasingly, after that period of work in the UK, Indian graduates are looking to come back home to India
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While both Birmingham and Glasgow already collaborate on joint research, particularly in the medical field, the career support initiative made sense as the cost could be shared between the two universities, according to Mason.

Moreover, the universities expect the initiative to be particularly successful in India, from where students make up the largest cohort of graduate visa holders.

“Particularly Indian students, more than Chinese students, want to stay in the UK after graduation. But increasingly, after that period of work in the UK, Indian graduates are looking to come back home to India,” stated Mason.

According to Mason, while most Indian students prefer fields such as computer science, data science, engineering, business management, finance, economics, and health-related subjects, in principle students of any discipline, “even classics, English, or history”, will be supported equally in their careers back in India.

The initiatives also come at a time when international students in the UK are being urg e d to “sharpen their skills” for both the UK and global job markets, as employers increasingly look beyond “textbook skills” to focus on a candidate’s ability to bring innovation to the table.

Further plans in India for University of Birmingham

Although the University of Birmingham operates an overseas campus in Dubai, an attractive option for Indian students given its proximity to the UK and large Indian community, the institution has no plans to establish a campus in India anytime soon.

Instead, it is focusing on initiatives such as the in-country employability role and partnerships with local institutions.

While the University of Birmingham offers dual degrees with Jinan University in China in fields such as maths, economics, statistics, and computing, it is now exploring a partnership with IIT Bombay in India in areas such as quantum technology, energy systems, AI, and healthcare, building on its successful venture with IIT Madras.

“If you do it properly, campuses are very expensive things. I don’t think you do these things lightly. You have to make the investment and be there for the long term,” said Mason. “Birmingham is 125 years old this year, and you need to be thinking in terms of decades if you’re going to build a campus. It’s a really long-term commitment because it takes so much time and investment to build a high-quality university.”

As part of its 125-year celebrations, the institution also announced scholarships for Indian students, offering funding of £4,000 to £5,000 for a wide range of postgraduate taught master’s degrees starting in September 2025.

“As part of our 125th anniversary celebrations, we introduced a special scholarship, offering up to 40% funding for students joining our Dubai campus,” stated Devesh Anand, regional director, South Asia and Middle East, University of Birmingham.

“This was combined with academic and merit-based scholarships, giving students the opportunity to access multiple forms of support. The response has been fantastic, as students saw it as a real achievement and recognition of their efforts.”

The number of Indian students studying in the UK remains high, with the Home Office data showing 98,014 study visas granted in the year ending June 2025.

However, not everything is rosy, as students are increasingly concerned about their future in light of the immigration white paper, which proposes reducing the Graduate Route by six months and imposing a levy on international student fees.

In such a situation, the aim for institutions like the University of Birmingham is to remain attractive to graduates seeking employment opportunities.

“What we have to ensure is that University of Birmingham graduates are career-ready and can get the sorts of jobs that allow them to continue working in the UK if they want to, so they can be sponsored by an employer at the required graduate-level salary,” said Mason.

“To put it delicately, I think the universities that will struggle with the immigration changes are those not paying enough attention to employability. If your graduates are employable, it’s not an issue.”

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September 1, 2025
Cracking the South Asia recruitment challenge – why the right partner matters
For international universities and colleges, South Asia – and particularly India – represents one of the largest and fastest-growing student recruitment markets in the world. The potential is undeniable, but the reality is complex.

Navigating multiple languages, diverse cultures, varied academic systems, and rapidly shifting student trends requires more than just an occasional visit or a handful of agent agreements.

Finding the right partner in this environment is not just important – it’s essential.

The challenge: a crowded and complex market

South Asia’s education recruitment ecosystem is vast. Students are spread across metropolitan hubs and smaller regional cities, each with different aspirations, financial capabilities, and destination preferences. The agent network is equally varied – from well-established consultancies to smaller, informal setups.

For many institutions, this creates two critical challenges:
1. Transparency – Ensuring that the institution’s brand is represented accurately and ethically across the market.
2. Visibility – Reaching the right students, in the right regions, with the right message.
Without an in-market presence and strong, vetted networks, institutions often struggle to build trust and sustain engagement at scale.

