How Learning-Focused AI Looks Different From General AI

How Learning-Focused AI Looks Different From General AI

How Learning-Focused AI Looks Different From General AI

The challenge with using general AI for learning

When Rajen Sheth published 10 Lessons on How to Drive Learning with AI, one theme stood out: educational AI should not be evaluated like general-purpose AI.

Large language models excel at retrieving information: ask a question and they generate an answer. But learning requires something different.

Research shows that approximately 75% of students do not know enough about a subject to ask the right question in the first place. If learning depends entirely on student prompts, many learners will struggle before they even begin.


Why AI should ask the questions

Traditional AI systems wait for a user to initiate a conversation.

Learning-focused AI reverses that model.

Sheth argues that effective educational AI should identify where students are struggling, ask the right questions, and guide learners toward conceptual understanding. Rather than simply delivering information, the system should function more like an instructor helping students work through ideas step by step.

The goal is not faster answers. The goal is deeper understanding.


Why guardrails are essential

Another major difference between general AI and educational AI is the role of guardrails.

Most conversational AI systems are optimized to keep interactions going, but educational systems require a different objective. Educational AI must know when to continue a conversation and when to stop.

Students need support that remains aligned to specific learning goals rather than wandering into unrelated topics. They also need protection from inaccurate, distracting, or counterproductive interactions.

In many cases, ending a learning interaction at the right moment is just as important as starting one.


Supporting instructors, not replacing them

Sheth repeatedly emphasizes that AI should function as an extension of faculty rather than a replacement for instructors.

Educational AI must align with classroom content, course materials, and teaching approaches. Faculty should maintain control over learning objectives, instructional methods, and the student experience.

The technology can then provide valuable feedback by identifying concepts students struggle to understand and highlighting where additional instruction may be needed.


The future of AI in higher education

Sheth believes higher education’s greatest AI opportunities will come from systems intentionally designed around learning outcomes.

The distinction matters.

General AI helps users find information. Learning-focused AI helps students develop understanding.

As institutions continue evaluating AI strategies, that difference may determine whether technology becomes another digital tool or a meaningful driver of student success.


Transcript

Wes Smith (01:58.35) So you recently published a piece called 10 Lessons on How to Drive Learning with AI. And what I appreciate about it is that it really cuts through the noise with

practical and buildable principles. So rather than staying at 30,000 feet, I just want to walk through a few of those takeaways and make them concrete for campus leaders and faculty and frankly, the policymakers who we’re trying to get this information to right now.

Rajen Sheth (02:43.778) Perfect, that’s great.

Wes Smith (02:46.498) So OK, let’s start with one of the principles that you’ve articulated. You’ve said that effective learning is instructor-led. What does it look like for AI to ask the question instead of waiting for the student? And I know that you have a stat in there that 75 % of students, don’t yet understand the concept well enough to even ask the right question. So what does it mean for how AI has to behave?

Rajen Sheth (03:13.526) Yeah, I think it’s a great question. It’s interesting because, you know, at Google, I was part of the development of a lot of the underpinnings of what became Gemini. And what was interesting there is when a lot of that was built, a lot of it was built around the concept of information retrieval, which is ask a question, get an answer, ask for something, get content, that kind of a thing. But it wasn’t built for learning.l l

And that stat is actually true. What we’ve seen from studies is 75 % of students actually don’t have a question to answer. So if you ask them to just use a chatbot, they’re not going to know exactly what to ask for. We’ve now taught over 100,000 students with Chiron. And we’ve seen exactly that play out. And so what we chose to do from the very beginning is we asked the question. We figure out what is the right question to

ask to that student at that time, and then use that as a way to stimulate learning and stimulate their understanding and then guide them to the answer with the right teaching rules. And we found that as a result of that, students actually get to a deeper level of understanding. It’s very different than how students are using AI right now, but it leads to better results.

