University Endowments and Offshore Investments

Some university endowments use offshore investments to avoid certain taxes or controversy over holdings, The New York Times reported, citing information from a trove of leaked documents, dubbed the Paradise Papers.

For example, endowments have created so-called blocker corporations to skirt federal taxes that apply to private equity and hedge fund holdings, the newspaper reported.

"Establishing another corporate layer between private equity funds and endowments effectively blocks any taxable income from flowing to the endowments, the reason they are called blocker corporations," according to The Times. "The tax is instead owed by the corporations, which are established in no-tax or low-tax jurisdictions like the Cayman Islands or the British Virgin Islands."

Republicans in the U.S. Congress are mulling a proposed excise tax on relatively large endowments owned by private colleges.

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Graduate student union organizers seek momentum despite political shift

As protests unfolded at universities across the Northeast, graduate students seeking union recognition face an NLRB that might no longer be sympathetic to their cause.

Zenith Education will close all but three of its campuses

After spending half a billion dollars to keep former Corinthian Colleges campuses afloat, the nonprofit ECMC Group’s Zenith Education will close all but three.

Colleges should teach technology across the curriculum (essay)

The recent presidential executive order “Expanding Apprenticeships in America” and the proposed JOBS Act, which would amend the Higher Education Act, both look to solve the skills gap by increasing support for short-term training in current technology.

Such training can provide some students with current technical skills. But according to a World Economic Forum report on employment trends across a wide range of industries, the competencies most needed for long-term employment are more foundational: critical thinking, collaboration, communication and creativity -- as well as digital fluency.

To close the skills gap and provide long-term employability, we in higher education must continue to offer a broad-based education in which digital skills are not developed within a single set of courses, but rather throughout the entire curriculum and the wider array of co-curricular experiences.

This approach has three advantages.

First, by infusing digital skills into all aspects of education, faculty members, administrators and students must think about which digital skills, competencies and fluencies are actually needed for success and leadership in a given area -- beyond the boundary of a single course and in ways that reflect the fact that digital skills are interdisciplinary, interconnected and contextually embedded.

Our colleagues at Bryn Mawr College have developed just such an approach to maximize our students’ digital competencies. We obtained extensive information from faculty members, staff members, parents and graduates from a diverse set of fields and professions to create a matrix of the kinds of technical understanding and critical use of data and digital tools that students need to thrive in their course work, research, internships and future professional pathways.

We then mapped to that matrix the learning opportunities that students had in our curriculum and co-curricular programs. Using that approach, we were able to see and show how students attained needed skills and also identify and address skill gaps. We found many areas of overlap, too, which often opened up several different pathways for students to reach the same objective.

The second advantage to this approach is that it allows all students, not just those focused on careers in technology, to reflect purposefully on their professional interests and aspirations and to build the digital abilities needed for opportunities and success. Thus, all students are engaged in digital development that can build on skills and knowledge they already have, and not everyone has to start in the same place.

Finally, this approach encourages critical analysis and positions digital skills as means to an end, rather than a pursuit in and of themselves. Through students’ reflection on what skills are useful to meet their goals, students learn to write and speak about their new abilities and to consider how well the tools serve their ultimate purpose.

While colleges should include courses in programming, data visualization and statistics, more students develop digital fluency more quickly and easily when digital tools are integrated throughout the curriculum -- from classical and Near Eastern archaeology to behavioral economics. Digital instruction is most effective when it’s in the service of students’ individual interests and goals.

Digital skills are also learned through many student campus jobs -- as research assistants or IT or library support staff -- and through co-curricular activities in clubs, community service and preprofessional internships. By infusing opportunities to gain digital competencies throughout students’ entire experience, we help students obtain skills in context; learn to use skills in new environments; and practice the inherent interconnectedness of skills and ideas, theories and outcomes. They also analyze digital tools through close examination, challenging assumed ideas and advancing evidence and arguments.

This approach to technology education produces students who are truly prepared for the jobs of tomorrow -- with transferable and flexible digital skills, the ability to understand the best tool for the job, and the knowledge to use and improve those tools thoughtfully and ethically with an understanding of the context where they will be deployed and the people who will use them.

In this transitional age, digital tools, data science, the internet of things, complex social media networks, and virtual and augmented reality generate both innovative practices and distinctive ethical and social issues. While there is a place for short-term technology training to meet immediate workplace needs, we cannot neglect investment in preparing students for the jobs of tomorrow. To close the skills gap in the long term, we need to offer students broad educational opportunities that help them to understand the tools they are using, that support the development of the skills and creative and critical thinking needed for continued innovation, and that empower graduates to influence the ways that these technologies are employed in their fields and communities.

Kimberly Cassidy is president of Bryn Mawr College, which recently launched the Digital Competencies Program. Gina Siesing is the college's chief information officer and director of libraries.

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'Inclusive Access' Digital Textbook Deals -- Some Applaud, Others Skeptical

As reported in Inside Higher Ed, major education publishers -- including Pearson, Cengage and McGraw-Hill Education -- report that the number of colleges offering "inclusive-access" programs has grown rapidly in recent years. Where previously students might have been assigned textbooks individually, now many institutions are signing up whole classes of students to automatically receive digital course materials at a discounted rate, rather than purchasing individually.

Inside Digital Learning -- Implementing Data Standards to Boost Retention, Graduation Rates

In today's "Inside Digital Learning":

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Inside Digital Learning -- Implementing Data Standards to Boost Retention, Graduation Rates
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Inside Digital Learning Newsletter -- Nov. 8, 2017
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Initiative Seeks to Overhaul Academic Advising

NACADA: The Global Community for Academic Advising and the John N. Gardner Institute for Excellence in Undergraduate Education this week announced a new national effort to help colleges and universities redesign academic advising. The two-year Excellence in Academic Advising program is a comprehensive strategic planning process. An initial cohort of institutions will be guided through an evidence-based decision-making, planning and adoption process, based on NACADA and the Gardner Institute’s nine Conditions of Excellence in Academic Advising.

“NACADA and the Gardner Institute, along with the initial group of institutions, will refine, validate and establish the aspirational standards for colleges and universities to evaluate and improve academic advising,” the groups said in a statement. “The process draws on NACADA's academic advising audit experience and is enriched by the Gardner Institute's success in guiding institutions toward systemic change and improvement in student success. Formal consultants' reviews and guidance will support the development of a set of evidence-based institutional recommendations for change, as well as provide support for plan implementation.” NACADA will host a series of free information sessions about the project this fall.

Drew Koch, president and chief operating officer of the Gardner Institute, said via email Tuesday that there “are scores of vendors who sell technology solutions for academic advising.” And while these tools are often useful, he said, “they do very little to change the actual processes, practices and culture associated with academic advising at a college or university -- at least not in any intentional way.” The new initiative, by contrast, is “something completely missing on the higher education landscape today -- and the absence of a process like this may shed light on why many advising ‘solutions’ do not quite yield their desired results.”

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University System of Maryland standardizes data collection to improve retention and graduation rates

The University System of Maryland’s campuses boast diverse student bodies in terms of race, income and college preparedness. Officials believe new data collection standards will improve retention and graduation rates.

Syllabus bars Duke newspaper staffers from course

Syllabus at Duke barred staffers of campus paper from class on hedge funds.

Trial and Error: faculty cohort model speeds up online course development

Instructors at Central Michigan University team up to construct online courses, creating peer pressure to meet deadlines and encouraging collaborations within and across departments.


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