A Voice for High-Needs Students

Not many academics find mainstream success with the publication of their first book. Anthony “Tony” Jack, Ph.D. did.

In his award-winning debut, “The Privileged Poor: How Elite Colleges Are Failing Disadvantaged” (2019), Jack explores how elite colleges and universities tout mounting diversity but tend to recruit students of color from private and preparatory high schools rather than local, more distressed ones. His second book, “Class Dismissed: When Colleges Ignore Inequality and Students Pay the Price” (2024), tracks the fallout of the pandemic for students with little to no support at home, and how institutions failed to anticipate and respond to their needs.

From assistant professor of education at the Harvard Graduate School of Education, Jack joined the faculty at Boston University in 2023 as an associate professor of higher education leadership. At B.U., he is the inaugural faculty director of the Newbury Center, a resource office for first-generation students across undergraduate and graduate programs. From his perch as researcher, educator, and student affairs insider, he offers a unique understanding of the challenges facing high-needs students, as well as those supporting them. He’s also committed to being part of the solution — one that hinges on scholarship and student services working together. 

LW: To start, could you give a bit of background on your research and areas of expertise up to now?

TJ: In my first book, “The Privileged Poor,” I discussed an overlooked diversity in higher education. Universities were doubling their efforts to recruit lower-income and first-generation college students, and many universities had actually almost doubled the number of Pell-eligible students who they were admitting. But my question was always: Where are they getting those students from? And what I show in my first book is that they were actually going to get their new diversity from old sources: boarding, day, and preparatory high schools. And I called those students the “privileged poor,” lower-income students from boarding, day, and preparatory high schools. And I called their peers who went to low-income — typically distressed — public schools the “doubly disadvantaged” and showed how students’ trajectories to college shaped their trajectories through. 

One thing in that book that I wish I was able to engage with more was how the inequality at home so often comes to campus. “Class Dismissed” was born out of a pebble-in-a shoe-type moment, where all the presidents of universities were like, “I didn’t know our students didn’t have internet at home. I didn’t really know what kind of communities they were coming from.” And I’m just like, but you do. Your admissions officers know. From their personal statements — because you make them pimp out their poverty — you know where they come from. You know what they’re returning to. “Class Dismissed” was a response to that. What was important for me to bring to “Class Dismissed” is to say that COVID exacerbated the very inequalities that students were suffering with in silence. 

LW: And you are now involved in translating some of those lessons into practical supports, right? At the Newbury Center at B.U.? Could you say a bit about what goes on there and what it means to be the “inaugural” faculty director? 

TJ: The Newbury Center is this amazing opportunity to put my research into action because the Newbury Center is a resource center for first-gen undergraduate, graduate, and professional students. There usually isn’t this coordinated, university-wide effort to support students who are first in their families to go to college. And so the Newbury Center is unique in that sense. And it’s a really amazing opportunity, as well as a monumental task. Because we have people who are coming in at 17 and 18, and we also have people who are coming in at 30 and 40.

My inclusion is to put research more central to the endeavor: How do we support our undergraduates to go to study abroad? How do we make sure that we understand the best practices to help them get internships — to get opportunities to extend learning beyond the classroom? Those are the kind of things that I’m able to do and support with research. During the summer, we actually help students who take on unpaid or low-pay internships with stipends. It is so stressful to be able to have this amazing opportunity to work in a field that you love, but you can’t afford to live where the internship is. We can help fill that gap for lower-income students. Not as much as I would hope, but that’s also why I’m helping to expand the center so that we can help more people. 

LW: So had you heard of the Newbury Center when you were at Harvard, and it became sort of a driving force for you to move over and get more involved? 

TJ: The Newbury Center is still a very young center. Five years. The ability to craft its trajectory from early on was an attractive piece to get me to think about going from just being a producer of research to now also being tasked to create policy and advocate on behalf of students across the country. 

My work on food insecurity is a huge piece, where I can actually engage with deans. I was doing that in addition to my work at Harvard, but now it is part and parcel of my advocacy work at B.U. My work on mental health has shifted from being a finding that I have about how students do or do not seek help to now being able to invite directors of mental health services to campus as part of an annual conversation. 

LW: It’s interesting that you say that. I was thinking about that dual role you’re playing as a professor and then in more of a student services role at the Newbury Center. Did that feel like kind of a natural balance for you to strike? Was there ever any kind of hesitation or feeling like you needed to stay in one lane? 

TJ: No, for me, from the very beginning, my philosophy was: Why just write about it when you can do something about it? 

In “Class Dismissed,” I have this line: “Now that we know what we know, what are we going to do about it?” Don’t just relegate a very, very important possible policy change — one that could fundamentally change the everyday existence for tens of thousands of students across the country — to a paragraph at the end of the paper. Why not give more life to it? It’s ethical research. It’s theoretically informed. It’s empirically rich. Why not add that fourth element? And then also to write in an accessible way so that a president, a professor, a dean, a parent, can learn about what the children in their life are going through. 

“In ‘Class Dismissed,’ I have this line: ‘Now that we know what we know, what are we going to do about it?'”

LW: Right. On that note, what are young people going through right now? This is a broad question, but what are your major concerns at the moment for students, especially first-gen or low-income ones?

TJ: The thing that’s top of mind right now? I mean, where do we go? We can talk about affirmative action, withholding of funds. It’s just a lot, to be honest. But one thing that I think people need to realize is happening on campuses in this McCarthy-era-style politics that we find ourselves in — what we are seeing — is labeling what were once good student affairs practices as “benefits.” And any limiting of that newly labeled benefit to a particular group is seen as unconstitutional. That is a very different way of doing student affairs. Student affairs was saying, “Hey, we are here for everyone, but we also know that we have to take particular steps to welcome different groups. And we do that by allowing — supporting — affinity groups and hosting these different offices because we know that our campuses were literally not made for people here, who are here now.” 

Now that work is said to be giving an undue benefit to someone else and discriminating against, essentially, a white man, which is now the reference point for any kind of support service that you have. And that list is going to get longer and longer. It’s going to go just from being a white student to a white male student to a white Christian male student to a white rich male student. And it’s just going to keep getting longer and longer until that reference is a very narrow person, who is not the modal group on campus, and yet all policy and all practices are going to be seen as: Are you not allowing this person to feel comfortable here? 

LW: Have you been experiencing that firsthand through the Newbury Center or otherwise — restrictions to your work or your ability to support people?

TJ: To be honest with you, it’s a day to day thing. We don’t know when we’re going to get another “dear colleague” letter. We don’t know when another executive order is going to come out. We don’t know if any university is going to keep fighting it through the justice system, knowing that the Supreme Court is what it is. And so we’re waiting day-by-day to figure out: Can we continue to do the work that we do across the country?

LW: But so far, do you feel like — notwithstanding daily challenges or pivots — you’ve sort of been able to maintain the level of support that you had in years past?

TJ: So far. 

LW: And in terms of your student interactions, what are you hearing from them about the things that they’re most nervous about? How do you guide them through that, if that’s part of your role? 

TJ: It’s generalized anxiety about what is next — what’s going to be possible. And so what we are trying to do is still encourage students to put themselves out there — go for every internship, go to study abroad, pick out your favorite spot in the library that you are going to be known for at your 20-year reunion: “I would always see you in the library right at your favorite window.” They can still make memories and take advantage of all the things that college provides. That is incredibly important. That’s just huge. 

LW: What else are you thinking about going forward with this school year? What are you anticipating will be the biggest challenges both for your own work and also for the students that you support? 

TJ: If it’s two things that rob people of so much, it is scarcity and precarity. Right now, everything that we are trying to do is to make ends meet with less and in less time. And to be honest with you, this is the year that I want to be fully present for students and hear from them — learn from them — so that, as I craft out my next project, it is one that is going to not only expose what they went through but think critically about the policy and practice changes that can help support them going forward. 

LW: Is that something that you feel hopeful about? The idea that the policy change could really happen and make a difference? 

TJ: First-gen-as-pawn is something I’m really grappling with right now because a lot of people are flocking to first-gen — to recruit first-gen. But they’re not ready. They’re still not ready.

LW: Not ready to support students once they actually come to campus? 

TJ: Yeah, yeah. Those are some things I want to just grapple with. 

LW: In terms of a future research opportunity or just in general? 

TJ: Well, for me, everything is going to be tied to investigating it. Students’ voices inform the policy suggestions that I present to colleges because I believe that in students’ voices are the keys to success and a more equitable future. 

LW: Is it encouraging to see other actors or organizations with a similar outlook and doing similar work?

TJ: It’s absolutely encouraging. Because that means that people are intentionally invested in making campuses not only more accessible but equitable. They would probably never be equal. But to have a more equitable space — people who are being intentional about removing some of the hurdles that disproportionately hurt, humble, and quite frankly, sometimes just destroy those who believe in education the most. Not as, “Oh, I have to go because my family has always gone.” But literally the people who believe in it because they believe in the power that they can completely transform their life. 

LW: So still feeling like that’s possible? 

TJ: I’m a first-generation college student myself, so this work is inherently personal, as well as it is professional. I do believe in the power of research to change things. I do still believe in the power of education to be transformative. I believe in the power of research to make that transformative experience more accessible to more people. 

One thing I would love is a push for more researchers to write in an accessible way and not ignore general audiences. Because it’s important — especially now in this age of misinformation — for more people to actually understand what goes into research and how our findings are not manipulated. We need to stop talking at people and have conversations with people. And so I don’t think that work is any less theoretical just because people can understand it. 

You can reach LearningWell Reporter Mollie Ames at mames@learningwellmag.org with comments, ideas, or tips.

Posted in Q&A

Character and Reconciliation

At Fort Lewis College in Durango, Colo., the word “character” was not always a positive. The liberal arts college, which serves a large indigenous population, was once a federal Indian boarding school, notorious for coercive character formation aimed at extinguishing indigenous cultures. Now, as it addresses its painful past, Fort Lewis College is centering character education within a reconciliation initiative that goes beyond atonement to institutional change.  

With a grant from Wake Forest University’s Educating Character Initiative (E.C.I.), Fort Lewis College is launching a Reconciliation Center — a campus-wide, interdisciplinary effort that values truth-seeking, engages students in experiential learning and problem-solving, and promotes the mutual respect needed to have the difficult conversations that lead to progress. Campus leaders hope that by overlaying institutional and individual aspects of character onto its reconciliation framework, Fort Lewis College will help all students navigate a better future.  

