Tag: Provost

  • Associate Provost on Coordinated Attack on Academic Freedom

    Associate Provost on Coordinated Attack on Academic Freedom

    Valerie Johnson has watched—and fought against—political attacks on academic freedom for years. A political scientist and associate provost of diversity, equity and inclusion at the Catholic DePaul University, Johnson understands well the political incentives for conservatives to bring universities to heel.

    This year brought an avalanche of new and continuing attacks on what professors can teach, speak about and research at American colleges and universities, led by the Trump administration and exacerbated in states like Florida and Texas, where Johnson describes these changes as swift and effective.

    Together with co-authors and editors Jennifer Ruth, a film professor at Portland State University, and Ellen Schrecker, a professor emerita of American history at Yeshiva University, Johnson wrote The Right to Learn: Resisting the Right-Wing Attack on Academic Freedom (Beacon Press, 2024). In October, the book was granted the American Association of Colleges and Universities’ Frederic W. Ness Book Award, an annual honor that highlights the “book that best illuminates the goals and practices of a contemporary liberal education.”

    Johnson spoke with Inside Higher Ed over Zoom about the impetus for the book and how she interprets the escalating attack on academic freedom today.

    The interview has been edited for length and clarity.

    Q: What prompted you to write this book? Was there a specific moment when the scope of this campaign against academic freedom that you describe became unmistakable for you?

    A: Yes, it was the summer of 2021. A friend of mine was working with the African American Policy Forum, and they wanted to sound the alert that we were seeing a rollback of rights. And so they had asked Jennifer Ruth, my co-author and co-editor of the book, to work on what they called the Faculty Senate campaign. Twenty twenty was a momentous year. We began to see gag orders about what could be taught. So Jennifer and I … wanted to alert all faculty senates across the United States that we were seeing this erosion of academic freedom and that they should pay attention. We asked them to write resolutions asking their administrations to reaffirm academic freedom.

    Q: How have faculty senates or governing bodies adapted—or failed to adapt—to the current legislative landscape?

    A: Well, I would like to say I’ve seen quite a bit of resistance, but unfortunately people have a way of conceding when their livelihoods are at stake. And how you answer that question is also determined by where you are in the country. If you’re in a red state—like Florida, like Texas—where there are prohibitions like, “Hey, you cannot teach on this, this, this and this,” then either you stay there and withstand some degree of punishment, or you leave. A lot of faculty are leaving red states for bluer states.

    It’s actually been very surprising to me. This period in American history has really caused me to rethink what I originally believed about human nature. It is very surprising how cowardly people are … I am a political scientist by training, and I [know] only about 4 to 5 percent of people will protest anything. And we have seen various rallies, protests, etc., but it hasn’t been as engaging as I would like to see.

    Q: One of the things that the book addresses is that efforts on the right to degrade academic freedom are strategic rather than reactive. What evidence convinced you that this was an organized, long-term project?

    A: There’s always been attempts to erase history. Frederick Douglass said a long time ago that America is false to its past. It’s false to its present, and it resigns itself to be false to the future.

    America has always created a story that it is something it is not, and I think the values that we have are largely aspirational. When universities talk about their mission statements, they’re not saying it’s [complete], they are saying, “This is who we’d like to be.” There has always been a concerted effort to blame the victim when it comes to people who have marginalized identities and to ensure that, largely, their stories are not told. And so through education, if you could limit discussions of race and social equality, then people aren’t thinking about it. They’re not thinking about passing legislation that pursues those goals. And you could make people believe that, “Hey, all the problems of the past have been resolved,” when, in fact, if you look empirically, they haven’t.

    Q: When you were doing your research, were there any state-level policies or actors that really surprised you, either in their influence or how quickly they spread?

    A: Yeah, I would say Florida and Texas. It was very quick. [Governor Ron] DeSantis definitely took over the university system very quickly [with] Don’t Say Gay and Anti-Woke. I mean, it’s amazing, but it’s an easy setup. For the average citizen, it’s a part of the culture wars where they see LGBTQIA rights, for example, or women’s rights, and they’re alarmed by them … It is “me against them,” and particularly in red states and the Bible Belt, it has been a pretty easy sell to the citizenry because it aligns with some of their well-cherished values, but it doesn’t promote human rights. It doesn’t promote a country or a world where people are seen not by any sort of cultural or identity markers, but by their membership in the human race.

