A few years back now, someone who worked for one of Scotland’s sector agencies liked to draw a comparison when talking about student-centredness.
They said that conservation charities passionately place wildlife at the heart of everything they do, but crucially would never put representatives of flora and fauna on committees (imagine the mess).
Therefore, my erstwhile and esteemed colleague would argue, when institutional leaders proudly claim to be “student-centred” it reveals nothing about how they involve students in shaping their experiences.
Of course, you can diligently monitor wildlife and use your data to make good decisions, in a manner not dissimilar to learning analytics in education, but the difference is that students can then go on to be a part of conversations in a way that wildlife never can.
Waterproof papers
My mind was cast back to this parallel when I saw the recent news that the Scottish Association for Marine Science (SAMS), one of our partners here at the University of the Highlands and Islands (UHI), has put The Ocean on its governing body.
It’s a move that SAMS’ Director Nick Owens admits “could be seen as trivial or ‘greenwashing’”, and we might imagine other specialist institutions making similar gestures in the disciplines they so richly embody and advance.
For instance a conservatoire could put “Music” on their board, or an agricultural college “The Land”.
Nick explains further, however:
The Ocean is clearly a metaphor in this context and cannot represent itself in human terms.”
That point is vital because, if we go back to our parallel, SAMS has already gone much further with its other main cause – students.
Like all constituent parts of UHI and indeed our university overall, SAMS has student membership on its governing body, not to just sit there and wave like the ocean might, or to flap about disruptively like a bird among a wildlife charity’s trustees.
Instead, we expect of student governors an informed, constructive and active contribution.
As my colleague Aimee Cuthbert wrote on Wonkhe a year ago, we have a major project that is making that student membership truly effective and impactful across UHI’s complex governance arrangements.
In our own unique context we want to make sure UHI’s governing bodies do not merely talk about students as an abstract concept or worthy concern, and instead have them in the room to provide meaningful input about students’ diverse and complex experiences and the implications for students of the difficult decisions that must be made.
That means a lot of work with those involved in our governing bodies, exploration of the key issues on our boards’ desks at a time of change, and helping our local officers impact on their individual partner governing bodies while also working together as a team to impact on decisions that are UHI-wide.
A core part of our project is therefore that very human process of communication – supporting the networking, sharing practice and informal relationship building that makes student governors truly a part of the process in a way that an ocean can’t be.
So, when someone tells you their institution is student-centred, that’s arguably the very least we might expect, and in isolation such a declaration risks viewing students in the same way that others might view wildlife.
The Ocean as governor, therefore, is not only a striking metaphor for SAMS’ important mission, but has added power in benchmarking our perceptions of those we claim to be here for – reminding us that there’s a big difference between caring about students and actively involving them as partners.
In the words of Carol Dweck, “Becoming is better than being.” As novice sixth grade math and English teachers, we’ve learned to approach our mid-year benchmark assessments not as final judgments but as tools for reflection and growth. Many of our students entered the school year below grade level, and while achieving grade-level mastery is challenging, a growth mindset allows us to see their potential, celebrate progress, and plan for further successes amongst our students. This perspective transforms data analysis into an empowering process; data is a tool for improvement amongst our students rather than a measure of failure.
A growth mindset is the belief that abilities grow through effort and persistence. This mindset shapes how we view data. Instead of focusing on what students can’t do, we emphasize what they can achieve. For us, this means turning gaps into opportunities for growth and modeling optimism and resilience for our students. When reviewing data, we don’t dwell on weaknesses. We set small and achievable goals to help students move forward to build confidence and momentum.
Celebrating progress is vital. Even small wins (i.e., moving from a kindergarten grade-level to a 1st– or 2nd-grade level, significant growth in one domain, etc.) are causes for recognition. Highlighting these successes motivates students and shows them that effort leads to results.
Involving students in the process is also advantageous. At student-led conferences, our students presented their data via slideshows that they created after they reviewed their growth, identified their strengths, and generated next steps with their teachers. This allowed them to feel and have tremendous ownership over their learning. In addition, interdisciplinary collaboration at our weekly professional learning communities (PLCs) has strengthened this process. To support our students who struggle in English and math, we work together to address overlapping challenges (i.e., teaching math vocabulary, chunking word-problems, etc.) to ensure students build skills in connected and meaningful ways.
We also address the social-emotional side of learning. Many students come to us with fixed mindsets by believing they’re just “bad at math” or “not good readers.” We counter this by celebrating effort, by normalizing struggle, and by creating a safe and supportive environment where mistakes are part of learning. Progress is often slow, but it’s real. Students may not reach grade-level standards in one year, but gains in confidence, skills, and mindset set the stage for future success, as evidenced by our students’ mid-year benchmark results. We emphasize the concept of having a “growth mindset,” because in the words of Denzel Washington, “The road to success is always under construction.” By embracing growth and seeing potential in every student, improvement, resilience, and hope will allow for a brighter future.
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Eighteen students crammed themselves into a stuffy classroom assigned for my first-year seminar course on a sunny day in September. With desk tops touching and knapsacks piled high, we maneuvered through introductions and the kind of icebreakers that research indicates can strengthen learning outcomes. At one point, I asked these college newcomers to share academic and career aspirations. Their responses were a tribute to the dreams of young minds: future pediatric nurses, speech pathologists, and more than one veterinarian were gathered in our small, unassuming space.
These students appeared motivated to learn—a direct contrast to the disengagement narrative that permeates today’s education circles. But despite the enthusiasm, research points to a far more sobering reality: approximately half of all college students fail to graduate within six years of enrollment. Those rates can be even more perilous for certain cohorts, including recipients of Pell Grants, the federal financial aid awarded to undergraduate students demonstrating need.