Wes Smith (04:31.938) That makes so much sense to me because usually when you’re starting into a new subject, a teacher can assess where students are. That back and forth with students gives them a little bit of an ability to assess to say, okay, we’re missing a few key concepts. So that’s essentially where you’re starting.

Rajen Sheth (04:53.974) That’s exactly right. And the highest, hardest bar here is conceptual understanding. And if you don’t understand the concept, you can’t keep practicing. can’t get deeper and deeper in the subject. What we find with lot of students is that they’ll have holes in different concepts that they haven’t been able to get over. And then that hurts them down the line. And so we wanted to figure out

how do you use AI to get them to that conceptual understanding and aid the teacher and aid the instructor and faculty in helping their students get there.

Wes Smith (05:28.63) Right, right. Well, OK, so you also write that most AI tools, they’re designed to keep conversations going, not to keep them on track. And I think we all see that in our daily use of AI, right? It always ends, your prompt always is answered, and then another question is posed. Do you want me to do this? Do you need help on this? But you’ve talked about guardrails need to be up here.

Rajen Sheth (05:41.889) Yep.

Rajen Sheth (05:55.138) Mm-hmm.

Wes Smith (05:57.39) What do those look like when it comes to learning? What kind of guardrails do you have there?

Rajen Sheth (06:01.644) Yeah, safety is paramount here because a general AI system can take you in all different directions and can be distracting and in some cases even destructive. And so what we need to do is keep it on topic and keep the learning objective in mind as we talk to the student. And so that’s really what we’ve done is that we’ve enforced really strong guardrails to keep it on topic and guide the student in the right learning direction towards the learning objective.

The other thing is, of course, know, gargling against harmful conversations and making sure that those are captured as well. Another thing you’ve brought up that we’ve had to work really hard to do is not only learn how to do that, but learn when to stop the conversation. And that has been actually one of the trickiest parts about AI, because as you said, the tendency is to keep going and going and going. In some of our early trials, know, the AI would ask like,

20 questions and keep going back and forth with the student and the student would eventually give up. But we now have gotten smart about when to end the conversation to know how to get the student to where we need them to go to and then move

Wes Smith (07:12.546) Yeah, that makes sense. I mean, that’s different than just general AI in my experiences. You’ve had to program it for the purpose of learning. That also kind of leads me into this next question. We have decades, maybe centuries of learning science. We know how people learn. And so if an institution now is evaluating an AI learning tool, what

Rajen Sheth (07:33.548) Yeah.

Wes Smith (07:40.736) are the learning science principles that they should look to or look for that these tools can use. So it’s teaching and not just answering questions.

Rajen Sheth (07:53.292) Yeah, absolutely. And I think the interesting conundrum here is that everyone wants to look for proven outcomes. And AI is so new that we’re just starting to show those proven outcomes. But what is proven, to point you made, is learning science. We know what techniques work and we know what techniques don’t work. And so what we’ve decided to do is build our system around learning science and around those proven techniques to

show that those can actually lead to impact. And a few of the key things that are there. One is this concept of backwards by design. And so when a student has a learning objective, we go backwards by design. So what we do is we take that learning objective, we think about what are the questions we want that student to be able to answer at the end of it. And we work backwards from there to try to get to the right learning modules to get them to that answer.

The second thing is kind of this concept of the zone of practical development. What is the right question to ask to get them into that productive struggle? And then that is shown to be a way that you can actually really guide students towards getting and stretching themselves. A third is analyzing what are the right teaching moves to put in place. And so a generally our system will always go towards kind of giving you the comprehensive answer.

What we’re doing is we actually classify it to the right teaching move. And then we build the next response based on that teaching. And so that makes it such that we’re acting in the way that a strong, pedagogically strong instructor would do. And then the final thing is analyzing and making sure that we understand not only that we help the student, but where does a student have more holes that we can help them with? And that can help the progress on going.