    Q: Are there any aspects of the current debate that you think are most misunderstood, either by the media or the public or folks in higher ed?

    A: Yes, I think there are a couple of things that are really misunderstood. One is structural inequality, or when you look at, for example, inequality by race. I think most people think that the civil rights movement resolved any social economic inequality when, in fact, it did not. I always use the metaphor of a Monopoly game gone wrong—just because you change the policy doesn’t mean you change the conditions. So let’s say you and I are playing a game of Monopoly, and halfway through the game, I realize you’ve been cheating all along. So I call you out on it, and your response to that is, “OK, let’s change the policy. No more cheating.” And then you say, “Let’s resume the game.” The problem with that is you have already amassed the red hotels, the green houses. Generation by generation, those people who benefited from slavery or land appropriation of the Native Americans and Mexicans, or Jim Crow and residential segregation, that’s a cumulative advantage. For those people who were disadvantaged, there’s a cumulative disadvantage that moves forward from generation to generation. Existing racial inequality—I don’t think people actually understand it. They saw shows like The Cosby Show, and they are like, “Oh, wow, all people from minoritized backgrounds, they’ve made it.” In fact, it’s really a myth.

    To that extent, if you say that you want to provide opportunities that create inclusion on college campuses, they’re looking at that like, “Well, wait a minute. They’ve made it. So this is unfair to me.” Then you have this disdain for DEI. Of course, for people between the ages of zero and 18 in America, the majority of them are nonwhite. So every single year, campus enrollment is becoming less white … and American universities and colleges that are going to have to depend on American students for their enrollment will increasingly have to court and recruit students who are nonwhite because of the demographic shift.

    Q: How should universities communicate with the public about academic freedom without reinforcing the right wing framing that expertise equals elitism?

    A: One thing that is constantly on my mind is: How do you talk about something as heavy as academic freedom? In a way, I wish we would have retitled the book something like “The Right to Learn: Resisting the Attack on What You Can Learn,” or something like that. When you put “academic freedom,” people ask, what is academic freedom? People know about free speech, but people don’t know about academic freedom. That is why you have an increasing number of students who come to college campuses believing that they should get a tailor-made curriculum.

    So, what can universities do? I believe in community education. I love it when community groups and politicians ask me to come and speak to regular community folk. We have to see our enterprise as not only teaching in the university, but outside of the university, and that could be done with op-ed pieces or just going where people are—churches, community institutions … I think that’s the only way it’s going to happen. We have to get out of the ivory tower.

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  • UNC Merges Information and Data Science Schools, Names New AI Vice Provost

    UNC Merges Information and Data Science Schools, Names New AI Vice Provost

    Manning Hall at University of North Carolina Chapel HillUNCThe University of North Carolina at Chapel Hill announced last week that it will merge the School of Information and Library Science and the School of Data Science and Society into a single, yet-to-be-named institution focused on applied technology, information science and artificial intelligence.

    The merger, announced in a joint letter from Chancellor Lee H. Roberts and Interim Executive Vice Chancellor and Provost James W. Dean Jr., represents what administrators called “a bold step forward” in positioning Carolina as a national leader in data and AI education.

    Dr. Stanley Ahalt, current dean of the School of Data Science and Society, will serve as inaugural dean of the new school. Dr. Jeffrey Bardzell, dean of the School of Information and Library Science, will continue leading SILS through the transition while also assuming a newly created secondary appointment as Chief Artificial Intelligence Officer and Vice Provost for AI.

    “Information technologies, especially generative AI, are having a transformational impact,” the letter stated. “This new school is a bold step forward in our commitment to preparing students for a world increasingly shaped by data, information and artificial intelligence.”

    The AI vice provost position, which will become full-time once the new school is operational, will coordinate the university’s response to artificial intelligence across all campus units.

    “Dean Bardzell has been a key voice informing our thinking about AI campuswide,” Roberts and Dean wrote. “We are grateful to have his experience in the classroom, administration and research guiding our efforts.”

    The announcement comes as universities nationwide grapple with integrating AI into curriculum and operations. UNC joins a growing number of institutions restructuring academic units to address what administrators describe as rapid technological change.

    While the decision to merge has been finalized, administrators said that implementation plans remain under development. The university will establish a task force, advisory committee and multiple working groups to determine operational details.

