Tag: Universities

  • Can Universities Still Diversify Faculty Hiring Under Trump?

    Can Universities Still Diversify Faculty Hiring Under Trump?

    Before Donald Trump retook office, advocates of a more demographically diverse U.S. professoriate were already criticizing existing hiring efforts as inadequate. One late-2022 paper in Nature Human Behaviour noted that, at recent rates, “higher education will never achieve demographic parity among tenure-track faculty.”

    One example of the disparity: As of November 2023, only 8 percent of U.S. assistant professors were Black, according to the College and University Professional Association for Human Resources. That’s significantly less than Black representation in the U.S. population, currently estimated by the Census to be 13.7 percent. And the CUPA-HR data showed that the Black share of tenure-track and tenured professors decreases as rank increases—only 5 percent of associate professors and 3.6 percent of full professors were Black. 

    Efforts that institutions have made to racially diversify their faculties drew political backlash well before Trump regained the White House, with activists, organizations and some faculty criticizing university hiring practices and state legislatures passing laws banning affirmative action and/or diversity, equity and inclusion initiatives. The goal of a more representative faculty slipped further out of reach starting on Inauguration Day, when Trump issued executive orders targeting DEI, including what he dubbed “illegal DEI discrimination.”

    His administration’s crusade has continued, including with a letter Friday demanding that Harvard University end all DEI initiatives, “implement merit-based hiring policies” and “cease all preferences based on race, color, religion, sex, or national origin throughout its hiring, promotion, compensation, and related practices.” (Harvard has refused to comply with Trump’s orders, which go far beyond hiring, and the federal government has frozen part of the university’s funding and threatened its tax-exempt status.)

    Given the current political situation—not just nationally, but also among the growing number of states with DEI and/or affirmative action restrictions—how can higher ed institutions continue to diversify their faculties?

    “I think that’s the question of the day: What’s lawful, what’s legal, what might subject an institution to investigation by the investigatory arms of the federal government?” said Paulette Granberry Russell, president and chief executive officer of the National Association of Diversity Officers in Higher Education, which is among the organizations suing over Trump’s anti-DEI executive orders.

    “Is it purposeful that this administration has chosen ambiguity?” Granberry Russell asked. “Or left [us] to guess what they intend by ‘illegal DEI’? Is diversifying our campuses on its face illegal DEI?”

    So far, the administration has not clarified where the line is. On Feb. 14, the U.S. Education Department published a Dear Colleague letter declaring that the department interprets the Supreme Court’s 2023 decision banning race-conscious admissions as applicable to other areas of higher ed, including hiring, promotion and compensation. That letter is facing legal challenges. The department later released a frequently-asked-questions document further explaining its position, but that guidance didn’t discuss hiring practices.

    In response to a request for an interview and written questions, Harrison Fields, special assistant to the president and principal deputy press secretary, wrote in an email to Inside Higher Ed, “President Trump is working to Make Higher Education Great Again by ending unchecked anti-Semitism and ensuring federal taxpayer dollars do not fund higher education institutions’ support for dangerous racial discrimination or racially motivated violence. Any institution violating Title VI is, by law, ineligible for federal funding.” (Title VI bans discrimination based on, among other things, shared ancestry, including antisemitism.)

    Madi Biedermann, deputy assistant secretary for communications at the U.S. Education Department, told Inside Higher Ed, “It is illegal to make decisions on the basis of race.”

    She said the department isn’t providing any additional guidance at this point beyond the text of the executive orders, the Dear Colleague letter, the FAQ, Title VI of the Civil Rights Act of 1964 and the 2023 Supreme Court ruling.

    Also, in an FAQ titled “What You Should Know About DEI-Related Discrimination at Work,” the U.S. Equal Employment Opportunity Commission writes that, under Title VII of the Civil Rights Act, DEI “practices may be unlawful if they involve an employer or other covered entity taking an employment action motivated—in whole or in part—by an employee’s or applicant’s race, sex, or another protected characteristic.” In addition, it says that Title VII’s protections aren’t just for minority groups.

    Adrianna Kezar, a professor of higher education and director of the Pullias Center for Higher Education at the University of Southern California, said in an email that there isn’t “universal understanding” across campuses of the current hiring rules.

    “In states like California (and others), affirmative action in hiring is illegal. In other states, it remains legal until the Trump dear colleague letter becomes the legal interpretation,” Kezar wrote. But she said some states “are already complying even though that has not become the law of the land.”

    “Right now, everything is still murky,” she added.

    Tres Cleveland, a partner at the Thompson Coburn law firm who represents higher education clients, said most of them are trying to stay “in the good graces of the Department of Education or other regulators, and it’s a challenge at this point.” Cleveland said the “rules of the road” are “changing almost daily.”

    Damani White-Lewis, an assistant professor at the University of Pennsylvania Graduate School of Education, said, “There’s genuinely no consensus” on what’s barred under the Trump administration with regard to hiring that wasn’t prohibited before.

    “I wanted to do a project of: If you asked, like, 10 different legal counsels, what sorts of answers would they come to and how did they make sense of them?” White-Lewis said. “Because that’s just how different folks are, and some are more conservative, some are a little more progressive on this issue.”

    For colleges and universities, faculty diversification isn’t just an end in itself; studies have found positive benefits for students. So, what can institutions do to continue diversifying faculties? Experts pointed to fundamentals such as active recruiting, structured hiring processes and more.

