The American Council on Education (ACE) has a long history of providing guidance on the collection and utilization of data to inform decisions about education programs and policies. In the video below, ACE President Ted Mitchell discusses how colleges and universities can embrace new strategies to adapt and succeed in this age of big data.

For many instructors, reentering the classroom this fall will mean closing Zoom, dusting off our lecture notes, and finally reinhabiting the same spaces as students. But what awaits us? In the return to the classroom, educators should revisit the age-old argument that student learning hinges less on content and more on engagement.

Though employers and educators might use similar terms to describe skills like critical thinking or teamwork, their interpretations and descriptions can vary significantly across different academic and workplace communities. If thousands of colleges, universities, and companies (and even more faculty and employers) are using these skills to evaluate the achievements of students, new employees, and employees poised for advancement, having a common understanding is essential.

In its continuous effort to meet the educational and professional needs of students, Morgan State is redesigning its transcript system to include a competency-based comprehensive learner record (CLR) and digital wallet, which will allow students to collect and showcase their educational experiences and achievements to employers.

Many universities do not effectively communicate either their policies related to free speech or the values that animate those policies, leaving students, faculty, and staff in the dark. A dearth of communication does not align with many universities’ self-perception about how effectively and actively they communicate about free speech. With that in mind, I offer five practical suggestions for universities that want to accurately and transparently convey their policies and values about free speech.  

Rethinking the language of implicit and unconscious bias is an important step toward understanding the magnitude of the challenge before us. In our rush to show stakeholders we are taking a defining issue of our day seriously, we are tempted to embrace quick, surface-level fixes. But as Sigmund Freud made clear throughout his career, there is no quick fix for deep-seated phenomena residing within the unconscious.