Wes Smith (09:51.951) Yeah, I mean, this is just music to higher education ears, understanding that AI alone can be helpful. There are ways that it could be helpful. But when it’s built on the right pedagogy, when it’s built on learning science that has been refined and proven out over centuries of learning,

It makes it just so much more reliable for instructors to be able to use. And I know that’s a huge issue. You have to have instructors that feel confident in how these tools are used.

Rajen Sheth (10:31.264) Yeah, absolutely. And I think that is the key thing is it cannot be the AI alone. It has to be the AI in concert with the instructor. And how do you kind of go back and forth in the right way? How do we dovetail to be kind of an authentic extension of that instructor? And then how do we feed the right data back to that instructor so the instructor can know what to do next for their class?

Wes Smith (10:55.33) Yeah, yeah. So how do you make sure that AI reinforces what’s happening in the classroom instead of teaching something that’s totally different or it’s a different version of the course at least?

Rajen Sheth (11:02.423) Yeah.

Rajen Sheth (11:08.566) Yeah, I think that is something we’ve had to a lot of time and effort into because AI by itself might teach something in a very different way. So for example, if I’m learning a concept in math, there are probably about 10 different ways to teach every one concept that’s there, but how do we reinforce the way that it’s being taught in the classroom? So part of that is that we dovetail with the material that the teacher has. They can upload in their

material and then we build the lesson with that in mind, with those concepts in mind and the way that they’re teaching in mind. A second thing is to give them full control. And so rather than them just kind of handing this tool to the student, they can control what does it say? How does it say it? What is it leading the student to? They can tweak it so that it is truly an extension of themselves. And then the third is that loop back that

we analyze the conversations and we come back to the instructor with, hey, you know what, 12 of your students are really struggling with this thing. Five of them are struggling with this thing. And that helps them figure out what to do next. And that kind of makes it such that it is a true extension of the classroom.

Wes Smith (12:17.57) Yeah, yeah, OK, so I want to finish with this question. The goal is impact, right? And when we’re talking to members of Congress and their staff, the question wasn’t just, how is AI being deployed in higher ed? It was, how is it impacting students? So it’s not just necessarily about deploying it. It’s about, how are we making a difference? And how do we measure?

what the impact is in higher education. Do you have some insight on that?

Rajen Sheth (12:47.362) Yeah, absolutely. think what there are two parts of this. One is how it’s built and the second is is what are the proven results. And we talked a lot about how it’s built with a lot of learning science and pedagogy in mind. And we’re now seeing that in the results. We’re seeing institutions where their pass rates are going up significantly six to nine percent in classes. They’re getting to the highest pass rates that they’ve ever seen as a result of putting chiron in.

their engagement with students is going way up. In one case, we saw engagement go up by about 7x in comparison to other material that’s there. And students have said that they really love the experience and they’re learning more out of it. And so it really kind of drives towards that goal, which is how do we help the students that need the help the most? And how can we get them through the higher education experience so that they can get to their goal?

And that’s really what we’re seeing in the results.

Wes Smith (13:48.056) Right. OK, so I want our listeners to remember you have a lot of experience in AI. I know your Google experience, pretty significant, and working with AI in a lot of different ways. But now at Chiron Learning, you’ve focused in on the use case for education. How has that focus changed the way

that you see AI.

Rajen Sheth (14:17.954) Yeah, the way that that has changed the way I see AI is that when you’re looking at a particular goal, you can do everything to reach that particular goal. Not only the technology, but how we work with customers and how we work with institutions. All of that goes towards this. You could take a raw LLM technology and get that to students, but it’s not purpose built. And so all of the things we talked about building in

learning science, understanding the student, understanding what they need, driving that engagement. All of that is what it’s taken to them lead to these great results.

Wes Smith (14:54.412) Yeah, okay. Well, Rajan, thank you so much for coming back on the show and for translating what you’re seeing into practice. And these are good practical lessons that our leaders can really act on. We appreciate your time.