    Casting a Wide Net

    While Granberry Russell of NADOHE criticized the Trump administration’s “ambiguity,” she said that actively seeking a diverse applicant pool still seems acceptable. In recruitment, she said, “you’re not making a decision; you’re just saying, ‘Apply for this position.’”

    “There’s nothing, at least on its face, that would appear to prohibit recruitment efforts,” she said. (The Education Department has, however, targeted dozens of universities for allegedly supporting the PhD Project, which was accused of barring white or Asian prospective doctoral students from a recruitment conference.)

    Kezar, at the University of Southern California, wrote in an email that while recruitment strategies still seem to be a viable way to attract diverse candidates, “some of the approaches that people have been relying on, they don’t feel comfortable with because they are being targeted.”

    Granberry Russell echoed this concern, saying that, out of fear of investigations, “people are being very, very conservative in how they approach faculty searches.”

    Denise Sekaquaptewa, director of the University of Michigan’s ADVANCE Program, a faculty diversity initiative, wrote in an email that “approaches which may still be viable” include disseminating job announcements “to outlets where [they] may reach a wide range of excellent candidates.”

    White-Lewis, of the Penn Graduate School of Education, said there’s a “pervasive myth” that there aren’t enough graduate students of color to diversify faculties. He called it a “no-brainer” for institutions to invest in postdoctoral fellows and postdoctoral researchers—a stepping-stone to permanent faculty jobs.

    “That’s a very perceivably neutral avenue of thinking about how we can increase opportunities for postdoctoral funding—given their crucial nature within not just medicine but other STEM fields as well, where postdocs are more pervasive,” White-Lewis said. “And that gives everybody more opportunities to research, write and publish and become more competitive for faculty jobs.”

    He said he thinks postdoctoral programs “specifically devoted to minoritized hiring” will be difficult to continue. Multiple experts Inside Higher Ed interviewed suggested institutions should avoid saying in any faculty job advertisements that they’re specifically seeking to hire faculty of color or of a specific race.

    “The devil is all in the details with this,” said Scott Goldschmidt, another higher ed specialist partner at Thompson Coburn. He said institutions have to weigh the risks of litigation and administrative action, especially when it comes to public job ads.

    Goldschmidt said there are other hiring considerations that job ads could include that might lead to diverse hires, such as socioeconomic status and experience working with diverse populations. But he believes the Trump administration would also argue that such factors can’t be used as proxies for race. The hiring criteria should be narrowly tailored to the job, and the search and hiring process must be conducted in a race-neutral manner, Goldschmidt said.

    “It has to be a truly open process,” he said. “The conditions there can’t be there to kind of serve as a way to unlawfully discriminate.”

    White-Lewis suggested that faculty searches consider evaluating applicants’ experience with mentoring marginalized populations first. But that doesn’t mean their teaching and research records should be discounted.

    “It’s very difficult to be a mentor if you don’t have research funding, right?” he said. “And so these things go hand in hand. What I’m suggesting is to make the evaluation of mentoring capabilities noteworthy instead of it being subsidiary.”

    He also said that, when considering what positions to hire, administrators and faculty should think about how to align the department’s needs—in research, teaching and service—with areas where minoritized scholars are more represented.

    “It’s not always just going after Indigenous studies or ethnic studies or Africana studies, because that clumps diversity within a few departments, but psychology, English, sociology, arts, even biology in terms of health disparities,” White-Lewis said. “Health disparity searches have been the thing that have historically driven faculty diversity in the sciences, and it can still continue because health disparities still exist.”

    Some said using diversity statements in hiring is likely a no-go under the Trump administration, whose demands to Harvard included abolishing in hiring practices “all criteria, preferences, and practices” that “function as ideological litmus tests”—a common critique of diversity statements. Republican-controlled legislatures in multiple states have banned them.

    “They’re dead,” said Musa al-Gharbi, a research fellow at Heterodox Academy and an assistant professor in Stony Brook University’s School of Communication and Journalism. He noted that even the University of California system has stepped away from them.

    Furthermore, al-Gharbi said, “A lot of this stuff which is now rendered illegal … doesn’t really work well anyway. Some of the efforts that we take to promote diversity, equity and inclusion in higher ed actually create a hostile environment for the same people that we’re trying to include.”

    He said that people of color and people from lower-income backgrounds are more likely to be socially conservative and religious than people who are currently better represented in academe, adding that “some of these diversity challenges around viewpoint diversity and demographic diversity are actually intimately interrelated.”

    “But we also should nonetheless advocate for the goals of diversity and inclusion” and try to think up better alternatives, al-Gharbi said. Still, that’s hard when the Trump administration has basically “villainized,” “censored” and “demeaned” anything associated with DEI.

    “This isn’t a smart bomb,” he said. “It’s a chain saw.”

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  • What Do Universities Use CRM Systems For?

    What Do Universities Use CRM Systems For?

    Reading Time: 7 minutes

    Customer Relationship Management (CRM) systems have become essential tools in higher education, transforming how universities interact with prospective students, current students, alumni, and other stakeholders. Whether you’re trying to track your enrollment funnel, streamline your recruitment process, or boost retention, CRM systems offer many unique marketing benefits for your institution. 

    You may have already encountered discussions about CRM platforms, but understanding their full potential in an educational context is key to optimizing your institution’s outreach, recruitment, and engagement efforts. Keep reading to learn more about higher education CRM systems, the unique marketing benefits they offer, and how you can get started.