    “Faculty, staff and students will be engaged throughout,” the announcement stated. Both schools will maintain current academic programs during the transition, with administrators expressing hope the merger will support enrollment growth and expanded impact.

    SILS, established in 1931, has approximately 600 students across bachelor’s, master’s and doctoral programs, with strengths in information ethics, library science and human-centered information design.

    SDSS, founded in 2019, has grown to roughly 400 students and focuses on computational methods, statistical analysis and data science applications across disciplines.

    “Both SILS and SDSS bring distinct strengths and areas of excellence to Carolina — technical expertise, humanistic inquiry and a deep understanding of the societal implications of emerging technologies,” administrators wrote.

    The letter noted that the merger is “driven by long-term possibilities” rather than budget constraints, with a focus on growth and expanding both schools’ “powerhouse academic programs.”

    University officials did not provide a timeline for completing the merger or naming the new school. They also did not specify budget details or projected enrollment targets.

    The announcement marks the latest in a series of administrative restructuring efforts at UNC-Chapel Hill, which has seen several organizational changes in recent years as it responds to shifting academic priorities and funding models.

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  • Former Provost Sues UNC Chapel Hill

    Former Provost Sues UNC Chapel Hill

    A former provost at the University of North Carolina at Chapel Hill accused the Board of Trustees of systematically violating open records and meetings laws on multiple occasions, including to retaliate against him, according to a lawsuit filed earlier this week.

    At the heart of the lawsuit from Chris Clemens, who resigned in April, is a delayed tenure vote.

    In March, the UNC Board of Trustees postponed a vote to grant tenure to 33 faculty members. At that meeting, held March 20, the board moved into closed session, with Clemens present, apparently to discuss individual tenure cases. Instead, trustees launched into a debate over the value of tenure, with some voicing their philosophical opposition to the practice and others arguing that they should delay such approvals for financial reasons, according to the lawsuit.

    The board eventually approved tenure for all 33 candidates in June via an email vote.

    According to the lawsuit, Clemens shared details from the meeting with other academic leaders, noting that no tenure decisions were made or individual candidates considered and that the board instead “engaged in a sweeping policy discussion about tenure’s institutional value and global costs.” Following that briefing, the Board of Trustees allegedly communicated through Signal, a private messaging application that includes a feature to automatically delete messages after they are read, to call for a vote of no confidence in Clemens. UNC leadership asked Clemens to step down shortly thereafter, according to the lawsuit.

    But even if Clemens’s suit is successful and the violations are proven to be true, the board will likely face few repercussions given past precedent.

    A Systemic Pattern

    Clemens’s lawsuit also accused Jed Atkins, director and dean of the School for Civic Life and Leadership, of relaying the former provost’s briefing to then–board chair John Preyer via Signal. (Clemens had taken issue with the hiring practices at the civic life school before stepping down.)

    The lawsuit alleges that Atkins “requires that his leadership team subscribe to a Signal group and conducts a substantial portion of official communications via Signal with auto-delete enabled not only in exchanges with trustees but as a routine practice,” in violation of state law. Atkins did not respond to a request for comment from Inside Higher Ed.

    Beyond the tenure flap, Clemens has accused the board of defying state open meetings laws on multiple occasions in an effort to “hide policy debates from public view,” according to his lawsuit.

    “Over the past four years, the Board has engaged in a pattern and practice of systematically violating the Open Meetings Law by improperly invoking closed session exemptions to shield policy and budget deliberations from public scrutiny,” the former provost alleged.

    Contacted by Inside Higher Ed, Clemens declined to comment.

    In his legal filing, Clemens cited three specific examples beyond the March tenure discussion in which he alleged the board violated open meetings laws. He specifically pointed to a closed session discussion in November 2023, when UNC discussed athletic conference realignment; further secret deliberations over athletics in May 2024 involving both conference realignment and finances; and an “emergency meeting” in December 2024 to hire a head football coach. At the December meeting, UNC Chapel Hill hired NFL legend Bill Belichick on a $10 million annual contract.

    (Responding to a separate legal complaint over the May 2024 meeting, trustees previously agreed to reaffirm their commitment to open meetings laws and pay $25,000 in attorneys’ fees.)

    “Each episode follows the same pattern: the Board invokes a statutory exemption, enters closed session, then discusses broad policy or budget matters that must be debated publicly,” the lawsuit states.