Many of the students gathered in my classroom fit within this most vulnerable category and would likely face the types of hurdles that can diminish learning resolve. Academics demands coupled with the pull of daily life can negatively tip the balance of student outcomes, siphoning away student motivation, according to educational scholar Howard McClusky. His Theory of Margin framework likens student motivation to the calibration of “loads,” versus the counter force of resources, or what he refers to as “power.” Students with sufficient margin between these competing forces have the capacity to take on new challenges, including the hard work of learning; students with insufficient margin fall into overwhelm and have a higher rate of failure.
Determined to hold onto and even strengthen the learner motivation that was apparent on day one of my class, I was committed to the following motivational practices that could lessen the load and promote the type of power needed to make it to the finish line. Here’s what that looked like:
Community lies at the heart of successful student outcomes, so emphasizing the relational aspect of learning became a guiding principle for the class. Leveraging the energy of the first few weeks when enthusiasm is especially strong is an opportunity to forge group connections and cultivate peer-to-peer support. Research points to these informal bonds as a vital form of power, so beginning on the first day of class, my students were placed in groups determined by common areas of academic focus and career aspiration. To override reticence to working collaboratively, we spent class-time setting up What’s App groups and practicing the type of outreach and response that familiarized group members with the act of reaching out to one another.
Career Readiness has become a valued currency in today’s higher education sector, not only because it helps ease entry into the workforce but also serves to more deeply bind education with employment. Our class therefore included assignments requiring students to research their future fields. Using the U.S. Bureau of Labor Statistics website, students were able to deepen understanding of specific fields in terms of industry growth, income, and even entry requirements. Anchoring aspirations with real-world realities was an opportunity to guide students towards their stated goals in real and relevant ways which further enhanced their learning motivation.
Continual Reflection invites students into their learning journeys while also kick-starting metacognition, thereby contributing to learning motivation and success. The simple act of inviting students to think about their learning process can deepen engagement while helping to nudge knowledge acquisition into retention, the goal of good teaching. Reflection can be as simple as dedicating the last few minutes of class to having students write about what they learned and what they would like to revisit for better understanding. We undertook this exercise in almost every one of our 15 weeks. In addition, students captured their reflections via electronic portfolios that served as a permanent record of their progress.
Harnessing the drive and energy needed to maintain motivation over the course of a semester can present challenges, particularly in our post-pandemic years when factors of isolation, stamina, and access to optimal learning environments have taken their toll. We encountered many stumbling blocks over the course of the semester, but in the end each of my 18 students reached the finish line of the course. Countering learning head winds requires an understanding of the complex phenomenon of learner motivation and then committing to evidence informed practices that can maintain—even strengthen—the energy and drive to succeed. That can mean more work and effort in the classroom, but for instructors committed to student success, this is its own deeply satisfying motivational force.
Juli S. Charkes, EdD, has been a classroom instructor for the past 14 years, teaching organizational leadership, communications, and media studies at both the undergraduate and graduate levels. From 2021 to 2025, she directed the Center for Teaching and Learning at Mercy University, where she oversaw faculty development and strategy across 100 academic programs.
References
Ash, S. L., & Clayton, P. H. (2009). Generating, deepening, and documenting learning: The power of critical reflection in applied learning. Journal of Applied Learning in Higher Education, 1(1), 25-48.
Biney, I. K. (2022). McClusky’s Theory of Margin and its implications on adult learners in higher education institutions. Journal of Adult and Continuing Education, 28(1), 98-118. https://doi.org/10.1177/1477971421989337
National Center for Education Statistics. (2022). Undergraduate Retention and Graduation Rates. Condition of Education. U.S. Department of Education, Institute of Education Sciences. Retrieved May 31, 2022, from https://nces.ed.gov/programs/coe/indicator/ctr.
Sasan, J. M. V., Tugbong, G. M., & Alistre, K. L. C. (2023). An exploration of icebreakers and their impact on student engagement in the classroom. International Journal of Social Service and Research, 3(11). https://ijssr.ridwaninstitute.co.id/index.php/ijssr/article/view/566
Schön, D. A. (1983). The reflective practitioner: How professionals think in action. New York: Basic Books.
Thanks to Alan Collinge and Student Loan Justice for this information on government contractors for the US Department of Education’s Student Loan Portfolio.
Part of the point of having a regulator focused on students, rather than – say – a funding council or a department, was always about acting in “the student interest” rather than, say, the “provider” interest.
But ever since HEFCE started talking about “the student interest” back when it made the Quality Assurance Agency bid to become its quality assurance agency, there’s always been a vague sense that “the student interest” is only ever really definable by reference to what it isn’t, rather than what it is.
Can you define “a seminar”? Maybe not. Is 150 people in a room “a seminar?” Nope. And so on.
In theory, once you know what “the student interest” actually is, you can then embed it into regulatory priority setting, regulatory design and regulatory activity.
It’s a laudable principle, but as the idea hit reality it turned out that the sheer diversity and complementarity of student interests are not easily understood or quickly realised.
As the Office for Students (OfS) has dealt with “monster of the week” framings of freedom of speech and grammar in assessment, a common criticism has been that student interest has been “ventriloquised” to back (sometimes questionable) ministerial priorities.
And in areas where the body it has been using to define the student interest has gone against the views of ministers – for example on decolonisation and inclusive curricula – there appears to have been a concerning tendency to silence competing voices.
Have students historically been able to trust OfS to advocate for their interests? It’s not entirely clear. The publication of new research into student priorities is therefore supposed to centre aspects of the authentic student voice within regulation and policy.
Polling conducted by Savanta (1,761 students and graduates)
Two online focus groups conducted by YouGov
A YouGov online survey (750 responses) with prospective students, current students and graduates
An online focus group with students from small and specialist providers, arranged with the support of GuildHE
The Office for Students Student Panel
Though this is a fair amount of evidence, OfS is clear that what is presented is a snapshot – the interests and priorities of students will evolve in future. The outputs from this exercise have helped to shape the recent OfS strategy – future strategic thinking would need to be shaped by more recent examples of this kind of engagement.