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    Understanding Higher Education CRM

    What is a CRM in higher education? It’s a powerful software solution that helps universities manage relationships at every stage of the student lifecycle. Traditionally associated with sales and customer service in corporate settings, CRM technology has evolved to meet the specific needs of educational institutions. In higher education, a CRM can track interactions with prospective students, automate communication, and analyze data to improve engagement and conversion rates.

    Unlike a standard student information system (SIS), which focuses on administrative tasks like enrollment and grades, a CRM is designed for relationship-building. It allows universities to personalize outreach, streamline marketing efforts, and nurture students from the moment they express interest until they become engaged alumni. By integrating CRM technology into your institution’s marketing strategy, you can enhance recruitment efforts, improve retention rates, and foster long-term alumni engagement.

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    Source: HEM

    Are you wondering how your university can unlock the benefits of a CRM? Reach out to learn about our tailored digital marketing solutions.

    The Benefits of CRM Systems for Universities

    What are universities using CRM for? Well, to be successful as an educational institution, building and maintaining positive relationships with prospective students is necessary. CRMs help schools manage those relationships at various stages of the enrollment funnel and offer valuable marketing benefits. 

    One of the most significant advantages of implementing a CRM in higher education marketing is the ability to centralize and manage vast amounts of student data efficiently. Rather than relying on disparate spreadsheets, email threads, and manual tracking, a CRM consolidates all interactions into a single platform, ensuring every team member has up-to-date information.

    A well-implemented CRM system helps streamline the recruitment process by automating lead nurturing. When prospective students submit inquiries through your website, attend a virtual event, or download a brochure, a CRM can trigger personalized email sequences, follow-up reminders, and targeted content recommendations based on their interests. This level of automation ensures that no lead is left unattended, allowing admissions teams to focus on high-value interactions.

    Beyond recruitment, CRM systems are crucial in improving student engagement and retention particularly when data from a Student Information System is integrated. Universities can use CRM and SIS analytics to monitor student behaviour, such as class attendance, engagement with academic advisors, or extracurricular activities. If a student begins to disengage, automated alerts can prompt intervention from faculty or student services, helping to improve retention rates and overall student satisfaction.

    Another key area where CRMs add value is in alumni relations and fundraising. By tracking alumni career paths, donation history, and event participation, universities can segment their alumni base and tailor communications accordingly. For instance, an alumni relations team can identify graduates likely to contribute to fundraising campaigns based on past engagement, ensuring that outreach efforts are strategic and effective.

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    Source: HEM

    Implementing a CRM System in Your University

    Integrating a CRM into your university’s operations requires careful planning and execution. The first step is selecting a CRM that aligns with your institution’s needs. Some CRMs, like Salesforce Education Cloud, HubSpot, or Slate, are specifically designed for higher education, offering features tailored to student recruitment, engagement, and alumni relations.

    Prioritize Data Integration 

    Data integration is another challenge that universities must address. Many institutions already have multiple systems for student records, financial aid, and course management. Ensuring that the CRM integrates seamlessly with these existing platforms prevents data silos and a smooth flow of information across departments. This might require working closely with IT teams or investing in middleware solutions to facilitate integration.

    Measure Results and Plan Accordingly 

    Once a CRM is chosen, establishing clear goals and key performance indicators (KPIs) is crucial. Universities should determine what they want to achieve with their CRM, whether it’s increasing application rates, improving response times for inquiries, or boosting alumni donations. Setting measurable objectives ensures that the CRM is used strategically.

    Example: A great way to measure the success of your marketing efforts using a CRM is to track the outcomes of your communications as pictured below. This data is extremely valuable as now, you know how many prospects you were able to reach, how they responded to your communications, and whether you need to obtain more accurate contact information. This is just one of the metrics you can track using our Mautic CRM system.

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    Source: HEM | Mautic

    Get Your Whole Team Involved 

    Staff training is another essential component of successful CRM implementation. A CRM is only as effective as the people using it, so ensuring that admissions teams, marketing departments, and student services personnel are comfortable navigating the system is paramount. Conducting regular training sessions, creating user guides, and designating CRM champions within each department can help drive adoption and maximize efficiency.

    Focus on Personalization

    To fully leverage the potential of a CRM, universities should also focus on personalization. With the data collected through a CRM, institutions can tailor communications to different student segments. For instance, a prospective student interested in business programs should receive targeted content about faculty research, alumni success stories, and upcoming application deadlines for the business school rather than generic university-wide messaging. Personalized engagement fosters stronger connections and increases the likelihood of conversion.

    Example: How do you personalize your university marketing efforts? A great place to start if you’re still learning about your ideal prospect is tailoring marketing communications for the stage of the enrollment funnel they’re in. Through segmentation, a CRM system like Mautic can divide your contacts into groups based on their current relationship with your institution. This approach ensures you reach each lead at the right time with the right message.

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    Source: HEM | Mautic

    Automate for Efficiency

    Another best practice for CRM implementation is utilizing automation for efficiency. Many CRM platforms offer workflow automation features that simplify tasks such as sending event reminders, scheduling advisor meetings, and managing follow-ups. Automating repetitive processes reduces the administrative burden on staff, allowing them to focus on more strategic initiatives.

    Example: A CRM system will enable you to craft automated email and SMMs to increase efficiency and ensure timely, carefully worded responses every time. Here, you can see how Mautic allows you to personalize your messages, time them, and tailor them to the purpose of your communication – to promote your university or to collect specific admission information.