    Despite being allegedly pressured to step down, Clemens isn’t seeking a payout or his job back. Instead, he’s asking the court to prevent the board from continuing its alleged defiance of open meetings laws, to produce minutes or a transcript of the March 20 closed session and to mandate that trustees participate in training on state open meetings and public records laws.

    Responses

    Contacted by Inside Higher Ed, UNC Chapel Hill spokesperson Kevin Best wrote by email, “We’re aware of the litigation and are reviewing it closely,” but he declined to comment further given the pending nature of the case.

    The Board of Trustees released a more forceful statement Wednesday.

    “The former Provost’s baseless assault on this volunteer Board and how it conducts its business stands in stark contrast to the widely recognized excellence the University has achieved under this Board’s leadership,” chair Malcom Turner said. “His allegations are disappointing and inaccurate, not to mention a waste of taxpayer dollars, for which this former officer of the University shows no regard. His claims will not withstand scrutiny.”

    Most of the individuals named in the lawsuit either declined to comment or did not respond to media inquiries. Multiple faculty and staff members at the School of Civic Life and Leadership (none of whom are defendants in the lawsuit) also did not respond to requests for comment.

    However, one source alleged that the former provost instructed employees to use Signal and that he also used it for university business, which Inside Higher Ed confirmed via screenshots.

    Allegations that Clemens used Signal come amid an opaque investigation by outside counsel into the School of Civic Life and Leadership that was announced earlier this month. While Chapel Hill leadership has said little about the investigation, it comes after multiple resignations from faculty members in the school, some of whom have alleged it has “lost sight of its mission.”

    Dustin Sebell, a School of Civic Life and Leadership professor, told Inside Higher Ed via text message that Clemens “habitually used Signal for university business” and encouraged others to do so. To Sebell, the lawsuit seems like an effort by Clemens to sidestep the investigation.

    “By hastily filing a hypocritical lawsuit, Chris is trying to avoid investigators’ questions about his misconduct as Provost by claiming privilege pending ongoing litigation,” Sebell wrote.

    But some faculty members, such as Michael Palm—president of the UNC Chapel Hill chapter of the American Association of University Professors—expressed concern about political influence on the board.

    “Open meetings laws are important for public universities. Unfortunately, right now we don’t need them to know that the UNC [Board of Trustees] considers UNC faculty to be their enemy,” Palm wrote to Inside Higher Ed via email. “The crisis we’re in is political, not procedural.”

    Although North Carolina has historically been considered a swing state, the UNC Chapel Hill board appears to be overwhelmingly comprised of Republicans. Some have previously worked for Republican officials, while others have donated heavily to GOP candidates and causes.

    Of 14 voting members on the UNC Chapel Hill board, at least 10 have donated to conservative politicians and organizations, some contributing tens of thousands of dollars, according to a review by Inside Higher Ed. Several others have direct GOP connections, including Preyer, who previously worked for former senator Lauch Faircloth. Three other trustees previously held state office: Robert Bryan III, James Blaine II and Patrick Ballantine. All were elected as Republicans.

    Potential Consequences

    Should the allegations in the lawsuit be proven true, consequences will likely be fairly light—at least, that has been the outcome in other cases where boards allegedly violated sunshine laws.

    The Pennsylvania State Board of Trustees, for example, was required to complete training on the state’s Sunshine Act recently as part of a settlement with the news organization Spotlight PA over alleged violations of opening meetings laws related to secretive practices by the board.

    But in other cases, universities have largely escaped consequences for clandestine actions.

    Kentucky attorney general Russell Coleman has found that multiple state institutions have violated open records laws, adding up to 10 times this year alone. Coleman found that the University of Kentucky violated open records law four times and had four partial violations, while Northern Kentucky University had one violation and the University of Louisville had a partial violation. However, none of those violations resulted in punitive actions from the state.

    Last year Indiana’s public access counselor found that Indiana University’s Board of Trustees violated open meetings laws when members claimed that they were holding a private meeting to discuss litigation. But trustees also discussed IU president Pamela Whitten’s performance and a campus climate review, expanding the private meeting beyond its stated aims. A complaint from a news organization prompted scrutiny from state officials, but no punitive or corrective actions.

    UNC Chapel Hill was also previously accused of violating state open meetings laws, including in 2021 when it hired Clemens as provost, choosing to approve “Action 1” on its agenda with a vague reference to personnel matters, raising concerns that trustees violated state law via a secretive vote. Board leadership defended the vote and Clemens remained in place until April.