The research is presented in four themes, covering student experiences and expectations, the idea of students as consumers, student interests in the long and short term, and the relationship between the student interest and the public interest.
As presented, each section offers headline findings and key results from polling followed by a range of illustrative quotes from individual students.
Students expect a high quality education that “reflects their financial investment and the promise that was made to them” – this includes opportunities to engage in social and extra-curricular activities. Academic and personal needs should be supported, and students also expect opportunities that will help their future careers.
Yougov polling found that 79 per cent of undergraduates believed that university had either met or exceeded their expectations – 91 per cent felt they would end up with a credible qualification, 90 per cent felt they would leave with credible knowledge of their subject area.
In contrast students do not feel they have received sufficient one-on-one support from staff, and have experienced disruption from the Covid-19 restrictions on activity and industrial action. More widely, the cost of living has had an impact on studies (60 per cent of students polled by Savanta agreed) – students were clear there is insufficient financial support available. And there is a persistent feeling that tuition fees are too high – 60 per cent felt their degree represented value for money.
Specific issues have included difficulties in finding suitable and affordable accommodation, and a lack of mental health support for those who need it. Savanta polling suggested that 28 per cent of undergraduates felt contact hours had been insufficient to support their learning, 32 per cent of undergraduates had issues with the way their course has been taught, and 40 per cent said that one of the three biggest influences on their success was financial support.
I was promised x amount of hours in person and I wasn’t able to due to strikes/Covid. Online lectures/seminars were not fruitful at all. (Male, 23, graduate, YouGov focus group)
You can’t do anything without your health and with the stress that can come with the intense study and financial restraints of university life it is particularly important that the university supports students so they can maintain good wellbeing. (Male, 20, higher education student, YouGov focus group)
Lots of different things can influence student interests. Cultural differences can mean some students might need varying levels of support to properly enjoy university life. Socioeconomic backgrounds for example can require that students will have an interest in needing either more financial support or the ability to balance part time work with studies.’ (Female, 23, higher education student, YouGov focus group)
As signalled over the summer, students as a whole do not like the term “consumer”, feeling that the term implied education could be bought rather than acquired through personal effort. That said, there was an identification with the idea of “student rights” – both in terms of promises being met and access to refunds.
And the idea of students as “investors” in their education was not viewed favourably either – students don’t consider their financial contribution as a choice, preferring to think about how they invest their time and effort.
Students are not really given consumers rights, as seen by Covid year students who want money back. If you are given a false promise … there should be a way to complain … but [there] is not really. (Female, 18, further education student, YouGov focus group)
It is much more difficult to complain, and essentially impossible to claim a refund. (Female, 20, higher education student, YouGov focus group)
I have a right to get what I was expecting when I signed up for the degree… This means having teaching provision in line with what was advertised. (Female, 20, higher education student, YouGov focus group)
There is a slight preference (60 to 40 per cent) for a provider focus on long-term rather than short-term student interests.
By “short term”, students mean their day-to-day experiences – so stuff like academic support, progression and success, costs of living, and mental well being. “Long term” interests extend beyond graduation, revolving around career preparation and progression, skills for employment, and networking.
I think in the short-term, academic and pastoral support with exams and coursework deadlines is most important, as well as general support with aspects of student life such as managing finances, finding accommodation etc. (Female, 20, higher education student, YouGov focus group)
For me long-term encompasses the whole of the time I spend at university and then the years after where my degree affects my career progression etc. (Female, 23, higher education student, YouGov focus group)
You’ll have spotted that there’s less information in these sections as we go on – the last one gives another inconclusive split – according to students, providers should focus on delivering student benefits (66 per cent) rather than public benefits (36 per cent).
There were “a number of perceived conflicts” between student and public interest – these were “related” to tuition fees and accommodation, but we are not told what they are precisely.
From the focus group quotes we can deduce that there is a public interest in developing graduates. The public interest may be to minimise student debt, while individual students might benefit by not paying off loans – the public might not like student accommodation blocks in city centres, while students do.
That these hang off a mere handful of focus group quotes is frustrating and limits the usefulness of the insights. That “provider interest” is missing is also frustrating – plenty of students will argue with themselves and each other about the extent to which their personal interests can conflict with those of “the university”.
I think a long-term interest of developing inquisitive, interested graduates who want to continue to learn about and critically analyse the world around them is an incredibly important part of a robust society. (Female, 33, higher education student, YouGov focus group)
Student debt is a clear conflict of interest between students and the public interest. It is in the public interest to minimise student debt as a lot of it is not paid off by the students, however an individual student is benefiting by not paying off their student loans. (Female, 20, higher education student, YouGov focus group)
Student accommodation is another example. Generally, members of the public don’t like having large student accommodation blocks built in city centres, however many students would like to live close to university and of course, in a cheaper accommodation. (Female, 20, higher education student, YouGov focus group)
Also frustrating is the extent to which the findings seem to assume that students can’t or won’t consider their community or collective interests – understanding the extent to which, for example, student A is prepared to cross-subsidise student B’s mental health support or more expensive teaching probably matters much more than knowing who’s thinking short-term or longer-term, when surely pretty much everyone has both rattling around in their head.
So what?
For anyone who works with students, or has met students, none of these findings will come as a huge surprise. There are many formal and informal surveys of students and graduates, and this new research largely acts as a way of reinforcing what is already known.
For critics, not being able to see the underpinning polling data raises all sorts of questions – like what was asked, who was asked, when were they asked it, what the differences were by characteristic or provider type, and how the results were weighted – partly because one way for a regulator to prioritise is by focussing in on those most at risk, or most unhappy, and so on.