“If we are to move forward as a society, we need to do so with intellectual curiosity and cultural humility so that we build community and belonging — not just for indigenous people but for everyone,” said Mathew Schaeffer, who is the Fort Lewis College reconciliation coordinator, an alumnus, and a citizen of the Hopi tribe.  

Schaeffer recalls 2023 as a seminal year for him and for the institution itself. The state of Colorado had released a report investigating the experiences of students within the federal Indian boarding school system, which included Fort Lewis College. The school was established in 1891 as a cultural integration project in line with the country’s assimilation era after the frontier wars. The school, which closed in 1911, punished indigenous students for failing to abandon customs such as longer hair or speaking in native tongue. Part of their mandate was to eradicate what was considered the “bad character” of tribal people in favor of western, colonial mores.  

“We have a collective responsibility to each other and to all our students to tell the truth, to learn from that, and to move forward together.” 

Two years earlier, the college had removed placards on campus which inaccurately and harmfully depicted the original school as a positive experience for indigenous children. It was the first step in a process that led to the inclusion in the school’s strategic plan of a four-part reconciliation framework including: tribal nation building, language reclamation, health and wellness, and indigenous culture and knowledge systems. 

When the report on Colorado boarding schools came out, Schaeffer, who was then a student, was compelled to find out how well the reconciliation effort was understood and operationalized on campus. He conducted qualitative research on the subject as his senior thesis. His conclusion — that most campus members had only a vague understanding of this work — was presented to the then-president.   

“What I found was that there was an appreciation for the work people were trying to do in this area, but there was confusion about how to apply it and what it meant for their day-to-day,” Schaeffer said.

Paul DeBell is a political science professor at Fort Lewis College and was the principal investigator on the E.C.I. grant project. When Schaeffer’s research came out, he had been teaching a political psychology course with students who were interested in having deeper conversations across lines of difference. While the reconciliation work was more familiar to him, he wasn’t surprised that his colleagues had trouble internalizing it.  

“People would say to me, ‘You do political theory, so you get this. But I’m a chemistry professor, what does this mean to me in my classroom?’” he said.

DeBell added there were still pockets on campus where this work was done passionately, often involving students in experiential learning or service learning in the community. These reconciliation activities came under the purview of then-Vice President of Diversity Affairs — now President of Fort Lewis College — Heather Shotton, Ph.D. DeBell and Shotton had worked together on “difficult conversations” given their respective positions and came together again to pursue the Wake Forest E.C.I. grant opportunity.   

Funded by a large grant from the Lilly Endowment, the E.C.I. helps colleges and universities place character education at the center of their missions and practices in various and diverse ways. After receiving a capacity building grant from the E.C.I. to build out the idea for the Reconciliation Center, Fort Lewis College was awarded a nearly $1 million institutional impact grant this July to launch it.  Character education became what DeBell called “the common element among all these spaces.” 

The Inclusion of Character

“For us to be an institution of good character that serves Native American students and all of our students, we needed to be very thoughtful, respectful, and transparent about our past,” DeBell said. “Shaving off parts of history that make us feel bad is not demonstrating good character. But in the same respect, we also wanted to think of this as an opportunity for all of our students to build on their own character traits — to think about their own position in our society and the world.”

DeBell and Schaeffer agree that one of the most valuable benefits of being awarded the grant was the ability to name, frame, and communicate what reconciliation looks like at Fort Lewis College. 

“Thinking about reconciliation from the perspective of character development gives us a common language and helps translate it to people who might not see themselves as a part of reconciliation,” said DeBell, who noted even the word “reconciliation” is open to broad interpretation. 

For a school with a cautionary history around character, what reconciliation should not look like at Fort Lewis is the imposition of character. Not only does the Reconciliation Center recognize indigenous people’s standards of character — historically excluded from western understanding of the subject — it encourages students to explore what good character means to them. In this sense, the character/reconciliation work offers students a new avenue for self-discovery, empathy, purpose, and meaning.  

According to its grant report, the Center will “embed a Community Bridging Institute where students will work shoulder-to-shoulder with faculty and staff mentors to hone their dialogue skills as they learn to navigate conflict, embrace multiple perspectives, and move between western and Indigenous ways of knowing.” 

One of the key pillars of the character and reconciliation work at Fort Lewis College is curriculum innovation and student impact, which leverages the school’s asset as a liberal arts college with a deep learner-centered pedagogy.  Building off of a strong commitment to experiential learning, activities within the Center include undergraduate research projects with faculty mentors and an Educating Character Fellowship Program, where students and faculty will explore the intersection of reconciliation, character education, and personal meaning.  

The Center just hired its inaugural director, Rosalinda Linares-Gray, who will begin building the scaffolding around the Center’s initiatives and activities, many of which are already underway. The first step is to organize those efforts and connect the people who are involved, letting them lead the way. Having a home for this work helps further one of the initiatives founding goals: to foster a campus culture where reconciliation is understood as a collective responsibility.

DeBell and Schaeffer believe the establishment of the Center has already helped in this regard, and many of the activities within the project plan include the direct engagement of faculty and staff. But they believe the most effective way of gaining buy-in across campus, or across the country, for reconciliation work is to present it as a public good — a benefit to all. 

Asked if he worries how the Reconciliation Center might be perceived by political forces determined to root out anything resembling diversity, equity, and inclusion programs, DeBell admits to having some concern, but only if the initiative is misunderstood.  

“We have a collective responsibility to each other and to all our students to tell the truth, to learn from that, and to move forward together.” 

In April of this year, Heather Shotton was named President of Fort Lewis College, making history as the first Native American to lead the institution. 

You can reach LearningWell Editor Marjorie Malpiede at mmalpiede@learningwellmag.org with comments, ideas, or tips.

A Promising Trend

College students are reporting lower rates of depression, anxiety, and suicidal thoughts than they did in 2023 and 2022, according to this year’s Healthy Minds Study, indicating a trend towards improved mental health on campus. While still alarmingly high, the findings are a welcome change in direction after more than a decade of increases in student distress across the board.  

“People should take heart in the small trends we are seeing, but at the same time, the levels are still quite high,” said Daniel Eisenberg, Ph.D., one of the principal investigators on the study. “I think the main message here is that things may be getting a little better, but we need to continue our efforts on many fronts.”

The Healthy Minds Study is the nation’s largest survey of student mental health. This year’s results, based on responses from more than 84,000 students across 135 colleges and universities, show severe depression symptoms have dropped to 18 percent, down from 23 percent in 2022. Suicidal ideation has fallen to 11 percent, down from 15 percent in 2022. Moderate to severe anxiety symptoms fell from 37 percent in 2022 to 32 percent in 2025. 

The survey once again shows disparities among student groups in both prevalence and help-seeking behaviors. Students who identify as transgender and gender expansive reported significantly higher rates of mental health problems, with 66 percent experiencing depression and 32 percent reporting suicidal ideation in the past year.  

L.G.B.T.Q. students also face elevated risks, with 52 percent reporting depression compared to 32 percent of heterosexual students. Meanwhile, white students with positive depression or anxiety screens were more likely to access clinical mental health treatment than their Black, Hispanic/Latino, or Asian peers with similar symptoms. Perception that mental health services are “too expensive” as well as time constraints emerged as major barriers to seeking help. 

“I think the main message here is that things may be getting a little better, but we need to continue our efforts on many fronts.”

Eisenberg and Sarah Ketchen Lipson, Ph.D. have been principal investigators on the Healthy Minds Study since its first release in 2007. Their research has been instrumental in gauging the voracity of what has been coined the “student mental health crisis.” Their data, showing year over year increases in distress among college students, sounded alarms on campuses around the country, including in 2021, when they reported that rates of depression and anxiety had doubled since 2010.  

“For years, we braced ourselves when the Healthy Minds Study was released,” said Zoe Ragouzeos, Ph.D., vice president of Student Mental Health and Wellbeing at New York University. “The challenges were already painfully visible in our counseling centers, but year after year, the Healthy Minds data made clear that these struggles weren’t isolated. They were a national reality.” 

While they are well-known in college mental health for the significant snapshot they provide, Eisenberg and Lipson’s parsing and interpretation of the data has helped practitioners and campus leaders understand more about the complexities of student behavior and institutional support. Eisenberg explained that while concerns around unmet demand for clinical services often dominate responses to the prevalence numbers, there is far more to the story than just students vying for counseling center appointments.  

“When we say that a certain percentage of students are reporting some level of depressive symptoms, it doesn’t mean that all of them need to get clinical services, and it doesn’t mean all of them are in crisis,” he said. “There is an entire array of students who are somewhere on the continuum of mental health need. Most would benefit from resources of some kind — peer support groups, mental health apps, mindfulness programs. They would also benefit from more supportive environments, whether it be in the classroom or with peers or with other professionals on campus.”

The study indicated that use of therapy, counseling, and psychiatric medication has remained stable. According to the 2024 to 2025 report, about 37 percent of students received therapy, and 30 percent took psychiatric medication. Eisenberg pointed out that an array of other services — many of them preventative — are less utilized by students on campus. 

“For the most part, the more preventative type of resources seem to attract only a small sliver of the student population — for a variety of reasons,” he said. “Maybe they’re not engaging enough. Maybe they’re not as well connected to the infrastructure to remind students they are available. We have this massive number of students with a diverse range of needs, and we also have this massive set of resources.” 

Dr. Zoe Ragouzeos agrees and pointed to the need to create supportive environments for all students.  

“While it’s critical to match students with the right level of care, we also need to step back and look at the campus ecosystem as a whole. Prevention isn’t just about apps or workshops. It is about building a culture where faculty, staff, and peers all play a role in noticing when a student is struggling and responding with empathy, kindness, and knowledge of what to say and where to direct students for care,” Ragouzeos said.

“When we create an environment where conversations about mental health and wellbeing are normalized, we reduce stigma and make it easier for students to access the wide range of resources available to them.”

You can reach LearningWell Editor Marjorie Malpiede at mmalpiede@learningwellmag.org with comments, ideas, or tips.