    This story has been updated with a statement from the UNC Chapel Hill Board of Trustees.

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  • A Disenchanted Provost Discusses Why He Ditched the Job

    A Disenchanted Provost Discusses Why He Ditched the Job

    Throughout his 20-year career in higher education, Julian Vasquez Heilig has steadily climbed the career ladder, moving from assistant to associate professor at the University of Texas at Austin; into a full professorship at California State University, Sacramento; and then to a dean position at the University of Kentucky’s College of Education, Human Development and Sport Science. Being dean was rewarding, he said. The wins were visible, the feedback loop was short and he was well supported. Hoping to expand his impact, Heilig stepped onto the next career-ladder rung and became provost at Western Michigan University in Kalamazoo. But as provost, he didn’t feel emboldened to make change, he said; he felt isolated and exposed.

    After two years, he stepped down, and he now serves as a professor of educational leadership, research and technology at Western Michigan. His frustrations with the provost role had less to do with Western Michigan and more to do with how the job is designed, he explained. “Each person sees the provost a little differently. The faculty see the provost as administration, although, honestly, around the table at the cabinet, the provost is probably the only faculty member,” Heilig said. “The trustees—they see the provost as a middle manager below the president, and the president sees [the provost] as a buffer from issues that are arising.”

    Inside Higher Ed sat down with Heilig to talk about the provost job and all he’s learned about the role through years of education leadership research, conversations with colleagues and his own experience.

    The interview has been edited for length and clarity.

    Q: You stepped down from the provost role at Western Michigan in January, two years after taking the position. What tipped you off that the position wasn’t for you?

    A: In general, provosts are judged on student success, retention, faculty hiring and academic quality, and yet the purse strings of those things often truly sit with the president or the chief financial officer. That split means the provost really answers for outcomes without the levers to fund them. The job really asks you, as a leader, to redesign programs and diversify pipelines while working with multiple stakeholders—trustees, donors and faculty. If you push too hard on innovation, you face backlash. If you move too slowly and the role becomes ceremonial, then that might violate your own personal mission and beliefs. I’m not specifically talking about Western Michigan—all institutions have to decide whether they value transformation or whether they want tranquil optics.

    For most provosts, the average tenure is three years, based on the research I’ve seen. But durable change, sustainable change could take five, seven, 10 years. A lot of the things that [provosts] initiate outlive the job—it’s difficult to be around to see your agenda finished.

    Q: You’ve described the provost role as being “structurally exposed.” What does that mean, exactly?

    A: The relationship between presidents and provosts can be—especially at research universities—really fraught. One of the ways that it can be helped is by, from the outset, sitting down with your president to talk about how you’re going to make decisions, what the expectations are for resource commitments and joint accountability for decisions. A lot of times provosts are enforcing decisions and policies they didn’t make, but they’re held accountable to those policies, and having a compact [with the president] would be a better foundation.

    Leaders need to be able to have buffers to take smart risks without constant political whiplash. Those could look like multiyear resource agreements or protocols for handling disputes among vice presidents. That is super important—insulation is not isolation; it’s a structure that enables courage among leaders. Higher education is always the first to call for change and the last to make it because we have to align authority with responsibility. We have to be committed to change. We can’t avoid crises because there are some people that aren’t interested in making change and are completely satisfied with the status quo.

    Q: Did pushback to your equity work factor into your decision to ultimately step down?

    A: When controversy hits, the easiest release valve is the provost … It’s important for institutions to see the provost role not as disposable if they expect the provost to be bold stewards of academic affairs.

    Someone told me on LinkedIn that the provost role is not actually the chief officer of academic affairs; they’re actually the associate dean of academic affairs. Because pressure comes at the provost from the side from other vice presidents, from above you from the president and from below you from the deans, without the opportunity to respond to all those stakeholders in all the ways you would like. If you reallocate resources and challenge the institution’s sacred cows, then you’re going to take immediate fire. A lot of provosts will last many, many years in the job because caretaking is much safer than transforming under the current norms of higher education. So we need to think about how you reward measured disruption in the provost role and protect those who are doing the hard work of solving problems.