Rajen Sheth (15:08.842) Great, thank you, we really appreciate it.

UTA launches AI tool to support student care

UTA launches AI tool to support student care

Lucy streamlines administrative workflow, giving CAPS providers more time to focus on students

The University of Texas at Arlington is piloting an AI tool that helps reduce administrative workload for counselors, giving them more time to focus on students.

Known as Lucy, the tool helps Counseling and Psychological Services (CAPS) staff work more efficiently while preserving the central role of human-centered care.

“Student success is shaped by far more than what happens in the classroom. At UT Arlington, we’re committed to creating an environment where students feel supported, connected and cared for throughout their college experience,” UTA President Jennifer Cowley said. “Innovations like Lucy help strengthen that work by giving our teams more capacity to focus on the people at the center of our mission.”

Lucy, named after the Peanuts character, was designed as a “precision retrieval” tool that provides internal-only information on UTA-specific forms, policies, workflows and documentation guidance, according to Yaroub Saleh, a UTA counseling specialist who created the tool.

“Every minute saved from searching for a form is a minute that can be used to help a student,” Saleh said. “Lucy is a good example of how we can use AI ethically to support our students. And it’s been working. Providers tell me it saves time and gives them accurate information.”

“For example,” he continued, “if a provider is treating a student who is a minor, they used to have to dig through lengthy policy documents that have undergone multiple updates. With Lucy, they can get the exact process to follow and the correct forms in seconds. It’s accurate, consistent and reliable. Because providers receive the same information, it also reduces mistakes.”

Early feedback has been positive, Saleh said, with providers citing simplified day-to-day operations and a reduced administrative burden. Saleh said other universities are already reaching out to explore similar AI tools.

Ultimately, Lucy helps CAPS staff fulfill their mission of helping students increase self- awareness, address mental health and emotional concerns, and make positive changes in their lives. CAPS services are available to all UTA students, with in-person offices in Ransom Hall and the Maverick Activities Center. Virtual care is also offered 24/7 through TimelyCare.

About The University of Texas at Arlington (UTA)

The University of Texas at Arlington is a growing public research university in the heart of Dallas-Fort Worth. With a student body of over 42,700, UTA is the second-largest institution in the University of Texas System, offering more than 180 undergraduate and graduate degree programs. Recognized as a Carnegie R-1 university, UTA stands among the nation’s top 5% of institutions for research activity. UTA and its 300,000 alumni generate an annual economic impact of $28.8 billion for the state. The University has received the Innovation and Economic Prosperity designation from the Association of Public and Land Grant Universities and has earned recognition for its focus on student access and success, considered key drivers to economic

Workforce Pell Final Rule: What Changed and Why It Matters

The Department of Education released its final Workforce Pell rule, creating the framework for expanding Pell Grant eligibility to short-term, workforce-aligned programs.

The Presidents Forum submitted comments earlier this year focused on ensuring the rule supports working learners, employer partnerships, innovation, and scalable implementation. We are encouraged to see several important changes reflected in the final rule.

The Presidents Forum represents 17 institutions dedicated to student-centered education and accountable innovation in higher learning. Spanning two-year and four-year colleges and collectively serving approximately 1 million students, the Forum has been an active participant in the Workforce Pell rulemaking process from the start.

Presidents Forum Recommendations

The Presidents Forum encouraged the Department to:

  • Preserve Pell as a foundational source of aid rather than effectively shifting it to a “last-dollar” program
  • Allow greater flexibility for employer and apprenticeship partnerships
  • Create a streamlined and scalable approval process for workforce programs
  • Avoid overly complex interim accountability metrics
  • Ensure value-added earnings metrics fairly reflect working learners and students continuing their education
  • Avoid disadvantaging institutions serving students across multiple states
What changes were made in the final rule?