Disrupting, Politely

The New Model Institute for Technology and Engineering (NMITE) in western England offers an unorthodox approach to university life and learning by any standard. In the United Kingdom, where tradition reigns in higher education and has for several hundred years, NMITE President and Chief Executive James Newby says the fresh concept behind his college is especially radical.

Around 2021, when NMITE welcomed its first class of students, Newby joined the team of what he calls “closet revolutionaries,” dedicated to forming a new generation of engineers uniquely prepared for career. The approach centers highly practical, collaborative assignments that mimic dynamics in the workplace. The intimate, immersive, and accelerated pathway attracts a wide range of students, all hungry to get the most out of their education — and their money.

With LearningWell, Newby discusses the big idea behind NMITE and the many small deviations from the standard that bring it to life. He’s leading with the “politeness” to navigate British education from the inside and the boldness to envision how one institution could launch a movement.

LW: Tell us a bit about the concept behind your work and its history. Why is this new approach important right now?

JN: NMITE is a very rare thing in the U.K. higher education system — a new university starting entirely from scratch. It’s very unusual in the U.K. for new universities to happen at all, but to happen without evolving from some precursor institution is incredibly rare. 

There are really two key strands to our mission. The first is that the U.K. engineering employers have, for about 20 or 30 years, been complaining that the graduates they get from the traditional higher education sector just aren’t what they need — don’t have the right skills. They’re not ready to work. It takes too much time, too much money, and too much effort to convert them into really good, valuable employees. So we wanted to create a university that would just prepare a different type of engineering graduate, and our key focus was to make those graduates work-ready. It’s not just about producing brains on a stick or graduates who are good at winning pub quizzes. They need to be able to work and interact and understand what they’re doing. 

The second key strand of the mission was to put a university in a part of the country in the U.K. where there hasn’t been one before and, therefore, where very few young people went to university. When I explain this to Americans, they’re always very surprised because we always look like such a small country from the American vantage point. But there’s such significant regional variation in the U.K. that we feel like a number of very different countries all crammed onto this very small island. So the part of the U.K. that we’re in near Wales is very sparsely populated, and, actually, very few young people who grow up in this part of the U.K. will ever go to university and enjoy all the life benefits that come from having that level of education. There’s just a lack of ambition regionally. There’s a lack of pathways that are really clear and easy to access for young people here. So we wanted to create a new type of engineer and really warm up this higher education cold spot in the U.K.

Those are the two things we were set up to do. It’s fair to say it took a long, long time to get us off the ground. We knew we didn’t want to create something that would just add more capacity to an already quite crowded higher education sector. It had to be different. We had to be quite disruptive — in as positive a way as we can — to a sector in the U.K. that had really not undergone any kind of major reform, any structural reform for generations. Most young people in the U.K. who go off to university to do a degree do it in the same institutions in the same kind of way that they’ve always done it. Every other sector of our economy has been completely reformed in the last 30 or 40 years through market disruption or political prioritization. But higher education has largely grumbled on in the same way. 

LW: Was the prospect of leading that sort of rare change in U.K. higher education what personally compelled you to get involved with NMITE? What stage in your career were you at when you joined the team?

JN: I had been working in a big, traditional university — the sort I’ve been describing in disparaging terms. So I was probably part of the problem. But I was approached and asked whether I might be interested in this really mad idea of building a new university. It was one of those questions where you think, If I say no now and then just go and do another job similar to what I’ve been doing for the last few years and just plop on through to retirement in that way, then I’ll just regret for the rest of my time that I never did this. So I took the plunge and did it. I’ve never regretted it.

We tend to attract staff who are sort of “closet revolutionaries.” They’re really frustrated by the system they feel stuck in, and they really want to do something exciting and different. Even if it might fail, you just want to do it. Or we recruit people who just don’t come from the same traditional background. A lot of our team are early career academics, so they’re in their late twenties, perhaps postdoctoral students. They’re not embedded in academic traditions. They’re good at innovation. 

I lived near London when I joined. I was in the part of the U.K. where all the economic activity and the main jobs are, and all the innovation is. So I did have to grapple with moving my family to this rural corner of the country to do this. That was not an easy decision, frankly. I remember it because it’s the decision we ask a lot of our students to take when they come from London or Birmingham or Manchester. It gives you empathy, if you just remember how you felt. So I did it, and I can tell them it is the best thing I ever did, and they should give it a try. And when you’re 18, you should do things like that. You should take a few risks.

LW: So despite being positioned to bring in a new type of student in its rural area, NMITE also serves students from far and wide? 

JN: It’s both. The U.K. system actually isn’t as regionally rooted as the American system. Most of our institutions have a national outlook and a national focus, whatever the location of their campus. Some of the smaller ones, just by virtue of their geography, do tend to recruit more local students. And there’s a trend towards attending your local university slightly more than there used to be, but that’s because it’s so much less expensive to do that than to have to pay for accommodation at some distant institution. And that’s another reason why well-off kids can make all the choices that they want to make and less well-off kids simply don’t have the same choices. That’s something else we’ve always been conscious of. We want to drive social mobility and give opportunities — the same kind of opportunities for the same kind of quality — to kids who generally can’t move around the country just because of economic constraints. Our split between local students and those recruited nationally is about 40-60 in favor of national students, but 40 percent is a significant minority in the U.K.

LW: Got it. Can you elaborate on some of the other specific ways you’re flipping the script on educational tradition in the U.K.?

JN: Well, the model is distinctive in the following ways: We adopt block learning. Our students learn one topic at a time in the form of an immersive learning experience in a single module. That’s unusual in the U.K. Generally, degrees are built from various modules of building blocks, but you’ll learn them in a timetable that moves you around the campus from one topic to another in any given week. It’s a very inefficient way of learning. I often draw the comparison to learning to play the piano. You learn much quicker if you spend three weeks doing it in a completely immersive way with a full-time tutor teaching you the whole time than if you’ve split the same number of learning hours across a year and do it once a week for one hour along with everything else. That immersive form of learning significantly accelerates learning gain for students. They learn and become technically proficient much more quickly. 

The other thing that’s distinctive is we accelerate the program, so we compress the learning into a shorter time period. Whereas it takes three years to do an undergraduate degree in a normal U.K. university, it only takes two years at NMITE. The reason for that is we make our students work nine to five Monday to Friday in this immersive way. That’s a much more efficient use of time. It reflects much more accurately the rhythms and patterns of a job — the workplace. It’s really good for developing a work ethic. We work very hard to make sure our students are on task for much more of the time. That means they’re working on something purposeful.

When we say that, it sounds very earnest. But we try to inject quite a lot of fun. We definitely don’t disapprove of fun. But what we really want them to be doing is meaningful, on-task work. That’s because our observation of traditional universities is students just spend an awful lot of time rattling around between lectures, not engaged in anything purposeful. And when you are paying by the year, that’s just not getting you the payback for the money you are spending. It’s just not good value for the student or the taxpayer or the university. 

Our students are always working on challenge-based learning. Instead of putting them in lecture theaters and transmitting theory to them via PowerPoint presentation or a lecture, they’re working in a hands-on way. There may be a series of quite short, sharp seminars to transmit technical information, but most of the time, they’re working on something that delivers an output that reflects what happens in a workplace. They might be building a prototype or a series of codes or a circuit board. We don’t test them by traditional exams. 

We’ve developed a whole pedagogical approach whereby students only succeed if the team succeeds, and they have to work in teams. We’ve designed it so you can’t possibly do the course — it’s too much — to do on your own. You could only succeed if you work as a team — divide the work up. And it’s just the social skills that develop, the extra support that inevitably provides — the nurturing that gives to people who are more neurodiverse and who struggle with self-directed learning common in traditional universities. That scaffolding is just provided in a much more real-world kind of setting. We find that’s hugely effective. 

So those are the main elements of the model that are different from a traditional degree. One of the things we’re quite obsessive about is the accusation we might not be academically rigorous — that this is just too vocational in its style. We obsess about academic quality. We are absolutely determined that the students we produce will have the same level of technical knowledge and proficiency as a student from a top university. But what will be different is they’ll have much more practical capability and much more emotional intelligence. 

LW: And when you heard from employers unsatisfied with newest engineers, were those the main things — work ethic, work experience — companies said young people were lacking? Are there other areas this model is directly responding to?

JN: We wanted our students to be really ethically conscious. We do that by teaching them quite a lot of liberal studies. They have to know how to do some engineering, but they have to know why they should do it — or why they should not do it.

Just being able to do something doesn’t mean it’s the right thing for you to do. We want them to understand the sociological impacts, the climate impacts — the ethical things you have to grapple with. We do a lot of work with the defense and security industry in the U.K., and that creates lots of really fascinating engineering challenges, but it creates quite a few ethical things to think about, as well. If you are building a drone, you might be building it for humanitarian purposes to deliver aid to disaster areas, but it could quite easily be repurposed to deliver munitions in a war zone. We can’t make the world simpler than it is, and we can’t make those problems go away, but we can equip students with the emotional intelligence to cope with the debate that happens around them, so they can choose where they want to apply their skills and who they want to work for.

LW: And I imagine that ethical training serves the more academic focus you were talking about, in contrast to those detractors who may say this school is totally devoted to professional development.

JN: Yeah, I’m not entirely sure how it is in the American system, but in the U.K., we have this rather tedious binary debate about vocational versus academic training. I mean, it sort of goes without saying you need both to really survive in this world and to thrive in this world. You have to be good at the practical teamworking elements, but you have to have good theoretical knowledge, as well. We want to create students who can think and do — not one or the other. We try not to overcompensate on the risk that we are viewed as too vocational and not academic enough. But on the other hand, we try not to say we’re one or the other or that one is more important than the other. The whole point is you can only succeed if you’ve led them both and produce people with genuine intellectual intelligence but practical and emotional intelligence, too.

LW: How does NMITE differ from other schools in terms of its criteria related to math and science?

