Tag: Transform

  • 4 ways to transform your classroom through playful gamification 

    4 ways to transform your classroom through playful gamification 

    Key points:

    Every educator hopes to instill a lifelong love of learning within their students. We strive to make each lesson engaging, while igniting a sense of curiosity, wonder, and discovery in every child.

    Unfortunately, we don’t always succeed, and recent reports suggest that today’s students are struggling to connect with the material they’re taught in school–particularly when it comes to STEM. While there are many potential culprits behind these numbers (shortened attention spans, the presence of phones, dependency on AI, etc.), educators should still take a moment to reflect and strategize when preparing a new lesson for their class. If we truly want to foster a growth mindset within our students, we need to provide lessons that invite them to embrace the learning process itself.

    One way to accomplish this is through gamification. Gamification brings the motivational elements of games into your everyday lessons. It increases student engagement, builds perseverance, and promotes a growth mindset. When used strategically, it helps learners take ownership of their progress and encourages creativity and collaboration without sacrificing academic rigor.

    Here are just 4 ways that educators can transform their classroom through playful gamification:

    1. Introduce points and badges: Modern video games like Pokémon and Minecraft frequently use achievements to guide new players through the gaming process. Teachers can do the same by assigning points to different activities that students can acquire throughout the week. These experience points can also double as currency that students can exchange for small rewards, such as extra free time or an end-of-year pizza party.
    2. Create choice boards: Choice boards provide students with a range of task options, each with a point value or challenge level. You can assign themes or badges for completing tasks in a certain sequence (e.g., “complete a column” or “complete one of each difficulty level”). This allows students to take ownership of their learning path and pace, while still hitting key learning targets.
    3. Host a digital breakout: Virtual escape rooms and digital breakouts are great for fostering engagement and getting students to think outside the box. By challenging students to solve content-based puzzles to unlock “locks” or progress through scenarios, they’re encouraged to think creatively while also collaborating with their peers. They’re the ideal activity for reviewing classwork and reinforcing key concepts across subjects.
    4. Boss battle assessments: This gamified review activity has students “battle” a fictional character by answering questions or completing tasks. Each correct response helps them defeat the boss, which can be tracked with points, health bars, or progress meters. This engaging format turns practice into a collaborative challenge, building excitement and reinforcing content mastery.

    When implemented correctly, gamification can be incredibly fun and rewarding for our students. With the fall semester drawing closer, there has never been a better time to prepare lessons that will spark student curiosity, creativity, and critical thinking.

    We can show our students that STEM learning is not a chore, but a gateway to discovery and excitement. So, get your pencils ready, and let the games begin.

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  • AI carries potential to transform both student and teacher

    AI carries potential to transform both student and teacher

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    Ashley Kannan teaches 8th grade American History and African American Studies at Percy Julian Middle School in Oak Park, Ill. He is a 2025-26 Teach Plus Leading Edge Fellow.

    One of America’s largest teachers’ unions recently announced it’s starting an artificial intelligence training hub for educators with funding from Microsoft, OpenAI and Anthropic. This news signals that AI in schools is real — something Aadhira already knows.

    Aadhira is a rising 8th grader I will teach this fall. Toward the end of last year, I saw her sitting in the hallway, on her laptop. I asked her what she was doing. 

    “History homework. I’m using AI.”

    I asked if her teachers knew she used AI.

    “Mr. Kannan, teachers don’t know anything about this AI stuff.”

    This is a headshot of Ashley Kannan, an 8th grade American History and African American Studies teacher at Percy Julian Middle School in Oak Park, Ill.

    Ashley Kannan

    Permission granted by Ashley Kannan

     

    Aadhira is not wrong. As with most new technologies, most students know more about AI than most adults. But we’re early enough in the process that we have an opportunity: Teachers like me can design the AI experience alongside students like Aadhira and inform the development of projects like the AI training hub. Together, we can create a new and better school experience for our students. 

    In my 29-year career, I have seen education react late to technology over and over again. We were slow to the internet, smartphones, social media and remote learning. AI is already a part of Aadhira’s life, yet my school district is part of the 80% that lack AI guidance and policies.