Why a local strategic partner is essential

Working with a dedicated South Asia marketing partner bridges this gap. The right partner acts as the institution’s eyes, ears, and voice on the ground – maintaining brand integrity while expanding outreach.

A strong local partner can:
- Streamline agent management – Recruiting, training, and monitoring a reliable network of student recruitment agents.
- Strengthen market visibility – Ensuring the institution’s programs are consistently promoted to the right audience across multiple regions.
- Provide real-time market intelligence – Sharing insights on policy changes, student preferences, and competitor activity.
- Enhance conversion rates – By ensuring that marketing efforts and agent networks are well-aligned with institutional goals.
Navigating multiple languages, diverse cultures, varied academic systems, and rapidly shifting student trends requires more than just an occasional visit or a handful of agent agreements

Landmark Global Learning — one roof, complete solutions

With over 18 years of experience, Landmark Global Learning offers international universities and colleges a single-window solution for the South Asia market. Our approach is built on:
- Established networks – A trusted, long-standing network of trained recruitment agents across India and other South Asian countries.
- Transparent operations – Clear reporting, ethical representation, and measurable results to ensure partner confidence.
- Regional expertise – Deep understanding of both Tier-1 and Tier-2 cities, allowing institutions to tap into emerging student segments.
- Targeted outreach – Combining on-ground events, digital campaigns, and institutional tie-ups to maximise visibility.
Whether a university is entering the South Asia market for the first time or looking to strengthen its footprint, Landmark provides the infrastructure, relationships, and market knowledge to make it happen efficiently.

Maximising visibility in the right way

One of the biggest pain points for international institutions is getting noticed by the right students. Many spend time and resources on generic campaigns that fail to reach high-intent applicants.

At Landmark, we focus on:
- Localised marketing strategies tailored to different student demographics.
- Partnerships with schools, colleges, and education fairs that bring direct engagement opportunities.
- Digital targeting that aligns with student search behaviour in the region.
The result? Increased brand presence, better-qualified leads, and stronger enrolments.

A partnership for long-term growth

In an increasingly competitive global education market, institutions cannot afford to be invisible in a region as critical as South Asia. The right partner ensures not only market entry but also sustained growth, brand protection, and student success.

With its proven track record, extensive network, and commitment to transparency, Landmark Global Learning stands ready to be that partner – delivering all the solutions international universities need, under one roof.

A journey of impact and vision

From a small consultancy in Punjab to being the first student recruitment company listed on the Bombay Stock Exchange, Landmark Global Learning’s journey is a testament to resilience, vision, and a relentless focus on student success.

With over 35,000 successful admissions and partnerships across 200+ global institutions, our mission remains clear: to bridge the gap between talent and opportunity. What started 18 years ago with a single office is today a network of 15+ branches across India, making international education accessible even in Tier-2 and Tier-3 cities.

For me personally, education has never been just a business – it’s a passion to transform lives. I began this journey as a young professional balancing multiple jobs, driven by a belief that ‘education is not just about admissions – it’s about creating futures.’ That belief continues to guide us as we embrace innovation, whether through AI-driven counseling tools, school partnerships from Grade 9 onwards, or full-spectrum student support covering admissions, accommodation, education loans, and career guidance.

At Landmark, we don’t just send students abroad; we shape futures — with integrity, innovation, and care.

About the author: Jasmeet Singh Bhatia is the founder and director of Landmark Immigration, with over 18 years of experience in international education and immigration consulting. A study visa expert and PR strategist, he has mentored thousands of students in achieving academic and career goals abroad. Known for his principle-based approach and strong industry partnerships, he continues to shape global futures through personalised guidance and strategic insight.
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August 22, 2025
Choosing a Reputation Management Partner with AI in Mind
In the not-so-distant past, colleges and universities had tremendous control over how their brands were perceived. From glossy viewbooks mailed to high school students to well-crafted press releases, institutions shaped their reputations from the inside out.

The rise of digital media, the power of algorithms and now the proliferation of AI-generated content have fundamentally reshaped the reputation landscape. Today, your institution’s brand is built not just by what you say, but by what others say — and how machines interpret it.