JN: That was a really important thing when we started. So to do an undergraduate engineering degree in the U.K., it’s nearly always a prerequisite that you have a maths or physics A-level. An A-level is an advanced level of pre-university study, and to get a maths A-level is quite hard. It’s one of the hardest pre-university subjects you could do. Physics is hard, as well. And because they’re difficult, fewer kids do them than really should. But what we found when we were developing the NMITE courses was that most of what you need for that maths A-level doesn’t actually present until much later on — year two or year three. So we asked ourselves the question: Why do we exclude people from engineering because they don’t have that maths A-level, when they actually don’t need the content in the maths A-level until at least a year into the course? That would give us plenty of time to get them up to speed — recover their maths learning — and it would stop us having to exclude them from becoming an engineer. But if we did that, we would open up the profession of engineering to this fantastically new pool of people who are currently excluded. 

Would you believe that includes an awful lot of women because women don’t do engineering in the U.K. in anything like the numbers they do in other countries? About 15 percent of engineers in the U.K. are female. So there’s a massive diversity problem. Most engineers look and sound like me — not enough females, not enough from different backgrounds, and not enough ethnicity in the profession. We wanted to focus on was the gender problem: Can we set a target to have 50 percent of our cohort as female, so that when we recruit a girl onto our courses, we don’t put her in a class with 28 other boys, so she just feels like a minority the minute she walks in the door? What we found was bright girls in the U.K. who do maths A-level almost never go into engineering. They go into medicine and other disciplines. But actually, girls who don’t do the maths A-level quite like going into engineering. We’ve got quite a lot, and they’ve really thrived. 

We tracked the attainment – their mathematical and their other attainment – and we found that students with the maths A-level perform at a higher level than those without in the first year of the program, as you might expect. They’ve had better academic preparation. But by the middle of the second year, they perform at exactly the same level. The playing field is leveled, and that’s because their attainment is being tested on engineering progress, not mathematics progress. You don’t need the maths A-level. You do need maths, but you need it in a way we’re teaching it. There is no reason for universities to exclude people because of the certificates they hold.

LW: Moving to the student life side of things, you said you’re not an “anti-fun.” I imagine that’s in the classroom and outside the classroom, but what does student life look like holistically at NMITE?

JN: NMITE is right for a certain type of student. We are not right for everybody. That’s the first thing. We don’t claim to have all the answers or to be the model that will replace all other models. We are right for students who value working in a smaller institution, where everybody knows each other’s name. We want our students to know that they matter and to feel like they matter. They’re not a statistic or a number in a big cohort. Most of them will say they really like just the personal nurturing atmosphere that the small teams and the smallness of the institution brings. 

Most of them like the fact that they’re kept busy and on-task, especially if you are slightly socially awkward or shy. And for a lot of neurodiverse kids, it often presents as a kind of social awkwardness or a difficulty in forming connections and relationships. They do well here because they can work in a small team that isn’t scary or intimidating. It feels quite nurturing and after a period of time, they gain quite a lot of social confidence from being able to practice in the safe place that a small team provides. So we are often struck by the fact that some of our kids join us without being able to even look you in the eye or talk to you properly. And then by the end of the course, they’re like George Clooney. They’ve got all this charisma and this confidence. That’s the transformational change that we really see.

The students that this isn’t right for are the ones like, frankly, my two sons, who want to go to a big city, where there’s loads of social things to do and sports facilities and bars and restaurants and thousands of other students and loads of clubs you can join. We are not the right institution for students who want to do that. 

LW: Right. Is it a challenge to attract students who maybe didn’t see college on their path, even if the school is in their backyard — to get them to see this as an option and to come?

JN: It was a real challenge to start with. It’s becoming a smaller challenge as we go, the more we deliver good results. We’ve now got a graduated cohort of students out in the workplace. Our first-ever intake has gone all the way through and has now left – finished, graduated – and they’re in the workplace. That’s enormously helpful to telling people, “This could be you.” That’s reflected by our application rates, which are very strongly up. But to start with, that was really difficult. Our opening pitch was, “Come to a university you’ve never heard of in a part of the country you’ve never heard of to do a degree that’s really hard and no one wants to do. How ‘bout it?”

LW: On that note, what is the buzz like in the engineering community around this program? Are you seeing a lot of students who were once planning on a traditional path but then looked at this model and said, “Wow, this is a lot more interesting”? 

JN: We get a lot of those. A lot of our students could have chosen any university in the country. They have the means and the academic preparation to do that. A lot wouldn’t have been given a second glance by the traditional system, but a lot could have. And the buzz from the employers is just fantastic. It’s very important we work closely with employers in our challenge-based learning in our studios. That’s an important part of our model. Employers are embedded in our curriculum in a way they’re not anywhere else, and there’s a bit of altruism involved. A lot of employers just wanted to get involved with this really interesting experiment in higher education. But now we’ve got employers who want to join because they know the graduates are so work-ready — so capable — by the end of their course that they want to get in early so they can pick them off before they get picked off by some other employer. So most — in fact all — of our first cohort of graduates got jobs before they graduated, and most of them got those jobs from partners they’d worked with during the course. They just formed those relationships. That’s a key part of the model. It smooths the transition from university to work. It’s not a completely continuous transition, but it’s very close to it.

LW: And what might you be looking forward to from here on?

JN: Because we’re small by design, our aim is not to grow bigger and bigger and bigger and then dilute the model, as we start reverting to the sameness of the sector. But we do think there’s an opportunity, at least in this country, to replicate the model. It can become a kind of surgical intervention in areas that are economically disadvantaged because we’re a small, quite agile university. So instead of the normal hundreds of millions of dollars or pounds it would take to build an academic infrastructure that universities normally involve, we see ourselves as a small, modular, nuclear reactor that could be put into an area, and then it can just warm it up. It creates new jobs — creates more knowledge-based jobs — which is hugely important, and it creates more really good opportunities for a professional, rewarding, economically secure life for kids who would otherwise never have the opportunity to do that. 

You can reach LearningWell Reporter Mollie Ames at mames@learningwellmag.org with comments, ideas, or tips.

The Tricky Adolescent Memory

At a high school reunion this summer, I felt a tap on the shoulder. I turned to see a well-dressed man in a stylish blazer with a shaved head and a few ear piercings. He smiled and introduced himself. 

“You won’t remember me. We didn’t travel in the same circles. I did a lot of drugs back then and was not known for making good choices,” he said with a small laugh. He explained that because our last names were alphabetically close, we’d often been assigned in the same groups, and he remembered I’d always been nice to him. He introduced me to his wife and told me about the company he’d founded (“I’ve gotten my act together since then”). As we said goodbye, he urged me to go home and tell my children that being kind matters. 

Initially, I was struck by the fact that he’d had the self-awareness and confidence to characterize his high-school self that way. The next day, I found myself wondering how he’d even remembered our small interactions, whatever they had been, and was amazed he stuck his neck out to say anything.

There’s a famous Maya Angelou quote: “People will forget what you did, but people will never forget how you made them feel.” Truer words might never be spoken about adolescence, a notoriously sensitive time when we’re sorting out who we are, what we do, and where we fit in. Along the way, we contend with all kinds of slights and stings by peers who are likewise figuring out who they are, often with elbows out. I’m guessing my classmate might have had more than his share of that.

Countless coming-of-age memoirs attest to the stickiness of cruelty during these years and keep therapists’ calendars full. When I was a new kid in town back in middle school, I was on the business end of some memorable comments. Not just sticky. Downright gorilla glue.

For many adolescents, those experiences remain more memorable than beefier slights later in adulthood, says Dr. Laurence Steinberg, a professor of psychology and neuroscience at Temple University and author of hundreds of articles on development during the teenage years. I reached out via email and asked him why it is that the teen years pack such a potent punch. 

“EVERYTHING that happens during adolescence is remembered in more detail than are events, people, etc. that occur in childhood or adulthood,” Steinberg wrote back. “This is especially true for phenomena that have strong emotional correlates.” 

But what gets retained — good or bad, major or trivial, and for how long — depends on the kid and the adult supports who can help put things in perspective.

The science of remembering

Adolescence is an intense time, developmentally speaking. The brain is weeding out and rewiring neural connections at a rate not seen since early youth. This malleability means teens are extra sensitive to emotional experiences, both good and bad.

Adolescent identities are forming in a social Petrie dish with long-term impact. Rejection, embarrassment, and abuse don’t just cause pain in the moment; they integrate into the sense of self. Adolescents are more emotionally sensitive to negative stimuli compared to adults, regardless of the emotional intensity of the stimuli. The physical effect of this sting is actually measurable: Neuroimaging studies show adolescents have visibly stronger neural responses to social rejection and criticism than adults or younger children. Stress hormones like cortisol amp up memory consolidation, making painful moments more vivid and enduring. 

Relationships with people who provide a social buffer — mentors, teachers, peers who show empathy — can mitigate negative impacts.  

In this way, negative events can “burn in” more vividly than positive ones, a psychological preference known as a negativity bias. It serves us, from an evolutionary perspective. Remembering painful experiences helps us adapt and evolve at an age where parents are no longer a safety net in quite the same way. When you are a teenager, it’s important to know whom and what to avoid like a third rail. 

Remembering positive experiences doesn’t quite serve the same survival function. However, developmental psychologists say positive experiences provide a valuable reality check against the lasting value of unkind messaging. 

For positive memories to stick, teens have to have a mindset in place to take note of things that go well — and assign them mental value. That’s no small order. It’s hard enough for adults to drive a gratitude mindset strong enough to overcome the negativity bias. Expecting students to do it is like steering a tanker away from the rocks without a license. And yet the ability to train our focus on positive details is a critical skill, developmental psychologists say. Particularly for teens who are on the rocks. 

Helping young adults notice and name the positive 

Indeed, positive experiences can also be deeply encoded, especially if they follow or counterbalance negative experiences. Relationships with people who provide a social buffer — mentors, teachers, peers who show empathy — can mitigate those impacts and even rewire those pathways toward resilience. 

And here’s the hopeful side: Positive, supportive experiences can be encoded just as deeply when they’re reinforced and recognized. A single supportive adult or friend can shift a young person’s trajectory by providing what neuroscientists call a “corrective emotional experience” — a moment of kindness or affirmation that rewires the way the brain interprets itself and its relationships. Which is why kindness and empathy are so powerful in adolescence. 

Positive interactions can slip past unnoticed, especially for teens busy scanning the horizon for threats. Finding ways to draw teens’ attention to episodes of kindness helps strengthen the neural pathways associated with positive memory consolidation. In some sociological scenarios, it’s known as naming the moment.