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    Source: HEM | Mautic

    The Future of CRMs in Higher Education

    As technology continues to evolve, the role of CRMs in higher education will only expand. The rise of artificial intelligence and predictive analytics is already enhancing CRM capabilities, allowing universities to forecast enrollment trends, identify at-risk students before they drop out, and personalize outreach on a deeper level. Chatbots and AI-driven communication tools integrated into CRMs improve response times, ensuring prospective students receive instant answers to their inquiries.

    Moreover, the shift towards hybrid and online education models has made digital engagement more critical. Universities that effectively utilize their CRM systems can provide seamless virtual experiences, track online learning engagement, and maintain meaningful connections with students regardless of physical location.

    Choose a CRM Built for Higher Education

    Unique needs call for unique solutions. A CRM for universities offers specialized features such as student lifecycle tracking, automated admissions workflows, alumni engagement tools, and seamless integration with existing student information systems, ensuring a more efficient and personalized approach to student recruitment, retention, and engagement.

    One example of a CRM tailored specifically for higher education is Mautic by HEM. Developed from the Mautic open-source platform, Mautic by HEM offers a powerful combination of CRM and marketing automation designed to help universities streamline their lead management, supercharge their marketing efforts, and improve follow-up processes. 

    With tools for segmentation, automated workflows, email marketing, and analytics, Mautic by HEM enables institutions to track prospective students throughout the enrollment journey while optimizing team productivity. By leveraging this CRM, universities can enhance engagement, improve efficiency, and gain deep insights into recruitment and admissions efforts.

    For university marketers and administrators looking to stay competitive, embracing CRM is an absolute must. With the right approach, a CRM can transform how your institution engages with students, streamline processes, and ultimately achieve enrollment and retention goals.

    Example: For a complete view of how our CRM system can help you to reinvent your marketing strategy. In one of our previous webinars, we explored how Mautic can help you boost enrollment through effective relationship management.

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    Source: HEM | YouTube

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    Frequently Asked Questions

    Question: What is a CRM in higher education?

    Answer: It’s a powerful software solution that helps universities manage relationships at every stage of the student lifecycle.

    Question: What are universities using CRM for?

    Answer: Well, to be successful as an educational institution, building and maintaining positive relationships with prospective students is necessary. CRMs help schools manage those relationships at various stages of the enrollment funnel and offer valuable marketing benefits.

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  • Harvard’s resistance to Trump is a model for US universities

    Harvard’s resistance to Trump is a model for US universities

    This article was originally published on April 15, 2025, at UnHerd and is republished here with permission.


    They say that where Harvard goes, others follow. For the first time in a while, supporters of free expression on American campuses should hope that’s true.

    Late last week, the Ivy League university received a letter from the federal government demanding changes to its governance, leadership structure, hiring practices, and admissions processes, as well as a “discontinuation of DEI” and reform of “programs with egregious records of antisemitism or other bias.” If it failed to carry out these changes, Harvard would risk losing its government investment. In other words, “Nice school you’ve got there. It’d be a shame if something happened to it.”

    Thankfully, Harvard pushed back. Yesterday the university’s president Alan Garber published a response, firmly committing to the preservation of academic freedom and institutional independence on campus. The government’s mandates, Garber wrote, “[threaten] our values as a private institution devoted to the pursuit, production, and dissemination of knowledge. No government — regardless of which party is in power — should dictate what private universities can teach, whom they can admit and hire, and which areas of study and inquiry they can pursue.”

    In retaliation, the Trump administration moved to freeze $2.2 billion in funds to the university. That’s a high price to pay, but the costs of giving in would be far greater. For one thing, that sum is a drop in the bucket of Harvard’s $50 billion endowment. More importantly, if a school with such resources and influence doesn’t fight back against government strong-arming, it will send a chill down the spine of every other university in the Trump administration’s crosshairs.

    Columbia, for example, recently caved to similar pressures. But in the wake of Harvard’s pushback, the New York university published a statement rejecting “heavy-handed orchestration from the government that could potentially damage our institution” and “any agreement in which the government dictates what we teach, research, or who we hire.”

    This is a welcome development. How many other institutions, facing millions in contract cancellations, will stand up for themselves now that Harvard has set an example? There is good reason to push back against the excesses of DEI on campus, much of which amounts to bureaucratic ideological gatekeeping and a chilling of dissent. Combatting discrimination is also a worthy goal — but not by way of overly broad definitions of antisemitism which prohibit criticizing the state of Israel and wind up restricting campus speech.

    Among other issues, the government’s provisions ignore the existing process for adjudicating alleged violations of Title VI of the Civil Rights Act — the federal law banning discrimination on the basis of race, color, and national origin in federally funded programs or activities. Under these demands, Harvard’s hiring and admissions processes would be forced to employ government-approved “ideological diversity” litmus tests that would rival, if not supersede, the DEI mandates many in this administration pledged to oppose.

    What’s more, the provisions are fundamentally at odds with the university’s First Amendment rights. If Harvard were to acquiesce, any free speech or academic freedom on campus would exist only according to the administration’s preferences. That is no way to facilitate the free exchange of ideas, which is at the core of any university’s mission.

    The principle is clear: the government cannot condition a school’s federal funding on giving up First Amendment rights. When the Obama and Biden administrations demanded universities restrict student free speech and due process rights under Title IX — the law prohibiting sex discrimination in federally funded educational programs or activities — this was clearly unlawful. The same argument applies now.

    There is no doubt that higher education needs serious reform. But the solution to censorious and discriminatory policies isn’t more censorious and discriminatory policies. It certainly shouldn’t involve allowing the federal government to hold US universities hostage to its own preferences. For better or worse, other universities have long followed in Harvard’s steps. Anyone invested in the future of American higher education should hope that this fightback inspires a further wave of copycats.