It’s also possible to raise an eyebrow at some of the conclusions that OfS Director for Fair Access and Participation John Blake draws from the research. When he says, for example, that he has “discovered” that students have two categories of expectation – one relating to their experiences of higher education (what studying feels like) and the other relating to what it gets them in the future – you are left thinking “well what else would they have expectations about” if not “good job the whole of your quality improvement medals scheme, a review of which involved a shed ton of research with students, also framed things in terms of experience and outcomes”.
It’s possible to have expectations that are too high given OfS’ form, legal remit and the realities of day to day expectations. Jim often notes that while students’ unions will carry out plenty of research into “the student interest”, they’re still going to run a freshers fair, a course rep system and elect some full-time sabbatical officers in March – just as for all the research that providers do on their strategies, they pretty much all still vow to deliver excellent teaching, groundbreaking research, something something knowledge exchange and civic, and something something buildings HR and finance. For all the high blown rhetoric about change on inception, OfS is still a cruise ship not a speedboat.
One thing that does still feel missing is not so much the recognition that diverse students have different priorities and interests – that does come out vividly in Blake’s blog – but that when you have a fixed remit and limited resources, you do have to prioritise. Add in that sometimes diverse interests are opposed, and you then have to set out how and who makes the calls, and then demonstrate that that has impacted what you do and how you do it. You do get the sense that there are passionate people in there who recognise that – but that there’s still a way to go in delivering the old “whole provider strategy” thing inside OfS.
There’s also the partner question. Perhaps the newly souped-up interest board will get to do some of this, but if you take that two-thirds/one-thirds split on student v public interest, the point about student as partner is that they are seen both as capable of holding both thoughts in their head at once, and capable of contributing to a discussion about how you find a way through what can feel like a contradiction. It’s true on freedom of speech v freedom from harm , it’s true on “high academic standards” v “supporting students to succeed”, and true on the often contested balance between student feedback and academic authority. Education is always co-produced, even if one side is young and paying for it and the other “provides” it.
Nevertheless, while eight years in is a bit late to be properly considering how the “student interest” is defined strategically, this is a good start. Over the coming year it says it will share further student insight based on polls and engagement that it has done – that might be on a topic with direct links back into its regulation, or something of regulatory interest to OfS but where it’s not yet planning direct regulation, or unable to act directly. The theory of change is that that sort of information can suggest areas of focus for providers (and while it doesn’t say so, for ministers) and support informed choice by students.
If nothing else, it should allow students and their representatives to test whether the issues they’ve spoken on – on accommodation, on support, on their rights, and on value for money – will be acted on meaningfully by a regulator that is starting to realise just how important keeping promises to students is.
It’s spring semester and a junior-level student just knocked on a professor’s office door. The student has dropped by to talk about summer internships; they’re considering a career in the faculty member’s discipline, but they feel nervous and a little unsure about navigating the internship hunt. They’ve come to the faculty member for insight, advice and a dash of encouragement that they’re on the right track.
A fall 2023 survey by the National Association for Colleges and Employers found 92 percent of faculty members have experienced this in the past year—a student in their disciplinary area asking for career advice. But only about half of instructors say they’re very comfortable advising students on careers in their discipline, showing a gap between lived experiences and preparation for navigating these interactions.
With a fraction of students engaging with the career center on campus, delivering career development and professional skills to all students can seem like an impossible task.
Enter the career champion.
The career champion is a trained, often full-time, faculty member who has completed professional development that equipped them to guide students through higher education to their first (or even second) role.
The career champion identifies the enduring skills students will develop in their syllabus and provides opportunities for learners to articulate career readiness in the context of class projects, presentations or experiential learning.
The career champion also shepherds their peers along the career integration path, creating a discipleship of industry-cognizant professors who freely give internship advice, make networking connections and argue for the role of higher education in student development.
Over the past decade, college and university leaders have anointed and empowered champions among their faculty, and some institutions have even built layered models of train-the-trainer roles and responsibilities. The work creates a culture of academics who are engaged and responding to workforce demands, no longer shuffling students to career services for support but creating a through line of careers in the classroom.
The Recipe for Success
Career champion initiatives serve a three-pronged approach for institutional goals for career readiness.
First, such efforts provide much-needed professional development for the faculty member. NACE’s survey of faculty members found 38 percent of respondents said they need professional development in careers and career preparation to improve how they counsel students.
“Historically, faculty are not incentivized to do this work, nor are they trained to do anything really career readiness–related,” says Punita Bhansali, associate professor at Queensborough Community College and a CUNY Career Success Leadership Fellow. “This program was born out of the idea, let’s create a structured model where faculty get rewarded … they get recognized and they receive support for doing this work.”
Growing attention has been placed on the underpreparation of faculty to talk socio-emotional health with learners. In the same way, faculty are lacking the tools to talk about jobs and life after college. “As they’re thinking about careers in their own work, [faculty] are used to being experts in the field, and being an expert in careers feels daunting,” explains Brenna Gomez, director of career integration at Oregon State University.
Second, these programs get ahead of student questions about the value of liberal arts or their general education courses by identifying career skills in class early and often. This works in tandem with shifting general education requirements at some institutions, such as the University of Montana, which require faculty members to establish career as a learning outcome for courses.
“We knew we weren’t going to move [the] career-readiness needle by being the boutique program that you sometimes go to,” says Brian Reed, associate vice provost for student success at Montana. “If we really want to have an inescapable impact, we’ve gotta get into the classroom.”
A May 2024 Student Voice survey by Inside Higher Ed and Generation Lab found 92 percent of college students believe professors are at least partly responsible for some form of career development—such as sharing how careers in their field are evolving or helping students find internships—in the classroom. Just 8 percent of respondents selected “none of the above” in the list of career development–related tasks that faculty may be responsible for.