Several important changes aligned with concerns raised by the Presidents Forum and other stakeholders:

Pell packaging remains largely intact.
The Department clarified that Pell Grants will continue to be packaged as “first-dollar” aid, helping preserve coordination with employer benefits, scholarships, and state aid programs.

Greater flexibility for apprenticeship partnerships.
The Department agreed that Registered Apprenticeship programs should have additional flexibility beyond the proposed 25 percent cap on instruction delivered through written arrangements. This recognizes the important role employers and industry partners play in workforce education.

Currently enrolled students are excluded from value-added earnings calculations.
The Department agreed with concerns that including students who continue into additional education programs could unfairly distort earnings outcomes for institutions serving working learners and stackable credential pathways.

No interim value-added earnings metric.
The Department declined to create an interim earnings metric during the early years of implementation, reducing unnecessary complexity and allowing institutions to focus on long-term student outcomes. At the same time, they will still be included in job placement rate metrics.

What concerns remain?

The final rule also creates significant new approval and oversight responsibilities for governors, states, and the Department itself.

While the addition of bilateral agreements between states may help support multi-state workforce programs, the overall approval structure risks becoming administratively burdensome. Workforce programs are most effective when institutions can respond quickly to employer demand and evolving labor market needs.

Workforce Pell represents a major opportunity to expand access to high-quality, workforce-aligned education for working learners and adult students. The next challenge is implementation. The Presidents Forum will continue to support a higher education system that is student-centered, scalable, and practical.

Frequently Asked Questions

What is the Workforce Pell final rule?

The Workforce Pell final rule, released by the Department of Education on May 18, 2026, establishes the framework for extending Pell Grant eligibility to short term workforce training programs, including programs as short as eight weeks. Previously, Pell Grants were generally limited to programs lasting at least 15 weeks.

The rule takes effect July 1, 2026. Eligible programs must range from 150 to 599 clock hours, lead to a recognized postsecondary credential that can stack into a higher level credential or degree, and prepare students for high skill, high wage, or in demand occupations.

How many students could benefit from Workforce Pell?

The impact could be significant. The Department of Education estimates that approximately 187,000 Pell recipients annually could enroll in eligible workforce programs between fiscal years 2026 and 2035.

These students are largely working adults, career changers, military connected learners, and individuals seeking faster pathways into employment or career advancement. Many previously had limited access to federal financial aid for short term workforce training and often relied on out of pocket funding.

What changed between the proposed rule and the final rule?

Several provisions changed in response to feedback from the Presidents Forum and other stakeholders.

Pell Grants will continue to function as first dollar aid, preserving coordination with employer tuition assistance, scholarships, and state aid programs.

The Department expanded flexibility for Registered Apprenticeship partnerships beyond the originally proposed cap on instruction delivered through written arrangements.

The Department also declined to implement an interim value added earnings metric during the early years of implementation, reducing unnecessary complexity during rollout.

In addition, students who continue their education after completing a workforce program will be excluded from value added earnings calculations, helping ensure institutions are not penalized for creating stackable credential pathways. At the same time, currently enrolled students will still be included in job placement rate calculations, creating an important distinction between the two accountability measures.

What did the Presidents Forum recommend and what was reflected in the final rule?

The Presidents Forum submitted comments focused on four core priorities: preserving Pell as a foundational first dollar aid program, supporting flexibility for employer and apprenticeship partnerships, encouraging a streamlined and scalable approval process, and ensuring accountability metrics fairly reflect working learners and students who continue their education.

The final rule reflects meaningful movement across each of these areas, particularly around earnings metrics, apprenticeship flexibility, and Pell packaging.

What concerns remain about implementation?

The final rule creates significant new approval and oversight responsibilities for governors, states, and the Department itself.

While the addition of bilateral agreements between states may help support multi state workforce programs, the broader approval structure risks becoming administratively burdensome. Workforce programs are most effective when institutions can respond quickly to changing employer demand and labor market needs.

The Presidents Forum will continue engaging with policymakers and stakeholders to support implementation that is clear, student centered, and scalable.