A teacher in my kids’ own high school told me she routinely “calls out the good” because so often the positive can go over their heads, get lost in the noise. 

“They are so intent on looking for fins in the water that sometimes they miss the life rafts,” she said. “I have to find a creative way to repeat it when I can.”

I can only guess my classmate at the reunion became acquainted with this way of thinking somewhere along his path. His chosen field, and the company he established, is adjacent to recovery and the science of how we learn. When you swim in those waters, you come to know a thing or two about life rafts. 

Beyond Expectations

Donatus Nnani remembers being “utterly unprepared” for the first college he attended. After leaving school and serving in the military for five years, he decided to try again, this time at Austin Community College (A.C.C.), where an unusual seminar would change his life and his confidence as a student.

Nnani was one of the first students to enroll in the Texas college’s Great Questions Seminar, a discussion-based, first-year course in which students mine for meaning and relevance in renown texts, ranging from Homer’s “The Odyssey” and Euclid’s “Elements” to global religious texts and Chinese poetryBy design, Great Questions resembles a liberal arts class at any college or university, complete with students sitting in semi-circle and faculty strolling the room.  

“Great Questions was very different in the sense that it treated students as if they were already in a university setting,” said Nnani, who graduated from A.C.C. and went on to earn a bachelor’s and master’s degree from the University of Texas, Austin. “You were expected to engage with and dissect this work on a level that isn’t always typical in community college.” 

Challenging community college students to reach beyond what is expected of them is an impassioned goal of the seminar’s creator, Ted Hadzi-Antich Jr., associate professor of government at A.C.C. and founder of the Great Questions Project. Educated at St. John’s College in the Great Books method, Hadzi-Antich believes exploring the wisdom associated with life’s biggest questions is exactly the right introduction to higher education for all students.

“We’re talking about big concepts and looking at them from very different perspectives,” he said. “We’re reading epic poetry and studying religious texts. We’re seeing the ways the questions are raised in different times and places. What is justice? What is beauty?” 

Hadzi-Antich’s effort to infuse a liberal arts pedagogy into a community college setting has become a personal and professional quest and, at times, “a bloody battle.” In addition to the Great Questions Seminar, he developed the Great Questions Journey, a pathway that applies a similar core-text and discussion-based learning format to a variety of courses within general education at A.C.C. Hadzi-Antich has also launched the Great Questions Foundation, whose programs include curriculum redesign institutes that train faculty throughout the country in the Great Questions pedagogy. 

“We’re talking about big concepts and looking at them from very different perspectives. We’re reading epic poetry and studying religious texts.”

But with powerful forces pushing for job training and skills-based learning over broad education, particularly in community colleges, Hadzi-Antich and his colleagues are working against a strong tide. And yet, they make a case that community colleges are the future of the liberal arts. They cite positive outcomes reported by Great Questions students, such as increases in retention and transfers to four-year institutions. Their biggest challenge may be getting higher education to rid itself of an unhelpful mindset: underestimating the intellectual curiosity of community college students.  

The Power of Questioning

Well before he created the Great Questions Seminar, Hadzi-Antich was fresh out of school and teaching a class on Texas politics at a community college. “It was kind of boring. It was boring for me, and it was boring for my students,” he said. To mix things up, he assigned Alexis de Tocqueville’s “Democracy in America” and watched the class come alive. 

“It was obvious these kids could read serious stuff,” he said. 

Hadzi-Antich never went back to lecture-style teaching but kept his head down amidst colleagues who followed a more traditional format. At A.C.C., he saw an opening to bring a great books seminar concept to the multi-campus institution within its required, first-year student success offering. But securing the opportunity to introduce first-year students to a radically different educational experience was hard-won.

“I remember some administrators at the time saying, ‘I don’t think that community college students can handle that kind of curriculum, and that just gave me this kind of righteous anger,’” he said.

First launched as a pilot funded by the institution, the Great Questions Seminar would be an alternative to the other required student success course, an educational psychology class focused on effective learning. A collegial competition emerged, and remains, between the tracks, with Hadzi-Antich believing that a seminar that stimulates intellectual curiosity by exploring life’s most fundamental questions is the obvious choice.   

“We looked at this and said, ‘We’re teaching students to be effective at learning, but higher education is about more than optimizing your efficiency in downloading information into your brain,‘” he said. “It’s about developing as an individual and figuring out how to live a good life.” 

The Great Questions Seminar pilot, which ran from 2015 to 2017, produced impressive quantitative and qualitative data. Semester to semester persistence rates of students who took the seminar were 92 percent, with 73 percent of students who persisted earning a G.P.A. of 3.0 or above. In a video for the Teagle Foundation, which provided a grant to support implementation at A.C.C. past the pilot stage, students referred to the course as “empowering” and “life-changing,” with one young woman saying, “I felt the courage in my own voice.” 

“You got to witness real transformation among students,” said Nnani, who is now the director of operations at the Great Questions Foundation. “Some people went from being shy, introverted, and not very confident in their ability to speak, coming forth with intelligent, insightful opinions. And more importantly, they knew it.”

Gaining confidence in critical thinking is at the heart of the Great Questions Seminar. Students consider ancient texts through the lens of fundamental questions they have about the world today. The inter-disciplinary faculty are not trained as experts on the texts but act as “engaged amateurs” to facilitate what is presented as a forum among equals. 

With the success of the seminar, Hadzi-Antich developed the Great Questions Journey, a pathway in general education at A.C.C. with redesigned curriculum focused on transformative texts and ideas. With the Journey program, students can engage in a discussion-based version of a variety of courses, including U.S. history, mathematics, and theater arts. 

“We’re trying to take these general education courses and make them as meaningful as possible,” Hadzi-Antich said. “We want education to be something that really matters to people, not just something you check off in order to survive in this economy.”  

To date, over 7,000 students have participated in either the Great Questions Seminar or the Journey classes. 140 faculty members have been trained in the standardized syllabus. The first-years that choose Great Questions for their student success requirement are more likely to transfer to four-year institutions.

For Hadzi-Antich, the most compelling evidence of the success of the Great Questions method is the fact that well after some class meetings end, groups of students linger in the hallway discussing the topic.  

American Spaces

In 2019, Hadzi-Antich founded a non-profit to receive grant money for a variety of causes, from food at student events to a fellowship program for faculty throughout the country. The Great Questions Foundation has become a national convenor for the growing number of leaders who share Hadzi-Antich’s belief that discussion-based curriculum should intentionally include community college students, a cohort who make up almost half of all American college students.    

Larry Galizio is president and C.E.O. of the Community College League of California, which represents one of the most established and well-regarded systems in the country. Even in a state where community college was designed as an introductory first step to higher learning, credentialing dominates. Galizio sees programs like Great Questions as important reminders of the original mission of community college: to provide a broad foundation for learning.  

“There’s been a strong push in the last 15 years for shortening time to degree and getting people on a strict career pathway,” he said. “It’s very well-intentioned because community college students are often time-starved with less resources. But I think anyone in education would agree we need to educate the whole person because you’re not going to be an effective medical technician or welder unless you also know how to work collaboratively and can solve problems.” 

Galizio believes perceptions based on class divisions exacerbate the push towards skills-based training over holistic education for community college students. “If you go to an elite university, there’s this expectation that your education is about discovery and you might change your major four times,” he said. “But at community college, the thought is these students just need to get their degree as quickly as possible.” 

Nnani’s personal story tracks to that assumption. “As an African American man, I was taught that education was just about learning the basics,” he said. “Things like Shakespeare and Socrates, that was for white, privileged kids.” Nnami said his success as an undergraduate and graduate student disavowed him of the notion that there were two types of knowledge: “functional knowledge for poor people and abstract thinking for the privileged.” 

The Great Questions Foundation is at the forefront of changing that mindset and rethinking community college as the ideal setting for the resurgence of the liberal arts. Hadzi-Antich is adamant that these ends will be achieved through the engagement of faculty, not the permission of administrators. The Foundation has trained inter-disciplinary faculty from over 60 institutions in the Great Questions method. The fellowship program, funded through a grant by the Mellon Foundation, provides stipends for 21 faculty fellows in six institutions to dig even deeper with in-person convenings, like a recent conference held at Miami Dade College.

Hadzi-Antich calls the fellowship program “the cultivation of the talent, skill, and passion to make community college the future of liberal education.” In many states like Texas, the majority of college students start out taking courses at community colleges, and younger students are pushing enrollment at many schools. Advocates see this as an opportunity to set a foundation for intellectual curiosity as well as civic engagement for a wide swath of learners. 

At a time of deep polarization, higher education’s role in developing engaged citizens has been called into question. Community colleges may well step into the void. 

“Higher education has a responsibility to help students understand their roles in a representative democracy and listen to the perspectives of those who are different from them,” Hadzi-Antich said. “There’s no better place to have those conversations than at a community college. They are simply the most American spaces in higher education.”  

You can reach LearningWell Editor Marjorie Malpiede at mmalpiede@learningwellmag.org with comments, ideas, or tips.

Who Are You?

In a scene from the new series Overcompensating, two impossibly enthusiastic orientation leaders address a circle of wide-eyed first years. “Welcome to college, where you can have a fresh start!” one proclaims. “And you can be whoever you want to be!” the second finishes. A third leader, disabled and in a wheelchair, rolls her eyes at them and questions aloud in signature deadpan: “Can you?”

The show’s protagonist is Benny Scanlon, who begins college with a quest to fit in and quickly learns it comes at a cost. His pursuit of social success leads him to not only hide his gay identity but perform his vision of what is acceptable — masculinity, straightness, wealth — in the most extreme way possible. The façade begins slipping almost immediately, as his efforts to imitate who he imagines everyone else to be battle against his instincts to be who he really is. 

For many in real life, the college experience offers an opportunity to self-discover beyond the confines of home for the first time. Even those who have lived independently before will find themselves starting fresh to some extent, needing to present themselves in a new place to new classmates. From the photos they put on their walls to the clothes they wear on the first day of class, they are cultivating, maybe even curating, an image of themselves — an identity.

Some will look forward to the opportunity for reinvention, while others struggle to determine who they want to put forward — and not just at the start. Either way, this process of identity formation is coming to the fore with the start of their adult lives. And it carries implications for wellbeing, especially as the developmentally crucial college years tend to coincide with the emergence of mental health disorders. With a strong sense of identity linked to overall wellbeing, the role of college as a laboratory for self-discovery may indeed be one of its most important.