This major shift was a focus of our recent webinar, Reimagine Higher Ed: Connecting Revenue and Reputation for Sustainable Growth. If you missed it, here’s a summary: Forward-thinking leaders recognize that reputation shapes not only enrollment outcomes, but philanthropy, faculty and staff recruitment, media visibility and institutional resilience. Take heart: You can manage and strengthen your institution’s reputation with the right approach and partners. First, let’s take a brief trip down a reputation memory lane.

A Historical Look at How Reputation Management Transformed Higher Education

The 1980s–1990s: Print and Prestige

If we look back to the 1980s-1990s, when some of us were around (I will admit it) to help tell it, the story one told was the story the public heard. Colleges curated narratives via brochures, campus tours and alumni magazines. Prospective students and parents rarely heard as many counterpoints to what a college wanted them to hear. The media coverage was more limited to local newspapers, occasional coverage in national outlets and at least one higher ed publication you may have heard of: The Chronicle of Higher Education.

Rankings began to chip away at this monopoly. When U.S. News & World Report published its first college rankings in 1983, Special Projects Editor Mel Elfin introduced a powerful player in the perception game. Institutions adapted begrudgingly, and many eventually developed strategies to boost their standing. Reputation was still primarily within institutional control, but cracks were forming.

The 2000s: Rise of the Website

By the early 2000s, the college website was the brand’s central hub. Information had to be continuously updated, visually compelling and accessible to increasingly tech-savvy audiences. Students and families could compare dozens of institutions side-by-side, all without speaking to an admissions officer. We referred to it as people doing their “stealth research.”

Still, institutions owned their domains, literally and narratively. Marketing teams curated words and images, yet they were certainly no longer the only storytellers.

The 2010s: Social Media Disrupts the Narrative

Social media decentralized brand authority and reputational control even further. A single tweet or post could go viral, or a family member’s or alum’s Facebook rant could spiral into a local news headline. Yelp and RateMyProfessor gave voice to myriad opinions, no matter how informed or unfounded. Remember when that was one of the worst things to happen, a bad rating on RateMyProfessor?

Reputation was co-created. Marketing teams needed to monitor, engage and adapt. Reputation management moved from sending press releases and posting web stories to real-time response.

For higher education, the stakes became exceptionally high. Campus incidents that may have once stayed local or at least close to internal could quickly play out nationally and globally. Institutional values, leadership decisions and student culture became fair game for public scrutiny and judgment. All laundry could be aired, and anonymity made it even harder.

The 2020s: The Machines Are Interpreting Your Brand

If social media “democratized” storytelling, AI is mechanizing it.

Search engines, generative AI tools and digital assistants now synthesize information from thousands of sources to summarize, even simplify what your institution appears to represent. AI scrapes your website, news articles, Reddit threads, government databases and third-party rankings. Go ahead and enter this overly basic and now common prompt, “Is my [fill in name of your college here] college a good college?” and prepare to see what we mean.

These AI tools are increasingly the first line of engagement for prospective students, donors or reporters. So, what does the digital world say about your institution? Do you know what’s out there? Are outdated rankings or older controversies showing up in summaries about your institution? Is your website giving the right signals to large language models? Is the content you prefer to share getting picked up, or is it buried?

The Right Reputation Partner Pays Off

This is a defining moment. The institutions that adapt now will build durable brands and resilient reputations. Those that don’t may find others writing, rewriting and rewriting their narrative again.

We work with campus communications and marketing teams that are doing more than ever, including working on enrollment, advancement, student engagement, crisis response, and day-to-day storytelling. Modern reputation management is an interdisciplinary, 24/7 task. It requires real-time media monitoring, data analysis, content optimization, stakeholder engagement and increasingly, AI fluency. That’s where the right partner comes in.

An effective reputation partner does more than defend against crises. You’re often kept busy with that, to be sure, but what about proactively monitoring sentiment, amplifying your institution’s wins, ensuring alignment across your digital footprint and preparing your team for the fast-evolving reputational challenges ahead?