    There’s a high burnout cost to this job because you have nonstop negotiation between all these different stakeholder groups and competing demands. Each of these stakeholder groups want something different. Emotional labor mounts for you as a provost because the wins are very diffused … and if something goes wrong with accreditation or something else, the blame is very concentrated. So without structural support from each of those stakeholder groups, even the best leaders get drained.

    A lot of people go right from dean to president nowadays; they don’t want to get sidelined by the provost role. They just decide that this type of leadership is not worth it. That means that institutions are losing people who would build in this role, who would innovate in this role, and are rewarding people who just simply want to manage and caretake. Instead of hiring leaders, they’re just going to hire a manager.

    Q: You’ve written that provosts are almost always destined for a falling-out with their president. How do you think those roles are pitted against each other?

    A: If you’re thinking about becoming a provost, you have to take the measure of the person you’re working for. You’ve got to figure out: How is this hard decision going to be made? How are resources going to be committed? How is there going to be joint accountability for decisions that the president wants you to make? Will there be shared goals and shared power, rather than performative communications and performative statements? A real relationship and a real compact is the foundation for success for a partnership like this.

    Deans operate in a bounded area of things with very visible outcomes and very tight feedback loops, but the provost has a very diffuse set of responsibilities and is responsible for not just one but [many] colleges. The clarity that deans have really fuels that work. Vice president of academic affairs is a title that suggests influence, but its insulation and authority are very thin. Visibility is high, but when things go wrong, they go very wrong. We’ve got to pair the prestige of that position with clear powers and clear protections, because, again, each of the stakeholder groups has different interests, and so they see you either as their friend or their enemy.

    Q: Is there anything in particular that you would like to see from presidents in general to better support their provosts?

    A: [Provosts] can’t be seen as expendable by design. So when a controversy hits—and you have controversies day after day after day—the main job of the provost is to fix things, hard problems that weren’t fixed before they got to your desk. And so when things go really wrong, from what I hear from my colleagues, the easiest release valve is the provost.

    As you look across campuses, people are saying provost is the hardest job. And there’s a reason why they say that.

    Q: Inside Higher Ed with Hanover Research is releasing its annual survey of provosts tomorrow, and one of the things we found is that 86 percent of respondents said they enjoyed being provost, but only 29 percent of them felt that they consistently have the resources they need to implement initiatives. Do you feel like your experience aligned with that?

    A: Yeah, I think it’s particularly difficult when you come in as a vice president rather than as an executive vice president. When you’re on the same level with other VPs, it creates a Game of Thrones in terms of resources. The finance people want money for building, and the VP of research wants money for research, and so one of the challenges when you come into the provost role is you need to have more flexibility, especially around equity. When equity moves from emails and speeches to actual budget shifts, you get resistance. Leaders who are expected to redirect resources to close gaps, they become targets.

    Q: Also in our survey, more than half of provosts said their job was more about fixing problems than planning ahead. Would you agree that the role is like playing crisis manager?

    A: Part of the challenge is that provosts are having to deal with decisions that other people made. And so you have to deal with decisions that faculty made that may be problematic. You’ve got to implement decisions that the president made. You have a cabinet wanting to implement their decisions for academic affairs, and some of those things go wrong. So you’ve got to work with your team to fix all the different things, and sometimes you can’t fix it fast enough.

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  • NC A&T Provost Tonya Smith-Jackson Named Chancellor of Rutgers University–Newark

    NC A&T Provost Tonya Smith-Jackson Named Chancellor of Rutgers University–Newark

    Dr. Tonya Smith-JacksonNorth Carolina Agricultural and Technical State University Provost Dr. Tonya Smith-Jackson has been appointed chancellor of Rutgers University–Newark, marking a significant leadership transition for the public research university.

    Smith-Jackson, a human factors engineer who has served as provost and executive vice chancellor for Academic Affairs at NC A&T since 2013, will assume her new role on August 1. Her appointment was approved unanimously by the Rutgers Board of Governors and announced jointly by current President Dr. Jonathan Holloway and President-designate Dr. William F. Tate IV.

    “Tonya Smith-Jackson is a person of principles and values who has dedicated her professional life to making transformative changes in higher education,” Holloway said in announcing the appointment.

    At NC A&T, the nation’s largest historically Black college and university, Smith-Jackson has overseen remarkable growth and innovation. Under her leadership, the university has launched three new doctoral programs and created the state’s first bachelor’s degree program in artificial intelligence. She has also presided over dramatic increases in both research staff and graduate assistants.