For those approaching college eager to reimagine themselves, the relief could be immediate. Living away from the people who know them and the family, places, and activities typically associated with them may feel liberating. That’s the case in Overcompensating for Benny’s fast friend, Carmen, who’s ready to move on from her perceived identity in high school as a socially invisible “no one.” She represents all those who have wanted to shed reputations they view as having pigeonholed them: “jock,” “nerd,” “troublemaker,” or “no one.” 

Others may anticipate college as the place not to become someone completely new but to fulfill some part of themselves formerly untapped or suppressed. Unlike the Benny character, some LGBTQ students enter college excited to be able to express and explore that side of themselves more deeply. Beyond queer students, the general diversity on college campuses may offer those hoping to explore some latent background or interest — a spiritual tradition, academic discipline, professional venture —more opportunities to do so than ever before.   

The act of attending higher education itself, or a specific institution, can also play a role in building a sense of self. That is, being a college student or a college-educated person becomes an important identity marker. First-generation college students could derive pride from that new status, as well as meaningful connection among those who share it. At schools with certain branded reputations or key programs — a passionate sports fandom, elite academics, even widespread appreciation for the outdoors — students may embrace these qualities and begin to absorb them into their individual self-concept.

The pursuit of identity often stems from being drawn to a broader whole — to belong. Identity and belonging are like two sides of a coin, both connoting a sense of purpose and meaning important to wellbeing, though one is derived from oneself and the other from connections with others. The lines between them are also blurry, as people derive individual purpose from engagement with others and membership to a group. This is often the case in college, where students’ search for themselves tends to land them in communion with others: affinity groups, newspaper offices, Greek life. Especially for those from marginalized backgrounds — LGBTQ students, first-gen students — access to peers and mentors who share their experiences can be a key catalyst for identity formation.

Of course, there are tempting pitfalls in the process of seeking identity and finding belonging at college, particularly if students do so at the expense of who they know themselves to be at their core. For all the opportunities universities offer to explore new or untapped facets of self, dominant social forces may offer a path of least resistance: becoming someone acceptable but not necessarily authentic. In a new, potentially more competitive environment, the crush of uncertainty and insecurity can close in and push many to feel they need to prove their worth. 

There are tempting pitfalls in the process of seeking identity and finding belonging at college, particularly if students do so at the expense of who they know themselves to be at their core.

This tug and pull extends into the academic domain, where imposter syndrome is prominent, specifically among students accustomed to academic success who find themselves in the company of others equally proficient. The sense that their talents are ‘less than’ because they are no longer superlative can leave young people feeling unsure of themselves and the way forward. A similar effect may spread among high-performing students from marginalized groups who fear being perceived as undeserving of their achievements. Again, contending with how they see themselves compared to how others see them is part of the difficult work of becoming who they are.  

Identity formation can feel like an education unto its own, but if students realize later that certain turns led them in the wrong direction, that doesn’t mean taking them was wrong. Although some may arrive at college fully formed, assured of who they are or plan on becoming, many more will likely find identity formation to be an unpredictable and ever-evolving course — one in which self-discovery has no end point and builds from knowing who they are as much as who they are not.  For Benny and Carmen in Overcompensating, their valiant efforts pretending to be other people still leave them careening towards one apparent inevitability: themselves.

Good Sports

To the Rev. Brian Konkol, religion and sports have a lot in common.

The college basketball player-turned Lutheran minister knows neither is completely “good” or “bad.” With sports, he might overhear vicious trash talk in the stands, only to witness high-fives, or a teary embrace, between strangers in the stadium parking lot moments later.

“It’s remarkable,” he said, “and oftentimes horrible.”

As dean of Hendricks Chapel at Syracuse University, Konkol wants to continue exploring the vast spectrum of morality sports seem to provoke and, ideally, tip the scales in a more positive direction. He teamed up with Jeremy Jordan, dean of Syracuse’s David B. Falk College of Sport, and together, they devised a character education initiative to cultivate virtue in sports by focusing on a not-so-silent and yet often overlooked majority: the fans.

Examining virtue in fandom is a novel concept within a very traditional discipline called “character education.” The rising field in the college setting focuses on helping students consider how to be better people, as opposed to just better learners. Efforts now underway include those at Wake Forest University, where the Educating Character Initiative (E.C.I.) supports related programs at dozens of institutions across the country.

On July 11, the E.C.I. announced the latest winners of its “Institutional Impact Grants,” which fund large-scale character initiatives at schools over a three-year term and with up to $1 million. “Character Development and Sport Fan Engagement,” the Syracuse proposal, was among the 33 selected.

In the fall, Syracuse students will begin to see and feel the project’s presence in a variety of areas on their home turf. Conversations about sports fandom and ethics — the grounds for teamwork, leadership, and loyalty, as well as rivalry, aggression, and exclusion — will start to appear in both existing curricula and new activities, including peer-led workshops, game-day campaigns, and speaker series.

It’s an initiative fit for Syracuse, and for a grant with explicitly “institutional” intentions, because it plays into two of the school’s most unique and influential forces: spirituality and sports.

While Syracuse is not religiously affiliated, Konkol’s colleagues said his sweeping engagement on campus has made the multi-faith center he represents a core part of university life. His co-creator from the Falk College of Sport, Dean Jeremy Jordan, even described Hendricks Chapel as “the thing that kind of binds us and keeps us and holds us together.”

“That’s a real asset that probably people don’t understand unless you’ve been at Syracuse and I didn’t appreciate until I came here,” Jordan said.

Sports, too, are key to school culture thanks to not only the athletic offerings but academic ones. In addition to its Division I status and some top performing teams, the university is home to both the Falk College of Sport and Newhouse School of Public Communications, which offers a sports media track.

This summer, Syracuse changed the name of what was the “Falk College of Sport and Human Dynamics” to, simply, “Falk College of Sport.” The shift reflects efforts to provide an exclusive space for the study of sports, as well as advance the institution’s broader leadership in the area.

“The chancellor wants sport to be something that differentiates this university and is seen as something that’s special here,” Jordan said.

With Konkol’s specialty in what he called “service to the common good” and Jordan’s in what he called “the power of sport and what it can do,” the two deans said the decision to combine their work was a “natural” one.

“Maybe we’re coming from different sides of the neighborhood,” Jordan said. “But we definitely have found a common ground that we’re excited about.”

Others have similarly recognized the potential in sports as a vessel for character education — the opportunity to explore moral, social, and psychological development in dynamics between teammates, coaches, rivals, and self.

The difference in the Syracuse case, and what piqued the interest of grant makers at the E.C.I., is the focus on sports off the field as much as on — on the fans, instead of just athletes.

This point of emphasis was of course intentional on the part of Konkol and Jordan, who not only love sports and prefer not to see them tainted by boos and jeers but are keen to engage as many people as possible in their work. “How could we impact a larger part of our student population?” Jordan said of their thinking.

In the end, the math was simple: “We have 500 student-athletes here at Syracuse. We have 22,000 students,” Jordan said. Whether that 22,000 includes more “hardcore” or “casual” fans, he added, the goal is to engage them all.

“Being able to include everyone in the project was really important to me,” Jordan said. With a more universal approach, he imagines, the initiative could give way to “new knowledge that potentially extends beyond Syracuse.”

After all, the lessons students take away need not apply only to their role as fans. Teamwork, for example, is one of the major virtues Konkol and Jordan will encourage participants to consider because, while modeled through sports, it translates to countless other domains.

“We’re all teammates,” Konkol explained. “I’m a teammate in my marriage. I’m a teammate in my work environment, a teammate in my community, in civic organizations.”

“I do believe that there is a way in which as a fan of sport, seeing great teams at work can in turn help the observer to embody teamwork in various facets of their life,” he said.

“I do believe that there is a way in which as a fan of sport, seeing great teams at work can in turn help the observer to embody teamwork in various facets of their life.”

Even as Jordan recognizes the limitations of operating this work on a single campus, he said the potential feels powerful. “I don’t want to present that we’re going to save the world. That’s not what we’re doing,” he said. “But I think there’s real opportunity to apply this beyond simply the two hours or the three hours that someone is at a sporting event.”

For students who study sports media at the Newhouse School of Public Communications, the character initiative will enhance training and conversations about journalism ethics already built into the curricula.

The director of the Newhouse Sports Media Center, Olivia Stomski, takes sports’ impact on fans very seriously. She began grappling with that influence when she was still just a girl and watched her single father escape into his nightly games, free of the financial and familial burdens that weighed during the day.

“Sports bring people that joy, and I always wanted to be a part of that,” she said. “But I also understood that it was a pulpit from which people teach others.”

As a teacher, Stomski is dedicated to ensuring the next generation of journalists realizes how every one of their decisions — from camera angles to replays to scripts — affects viewers. “A big part of what we’re teaching is understanding that responsibility: how media shapes the culture of fans, how media shapes the behavior of people when it comes to sports,” she said.

The funds from the character education grant will help bring new intentionality and accountability to Stomski’s efforts. “We are promising that this is going to happen, and I need to see evidence that we are doing that,” she said.

Stomski will also be involved in a longitudinal study of how students’ attitudes and behaviors change over the course of the initiative. Her role will be to consider trends in their sports media consumption — where, when, how much — in relationship to indicators of character.

Jordan said this research will be unique because it focuses, again, on sports and character among fans instead of athletes and also because it is a long-term, three-year study. “It’s exciting because it allows you to pinpoint the reason for change in the outcomes that you’re seeing,” he said.

To Konkol, a job well done will look like outcomes indicating the project helped students be more intentional about their values and virtues — to whatever extent. If everyone was even a little more thoughtful, the preacher in him can’t help but believe, life on campus, and beyond, might change quite a lot.

“Dean Jordan talks a lot about ‘sport for good,’” Konkol said.

“I say amen to that.”

What is “Academic Flourishing”?