“It’s getting faculty on board with [and] being very clear about the skills that a student is developing that do have applicability beyond that one class and for their career and their life,” says Richard Hardy, associate dean for undergraduate education of the college of arts and sciences at Indiana University Bloomington. IU Bloomington’s College of Arts and Sciences also requires competencies in the curriculum.
Third, career champions are exceptionally valuable at changing the culture among their peers. “Champion” becomes a literal title when faculty interact with and influence colleagues.
“That’s a general best practice if you’re looking to develop faculty in any way: to figure out who your champions are to start, and then let faculty talk to faculty,” says Niesha Taylor, director of career readiness at the National Association of Colleges and Employers. “They have the same interests in hand, they speak the same language and they can really help each other get on board in a more authentic way than sometimes an administrator could,” adds Taylor, a former career champion for the City University of New York system.
Becoming an Expert
Each institution takes a slightly different approach to how they mint their faculty champions.
The six-week program is led by the Career Development Center and runs every academic term, engaging a cohort of five to 15 faculty members and instructors who belong to various colleges and campuses at OSU. During one session and a few hours of work independently, program participants complete collaborative course redesign projects and education around inequities in career development.
By the end of the quarter, faculty have built three deliverables for their course: a NACE competency career map, a syllabus statement that includes at least one competency and a new or revamped lecture activity or assignment that highlights career skills.
After completing the program, professors can join a community of practice and receive a monthly newsletter from the career center to continuously engage in career education through research, events or resources for students.
Creating change on the academic side of a college is a historically difficult task for an administrator, because it can be like leading a horse to water. Getting faculty engaged across campus is the goal, but starting with the existing cheerleaders is the first step, campus leaders say.
3 Tips for Launching Faculty Development
For institutions looking to create a champion program, or something similar, NACE’s Taylor encourages administrators to:
Get leadership on board
Make the professional development process meaningful through incentives or compensation
Provide ways for professors to share their stories after completing the work.
To launch career champions at the University of Montana, Reed relied on the expertise and support of instructors who had previously demonstrated enthusiasm.
“We found our biggest champions who always come to the programs that we do, who traditionally invited us into the classroom. When we said, ‘Hey, you’ve been a fantastic partner. Would you want to be part of this inaugural cohort?’ they said, ‘Absolutely.’ And so that’s who we went with,” Reed says.
Montana’s faculty development in careers has expanded to have three tiers of involvement: a community of practice, career champions and Faculty Career Fellows, who Reed jokes are the Green Beret unit of careers. Fellows collaborate with a curriculum coach to research and implement additional events, training and other projects for instructors.
After completing the championship program, some returned to continue education and involvement, Reed says. “We had [faculty] that wanted to come back and do it again. They wanted to stay part of the community.”
The City University of New York selects a handful of Career Success Leadership Fellows annually who drive integration, innovation and research around careers across the system. In addition to training other faculty members, each fellow is charged taking the model to present and share with other campuses, as with their own projects for advancing career development growth.
With added time and energy comes an added institutional financial investment in career fellows. Montana’s fellows receive a $1,000 stipend for their work, drawn from funds donated by the Dennis and Phyllis Washington Foundation, and CUNY’s fellows receive $2,000 for the academic year.
The Heart Behind It All
For some of these engaged professors, their involvement is tied to their experiences as learners. That junior knocking on their office door asking about internships? That was them once upon a time, and they wished their professor had the answers.
“All of us have gone through undergrad. We know that we’ve taken some courses where it’s like, ‘Why did I take that?’ and the professor is just in their heads,” says Jason Hendrickson, professor of English at LaGuardia Community College, part of the CUNY system, and a Career Success Leadership Fellow.
“[Career champions] are the people who, when you talk to them, they all say, ‘I wish I had had this in my undergrad experience … I didn’t know this stuff existed, the depth of the programs and services that we offer,’” Reed says.
Faculty are also starting to feel the heat, particularly those belonging to disciplines under attack in mainstream media or that have historically less strong occupational outcomes for learners.
“I think over time, what’s happened is faculty have seen how this is actually beneficial … from the point of view of our disciplines and allowing students to see why engaging with the liberal arts is actually hugely beneficial for career and life,” IU Bloomington’s Hardy says.
“The question that keeps me up at night is how to retain college students,” says Bhansali of CUNY’s Queensborough Community College. “The data is bleak in terms of college retention, and each faculty needs to show how the content and skills covered in their classroom are going to help students in the future, regardless of the job they choose.”
Sometimes instructors can feel overwhelmed by the programs, trying to incorporate eight competencies into their courses, for example, or feeling as if they have to be an expert in all things career related.
“They can feel like, ‘How can I do all of this?’ And it’s really not any one faculty [member]’s job or any one class’s job. It has to be systemic in the college,” NACE’s Taylor says.
The best part of the job is seeing students successfully land that job in their field. Sebastian Alvarado, a biology faculty member at Queens College and CUNY Career Success Leadership Fellow, ran into former students from his genetics class at a specialist’s appointment he had.
“It feels really rewarding—they were really there as a result of their bio major training,” Alvarado says. “When we see students getting placements in their jobs, it feels like we’re doing what we’re supposed to do.”
Looking Ahead
There remain some faculty members who push back against careerism in higher education—and some who remain undersupported or -resourced to take on this work, Alvarado points out—but programs have been growing slowly but surely, driven in part by champions.
Since launching, IU Bloomington has had over 300 faculty complete the program in the College of Arts and Sciences, Hardy says.
Montana interacted with 235 faculty members in workshops and events in the past year, which Reed expects to only increase as more faculty members rework curriculum for general education requirements.