Key Qualities of an AI-Ready Reputation Partner

When evaluating potential partners to help manage your institution’s reputation in this new landscape, consider these crucial qualities:
- Specific AI Capabilities
  Do they leverage AI for sophisticated sentiment analysis, predictive analytics to foresee potential issues, or to help you understand how AI models are interpreting your institution’s online presence?
- Comprehensive Data Integration
  Look for partners who can integrate and analyze information from a wide array of sources—news articles, social media, review platforms, and your own digital assets—to provide a holistic and accurate view of your reputation.
- Proactive Monitoring and Strategy
  Beyond simply reacting to crises, a strong partner will offer tools and strategies for proactive monitoring. This allows you to identify emerging trends, address minor issues before they escalate, and seize opportunities to amplify positive stories.
- Human Expertise and Oversight
  While AI is powerful, human insight remains indispensable. Inquire about their process for ensuring that AI-generated insights are reviewed and validated by experienced professionals to provide nuanced understanding and prevent misinterpretations or “hallucinations.”
- Scalability and Adaptability
  The digital and AI landscapes are constantly changing. Your partner should offer solutions that can scale with your institution’s evolving needs and adapt swiftly to new technological advancements and shifts in online behavior.
Take Back Your Narrative

Colleges and universities never fully owned their institutions’ reputations, but they once controlled more of the variables. Today, this equation is far more complex. What hasn’t changed is the ability to set the tone, guide the conversation and invest in the tools and partners to shape your institution’s future resilience.

Your institution’s story is being written and rewritten daily. Make sure it is one you want to read and repeat.

Discover how we help institutions proactively shape their narrative in an AI-driven world. Contact us at RW Jones and EducationDynamics for a personalized discussion.
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August 18, 2025
Dallas Mavericks Partner with Paul Quinn College for Groundbreaking Sports Management Program

Cynt Marshall The Dallas Mavericks and Paul Quinn College have announced a partnership that establishes the nation’s first NBA team-sponsored sports management major at a historically Black college or university. The innovative “Mavs Sports Management Major” officially launched Friday with an opening convocation featuring former Mavericks CEO Cynt Marshall as the keynote speaker.

The program, formally titled “Leadership, Innovation, Sports Management, Technology, Entrepreneurship, and Networking” (LISTEN), represents a significant investment in diversifying the sports industry pipeline while addressing educational equity in higher education.

Paul Quinn College, Dallas’s only HBCU, will integrate the new major into its existing curriculum structure, with students receiving comprehensive support that includes Target-sponsored care packages containing dorm essentials and other student necessities.

The program distinguishes itself through extensive real-world application opportunities. Students will engage with Mavericks executives through weekly guest lectures and participate in hands-on projects addressing actual business challenges facing the organization. The curriculum includes case study analysis, creative brief development, and student-led presentations proposing solutions to current Mavericks business scenarios.

Beyond classroom learning, the partnership includes campus engagement initiatives with sponsored events throughout the academic year, entrepreneurship support through integration into the Mavs Business Assist program, and a planned residence hall renovation featuring custom Mavericks-designed murals.

The collaboration aligns with the Mavericks’ “Take ACTION!” initiative, which specifically targets racial inequities and promotes sustainable change in North Texas. Sports management and administration have long struggled with representation issues, particularly in executive and leadership positions.

According to industry data, while Black athletes comprise significant portions of professional sports rosters, representation drops dramatically in front office and management roles. This program aims to address that pipeline gap by providing structured pathways from education to industry entry.

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August 15, 2025
Federal Government Is Now an Unreliable Partner (opinion)

When Linda McMahon was initially picked to be the secretary of education, I wrote a piece that detailed how comparing her to former secretary of education Betsy DeVos was likely inappropriate. I ended that piece by cautiously suggesting that McMahon would strongly align with elements of the Heritage Foundation’s Project 2025 and of the think tank she led, the America First Policy Institute. I also suggested that because the president is ambiguous in his attitudes toward following court orders, McMahon might feel emboldened to engage in similar behavior.

Since my previous op-ed, McMahon was confirmed as secretary of education and has since shared her vision for the Department of Education in various interviews. While her focus is primarily on K-12 education issues, for higher education she has consistently emphasized that Pell Grants and loans will remain safe—a topic I will revisit later. However, the most predictable outcome has proven accurate: McMahon’s approach aligns closely with the intentions outlined by Heritage and AFPI, as ED is targeted for closure.