Tyler VanderWeele, Ph.D., has in interesting C.V. He is a social scientist, an epidemiologist, and a theologian. And in the world of flourishing research, he is somewhat of a celebrity. VanderWeele is the director of the Human Flourishing Program at Harvard’s Institute for Quantitative Social Science. The initiative aims to study and promote human flourishing and to catalyze knowledge across disciplines that intersect with key components, including family, friendship, virtue, community, work, beauty, forgiveness, religion, purpose, and meaning. 

The program’s most recent research, the Global Flourishing Study, made headlines around the world for its eye-opening preliminary findings. Among them was the collapse of the U-shaped pattern of flourishing, which traditionally indicates greater levels of wellbeing among young people and older adults. According to the report, it was the poor mental health and wellbeing of the Gen Z cohort that caused the disruption. 

This month, VanderWeele and his team launched a separate initiative examining flourishing among young people — this time college students and their role in what VanderWeele calls “academic flourishing.” He describes the concept as “the relative attainment of a state in which all aspects of an academic community’s life are good,” including the degree to which institutions help students grow as human beings. 

The Academic Flourishing Initiative invites colleges and universities throughout the country to join in data collection and reflection in three areas: the individual flourishing of students, the flourishing of the campus community, and students’ perceptions as to how university life has contributed to their own formation. The last area excites VanderWeele, as he sees the understanding of how colleges contribute to attributes such as citizenship, character, purpose, and meaning as both innovative and, in some cases, controversial. 

In his office in Cambridge, VanderWeele offers coffee and conversation about the issues he has made the center of his scholarship and curiosity. 

LW: How did the Academic Flourishing Initiative come about? 

TV: Our working definition of flourishing is “the relative attainment of a state in which all aspects of a person’s life are good, including the contexts, the communities, the environments in which they live.” And while we’ve been looking at this at a global scale across numerous countries with our Global Flourishing Study, we do also firmly believe that a lot of the actual work of promoting flourishing happens in more local institutions. And from our prior reviews, we suggest four major institutional pathways to flourishing: family, work, education, and religious community.

As we’ve continued to reflect on how to promote flourishing in practice, we’ve thought that what we need to do is focus on each of these institutional pathways — on the dynamics that are specific to each of them and on how we can further strengthen opportunities to flourish. That led to work with schools and thinking about colleges and universities as well. On the school front, we partnered with the O.E.C.D. to develop a framework for metrics for education, for flourishing, which we’re also now working on operationalizing. But being embedded ourselves in an academic context, we thought we should take these notions seriously for our own university community.  What does it mean for an academic community to flourish?  It certainly involves the individual flourishing of the students, the staff, and the faculty which involves our established flourishing assessments — happiness and health and meaning and relationships and character and financial security.

But the flourishing of the community is more than that. It is also about good relationships within the community, proficient leadership, healthy structures and practices in place to help sustain the community with a sense of belonging and a common mission. To that end, we’ve taken our community wellbeing measure and adapted it for university context. But then we also thought, let’s turn to the mission and vision statements of colleges and universities and see how they reflect on their own understanding of themselves.

“Let’s turn to the mission and vision statements of colleges and universities and see how they reflect on their own understanding of themselves.”

You see pretty consistent themes, especially in research universities, related to the generation, preservation, and transmission of knowledge. But you also see, very regularly, notions of student formation — that institutions are here to help shape citizen leaders of the future, to help develop students who can contribute in important ways to society, to develop leaders who have creative capacities to address, in an ethical manner, some of society’s most challenging problems.

And we started thinking, Well, if we’re going to take the mission of these institutions seriously, we should start by assessing whether these beautiful, grand, important aspirations are, in fact, being achieved. Perhaps we can begin by asking students whether they think they’ve been shaped in these ways as part of their university or college experience. Has the university helped them to grow in wisdom and justice and leadership and capacities to work across difference — in addition to, of course, developing knowledge and capacities for critical thinking? It was those sorts of considerations that really led to this work and what we’re calling “academic flourishing.”

LW:  What is your pitch to institutions on why they should participate?   

TV: Essentially, we’re saying that the data collection that is typically taking place — often on retention rates and academic performance, job placement and salaries, mental health, experiences of bias and discrimination — is generally good. This is important work that should be done. But students who come to universities, and parents who send their children to universities — indeed, the universities themselves — often aspire to more. And if that’s the case, why aren’t we doing assessments on these other matters: whether there has been a growth in wisdom; whether they have greater capacity to think critically; whether they have been prepared for leadership; whether this has helped them to clarify their life purpose and define meaning? Students want this. If parents want this, and if universities and colleges aspire to this, let’s collect the data.

This is not being presented as an alternative to what colleges and universities are already doing, but rather as a supplement. And if colleges and universities don’t want to do that, then so be it. But what we’ve seen is that a number of them do, and so this is just an invitation to do so.

LW: In terms of the invitation to the colleges and universities, what exactly are you inviting them to do? How do you engage with them?

TV: We’re inviting them to participate both in assessment and data collection campus-wide, and then also to join a community of practice with other colleges and universities that are doing similar data collection. The idea is to reflect on the data, to try to understand it, and to try to work out together what the best ways forward are. How do you address the weaknesses as well as the strengths within a particular institution?

The heart of this academic flourishing survey is focused on — again — first, the individual flourishing of the students; second, the student’s assessments of whether the university or college is flourishing as a community; and third — and this is the real innovation — the students’ perceptions of the contribution of university life to their own development: to their growth and knowledge and critical thinking, yes, but also to their moral formation and character development and their capacities for leadership and citizenship, and their ability to find meaning and growth in the process of their college experience.

And so we’ve included 24 of these student formation questions, in addition to the individual flourishing and the community wellbeing questions. Universities are being invited to collect this data, and we have an automated Qualtrics survey to do this in a very straightforward manner. And we’ve now set up infrastructure to immediately convert that survey into a report for the individual school. And then that data will be used in a much larger database to try to understand dynamics across schools and universities. In addition, we’ll be hosting meetings and events to discuss the similarities and differences across institutions. If one university has a particular strength, we’ll talk about how this came about. How can the other universities strengthen in this regard?

LW: Do you get push back from people saying that flourishing and this student formation work is outside of the scope of higher education?

TV: In our academic paper, we include a principle with regard to the appropriate scope of efforts for flourishing in education. And we would agree that it’s not the school’s or the university’s responsibility to sustain all aspects of a student’s flourishing. This requires families. This requires neighborhoods. This requires workplaces. This requires religious communities. You can’t make the school responsible for everything, and they’re not equipped to do so.

On the other hand, just to say education is only about vocational career preparation seems too narrow because you have these extraordinary narratives — anecdotes — about transformative experiences. There’s real potential there, and we don’t want to restrict that potential. We’ve said what we’ve proposed is that the proper scope of educational efforts oriented towards flourishing concerns those aspects of flourishing around which societal consensus can be attained and for which educational leaders and staff and faculty are prepared to address.

LW: What has been the reaction to the student formation work?

TV: Different institutions each have a very different focus, and that needs to be acknowledged. We have divided the student formation questions into these four domains: knowledge and critical thinking, character formation, citizenship and leadership, and then meaning and growth. Not all of these aspects of student formation will necessarily be of interest to all institutions.

We think pretty much any college would be interested in increasing cognitive capacities and knowledge, so those we feel are always core. What we’ve also argued is, even for institutions that don’t embrace character formation as part of their mission, some of this is necessary to accomplish the cognitive and epistemic goals of their institutions. You need a certain level of perseverance to work through difficulties and to push one’s mind. You need a certain level of courage to work through controversial or challenging questions. And you need honesty in test-taking and research practices. We need justice and patience to be able to hear different perspectives we might not like.

I think everyone would agree on a lot of this. Take courage. Do we want our students to be cowardly? Let’s get a show of hands amongst the trustees and the faculty — who wants our students to be cowardly? What about honesty? Who wants our students to be dishonest? What about your practical wisdom? Who wants our students to be foolish? You’re just not going to get many takers. There’s a lot of individual character strengths that I think we can agree are important.

A number of colleges and universities have real visions of flourishing for their students, and that includes meaning and growth. Different institutions may place different weights on these various aspects of student formation, and we are not trying to be prescriptive. What we’re saying is, collect the data and hopefully your strengths align with where your primary areas of focus are. And if not, then it’s time to work on it.

LW: Do you find that schools are interested in flourishing because of the mental health association?

TV: Yes, I think there may be interest in flourishing because of mental health concerns, but we are trying to broaden beyond this. I think there may be roughly equal interest in the flourishing of the students and in these student formation questions. We’ve been leading with student formation as the real innovation here because there are other universities collecting wellbeing data. But all these aspects are related. I do think the mental health and wellbeing crisis amongst youth has gotten much of society to take these matters more seriously and to reflect upon them. What are the sources of that decline? I do think one of the sources is a lack of meaning, a lack of purpose. This is evident in surveys as well, when asking younger adults and students: What do they long for? What are they seeking? I think meaning is increasingly a common theme there.

LW: Four of your student formation questions are included in the Wall Street Journal college rankings. What does that indicate?

TV: We are certainly pleased that they would take these matters seriously, but we’ll let the college and university rankings folks continue their work. We are, however, going to try to use this data collection with the Wall Street Journal to launch the movement, but our goal after this is not to directly participate in any sort of ranking endeavors. We are focusing on the relative strengths and weaknesses of each institution, rather than comparing them. What can you be proud of and perhaps use in your marketing materials? Where are areas for growth, which you may not put in your marketing materials but want to work on internally? And then what do you learn from other institutions that may have different strengths and weaknesses than you?

LW: What’s next for the Academic Flourishing Initiative?

TV: We’re just starting out, and we’re focused on students. But as discussed in the academic piece, ultimately, if we’re talking about the flourishing of a community, that includes faculty and staff as well. So that’s another direction we would like to eventually go. We’d also like to look at alumni and parents. I think employers would be another interesting aspect of this. But we needed to begin somewhere, and students seem to be the right place to being.

A Recipe for Growth and Love

If you asked people to describe the Healing Meals Community Project, you might get different answers. For families experiencing a health crisis, it is a lifeline of nutritious, medically tailored meals delivered with a personal note of support. For the high school students who prepare the food, and write the notes, it is a unique opportunity to serve others, while discovering the good in themselves. Perhaps the best way to describe Healing Meals is as an organization that leverages the powerful relationship between food, health, and community. 