    Amidst this uncertainty, AI is a pathway for teacher leadership. By embracing AI in my teaching and determining its specific purpose, I can control how it achieves my purpose: advancing my students’ journeys toward scholarship.

    I know my classroom and content, and I can speak to how AI tools fit in my teaching. My voice is needed, because I teach students like Aadhira who use AI every day. Since I see what is and is not working, I can successfully influence AI decision-making.

    While Aadhira is right that teachers like me “don’t know much about this AI stuff,” I can respond by not only crafting how AI will help me make her a scholar, but also use that expertise to guide how it should look for all of our district’s students. I can be an AI influencer in my classroom and beyond.

    AI literacy can be a journey of growth for my students and me. Aadhira will be my AI teacher. I plan on learning her hacks and shortcuts, peeking behind the curtain in drawing from her AI savvy, grasping what she uses AI for, and figuring out how AI can help her be a scholar.

    Aadhira can learn from me, too. 

    For instance, I can teach her how AI tools work with large datasets, how they recognize patterns, and how she can construct better AI prompts. As Aadhira learns the art of developing precise prompts to feed into AI, her language and processing skills will grow. Instead of “Do my homework on the American Revolution,” she can more specifically put in, “I need help on understanding the main causes of the American Revolution.” 

    As Aadhira shows more precision in her commands, she will learn to better control the AI tool she’s using — something she will need in an AI world. Using AI in this way helps her understand concepts, challenges her thinking, and supports her in creating authentic work. 

    I can teach Aadhira how to effectively consume AI content. For example, what if she generated artifacts from AI about the causes of the American Revolution and then graded them with a rubric she and I co-created? Aadhira would be examining AI products as opposed to digesting them as unquestioned fact, thinking critically as a scholar as she assesses AI work. 

    I can also learn through conversations with Aadhira about her AI user experience. These can guide my leadership work, adding teacher and student voice to initiatives such as the AI instructional hub. Aadhira teaches me while I teach her, reflecting our shared AI learning journeys.

    Aadhira and I can be pioneers in the birth of a collaborative school setting driven by student and teacher voice. If AI can enhance teacher leadership and develop transformative and worthwhile learning for students, it will permanently transform school into a space where teachers and learners have more voice, agency and, ultimately, power.

    Aadhira is coming my way in the fall. As I shape how I want AI to help her be a scholar, I will be ready.

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  • How the Workforce Pell Grant Could Transform Higher Ed and Workforce Training

    How the Workforce Pell Grant Could Transform Higher Ed and Workforce Training

    Higher education is at an inflection point. As college enrollment continues to decline and pressure mounts to demonstrate return on investment, the federal government has responded with a potentially transformative shift: the creation of Workforce Pell Grants.

    Included in the sweeping One Big Beautiful Bill Act (OBBBA) recently signed into law, this expansion of Pell Grant eligibility could open the door to new student populations, new revenue streams, and new institutional strategies — if colleges and universities act quickly and strategically. 

    What is the Workplace Pell Grant? 

    Traditionally, Pell Grants have been limited to students enrolled in credit-bearing, degree-seeking programs. That changed with the passage of OBBBA. Workforce Pell expands access to federal financial aid for students enrolled in short-term, non-degree training programs that lead directly to high-demand jobs. 

    Under the law, students may now use Pell Grants to pay for qualifying workforce training programs that meet the following criteria: 

    • Are between 150 and 600 clock hours (roughly 8 to 15 weeks of instruction); 
    • Are offered by eligible institutions of higher education (IHEs) 
    • Lead to industry-recognized credentials tied to in-demand occupations as defined by the U.S. Department of Labor and/or state workforce boards. 

    This development reflects a growing bipartisan consensus that higher education must play a more responsive role in preparing learners for rapidly evolving labor market needs. 

    Why Workforce Pell matters for colleges and universities 

    The proposed expansion of Pell Grant funding isn’t just a policy update — it’s a strategic opportunity. Here are some key opportunities institutions should be paying attention to:

    1. New enrollment markets 

    Workforce Pell unlocks funding for adult learners, displaced workers, and non-traditional students who may not have the time, resources, or need to pursue a two- or four-year degree. For institutions facing enrollment declines, particularly at the community college level, this represents a powerful new market. 