One way to frame McMahon’s leadership and recent behavior as secretary is that she’s the agency’s appointed destructor (just before signing an executive order seeking the dismantlement of the department, President Trump quipped, “Hopefully she will be our last secretary of education.”) Now, ED cannot be eliminated without congressional approval. However, there are many decisions the administration can make to severely hobble the department and offices within it. Some of these decisions have already been executed.

One of the most impactful and immediate policies that McMahon has pursued was an almost 50 percent reduction of staff at ED, from roughly 4,000 to 2,000 employees. These cuts have reduced employees at offices such as the Office of Federal Student Aid, the Institute of Education Sciences and the Office for Civil Rights. Communications from ED have suggested these cuts will not affect students’ ability to apply for and secure financial aid.

Of the nearly 2,000 layoffs, more than 300 happened within the Federal Student Aid office—and almost immediately the Free Application for Federal Student Aid site went down for a few hours. Even with a full staff, the Biden administration had well-documented issues with keeping the FAFSA running smoothly, which led to a 9 percent decline in FAFSA submissions for first-time applicants in 2024, or about 432,000 fewer applications over all. Given the department’s reduced capabilities, I have little confidence that it can process FAFSA applications promptly.

On March 21, President Trump announced that the Small Business Administration would take over the student loan portfolio, an interesting move given that McMahon was the SBA head during Trump’s first term. No clear explanation has been provided for why the SBA should take charge of the portfolio, and no public plan for such a transfer has been released. Additionally, the SBA intends to cut its staff nearly in half, reducing its 6,500-person workforce by about 2,700 employees, while managing this titanic task.

Although it could be argued that the loan portfolio might be transferred out of the FSA (the “Performance-Based Organization”) based on performance, as outlined in the Higher Education Act of 1965 and the Higher Education Amendments of 1998, it remains unclear whether transferring the portfolio outside of ED is legally permissible. Additionally, the Higher Education Opportunity Act of 2008 does not appear to support moving loans or other financial aid–related processes outside of ED.

In recent interviews, McMahon has offered no further clarification on this decision, noting that additional ED functions might also be transferred to other departments. While she proposed working with Congress to interpret the legality of these actions, she also has hinted that congressional approval may not be necessary.

In addition to concerns surrounding financial aid, we should anticipate weaker accountability measures and diminished academic research moving forward. ED’s Institute for Education Sciences has faced significant staff cuts. Although the Integrated Postsecondary Education Data System remains active, providing essential data on enrollment, costs, financial aid and graduation rates, its future is uncertain. This data set is crucial for researchers at foundations and think tanks focused on accountability, as well as for academics studying outcomes in higher education. However, with the survey submission link recently down and limited staff to oversee the system, IPEDS may soon lack accuracy or even public accessibility. As other federal data sets also face potential risks, researchers may need to reconsider the standards for defining good work in this evolving landscape.

Yet, the staff cuts may have been too abrupt, as ED recently asked several dozen employees to return to fulfill statutory obligations, including responsibilities related to financial aid and loans. However, uncertainty persists regarding how the administration and Secretary McMahon interpret these obligations and the level of efficiency required for their execution.

McMahon’s influence on higher education has already extended beyond the “Sweet Chin Music” directive for ED (“Sweet Chin Music” is the finishing move of WWE legend Shawn Michaels—a super kick to the face). She seems eager to serve as a bridge for aligning higher education with conservative priorities, as demonstrated by her direct involvement with the revocation of $400 million in federal grants and contracts to Columbia University—the first test case in a broader strategy to pressure universities over allegations of campus antisemitism. Critics argue this is a pretext for advancing a conservative agenda rather than a genuine effort to protect Jewish students and employees, with similar tactics now being applied to Harvard and Princeton Universities. The administration also seems to be using a similar strategy to pressure other institutions like the University of Pennsylvania over issues related to Title IX and transgender athletes.

To regain federal funding, Columbia was given a list of demands, which included enacting a new campuswide mask ban and placing the Middle Eastern, South Asian and African Studies Department under academic receivership—actions widely criticized as federal overreach. Though Columbia has taken multiple steps to address concerns about antisemitism, including seeking the arrest of pro-Palestinian protesters for trespassing, expelling students and temporarily revoking diplomas, the administration in effect deemed these actions insufficient.