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  • At Least 10 Florida Universities Have Signed ICE Agreements

    At Least 10 Florida Universities Have Signed ICE Agreements

    At least 10 Florida public universities have struck agreements with the federal government authorizing campus police to question and detain undocumented immigrants.

    Inside Higher Ed requested public records from all 12 State University System of Florida institutions related to their agreements with U.S. Immigration and Customs Enforcement. Based on the results, it is clear that at least 10 have signed deals with ICE: Florida A&M University, Florida Atlantic University, Florida Gulf Coast University, Florida International University, New College of Florida, the University of Central Florida, the University of Florida, the University of North Florida, the University of South Florida and the University of West Florida.

    Florida State University and Florida Polytechnic University are in the process of signing the paperwork, according to spokespersons at each institution.

    It is unclear whether any of the 28 members of the Florida College System, which don’t all have sworn police forces, have made similar arrangements with ICE. An FCS system spokesperson did not respond to a request for comment on whether its colleges have also entered such agreements.

    Universities across the state signed memorandums of agreement at the direction of Republican governor Ron DeSantis, who ordered law enforcement agencies to partner with ICE “to execute functions of immigration enforcement,” according to a Feb. 19 news release.

    Legal experts and Florida faculty members note that such agreements are rare and mark a shift away from the typical duties of campus police, which don’t usually include immigration enforcement. They also raised concerns about how such arrangements could create a climate of fear on campuses.

    Enforcers Seeking Partners

    The DeSantis directive came shortly after the governor tapped Larry Keefe, a former U.S. attorney for the Northern District of Florida, to serve as executive director of the nascent State Board of Immigration Enforcement, created by Florida’s Legislature. Keefe is known for helping DeSantis orchestrate flights of migrants from Texas to Massachusetts in 2022.

    Keefe was named to the role on Feb. 17. Eight days later, Jennifer Pritt, executive director of the Florida Police Chiefs Association, sent an email to multiple universities that included a template for a memorandum of agreement with ICE. “Director Keefe is seeking participation from as many municipalities as possible, as soon as possible,” Pritt wrote.

    Most universities, however, offered limited statements about their agreements with ICE. A Florida Board of Governors spokesperson also provided few details.

    “Several police departments at universities within the State University System of Florida are partnering with U.S. Immigration and Customs Enforcement,” Cassandra Edwards, director of public affairs for FLBOG, wrote by email. “We do not maintain these records and recommend contacting individual universities for specific information about the partnerships.”

    Public records show that Florida Poly was hesitant to sign on, apparently due to guidance by Polk County sheriff Grady Judd, who is also on the State Board of Immigration Enforcement.

    “He wants us to hold off and not sign because he’s going to be handling all from Polk and not wants [sic] us to be involved as of now,” Florida Poly police chief Rick Holland wrote in a March 25 email response to questions from administrators at other universities about the agreements.

    Though Florida Poly noted it is still in the consideration process, emails obtained by Inside Higher Ed show another message from Holland indicating that Florida Poly appears willing to sign.

    “Can you send me a signed copy of your MOU as a template to where I need to sign?” Holland wrote in an April 3 email sent to Jennifer Coley, the chief of police at New College of Florida.

    (Florida Poly confirmed after publication that it planned to sign the paperwork Wednesday.)

    The Agreements

    Memorandums of agreement reviewed by Inside Higher Ed show that universities that entered arrangements with ICE will grant their police the authority to perform tasks typically reserved for government officials, such as questioning, arresting and preparing charges for individuals on campus suspected of immigration violations.

    Campus police will be required to undergo mandatory training “on relevant administrative, legal, and operational issues tailored to the immigration enforcement functions to be performed,” according to copies of agreements between universities and ICE reviewed by Inside Higher Ed.

    Universities that signed agreements did not provide a timeline for when the training might begin.

    Michael Kagan, a law professor and director of the University of Nevada, Las Vegas, Immigration Clinic, said such agreements are uncommon at universities, noting that he is unaware of any others. He said they are essentially “force multipliers for ICE that deputize local police agencies to do the work that ICE would normally do itself.”

    Jennifer Chacón, a professor at Stanford Law School, also said that she had not heard of prior agreements between campus police and ICE. Chacón noted that 287(g) agreements, introduced in 1996 to delegate immigration enforcement powers to other law enforcement agencies, have ebbed and flowed over the years, rising under Republican presidents and falling under their Democratic counterparts. Under President Donald Trump, who has made a crackdown on immigration a central part of his policy agenda, such agreements are proliferating.

    “Over the last three months, we’ve seen an explosion in 287(g) agreements under Trump,” Chacón said.

    ‘Designed to Increase Fear’

    Faculty and legal scholars are skeptical and concerned about campus agreements with ICE.

    In a statement to Inside Higher Ed, the Florida International chapter of United Faculty of Florida called for the university to immediately withdraw from the program, which it condemned.

    “We affirm that every member of our university community has a basic right to feel safe on campus—free from profiling, surveillance, and fear of deportation,” members wrote. “FIU’s latest act of anticipatory obedience undermines the rights of our community and jeopardizes the opportunity for all students and faculty to learn from and engage with their non-citizen peers. FIU’s haste to comply with ICE is in direct conflict with its stated vision. These actions distract from our educational mission and erode the inclusive environment FIU claims to foster.”