    2. Revenue diversification 

    Short-term credentialing programs — especially those that can scale — offer a way to generate net new revenue without over-reliance on traditional tuition models. With federal aid now available, these programs become more accessible and financially sustainable. 

    3. Employer partnerships 

    The law encourages alignment between institutions and regional labor market demands. Institutions that already collaborate with employers or workforce boards will be well-positioned to fast-track qualifying programs and potentially receive direct funding support or partnership commitments. 

    4. Strategic positioning 

    Institutions that embrace short-term, skills-based credentialing can position themselves as hubs of workforce development and talent pipelines. This enhances their relevance with local governments, employers, and adult learners alike. 

    Ready for a Smarter Way Forward?

    Higher ed is hard — but you don’t have to figure it out alone. We can help you transform challenges into opportunities.

    How can institutions prepare for the Workplace Pell? 

    Now is the time for higher ed leaders and innovators to act on these policy changes. Here’s where you can start: 

    1. Audit existing offerings 

    Begin by reviewing current non-credit or certificate programs. Identify which ones could meet the new Workforce Pell criteria with limited modification—particularly programs already tied to industry credentials and high-demand jobs. 

    2. Build approval infrastructure 

    Programs must be approved by the U.S. Department of Education and/or state agencies. Start building a compliance plan, including documentation of program outcomes (e.g., job placement rates, earnings gains) and accreditation alignment. Consider appointing a cross-functional task force including financial aid, academic leadership, compliance, and workforce liaisons. 

    3. Seek out strategic partnerships 

    Engage with local employers, chambers of commerce, and workforce boards to validate demand and align curriculum. Public-private partnerships can strengthen program justification and outcomes data—key elements for gaining approval and maintaining eligibility. 

    4. Invest in marketing and outreach 

    Many potential Workforce Pell students are not currently in your database. Institutions must rethink marketing strategies to reach adult learners, incumbent workers, and individuals navigating career transitions. Messaging should highlight affordability, short duration, and job outcomes. 

    5. Track the data 

    Institutions must monitor the performance of Workforce Pell students and programs. The Department of Education will evaluate outcomes like employment rates and earnings. Underperforming programs may lose eligibility, so building robust reporting systems is not optional — it’s critical. 

    A new era of credentialing is coming 

    The Workplace Pell Grant represents more than a funding change — it’s a shift in federal policy philosophy. It signals growing recognition that short, focused training can be just as powerful as a traditional degree in driving upward mobility. 

    This policy has the potential to reshape the education market within a few years, favoring modular, job-connected learning and expanding access for nontraditional students. For institutions ready to lead, the opportunity is clear. 

    At Collegis, we partner with institutions to navigate policy shifts like the Workplace Pell with confidence, bringing the strategy, technology, and operational support needed to move quickly, ensure compliance, and deliver real impact. 

    The future of workforce-connected education is coming fast. Let’s lead it together. 

    Innovation Starts Here

    Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.

    Tricia serves as vice president and general counsel at Collegis Education, bringing years of deep experience in setting strategy, overseeing compliance, and leading policy development. She also directs contract and litigation management, driving efficiency and alignment across legal and operational functions.

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  • Higher education leadership is at an inflection point – we must transform, or be transformed

    Higher education leadership is at an inflection point – we must transform, or be transformed

    At a recent “fireside chat” at a sector event, after I had outlined to those present some details of the transformational journey the University of East London (UEL) has been on in the past six years, one of those attending said to me: “Until UEL has produced Nobel Prize winners, you can’t say it has transformed.”

    While I chose not to address the comment immediately – the sharp intake of breath and rebuttals that followed from other colleagues present seemed enough at the time – it has played on my mind since.

    It wasn’t so much the comment’s narrow mindedness that shocked, but the confidence with which it was delivered. Yet, looking at the ways in which we often celebrate and highlight sector success – through league tables, mission groups, or otherwise – it is little wonder my interlocutor felt so assured in his worldview.

    Value judgement

    This experience leads me to offer this provocation: as a sector, many of our metrics are failing us, and we must embrace the task of redefining value in 21st century higher education with increased seriousness.