Though Columbia has largely complied with the administration’s demands, there is little indication that the withheld funds will be restored or to what degree. Regardless of readers’ personal views on the outcome, Columbia’s compliance demonstrates that institutions likely are increasingly susceptible to federal interventions. Looking ahead, I expect both Republican and Democratic administrations to exert distinct political pressures on institutions, significantly reshaping higher education—a shift partly influenced by McMahon’s direct role in the Columbia negotiations.

Since the National Institutes of Health grant cancellations began, I have described federal government agencies as “unreliable partners” for higher education. The “unreliable partners” label remains fitting as McMahon continues to dismantle ED and transfer its responsibilities to other departments, which is likely to cause extreme inefficiencies. I am especially concerned about delays in FAFSA processing and whether financial aid will reach institutions and students on time next academic year—if at all. Administrators should prepare for these risks. Furthermore, as Columbia has complied with the administration’s demands, it’s possible that future financial aid may come with new conditions (e.g., mask bans on all campuses)—or be intentionally withheld until expectations are met.

Daniel A. Collier is an assistant professor of higher and adult education at the University of Memphis. His work focuses on higher education policy, leadership and issues like student loan debt and financial aid. Connect with Daniel on Bluesky at @dcollier74.bsky.social.

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April 7, 2025
L.A. Community Colleges, CSUs Partner on Nursing Initiative

After tussling over proposed legislation to allow community colleges to offer a bachelor’s of nursing degree, Los Angeles County’s 19 community colleges and the California State University system are working together to tackle local nursing shortages. The partnership, spearheaded by Compton College, may signal a new phase of cooperation between the two systems.

The Nursing 2035 Initiative aims to foster collaboration between community colleges, the CSU system and other stakeholders; conduct research; and devise strategies to graduate more registered nurses in the region over the next decade. The project also includes the Los Angeles Economic Development Corporation, the Department of Economic Opportunity with the County of Los Angeles and California Competes, an organization focused on higher ed and workforce development in the state.

Keith Curry, president of Compton College, said the need for more nurses in the region is dire. Lightcast, a labor market analytics firm, projected 6,454 job openings for registered nurses in Los Angeles County annually through 2035, but degree-completion data from 2023 shows local colleges only produced 5,363 graduates with relevant degrees that year.

Curry described a nearby medical clinic’s emergency room as “flooded” with patients at the same time aspiring nurses face barriers to entering the profession, such as vying for limited spots in nursing programs. Programs, meanwhile, struggle to grow because of challenges with retaining nursing faculty, who can find better wages working in hospitals, and competition for scarce clinical placements.

The goal is “really trying to address health disparities in the community I’m from, and nursing is just another one of those issues that we have to address,” Curry said.

Teamwork After Tensions

The move comes after Gov. Gavin Newsom encouraged more CSU–community college partnerships on nursing last year after he vetoed two bills that would have allowed some community colleges to offer B.S.N. programs as part of a pilot program.

At the time, community college leaders argued that expanding their nursing offerings beyond associate degrees would make nursing education more affordable and combat nurse shortages in the state. But CSU leaders opposed the legislation, countering that the new programs would be duplicative and force the CSU’s existing programs to compete for resources, like clinical placements. (The two systems have also cyclically battled over community college baccalaureate degrees since the state allowed them a decade ago.)

Newsom came down on the CSUs’ side.

“All segments of higher education should continue to focus on building these programs together,” he wrote in one of his veto messages, “and I am concerned this bill could inadvertently undermine that collaboration.”

The initiative is an attempt to do just that, Curry said.

“It’s not us versus them,” he said. “It’s about how can we partner together to solve a problem. So, I felt that CSU has to be the table.”

Jose Fierro, president of Cerritos College and co-chair of the Los Angeles Regional Consortium, a coalition of L.A. County’s 19 colleges, said he and other community college leaders were “disappointed” by Newsom’s rejection of community college B.S.N. degrees because he felt like they would help his place-bound students. He said his campus is nine miles on average from local universities.