“We want everyone who comes through our doors to feel better when they leave and bring that energy to the next person they come in contact with,” Sarah Leathers, the C.E.O. of Healing Meals, said at its annual fundraiser in June.  

According to the Healing Meals team, that positivity is baked into every meal they make; and, they say, their clients can taste it. As a healing protocol for patients dealing with a serious illness, the organization prepares and delivers meals to families in Connecticut’s Hartford, Middlesex, and Litchfield Counties. Eighty percent of those who receive the food are eligible to do so for free. All of it is organic, locally sourced, and nutritious, aimed at nourishing patients with medical conditions and/or limited diets.

Healing Meals is among a growing national community dedicated to “food as medicine,” meaning they advocate for food-based interventions in health care. Research shows that tailoring meals to meet a client’s specific medical diagnosis leads to positive outcomes in health and satisfaction for people with severe, complex, and/or chronic illnesses. But anyone who has been in the Healing Meals kitchen, or worked in the gardens, or delivered meals to families, knows that this work is not just about food. 

As part of its model, Healing Meals enlists teenage volunteers who show up daily, put their phones aside, and help grow, cook and prepare the food under the supervision of a chef and other adult mentors. Part experiential learning, part youth empowerment, the program lets students learn about the relationship between food and health, become an integral part of a kitchen crew, and, often, gain meaning, agency and belonging.  

“From the moment I walked in, I felt instantly welcomed,” said Ben, a rising high school senior who is interning at Healing Meals this summer. “All of the other volunteers were just incredibly helpful to me. It was nothing I had really felt before.”

Since its founding in 2016, Healing Meals has engaged 700 youth volunteers, the majority of whom stay beyond their first experience. Leathers said while the organization’s dual mission – supporting clients and students alike — can be challenging for donors to categorize, the success of the youth development program has taught her that one purpose often serves another. At a time when 40 percent of high schoolers report persistent feelings of sadness or hopelessness, Healing Meals is becoming a model for a different kind of youth volunteerism, where the kids that are helping others may be getting far more in return.  

Organic Roots

The Healing Meals story began in California, where Leathers’ sister, Cathryn Couch, was running a similar organization called Ceres Community Project. Now serving more than 2,500 clients throughout Northern California, Ceres also has a youth development component, though Couch said its inclusion was somewhat serendipitous.  

As a well-known caterer in the Bay Area, Couch was asked by a friend to give her daughter a volunteer job for the summer. At the time, she was helping a woman undergoing cancer treatment with medically tailored meals for herself and her family. Realizing the growing need for this kind of support within her community — and witnessing the empathy and confidence her young intern was gaining — Couch put it all together, gave up her successful catering business, and launched Ceres. 

“It addressed so many needs in the community and so many things I care deeply about,” she wrote in her origin story on the organization’s web site. “Young people would learn to cook. People who needed healing food would have it. We would help teach people about the link between what we eat and our health. And we’d help restore the idea of caring for our neighbors, something that has been lost between my parent’s generation and my own.”

Leathers had long hoped to launch something similar in Connecticut, where the sisters were raised. Having experienced a personal health crisis in 2011, she began studying the link between nutrition and health and the relationship between the mind, body and spirit. But she had also been a tutor to students with disabilities and a job coach to young people, including boys who hadn’t finished high school and were preparing to enter the construction field. Leathers, who is an engineer by training, built the Healing Meals model with these experiences as scaffolding.

“No matter where you come from or what your story is, every young person deserves to feel seen, valued, and supported,” she said. “We all need someone who genuinely cares and who helps us grow with accountability and love.”

The opportunity to mentor youth volunteers as part of the food-as-medicine model was particularly appealing to Leathers’ co-founder, Ellen Palmer. A certified holistic health and life coach, Palmer had worked with teenagers and young adults with stress and anxiety. Yes, the students would provide a valuable service, but they would also have an opportunity to contribute to something meaningful, away from the pressure of college prep and social media.

“Young people need a place to go where they can feel worthy and learn about themselves,” said Palmer, who was with the organization until 2023.

In November 2015, Leathers and Palmer went to California with their other two co-founders Ellen Deutsch and Emily Safino to complete the Ceres affiliate training course. They launched the Healing Meals Community Project from a dining room table and used a borrowed kitchen for the first year. From an event posted on Facebook, they got a handful of adult volunteers, their first four clients and $50,000 in initial funding. That funding has grown to over $1.4 million per year from people and organizations who have touched, or are touched by, the Healing Meals mission.

“The objective at Healing Meals is to have youth lean into the positive belief that we have about them: ‘You are amazing. You are capable. You can’t mess this up. We love you.'”

Cook. Breathe. Grow.

Nine years and more than 218,000 meals later, Healing Meals now has an industrial kitchen inside what was a former golf club, sitting at the bottom of a low mountain range in Simsbury, Conn. There are organic gardens and free-range chickens out on the grounds. The students come in just after school and grab their aprons. But before they get to work preparing whatever meal the chef has planned for the day, they enter a circle, hear from a recent client, and giggle through the icebreaker.

Questions in circle range from “What animal would you want to be?” to “What does Healing Meals mean to you?” Most of the kids start out as strangers, some frightened to socialize beyond screens and across differences. But Palmer said the immediacy of the task before them accelerates a special connection.

“There’s a level setting that goes on in the Healing Meals kitchen,” she said.  “We’re all in it together. Someone is chopping vegetables. Someone is mopping the floor. Someone is working on a recipe. Somebody else is taking out the garbage.” 

Executive Chef Joe Bucholz with student volunteers. Via Healing Meals.

Joe Bucholz is Healing Meals’ executive chef.  He said there are major differences between his current workplace and the upscale restaurant kitchen he used to run, particularly around command and control. “I do a lot of supervising, a lot of coaching, a lot of connecting,” he said. “But I’m not actually cooking the food.”  He said he is always surprised when he hears parents say, “In our house, you are famous.”

At Healing Meals, the students are involved in food and nutrition in a number of ways. Their shifts often begin with a lesson about what they are preparing, where it is sourced, why it is being used. They are invited to eat what they cook and provide suggestions on how it can be improved or scaled. The adults in the room are there to coax the learning, whether by teaching the volunteers how to gather herbs or asking them to improvise when they’ve run out of cilantro. While there are many important protocols to follow, and safety guardrails strongly enforced, the message the youth receive is “We trust you.”

“The objective at Healing Meals is to have youth lean into the positive belief that we have about them,” said Palmer. “’You are amazing. You are capable. You can’t mess this up. We love you.’”

After preparing and packaging meals, students sit down and write individual notes to each person the organization serves. The kids are encouraged to share positive thoughts and whatever is on their minds. Instead of “Get well soon,” the notes might say “It was such a beautiful day in the garden” or “I really enjoyed making these enchiladas for you.”

“It’s great to see how much they love this part,” said Leathers. “A lot of times, the clients write back, and that makes them feel like, ‘Oh my gosh, they cared about my card.’” Just outside the Healing Meals kitchen is a wall with hundreds of notes the students have received. 

While much of the volunteer experience unfolds organically, leadership and confidence are intentionally nurtured at Healing Meals. Students earn a Blue Apron after 50 hours of service and a Chef’s Coat after 100 hours. This final designation comes with an invitation to join the youth development committee, for which students meet regularly and contribute ideas and feedback that have led to enhancements in the program.

Addie, who will be leaving for college in the fall, has been volunteering at Healing Meals for three years. She was recently invited to join the board as a junior member. She said that, since starting at Healing Meals, her perspective on the work has flipped from “something that would be good on my resume that I should probably do”  to “an unbelievable experience that would also be good on my resume.” 

“I feel like people are motivated by what looks good or what their parents tell them to do. But for me, getting my Chef’s Coat, joining the development committee and then the board, these were things I worked for, I wanted for myself, that I’m proud of.” 

Leathers said the difference between students like Addie and those who have been “voluntold,” as she calls it, can be seen in the number of them who stay on. Eighty-five to 90 percent of the students that volunteer at Healing Meals continue with the program, whether they complete 20 hours or achieve 300. Leathers believes that what keeps the students coming back is the direct impact they have on the lives of the people they serve. 

“There aren’t a lot of volunteer opportunities for kids that can provide that,” she said.

“I still remember my favorite story that was shared in circle,” Addie said. “It was about a client who had come to the Healing Meals facility to visit, and she had noticed our wall of hearts, titled ‘Client Wall.’ She had asked if her name would be up there, and she was told to go see for herself. When she had found her name written in a heart, she had broken down in tears. She had felt so loved. In that moment, I really felt my impact. I had played a part in making this woman feel loved, something I never want to stop doing.”

Healing Minds

In addition to regular check-ins, Healing Meals surveys its students about the impact of their experiences. Increasingly, they have reported improvements to their emotional and mental health. In an email to Leathers, one parent wrote of her son, “He has reduced anxiety, reduced stress, increased confidence, increased social interactions and increased trust in others. He has since joined a sport and a club at school with his new-found bravery.”

Leathers sees this qualitative data as too powerful to ignore at a time when the adolescent and young adult mental health crisis continues to confound parents and educators. Indeed, there is ample evidence in the literature as to the benefits of service work on the mental health of young people, particularly through programs like Healing Meals which involve reflection on purpose and meaning.

Additionally, Leathers believes the palpable feeling of inter-generational connection at Healing Meals can be an anecdote to the unprecedented rates of loneliness youth are reporting and Former Surgeon General Vivek Murthy deemed “an epidemic.” 

Leathers is confident that as the organization expands to meet the increasing demand for medically tailored meals, the youth development program will grow, too. She has plans to open a new youth program in Hartford, Conn. in 2026 and looks forward to expanding in other parts of the state.

This summer, Healing Meals has launched its first-ever paid internship program for youth leaders who have earned their Blue Aprons. It is informed by the developmental relationship framework of the Search Institute, a youth-serving organization that conducts and applies research to promote positive youth development. As part of the program, Palmer is leading a session on life design that asks students to consider what they value and to reflect on how they want to feel.  Leathers sees the internship program as a pilot where staff and youth leaders are co-creating what they hope will be a more formal version of the iterative model that has helped so many young people grow. 

You can reach LearningWell Editor Marjorie Malpiede at mmalpiede@learningwellmag.org with comments, ideas, or tips.