    If you disagree, and feel that traditional proxies such as the number of Nobel Prizes awarded to an institution should continue to count as the bellwethers for quality, you may wish to pause and consider a few uncomfortable truths.

    Yes, the UK is a global leader in scientific excellence. But we are also among the worst in the OECD for translating that science into commercial or productivity gains. The UK is a leading global research hub, producing 57 per cent more academic publications than the US in per capita terms. Yet compared to the US, the UK lags significantly behind in development and scale-up metrics like business-funded R&D, patents, venture capital and unicorns.

    Universities have been strongly incentivised to increase research volume in recent years, but as the outgoing chief executive of UKRI Ottoline Leyser recently posited to the Commons Science, Innovation and Technology committee do we need to address this relatively unstrategic expansion of research activity across a range of topics, detached from economic growth and national priorities? Our global rankings – built on proxies like Nobel Prizes – are celebrated, while our real-world economic outcomes stagnate. We excel in research, yet struggle in relevance. That disconnect comes at a cost.

    I recently contributed to a collection of essays on entrepreneurial university leadership, edited by Ceri Nursaw and published by HEPI – a collection that received a somewhat critical response in the pages of Research Professional, with the reviewer dismissing the notion of bold transformation on the basis that: “The avoidance of risk-taking is why universities have endured since the Middle Ages.”

    Yes. And the same mindset that preserved medieval institutions also kept them closed to women, divorced from industry, and indifferent to poverty for centuries. Longevity is not the same as leadership – and it’s time we stopped confusing the two. While we should all be rightfully proud of the great heritage of our sector, we’re at real risk of that pride choking progress at a critical inflection point.

    Lead or be led

    Universities UK chief executive Vivienne Stern’s recent keynote at the HEPI Annual Conference reminded us that higher education has evolved through tectonic shifts such as the industrial revolution’s technical institutes, the social revolution that admitted women, the 1960s “white heat” of technological change, and the rise of mass higher education.

    Now we are on the edge of the next seismic evolution. The question is: will the sector lead it, or be shaped by it? At the University of East London, we’ve chosen to lead by pressing ahead with a bold transformation built on a central premise that a careers-first approach can drive success in every part of the university – not on precedents that leave us scrambling for relevance in a changing world.

    Under this steam, we’ve achieved the UK’s fastest, most diversified, debt-free revenue growth. We’ve become an engine of inclusive enterprise, moving from 90th to 2nd in the UK for annual student start-ups in six years, with a more than 1,000 per cent increase in the survival of student-backed businesses. We’ve overseen a 25-point increase in positive graduate outcomes – the largest, fastest rise in graduate success – as well as ranking first in England for graduating students’ overall positivity. We use money like we use ideas: to close gaps, not widen them. To combat inequality, not entrench it.

    So, let me return to the Nobel Prize comment. The metrics that matter most to our economy and society, the achievements that tangibly improve lives, are not displayed in glass cabinets – rather those that matter most are felt every day by every member of our society. Recent polling shows what the public wants from growth: improved health and wellbeing, better education and skills, reduced trade barriers. Our government’s policy frameworks – from the industrial strategy to the AI strategy – depend on us as a sector to deliver those outcomes.

    Yet how well do our reputational rankings align with these national imperatives? How well does our regulatory framework reward the institutions that deliver on them? Are we optimising for prestige – or for purpose? We are living at a pivot point in history. The institutions that thrive through it will not be those that retreat into tradition. They will be those that rethink leadership, rewire purpose, and reinvent practice.

    Too much of higher education innovation is incremental; transformational innovation is rare. But it is happening – if we choose to see it, support it, and scale it. I urge others to join me in making the case for such a choice, because the next chapter of higher education will be written by those who act boldly now – or rewritten for those who don’t.

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  • How 4 districts use AI tools to transform education

    How 4 districts use AI tools to transform education

    Key points:

    • School districts turn to AI to improve personalized education for students
    • With AI coaching, a math platform helps students tackle tough concepts
    • 5 practical ways to integrate AI into high school science
    • For more news on AI in education, visit eSN’s Digital Learning hub

    Simply put, AI can do a lot–it can personalize learning, help students expand on ideas for assignments, and reduce time spent on administrative tasks, freeing up educators to spend more time on instruction.