Students “may not be within driving distance because they would have to uproot their families, or because of the high cost of housing, they wouldn’t be able to move to a different city to be able to access these programs,” he said.

At the same time, he believes the collaborative approach will benefit students.

“We are bringing county representatives, hospital representatives, state officials, California State and community colleges to look at our programs and our shortage of nurses in a comprehensive manner,” to think about “how can we work together to meet the needs of the community?”

An Example for Others

Some nursing partnerships between community colleges and CSUs already exist. For example, California State University, Northridge, has an A.D.N.-B.S.N. Community College Collaborative Program, which allows students earning nursing associate degrees at partnering community colleges to earn a B.S.N. on an accelerated timeline. A program at Cal State Long Beach also allows nursing associate degree students to take B.S.N. classes while in community college.

Nathan Evans, deputy vice chancellor for academic and student affairs and chief academic officer at the CSU Office of the Chancellor, believes the Nursing 2035 Initiative can serve as an example of how community college and CSU leaders can strategically confront local nursing shortages together.

“The boundaries of our institutions don’t have to be what they were in the past,” he said. “Our hope is that this is a model of what collaboration looks like between our segments and there’s a lot less friction in terms of the student experience, that there are clear road maps for students, particularly in the nursing field.”

As a first step, the group plans to research the region’s nursing education and workforce and release a report in the fall with policy and budget recommendations on how to expand nursing programs in the area. The goal is to work on the recommendations through 2035.

Evans said the initiative is “using data to really drive a needs assessment and then allow that to lead us to, what are the ways we collectively can respond?”

The hope is that process leads to new, innovative partnerships, said Fierro. For example, he can imagine CSUs offering B.S.N. programs on community college campuses, or partnering with community colleges on collaborative programs, so that students who struggle to commute to universities because of work or family obligations have more options.

“To me, the main objective is to ensure that we bring that value to the local communities,” he said, “regardless of whose name is issuing the diploma.”

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April 4, 2025
Defending free speech: FIRE and Substack partner to protect writers in America

In his farewell address to the nation, President Ronald Reagan remarked that “America is freedom,” and it’s this freedom that makes the country “a magnet” for those from around the world.

In recent weeks, America has sent a very different message to foreigners residing in America lawfully: You can stay here — but only if you give up your freedom of speech.

Earlier this week, federal immigration officials arrested a Tufts University student off the street, allegedly for an op-ed she wrote in a student newspaper calling for the university to divest from Israel. If true, this represents a chilling escalation in the government’s effort to target critics of American foreign policy.

Since our founding, America has long welcomed writers and thinkers from across the globe who come to this country and contribute to the richness of our political and cultural life. Christopher Hitchens was one of President Bill Clinton’s sharpest critics, Alexander Cockburn punched in all directions, and Ayn Rand minced no words in her condemnation of socialism.

To preserve America’s tradition as a home for fearless writing, the Foundation for Individual Rights and Expression and Substack are partnering to support writers residing lawfully in this country targeted by the government for the content of their writing — those who, as Hitchens once put it, “committed no crime except that of thought in writing.” If you fit this category, whether or not you publish on Substack, we urge you to get in touch immediately at thefire.org/alarm or pages.substack.com/defender.

President Reagan recognized that freedom is “fragile, it needs protection” — and that’s exactly what FIRE and Substack intend to provide.

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March 28, 2025
7 Key Considerations When Choosing Cloud Partner for Higher Education

Data privacy and compliance in educational cloud solutions is no more a choice, but a mantra. Colleges and universities can get a lot out of moving to the cloud, but picking the right cloud partner is very important. An effective partner can help organizations improve their processes, improve student experience, and work more efficiently. When your institution decides on a cloud partner, you may have to consider these 7 factors that are discussed in the blog:

Data Privacy and Compliance in Educational Cloud Solutions. Why?

Safeguarding sensitive student and institutional data is an absolute necessity in the field of higher education. It has become a mandate that higher education institutions establish robust privacy and compliance standards, as data breaches have increased by 75% between 2021 and 2023.

