In recent years, there has been a push to put students at the center of higher ed. To get them there, institutions must move out of old traditional models into something much more flexible for the modern learner. In this interview, Tony Iacono discusses how student-centricity has evolved in recent years, why it’s critical to embed it into the institution and how this model can impact learners.
The EvoLLLution (Evo): What is student-centricity in the context of higher ed, and how have you personally seen it evolve in recent years?
Tony Iacono (TI): We’ve really made a large, concentrated effort in the last eight years to scale up to a student-centric environment. That starts with asking one very basic question for every decision you’re making: Is this good for students? If it’s not, then you have to end it. If it’s good, then the conversation continues and you move forward.
We’ve pulled a lot of data from the institution, so we can understand our students, who can total in any given year eight to 10,000 students. So, we know many of our students, and that’s important as we make decisions. But we also need to know what they’re doing. In recent years, we’ve seen more students become part of committees. Their voice is at the forefront, and we can design and modify things as needed. The student voice is critical at the table because, even with the best intentions, you could miss the mark.
Evo: Why is it important for higher ed to start prioritizing this type of approach?
TI: At the end of the day, we have to look at what our job is and who we’re trying to serve. We want to bring people into our institutions, nurture their dreams and help them fulfill them. No matter how focused they are on their goals, we will meet them where they are and ensure the right resources are in place for them to succeed.
With a student-centric approach, you have to involve the student or it doesn’t make sense. A lot of organization can be employee-centric. Employees are critical, but it’s equally important to include students. It’s a balancing act.
Evo: What are some of the challenges to delivering a more student-centric model?
TI: Our single greatest challenge is funding, and we know that’s an issue for many people. We’re in a day and age where funding seems to be moving in the opposite direction. It’s always been tough in higher ed, but it’s a little tougher these days. Enrollment is shrinking at many schools, and it’s a principal revenue source that ensures we have the resources to help students succeed.
If we had more funding, we could do things like build more support programs. I wish I could wave a wand and exponentially increase advising, tutoring and other supports that students really rely on.
Another challenge is culture. The pandemic changed how people want to work, live and learn. Many decided to change careers and go back to school. So, people have different wants and needs now that we must adapt to suit. We birthed a virtual campus in the middle of a pandemic, and it has only grown larger since. So, whether it’s our employees or our students, how people want to work and how people want to learn has changed.
Evo: What are the characteristics of a strong student-centric model, and how can higher ed leaders make the shift toward that type of model?
TI: First thing: Are you including your students in your decisions? It’s important to include them and look at the evidence to assess whether something’s working across your campus. Our student government has done a great job of bringing students into the college and implementing many recommendations from students themselves.
With this inclusion, we’re able to highlight to the incoming classes that we’re here to support them. We want them to talk to us, and we listen to them. Every year is different, and frankly every three years we’re seeing an entirely different environment of students and their expectations.
Evo: What impact does student-centricity have, not only on the institution itself but also its learners?
TI: Student-centricity is incredibly healthy, and everyone benefits from it. After the pandemic, our student government heard from many students that they needed computer labs. Many didn’t have access to a computer, so we needed to help them out. And the student government was able to help us ensure we had the right resources in place and rethink spaces on campus to make them more appealing to today’s students.
I don’t think it’s coincidental that while we’ve had this student-centric approach in place our graduation rates have been increasing. Our employees are doing a great job at listening to students and shifting the culture. Both our employees and students are unbelievably invaluable and meaningful to us. Our arms are big enough to embrace employees and students simultaneously, and we’ve made a lot of progress.
Evo: Is there anything you’d like to add?
TI: What I would say to presidents shifting in this direction is that it’s important to have patience. Students may not necessarily know how to interact with a new model, so don’t assume it’s immediate. It can be a little bit scary sometimes. I always say listening is free and we thrive on ideas. It doesn’t mean we have to accept every idea, but people who bring you the idea can also help you design the operationalization of the idea too. So, patience is really important to all of that happening.
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