Who is the Presidents Forum?

The Presidents Forum is a coalition of innovative two year and four year colleges and universities committed to advancing student centered education and accountable innovation in higher education.

Forum institutions collectively serve approximately one million learners, including working adults, military connected students, and other nontraditional learners. The organization has been actively engaged in Workforce Pell policy discussions and will continue contributing to implementation conversations as the rule moves forward.

What One Financial Aid Expert Learned as a Parent

What One Financial Aid Expert Learned as a Parent

What One Financial Aid Expert Learned as a Parent

Amy Glynn has spent more than 20 years working in higher education and financial aid leadership.

But when she recently helped her daughter navigate the college search and financial aid process, she found the experience surprisingly difficult.

After interacting with more than 20 institutions, Glynn said the process often lacked clarity, consistency, and straightforward communication around cost and affordability.

Her experience reinforces broader national data. According to Strada research, only one-third of students and families describe the financial aid process as seamless or easy to understand.


Why financial aid friction creates barriers for students

For many students and families, financial aid information is fragmented across multiple systems and formats.

Cost of attendance may appear in one portal. Scholarships may appear somewhere else. Aid eligibility and financing details are often separated as well.

Even standard programs like the Western Undergraduate Exchange are presented differently by institutions, making comparisons difficult for families trying to make enrollment decisions.

Glynn argues that institutions need to simplify the process by delivering clearer, more integrated financial aid communication.


What institutions can do differently

Glynn’s recommendations are intentionally simple.

Institutions should provide financial aid offers in formats families can easily access and understand. Terminology should remain consistent across systems and communications: students should not need to navigate multiple portals to determine what college will actually cost.

She also argues institutions should adopt a more human-centered approach when students and families contact financial aid offices with questions.

The goal is not only transparency. It is reducing uncertainty during one of the most consequential decisions students make.


Why financial aid teams are under extraordinary pressure

Glynn emphasizes that financial aid professionals themselves are not the problem.

Institutions are managing rapidly changing regulations, complex compliance requirements, outdated technology systems, and staffing limitations simultaneously.

Financial aid offices are balancing federal requirements, state regulations, institutional budgeting pressures, and student support responsibilities all at once.

This creates a broader institutional challenge rather than an individual staffing issue.


Why presidents should pay attention

Financial aid communication has become a student success issue.

Glynn points to another critical statistic: nearly 87 percent of students who stop out of college cite financial barriers as a major reason for leaving.

At a time when more than 42 million Americans have some college but no credential, reducing financial friction may be one of the most important student-centered strategies institutions can pursue.

Transcript

Wes (00:00.898) Amy, I understand that your daughter graduates from high school tomorrow. Is that right? Tomorrow. Big day. Big day. OK.

Amy Glynn (00:08.959) Tomorrow, 10 a.m.

Fake t-

Wes (00:16.142) No, no, no, I’m going to change the subject from the graduation to the year prior to graduation. You’ve been looking at higher ed institutions with your daughter, and I know you’ve made some campus visits, and she’s very fortunate to have a parent who has very deep expertise in enrollment, in financial aid, in all the details in higher education.

Amy Glynn (00:19.199) Okay. Okay.

Amy Glynn (00:30.239) Mm-hmm.

Wes (00:44.407) And I would love to hear your experience and how that went for you and your daughter as you were looking for higher education institutions that fit for her.

Amy Glynn (00:55.455) Yeah, I wish I could tell you that 20 plus years in higher ed and financial aid was an advantage for us as we shopped universities, but unfortunately, I’m not sure that it was. The process was very difficult, a little bit disenfranchising as someone who has communicated with students about cost and affordability for so long. And I’ll share with you that

That financial friction that we’ve talked about where students just are not getting the information they need in a consumable way about cost, affordability, value is really real. Stratus research actually showed that only one third of students and parents found it to be a seamless, good, understandable process.