OSU has had 105 participants since 2020, and the College of Liberal Arts established a commitment to train at least two faculty members in each school to be Career Champions in their strategic plan for 2023–2028, Gomez says. Campus leaders are also creating professional development for academic advisers and student-employee supervisors to train other student-facing practitioners in career integration.
Furthering this work requires additional partnerships and collaboration between faculty members and career services staff, Taylor says, where traditionally there are not relationships due to institutional silos.
“I’m always—and my career success team, they’re always—scanning for these partnerships, and we use our network of existing people to sort of make referrals,” Reed says. “It’s a benevolent Ponzi scheme.”
Think about the last time you ordered something online or streamed your favourite show. Remember how pretty seamless it was? That’s exactly what today’s students expect from their college application experience. Gen Z and Gen Alpha students have grown up in a digital world, with all its associated benefits. You have to acknowledge that they’re looking for the same smooth, user-friendly experience when they apply to schools, and this is no easy task.
For colleges and universities, meeting these expectations isn’t just about staying current–it’s about staying relevant. This is why having a well-designed student portal is more important than ever. It is the key to a seamless admissions process–the map that charts a direct, straightforward course from the students’ first click to their first day on campus.
Looking for an all-in-one student information and CRM solution tailored to the education sector?
Try the HEM Student Portal!
Why a Student Portal is Essential
Remember the days of printing out application forms, filling them in by hand, and mailing them back? Those days are long gone, replaced by a more efficient and convenient solution. Today’s students want everything at their fingertips, and they want it to work as smoothly as their favourite apps. A recent study found that 70% of students expect their university’s online experience to match platforms like Amazon, Netflix, and Facebook.
That’s a high bar to meet, but it is the type of bar that a well-designed portal can scale. So what is the purpose of a student portal? A student portal is an online resource that guides students and helps them access helpful resources throughout the journey from exploring to application, enrollment, and beyond.
As education becomes increasingly global, schools are seeing applications from all corners of the world. International students need a system that works across time zones and cultures, making the application process clear and accessible no matter where they’re from. A good student portal can meet these students at the point of their needs and help them achieve all their short and long-term goals.
Example: The University of London’s student portal offers a comprehensive and user-friendly interface, providing students with easy access to academic resources, course materials, and administrative services.
Let’s talk about some challenges schools face without a proper portal:
Picture an admissions office drowning in paperwork, trying to match documents to applications, and manually entering data into multiple systems. Now imagine students waiting anxiously for updates, wondering if their materials were received, or trying to figure out what steps come next. The challenges are well outlined below to put things in perspective:
Complex Workflows: Traditional admissions often involve multiple steps that frustrate students and staff.
Manual Processes: Outdated methods are time-consuming and error-prone.
Global Competition: Institutions must attract students from diverse locations and meet high digital expectations.
These are the kinds of headaches a good student portal eliminates. A well-designed portal tackles these issues head-on by:
Streamlining Workflows: Students can complete applications online, upload documents, and track their progress in real-time.
Enabling Mobile Optimization: A mobile-friendly design ensures accessibility anytime, anywhere.
Offering Personalization: Tailored communications and automated updates keep students informed and engaged.
Improving Efficiency: Administrators can centralize data, track applications, and reduce manual tasks.
These solutions will help make student applications as easy as online shopping. Students can track their progress in real time and receive automatic updates and reminders. You’re giving admissions staff the tools they need to work efficiently and students, more control over how things pan out. All you need is an efficient student login system and you’ll have everything within a click.
This brings us to the question–what is the student login system? A student login system allows students to access everything from application progress to status, academic records, courses, schedules, and campus services through their institution’s online portal, using a username and password.
Example: The Higher Education Marketing (HEM) Student Portal is a comprehensive digital platform designed to streamline student engagement, lead nurturing, and admissions processes for educational institutions. It offers a user-friendly interface where prospective and enrolled students can access personalized information, track application statuses, and access financial aid.
Gone are the days of juggling multiple systems and endless email chains. Modern student portals make applying to academic institutions as straightforward as creating a social media profile. Students can choose their program, pick their campus, and select their start date all in one place. Need to upload transcripts or recommendation letters? Just drag and drop them into the system.
For admissions staff, this means no more shuffling between databases or wondering where a particular document ended up. Everything lives in one place, making it easy to review applications and make decisions quickly. The system even connects with other school software, thanks to the portal integrating with a CRM or SIS, so information flows smoothly and in real-time from one department to another.
2. Automation for Efficiency
Here’s where things get interesting. Imagine having a virtual assistant that never sleeps, sending out reminders, updating application statuses, and answering common questions automatically. That’s what automation brings to the table.
For example, when a student submits their application, the system can automatically:
Send a confirmation email
Check for missing documents
Schedule follow-up reminders
Update the student’s status in real-time
Notify relevant staff members
This is not just about saving time—though it certainly does. It is about ensuring a consistent and reliable experience for every applicant while allowing staff the resources to focus on more meaningful interactions with students.
3. Personalized Student Journeys
Modern portals offer innovative tools that make the application process feel more like a personal journey than a bureaucratic maze.
The Virtual Admissions Assistant (VAA), for example, can serve as a knowledgeable and accessible resource for prospective students. It enables them to independently explore campus options, browse programs, and receive immediate responses to their inquiries at any time. The VAA functions as a personal guide throughout the admissions process.
Then there’s the Quote Builder – a game-changer for students trying to plan their education budget. Instead of struggling with complicated fee structures, students can simply input their choices (program, campus, housing preferences) and get a clear picture of their costs. For international students especially, this transparency is invaluable. No more surprises or hidden fees – just clear, upfront information they can use to plan their future.
Example: The Automotive Training Center, Surrey, offers prospects the opportunity to request information about their admission from a virtual admission assistant, or an admission representative.