To protect data across international boundaries, a trustworthy cloud partner must comply with regulations such as the General Data Protection Regulation (GDPR), the Family Educational Rights and Privacy Act (FERPA), and ISO 27001. To give just one example, research has shown that 63 percent of students give higher priority to educational institutions that exhibit robust data protection measures. By selecting a cloud service that offers encryption, access control, and frequent audits, you are not only meeting a technical necessity; you are also taking a step toward developing trust in a world that is driven by data.

Benefits of Cloud Computing in Higher Education Institutions

How to Choose the Right Cloud Provider for Universities? 7 Factors You Can’t Ignore

1. Solutions Tailored for Higher Education

As said earlier, data privacy and compliance in educational cloud solutions is no longer an option but a necessity. Hence, as a first step, verify that your cloud partner provides solutions that are 100 % tailored to higher education institutions. A standard cloud provider may need to adequately meet the specific requirements of academic settings. Solutions created expressly for higher education to understand the complexity of student information systems, academic administration, and compliance regulations, which help avoid inefficiencies and missed opportunities.

2. Several Deployment choices

To maintain data privacy and compliance in educational cloud solutions, the next important thing to consider is to be open to several deployment choices. Flexibility depends on the capacity to choose among several deployment choices. A cloud partner should provide SaaS deployment methods, and hybrid, managed, and cloud-based solutions so your university may move on its terms. This flexibility guarantees that you can pick the right deployment method that is most suited for you, for your long-term and present requirements of your university.

3. Proven History of Smooth Migrations

It can be hard to move to the cloud, so it’s important to work with a partner who has a history of getting cloud transfers done on time and on budget. Before working with educational institutions, a reliable vendor should have shown that they can handle large-scale migrations with little trouble and no loss of data protection for educational institutions.

4. Expertise in Security and Compliance

Cybersecurity is a significant issue for higher education organizations managing sensitive information. Your cloud partner must implement stringent security protocols, with tight-kint encryption, multi-factor authentication, and routine security assessments. Furthermore, verify their adherence to industry standards and regulations, including GDPR and FERPA, to safeguard your institution’s data and uphold legal compliance.

5. Scalability and Flexibility for Growth

Higher education institutions are continually developing. Your cloud partner must provide scalable solutions that can adapt to your institution’s requirements. Your cloud infrastructure must possess the flexibility to scale up or down seamlessly in response to increased student enrollment, new academic programs, or expanded research efforts, without significant disruptions.

6. Continuous Assistance and Enhancement

Considering data privacy and compliance in educational cloud solutions, selecting a cloud partner that offers ongoing assistance after the initial deployment is a must. Continuous advisory services, system enhancements, and routine performance evaluations are a strict must-have. Note that an effective partner actively optimizes processes and identifies areas for improvement.

7. Dedication to Research and Innovation

Your cloud partner ought to be dedicated to ongoing innovation and development. Seek for suppliers who actively support research and development to improve their products depending on client comments. Constant evolution of a partner will allow your university stay at the forefront of educational technology and enable it to move with the times and meet new problems.

Winding Thoughts Creatrix Campus Advantage

With over a decade of experience, Creatrix Campus provides customized cloud solutions to higher education. We are built with data privacy and compliance in educational cloud solutions. You can streamline operations, improve the student experience, and future-proof your technical infrastructure with our focus on security + scalability + educational institution needs. For continuous support or flexible deployment, Creatrix Campus will help your institution succeed in the cloud!

Ready to transform your institution’s cloud journey? Please contact us today.

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January 9, 2025
HEDx Podcast: Time to partner with students and tech – Episode 147

The last episode from HEDx’s Future Solutions conference features interim pro-vice-chancellor of teaching and learning at the University of Queensland Professor Kelly Mathews.

She joins Martin Betts to discuss a survey of over 8000 university students about how they use artificial intelligence.

She is followed by a panel that included deputy vice-chancellor (education and students) at the University of Technology Sydney Kylie Readman, deputy vice-chancellor (academic) at Deakin University Professor Lix Johnson, vice-chancellor of Western Sydney University George Williams, president of Torrens University Linda Brown of Torrens, and industry executive of higher education at Microsoft Katie Ford.

They call on universities to partner with students and the tech company eco-system. Is HE brave enough to get out of its lane?

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December 4, 2024