And we interacted with over 20 institutions across the nation. And I can’t say that a third of them did it well.

Wes (02:03.106) So that’s not, I mean, we’ve got this really persuasive anecdote coming from one of our, you know, most highly proficient financial aid experts that you could have out there looking. I mean, you’ve run financial aid at institutions, you understand this, and we have the strata data that tells us that only a third of students and parents had a seamless.

experience in this or a smooth experience. So we’re seeing this anecdotally as well as in the data.

Amy Glynn (02:39.957) Yep. Yeah, we absolutely are. And I would say, if I could give advice, I would remind institutions to get back to basics. Communicate.

Wes (02:51.309) What does that look like?

Amy Glynn (02:53.759) you know, this is gonna sound really crazy. It means that you send a paper financial aid offer letter or you send an offer letter in a PDF format to a family. You don’t send them out to your student information systems portal where they have to find cost of attendance in one place, scholarships in another, financial aid in another. Some institutions portals only give you the information per semester, not per year.

We are in Arizona, so we have access to WUE, which is the Western Undergraduate Exchange, which is a tuition reduction for students who attend. And I can tell you, institutions all display it differently. Some take it right out of their cost of attendance, some list it as a scholarship, some do something else with it. And so there’s no consistency even within the awarding of the same fund type across all of the institutions.

So we need to get back to basics. We need to use the same terminology that we’ve all agreed to in the NASPA Principles of Excellence. We need to look at best practice and communicating cost, comprehensive cost and affordability. And we need to be a little bit more humanistic when a family calls in with questions for our aid offices.

Wes (04:18.464) Amy, is really, it’s very basic. We need to get back to the basics is what I’m hearing.

Amy Glynn (04:25.374) We do, but Wes, I also feel like as much disappointment as I have for the experience and concern that I have for students who don’t have a parent who’s familiar with the industry. I also need to say like being a financial aid professional right now is not easy. The technology is not built to match the needs of the financial aid system that we have. The regulatory environment is not about creating the best student experience.

Wes (04:41.879) Right.

Amy Glynn (04:54.056) and institutions are trying to balance the demands of the Department of Education and their state regulatory bodies with the needs of their students. We all know that institutions are being very, they’re being very deliberate about budgeting, about hiring, about expenses. And so for presidents to hear that.

high quality staff, that high quality technology and investing in those student experiences around financial aid is really, really important. 87 % of students who have stepped out of school said that some form of financial barrier is the reason that they left, right? We have 42 million students on college with no degree and 87 % of them are saying that it is financial barriers that is causing them to step away from their education.

Wes (05:35.0) Right.

Wes (05:46.264) So every president should perk up at this conversation to be like, hey, need to have some, this is an area that requires and deserves presidential attention.

Amy Glynn (06:00.242) It does. Attention in a very thoughtful, inquisitive manner. I just want to remind people, now is not the time to attack. Everybody has the best intentions that are working with our students. So just keeping that in mind as we ask the right questions about what does our student experience look

Wes (06:23.788) Yeah, we can attest to the pressure of the financial aid systems at every institution and the personnel because we’re working on executive rulemaking, I mean, on week-to-week basis and things are changing and deadlines are insane. It’s just a really tough time to be able to manage that side as well as focus on student transparency, reducing financial friction.

Amy Glynn (06:39.443) Yes.

It is.

Wes (06:50.818) communicating very clearly when regulations are changing on a timeline that’s almost unthinkable in the past.

Amy Glynn (07:01.396) It truly is. Yes, it is unbelievable what is being managed right now. And that’s why we need the right systems and structures in place to be able to navigate this more seamlessly in the future.

Wes (07:16.334) Well, Amy, we appreciate you bringing your parental experience as well as your experience as a higher ed administrator and professional. Thanks for joining us today.

Amy Glynn (07:27.765) Thanks for having me.