One thing that students and staff love is finding everything in one place. Remember that feeling of searching through endless email threads looking for that one important document? A good portal eliminates that headache.
For students, it means:
One login to access everything
A clear overview of their application status
Easy access to all their submitted documents
A record of all communications with the school
For staff, it’s like having a super-organized digital filing cabinet where everything is just a click away. Whatever you need to do, from sending students a reminder to checking their application status or when they lastlogged in, you only need to Click.
Example: The MyUCLA App by the University of California, Los Angeles, is a one-stop-shop student-run portal that offers everything from academic to administrative, student engagement, and financial support.
Online application management is an area where modern portals shine. A well-designed portal system will keep students engaged throughout the process instead of waiting for them to reach out with questions or concerns.
For example, The system can pick up that a student began an application but hasn’t completed it. Rather than letting that potential student slip away, it automatically sends a friendly reminder, offering help with any questions they might have. This kind of thoughtful follow-up can make the difference between a completed application and one that gets abandoned.
Enhancing the Student Journey: A Real-World Example
Now, let’s talk about something you’ve probably heard before. What is the student journey? The student journey begins with exploration and moves to application, admission, and enrollment. Beyond that, it involves academic learning, campus involvement, career preparation, and other experiences that shape their overall education and personal growth.
Now that we’ve gotten that out of the way, let’s follow Sarah, a prospective student, through her application journey:
Day 1: Sarah discovers your school’s portal and completes a quick inquiry form. Within minutes, she receives a personalized email with virtual tour links and program information tailored to her interests.
Week 1: Using the Virtual Admission Assistant (AAA), she explores different programs and campuses. The system notices she’s particularly interested in paralegal training and automatically sends her information.
Week 2: Sarah uses the Quote Builder to calculate her costs, including housing and tuition plans. The transparency helps her and her parents make informed decisions about financing her education.
Week 3: Ready to apply, Sarah finds much of her application pre-filled with the information she’s already provided. She uploads her documents and can track every step of the process until acceptance and admission.
Throughout: The system sends friendly reminders about deadlines and missing documents, keeping her on track without feeling pressured. By the time she arrives on campus, she will have experienced a streamlined, personalized admissions process that sets a positive tone for her educational journey.
This is what a good student portal aims to achieve. With tools like a Student Information System (SIS), a Virtual Admission Assistant (VAA), and a Quote Builder integrated into your school’s student portal, you can expect excellent results that’ll leave everyone satisfied. It will make a difference in the student’s journey, helping them make a seamless transition from inquiry to enrollment.
For the school involved, it’ll help reduce your workload and create enhanced tracking reporting results for better decision-making. This will ultimately increase student enrollment.
Example: A goodSIS incorporates elements and records all aspects of a student’s journey, from recruitment to graduation. It is usually integrated into your student portal, as this example shows.
A good portal doesn’t just make life easier for the schools that use it–it facilitates streamlined workflows for these schools, which is useful for helping them finetune and improve their admissions process. As a school looking to increase its prospects, it’ll help you know what’s working and what’s not so you can adjust as appropriate. With the right analytics tool, schools can easily track:
Which programs are getting the most interest
Where students might be getting stuck in the application process
How quickly staff are responding to applications
Which recruitment efforts are most effective
How international student applications compare to domestic ones
This data provides valuable insights that schools can process to produce better outcomes. It’s a wealth of actionable information that helps schools make better decisions about where to allocate resources and refine their processes. The ultimate goal is to serve prospective students better and help them achieve their enrollment goals first.
The Long-Term Impact of a Student Application Portal
The benefits of a well-designed student portal extend far beyond the admissions process. Some of these benefits include:
Increased student satisfaction and connection with the institution upon arrival on campus
Increased staff efficiency, allowing them to spend less time on paperwork and more time assisting students
Improved institutional reputation
Significant cost savings due to reduced paperwork and manual processing
Higher enrollment rates
Key Takeaways
A modern student portal can make a big difference in the student journey from inquiry to enrollment. It helps schools to:
Streamline Workflows: Simplify the application process for students and administrators.
Automate for Efficiency: Save time and reduce errors with automated tasks that produce consistent and more efficient results.
Personalize the Journey: Engage students with tailored tools like VAA and Quote Builder to consistently engage and help them make well-informed decisions.
Centralize Data Management: Keep all application-related information in one system to aid easy access and retrieval.
Proactively Engage Prospects: Use timely communication to meet students at their points of need and to increase application completion rates.
Optimize for Success: Leverage data insights to improve processes and track ROI for better planning now and in the future.
Conclusion
As technology continues to evolve, student portals will only become more important. A robust student portal is no longer a luxury—it’s a necessity for institutions aiming to meet the demands of today’s tech-savvy learners. The schools that succeed will be those that embrace these changes while keeping the student experience at the heart of everything they do.
By adopting a student portal, these schools can enhance the student experience, improve administrative efficiency, and ultimately boost enrollment rates. From the first click to the first day on campus, the journey becomes seamless, personalized, and rewarding for both students and staff.
Looking for an all-in-one student information and CRM solution tailored to the education sector?
Try the HEM Student Portal!
Frequently Asked Questions
Question: What is the purpose of a student portal?
Answer: A student portal is an online resource that guides students and helps them access helpful resources throughout the journey from exploring to application, enrollment and beyond.
Question: What is the student login system?
Answer: A student login system allows students to access everything from application progress to status, academic records, courses, schedules, and campus services through their institution’s online portal, using a username and password.
Question: What is the student journey?
Answer: The student journey begins with exploration and moves to application, admission, and enrollment. Beyond that, it involves academic learning, campus involvement, career preparation, and other experiences that shape their overall education and personal growth.