    The statement added the student body is “majority Hispanic, heavily immigrant, and home to nearly 600 students protected by the Deferred Action for Childhood Arrivals (DACA) program,” calling the agreement a betrayal of FIU’s legacy as a prominent Hispanic-serving institution.

    Faculty at FIU also wrote that they were “equally alarmed to hear about the termination of the F-1 visa status of 18 FIU students.” (As of Tuesday evening, at least 1,234 students at 209 colleges have had their visas revoked, in some cases for participating in campus protests but often for unclear reasons.)

    Legal scholars shared faculty members’ concerns about the fallout of such agreements.

    “It seems like this is designed to increase fear. And whether that’s by design or not, it is likely to increase racial profiling on campus, and it is not at all an effective way to police immigration,” Chacón said.

    Kagan said he would be unsurprised to see similar agreements at universities in other red states.

    “I think that it will accentuate the extremes in terms of how different university systems react to the reality that immigrants are part of their campus life,” he said. “You have one extreme, where Florida is saying, ‘Let’s hunt them down with our own police,’ while you have other university systems that have started programs to be more welcoming to undocumented students.”

    Editor’s note: This article has been updated to reflect that Florida Poly plans to sign an agreement with ICE on Wednesday.

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  • Sexual misconduct data is coming – here’s what universities should do to prepare

    Sexual misconduct data is coming – here’s what universities should do to prepare

    In 2024, the Office for Students (OfS) launched a pilot survey asking UK students about sexual misconduct during their time in higher education.

    For the first time, there is now a national attempt to capture data on how widespread such incidents are, and how effectively students are supported when they come forward.

    The release of the survey’s results will be a moment that reflects a growing reckoning within the sector: one in which the old tools and quiet handling of disclosures are no longer fit for purpose, and the need for culture change is undeniable.

    This new initiative – known as the Sexual Misconduct Survey (SMS) – ran as a supplement to the National Student Survey (NSS), which since 2005 has become a familiar, if evolving, feature of the higher education calendar.

    While the NSS focuses on broad measures of the student experience, the SMS attempts to delve into one of its most difficult and often under-reported aspects – sexual harassment, violence, and misconduct.

    Its arrival comes against the backdrop of high-profile criticisms of university handling of disclosures, including the misuse of non-disclosure agreements (NDAs), and a new OfS regulatory condition (E6) requiring institutions to take meaningful steps to tackle harassment.

    Understanding the SMS

    The Sexual Misconduct Survey collects both qualitative and quantitative data on students’ experiences. It examines the prevalence of misconduct, the extent to which students are aware of reporting mechanisms, and whether they feel able to use them. Its core aim is clear – to ensure students’ experiences are not just heard, but systematically understood.

    Previous, disparate studies — many led by the National Union of Students and grassroots campaigners — have long indicated that sexual misconduct in higher education is significantly under-reported. This is especially true for marginalised groups, including LGBTQ+ students, Black and disabled students, and students engaged in sex work. The SMS marks an attempt to reach further, with standardised questions asked at scale, across providers.

    Despite its intention, the SMS is not without issues. A key concern raised by student support professionals is the opt-out design. Students were automatically enrolled in the survey unless they actively declined – a move which risks retraumatising victim-survivors who may not have realised the nature of the questions until too late.

    Timing has also drawn criticism. Coming immediately after the exhaustive NSS — with its 26 questions and optional free-text fields — the SMS may suffer from survey fatigue, especially during an already intense period in the academic calendar. Low response rates could undermine the richness or representativeness of the data gathered.

    There are also complex ethical questions about the language used in the survey. In striving for clarity and precision, the SMS employs explicitly descriptive terminology. This can potentially open up difficult experiences unrelated to higher education itself, including childhood abuse or incidents beyond university campuses. Anonymous surveys, by nature, can surface trauma but cannot respond to it — and without parallel safeguarding or signposting mechanisms, the risk of harm increases.

    Lastly, the handling of disclosures matters. While survey responses are anonymous, students need to trust that institutions — and regulators — will treat the findings with sensitivity and respect. Transparency about how data will be used, how institutions will be supported to act on it, and how students will see change as a result is essential to building that trust.

    What to do next?

    The data from the pilot survey will be shared with institutions where response rates and anonymity thresholds allow. But even before the results arrive, universities have an opportunity — and arguably a duty — to prepare.

    Universities should start by preparing leadership and staff to anticipate that the results may reveal patterns or prevalence of sexual misconduct that are difficult to read or acknowledge. Institutional leaders must ensure they are ready to respond with compassion and commitment, not defensiveness or denial.

    Universities should be prepared to review support systems and communication now. Are reporting tools easy to find, accessible, and trauma-informed? Is the student community confident that disclosures will be taken seriously? These questions are important and there is potential for the survey to act as a prompt to review what is already in place as well as what might need urgent attention.

    Universities should also engage students meaningfully. Institutions must commit to involving students — especially survivor advocates and representative bodies — in analysing findings and shaping the response. The worst outcome would be seeing the SMS as a tick-box exercise. The best would be for it to spark co-produced action plans.

    When data is released, institutions avoid the urge to benchmark or downplay. Instead, they should be ready to own the story the data tells and act on the issues it raises. A lower prevalence rate does not necessarily mean a safer campus; it may reflect barriers to disclosure or fear of speaking out. Each result will be different, and a patchwork of responses is no bad thing.

    Finally, it is important to look beyond the numbers and see the person. Qualitative insights from the SMS will be just as important as the statistics. Stories of why students did not report, or how they were treated when they did, offer vital direction for reform and should be something which university leaders and policy makers take time to think about.