    Her tenure at NC A&T has been marked by the establishment of three new Centers of Excellence focused on cybersecurity, product design and manufacturing, and entrepreneurship and innovation. Smith-Jackson also led the university’s successful recognition as an anchor institution by the Association of Public and Land-grant Universities.

    Prior to her current role, Smith-Jackson chaired NC A&T’s Department of Industrial and Systems Engineering and directed multiple research initiatives, including a cybersecurity center, the Human Factors Analytics Lab, and the laboratory for Cyber-Human Analytics Research for the Internet of Things.

    Smith-Jackson brings a unique blend of academic, corporate, and government experience to her new role. She holds a doctorate in psychology/ergonomics and an interdisciplinary Master of Science degree in psychology and industrial engineering.

    Before joining NC A&T, she spent 14 years at Virginia Tech, advancing from assistant professor to full professor of industrial and systems engineering. Her professional experience also includes engineering roles at IBM and Ericsson Mobile Communications, as well as a year-long appointment as program director in the National Science Foundation’s Cyber-Human Systems Program from 2018-2019.

    Smith-Jackson said that her approach to higher education leadership is deeply rooted in personal experience and family values.

    “Inspired by my parents’ belief in education as a pathway to liberation, meaning and purpose, I’ve dedicated my life to helping others obtain college degrees and upward mobility,” she said.

    President-designate Tate said that Smith-Jackson’s background positions her well for the role.

    “As an engineer with contributions to human factors research, she brings a systems-oriented, people-centered approach well suited to leading an urban university,” Tate said. “I look forward to partnering with her to expand opportunity pathways, advance impactful research and promote economic development for the region and the state.”

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  • UNC Chapel Hill Provost Stepping Down Amid Civic Life Strife

    UNC Chapel Hill Provost Stepping Down Amid Civic Life Strife

    The University of North Carolina at Chapel Hill’s provost is stepping down next month to return to the faculty there, a development that news articles last week suggested is tied to his disagreement with hiring practices at the School of Civic Life and Leadership, or SCiLL.

    In a statement Friday to Inside Higher Ed, Chris Clemens, the outgoing provost, said, “I made the decision to step down as provost. During my time as provost, I’ve been able to address challenges I care deeply about and make meaningful progress. However, the issues that have arisen in recent days are not ones I can solve, and I don’t feel the same passion for them.”

    His statement didn’t explain what these recent issues are, and Chapel Hill spokespeople didn’t provide further information beyond campus chancellor Lee Roberts’s April 3 announcement that Clemens had decided to step down.

    Clemens will return May 16 to being the Jaroslav Folda Distinguished Professor of Physics and Astronomy, Roberts said in that announcement. Clemens has been provost since early 2022, starting under former chancellor Kevin M. Guskiewicz, who’s now president of Michigan State University. Roberts credited Clemens with, among other things, helping establish the School of Data Science and Society, the Program for Public Discourse, and SCiLL.

    SCiLL was established after Chapel Hill’s Board of Trustees passed a resolution in January 2023 asking the campus administration to “accelerate its development” of this new school. The then–board chair called SCiLL an effort to “remedy” a shortage of “right-of-center views” on campus. Controversy quickly ensued. Faculty said they didn’t know a whole school was in development.

    The Republican-controlled State Legislature then passed a law requiring Chapel Hill to establish the school and hire 10 to 20 faculty from outside the university, plus make them eligible for tenure. It became one of many civics or civil discourse centers—critics have called them conservative centers—that Republican lawmakers and higher education leaders have established at public universities in recent years.

    In January 2025, Clemens canceled the latest SCiLL tenure-track faculty searches before reversing course days later. Articles in The Assembly and the conservative Real Clear Investigations have now implied that Clemens’s departure was connected to his involvement in the disagreements over hiring within SCiLL.

    Clemens, a self-described conservative, had been an advocate for SCiLL. The Real Clear Investigations article was titled, before the headline was changed, “In North Carolina, Academic Conservatives Have Met the Enemy and It Is … Them.”

    In his Friday statement, Clemens said, “I look forward to returning to the faculty to resume work on optical design technology, with a particular focus on applications for the SOAR telescope and astronomy. This will allow me to spend more time in the classroom—an aspect of academic life I have greatly missed.”

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