How UMGC Is Building Accountable AI Around Student Outcomes

How UMGC Is Building Accountable AI Around Student Outcomes

How UMGC Is Building Accountable AI Around Student Outcomes

UMGC’s AI strategy starts with governance

University of Maryland Global Campus is approaching AI adoption with a clear institutional principle: innovation only matters if it improves outcomes for students.

President Gregory Fowler describes a strategy built around governance, measurement, and practical implementation rather than experimentation for its own sake. The university has already implemented institution-wide AI training and established an AI Governance Board to ensure adoption remains aligned with institutional mission and student support goals.

The approach reflects a broader shift happening across higher education. Institutions are moving beyond curiosity about AI and focusing on how it can responsibly improve student success and operational effectiveness.


Why UMGC built a closed AI testing environment

UMGC launched nebulaONE as a controlled environment where faculty and staff can safely test AI tools, concepts, and workflows before wider deployment.

More than 300 team members are already using the platform.

The goal is not unrestricted experimentation, it is structured evaluation that allows the institution to identify where AI creates value, where it falls short, and how it can be implemented responsibly.

This type of infrastructure is becoming increasingly important as institutions look for ways to balance innovation with governance and accountability.


How AI is being applied to support students

UMGC is focusing AI adoption on practical student-facing applications.

Conversational AI is helping identify and support struggling learners earlier in the student journey. In the Registrar’s Office, transcript review processes that were previously manual are now partly automated, allowing staff to focus more attention on complex cases that require judgment and intervention.

Career Services has also integrated AI into resume review and mock interview preparation. These tools provide students with more opportunities for practice and faster feedback than traditional one-on-one support models alone can provide at scale.

The focus throughout is operational support that strengthens human-centered services rather than replacing them.


Why measurement matters in AI adoption

AI should function as a strategic enabler, not a replacement for teaching, advising, or institutional judgment.

That requires continuous measurement.

UMGC is evaluating adoption rates, operational outcomes, and areas where systems underperform. The institution then adjusts implementation based on those findings.

This approach reflects a growing expectation across higher education that AI adoption should be tied to measurable student impact rather than broad claims about innovation.


What accountable innovation looks like

The question is no longer whether AI is interesting or technically capable. The question is whether institutions can deploy it ethically, transparently, and in ways that genuinely improve student outcomes.

For UMGC, accountable innovation means governance, human oversight, operational measurement, and a consistent focus on serving learners more effectively.

Transcript

0:03
When we talk about innovation at UMGC, I tell our team all the time we’re not here to chase bright, shiny objects.


0:10

Our approach to AI has been deliberate.


0:13

We’re providing AI training for every team member,


0:15

as a baseline, not as an aspiration.


0:18

We established an AI Governance Board to make sure adoption stays aligned with our mission and our obligation to our learners.


0:25

And we adopted nebulaONE as a closed environment where faculty and staff can test new tools, concepts, and strategies.


0:32

More than 300 team members are using it now.


0:35

That infrastructure matters.


0:36

Because the real question is not whether AI is interesting, it is whether it actually helps us serve students better.


0:42

So we’re being very specific about where to apply it.


0:45

Conversational AI now guides earlier outreach to learners who may be struggling.


0:50

In our Registrar’s office,


0:51

transcript review, which used to be largely manual, is now partly automated – freeing staff members to focus on the cases that need real judgment or intervention.


1:01

Similarly, Career Services have integrated AI into resume editing and mock interviews, giving students more practice and faster feedback than we could ever provide one-on-one.


1:10

Let me be clear.


1:12

AI is not replacing teaching, advising, or judgment.


1:15

It is a strategic enabler.


1:17

The way we know it is working is through measurement of outcomes, of adoption, of the areas where it comes up short.


1:24

Then we adjust based on what we learn.


1:27

That is what accountable innovation looks like here – 


1:29

practical, ethical and always tested against the benchmark of whether it genuinely serves the people who partner with us on their learning journeys.