    This is only the first year of the SMS, and it is not yet clear whether it will become a permanent feature alongside the NSS. That said, whether the pilot continues or evolves into something new, the challenge it presents is real and overdue.

    The sector cannot afford to wait passively for data. If the SMS is to be more than a compliance exercise, it must be the beginning of a broader culture shift – one that faces up to what students have long known, listens without defensiveness, and builds environments where safety, dignity, and justice are non-negotiable.

    Lasting change will not come from surveys alone. Asking the right questions — and acting with purpose on the answers — is a critical start.

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  • Universities face ‘daunting’ facilities needs, report says

    Universities face ‘daunting’ facilities needs, report says

    Dive Brief:

    • Spending on higher education facility operations is keeping up with inflation, but it has yet to return to what it was before and during the pandemic, according to a report by construction data company Gordian.
    • Capital spending is also up, but because the backlog of needs is so high, the spending increase has only slowed the pace of growth in unmet needs; it hasn’t led to progress in closing the gap, the report said.
    • “Planned project costs [are] outstripping available and allocated budgets, tempering the impact of even the most well-meaning and thoughtfully directed dollars,” according to The State of Facilities in Higher Education, released this week.

    Dive Insight:

    Colleges and universities across the United States are facing a systemic enrollment gap driven by a projected drop in the number of high school graduates as well as broader cultural changes in which households are rethinking the value of higher education

    “Difficult choices that [institutions] have been talking about for several years now are upon them,” the Gordian report noted. “Most sustaining models involve reimagining the institution as a smaller place with reductions in employees and property to align spending with revenue. Alternatives demonstrated over the past decade would include merger, sale or dissolution.”

    Despite the long-term trends, 27% of colleges are expanding, although at a modest 3% rate on average. Some are growing because they’re seeing an increase in students, but others are building out because they don’t have high repair and replacement costs. “They are not yet feeling the pressure financially to keep up with what they have already built,” the report says. 

    Where institutions are renovating or replacing obsolete buildings, “these enhancements are being implemented with … thought to the costs to sustain that investment and healthy caution about a future with great uncertainty,” the report noted. 

    When the pandemic ended, schools quickly upped their spending on renovations — increasing spending 26% between 2021 and 2023. Spending is still relatively strong, but growing at a lower rate, Gordian said. Despite the spending, a funding shortfall of more than 32% persists. 

    “The gap between what is being invested and what is needed to sustain the institutional assets … will continue to grow,” the report said

    The backlog of capital renewal projects is more than $140 per gross square feet, up 2% from the previous year and up from just under $125 per gross square feet two years ago, according to the report. 

    Spending on operations is a bright spot — up 4.5% year over year. That rate is higher than inflation, but it’s still below what it was before the pandemic, and operational costs are rising. 

    “There may have been legitimate opportunities to cut back on spending based on innovation, enrollment decline or program changes,” the report said. “But there are usually going to be drivers outside of the department’s immediate control like salaries and wages, utility costs and any number of commodities expenses which continue to drive costs upward.”

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  • UniSQ to cut 259 jobs after all other Qld, WA universities post surpluses – Campus Review

    UniSQ to cut 259 jobs after all other Qld, WA universities post surpluses – Campus Review

    The University of Southern Queensland (UniSQ) will shed 259 jobs to plug a multi-million dollar budget hole despite all other Queensland universities reporting a 2024 surplus.

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  • The Non-Exempt Staff Workforce in Colleges and Universities Is Shrinking

    The Non-Exempt Staff Workforce in Colleges and Universities Is Shrinking

    by CUPA-HR | April 8, 2025

    New research from CUPA-HR shows that the number of non-exempt* staff employees in higher education has been on a steady decline for the past several years. In the newest workforce trends report, The Non-Exempt Higher Education Staff Workforce: Trends in Composition, Size, and Equity, CUPA-HR examines the makeup of and trends in the higher ed non-exempt staff workforce from 2016-17 to 2023-24.

    One of the more notable findings: Since 2017, there has been a 9 percent decrease overall in the full-time non-exempt staff higher ed workforce. Part-time staff employee numbers have also fallen — down 8 percent in that same time period. The most significant downward trend began in 2020 (the onset of the COVID-19 pandemic), with decreases for both full-time (-3.3 percent) and part-time (-17.2 percent) staff.

    Some of the other key findings highlighted in the report:

    • Fewer non-exempt staff are age 55+. Non-exempt staff are slightly younger than they were pre-pandemic, and the proportion that is age 55+ has steadily declined from a high of 34% in 2019-20 to 31% in 2023-24.
    • Women make up 59% of the non-exempt staff workforce. They are best represented among office and clerical staff. Women in non-exempt positions are paid $.96 for every dollar White men are paid. Pay equity is lowest for Black ($0.92) and Hispanic ($0.94) women.
    • People of color make up 33% of the non-exempt workforce. This representation is much higher than in any other segment of the workforce, including administrators, faculty and professionals.
    • Women and Black staff experience multiple layers of inequity among non-exempt staff. They are better represented in the lowest-paying positions (e.g., dishwasher, custodian) than among the highest-paying positions (e.g., metalworker, electrician lead). They also have lower representation in lead positions than in non-lead positions.

    Read the report and explore this data with interactive graphics.


    *A non-exempt employee is one that is covered by (not exempt from) the Fair Labor Standards Act. As such, they are required to be paid overtime for every hour worked over 40 hours per week. Non-exempt staff must track their hours and be paid at least the federal minimum hourly wage. Examples of non-exempt staff in higher education include electricians, police officers, photographers, custodians, office assistants and food service workers.



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  • 10 things universities can learn from mergers in the FE sector

    10 things universities can learn from mergers in the FE sector

    • James Clark is a Managing Director at Interpath Advisory, the UK’s largest independent Restructuring and professional advisory firm. James is co-lead of Interpath’s Education Team and has advised on over 20 mergers and potential mergers in the FE and HE sectors. In this blog, James explains 10 things universities can learn from mergers in the FE sector.

    Few people connected with the sector would contest that higher education institutions are coming under increasing pressures: a reduction in overseas students due to visa changes, inflationary pressures caused by macroeconomic factors and government policy, increased competition via alternative routes for 18+ students and plain and simple population patterns.

    Many of these headwinds were experienced by further education (FE) colleges not that long ago, and many would agree these have not vanished completely. The Area Review process, led by the FE Commissioner, sought to remove inefficiency across sixth forms and colleges – as this author would put it (admittedly in crudely simplistic terms) – by taking colleges that are half full, removing excess capacity and leaving fewer college groups which are full. Is it time for higher education (HE) to follow suit? Is it inevitable that HE will do so, though perhaps not on the scale seen in the Area Review process? Should we be seeing more mergers, more economies of scale, and more collaboration to navigate the gales?

    I’m not suggesting FE and HE are directly comparable. But they are both in the business of education, both have people at the heart of their institutions (on a major scale), both manage big cost bases and both suffer from similar issues around competition and government policy. So are there things that higher education institutions can learn from a major upheaval started in FE in 2015?

    10 things we can learn from FE mergers

    1. Are the cultures of the merging institutions aligned? One of the major obstacles to mergers (which either create an upfront barrier or mean that post-merger difficulties arise) is that the institutions have very different values and cultures. Existing relationships may help parties understand whether they are a good fit for each other. Management teams contemplating mergers would help themselves by reaching out and starting a dialogue or by increasing the frequency of their catch-ups.
    2. Understand the regulatory landscape. Navigating the regulatory landscape and remaining compliant with educational policy is complex and will be breaking new ground for many management teams. Knowledge of precedents and other case studies will be helpful. Advisor relationships are helpful here. A number of advisors, both in the financial space and legal space, emerged as market leaders during the Area Review process.
    3. Understand your stakeholders and take them on a journey. Banks, governing boards, the Department for Education, the Office for Students, pension scheme trustees. Do not underestimate the different angles each will be coming from. Each will want to know ‘what’s in it for me?’ and care will be needed to ensure each stakeholder feels supported by the merger. Poor communication and a lack of engagement could lead to opposition and unwanted obstacles.
    4. Agree a governance structure at an early stage. Effective and committed leadership is essential for a smooth transition. Conflicts in governance will create unnecessary barriers from the off. Successful mergers I have worked on have had Chairs who have worked together from the off – being like-minded, especially in the desire for success, to leave a legacy and preserve for the next generation has been key,
    5. Grip & Control. Create a steering committee. Set milestones and deadlines and be held to account. Clearly identify what’s on the critical path. If planned well, mergers typically happen on 1 August. Delays to the process could see management teams having to manage critical parts of the merger in term time. Many of the mergers I have worked on have had turnaround directors managing the process.
    6. Don’t assume the plan ends on day 1 of the merger. A 100-day post-integration plan will also be required, with dedicated resource to deliver operational control, as well as the expected benefits of the merger. Failure to plan for this could result in significant operational disruption, for example, if administrative, curriculum support, and IT systems need to be merged. The Area Review process made the 100-day plan part of its requirement for merger support.
    7. Clearly understand the rationale for the merger. Educational improvement? Cost savings? Revenue protection? This may then determine your chosen merger partner.
    8. Crunch the numbers and make sure it stacks up financially. Exploring and delivering a merger will not be cheap, with significant input from legal and financial advisors required, both before, during, and post-integration. Ensuring tangible benefits can be secured from a merger is crucial. Again, those successful mergers involved specialist financial personnel, often interims with expertise in education, to examine the potential benefits prior to the merger.
    9. First mover advantage. Don’t leave it too late to determine that a merger is right, or even essential to your survival. Be front-footed – the more time given over to the proposed merger, the smoother the process will be, and the more optimal the decisions made.
    10. A merger might not be right, but other structures may be available.  Whilst a number of FE institutions decided to abandon merger plans, this gave the institutions time to properly examine their long-term strategy, their cost base, and other potential “alliance-type” shared services models.

    Some would argue that the FE mergers have provided an opportunity for a reset, benefitting from a huge Government funding pot. Many (and not without great leadership) have successfully turned around the fortunes of financially and educationally stumbling colleges.

    One beacon that shines for me, which I had the pleasure of supporting, is the merger of Telford College of Arts and Technology and New College Telford. Within a short period of time, its financial health was upgraded to Outstanding, and its Ofsted upgraded to Good. A remarkable turnaround and testament to a focused and forward-thinking management team and governing body that, when faced with the task, grabbed it with both hands and drove it hard.

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  • Concern Dutton will push American-style crackdown on “woke” universities – Campus Review

    Concern Dutton will push American-style crackdown on “woke” universities – Campus Review

    The Coalition has warned it would use university regulator levers to review university degree course content to check for “woke” teaching if elected, leading Labor to draw parallels between Peter Dutton and Donald Trump.

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