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UPDATE: Feb. 12, 2025: The U.S. Department of Education on Tuesday agreed to temporarily block staffers of the Department of Government Efficiency, or DOGE, from accessing student aid information and other data systems until at least Feb. 17.
On that date, a federal judge overseeing the case is expected to rule on a student group’s request for a temporary restraining order to block the agency from sharing sensitive data with DOGE.
Dive Brief:
A group representing University of California students filed a lawsuit Friday to block the Elon Musk-led Department of Government Efficiency from accessing federal financial aid data.
The University of California Student Association cited reports that DOGE members gained access to federal student loan data, which includes information such as Social Security numbers, birth dates, account information and driver’s license numbers.
The complaint accuses the U.S. Department of Education of violating federal privacy laws and regulations by granting DOGE staffers access to the data. “The scale of intrusion into individuals’ privacy is enormous and unprecedented,” the lawsuit says.
Dive Insight:
President Donald Trump created DOGE through executive order on the first day of his second term, tasking the team, led by Tesla co-founder and Trump adviser Musk, with rooting out what the new administration deems as government waste.
DOGE has since accessed the data of several government agencies, sparking concerns that its staffers are violating privacy laws and overstepping the executive branch’s power. With the new lawsuit, the University of California Student Association joins the growing chorus of groups that say DOGE is flouting federal statutes.
One of those groups — 19 state attorneys general — scored a victory over the weekend. On Saturday, a federal judge temporarily blocked DOGE from accessing the Treasury Department’s payments and data system, which disburses Social Security benefits, tax returns and federal employee salaries.
The University of California Student Association has likewise asked the judge to temporarily block the Education Department from sharing sensitive data with DOGE staffers and to retrieve any information that has already been transferred to them.
The group argues that the Education Department is violating the Privacy Act of 1974, which says that government agencies may not disclose an individual’s data “to any person, or to another agency,” without their consent, except in limited circumstances. The Internal Revenue Code has similar protections for personal information.
“None of the targeted exceptions in these laws allows individuals associated with DOGE, or anyone else, to obtain or access students’ personal information, except for specific purposes — purposes not implicated here,” the lawsuit says.
The Washington Post reported on Feb. 3 that some DOGE team members had in fact gained access to “multiple sensitive internal systems,” including federal financial aid data, as part of larger plans to carry out Trump’s goal to eventually eliminate the Education Department.
“ED did not publicly announce this new policy — what is known is based on media reporting — or attempt to justify it,” Friday’s lawsuit says. “Rather, ED secretly decided to allow individuals with no role in the federal student aid program to root around millions of students’ sensitive records.”
In response to the Post’s Feb. 3 reporting, Musk on the same day posted on X that Trump “will succeed” in dismantling the agency.
Later that week, the Post reported that DOGE staffers were feeding sensitive Education Departmentdata into artificial intelligence software to analyze the agency’s spending.
The moves have also attracted lawmakers’ attention. Virginia Rep. Bobby Scott, the top-ranking Democrat on the House’s education committee, asked the Government Accountability Office on Friday to probe the security of information technology systems at the Education Department’s and several other agencies.
An Education Department spokesperson said Monday that the agency does not comment on pending litigation.
AI is becoming a bigger part of our daily lives, and students are already using it to support their learning. In fact, from our studies, 90% of faculty feel GenAI is going to play an increasingly important role in higher ed.
Embracing AI responsibly, with thoughtful innovation, can help students take charge of their educational journey. So, we turn to the insights and expertise of you and your students — to develop AI tools that support and empower learners, while maintaining ethical practices, accuracy and a focus on the human side of education.
Training the Student Assistant together
Since we introduced the Student Assistant in August 2024, we continue to ensure that faculty, alongside students, play a central role in helping to train it.
Students work directly with the tool, having conversations. Instructors review these exchanges to ensure the Student Assistant is guiding students through a collaborative, critical thinking process —helping them find answers on their own, rather than directly providing them.
“I was extremely impressed with the training and evaluation process. The onboarding process was great, and the efforts taken by Cengage to ensure parity in the evaluation process was a good-faith sign of the quality and accuracy of the Student Assistant.” — Dr. Loretta S. Smith, Professor of Management, Arkansas Tech University
Supporting students through our trusted sources
The Student Assistant uses only Cengage-authored course materials — it does not search the web.
By leveraging content aligned directly with instructor’s chosen textbook , the Student Assistant provides reliable, real-time guidance that helps students bridge knowledge gaps — without ever relying on external sources that may lack credibility.
Unlike tools that rely on potentially unreliable web sources, the Student Assistant ensures that every piece of guidance aligns with course objectives and instructor expectations.
Here’s how:
It uses assigned Cengage textbooks, eBooks and resources, ensuring accuracy and relevance for every interaction
The Student Assistant avoids pulling content from the web, eliminating the risks of misinformation or content misalignment
It does not store or share student responses, keeping information private and secure
By staying within our ecosystem, the Student Assistant fosters academic integrity and ensures students are empowered to learn with autonomy and confidence.
“The Student Assistant is user friendly and adaptive. The bot responded appropriately and in ways that prompt students to deepen their understanding without giving away the answer.” – Lois Mcwhorter, Department Chair for the Hutton School of Business at the University of Cumberlands
Personalizing the learning journey
56% of faculty cited personalization as a top use case for GenAI to help enhance the learning experience.
The Student Assistant enhances student outcomes by offering a personalized educational experience. It provides students with tailored resources that meet their unique learning needs right when they need them. With personalized, encouraging feedback and opportunities to connect with key concepts in new ways, students gain a deeper understanding of their coursework. This helps them close learning gaps independently and find the answers on their own, empowering them to take ownership of their education.
“What surprised me most about using the Student Assistant was how quickly it adapted and adjusted to feedback. While the Student Assistant helped support students with their specific questions or tasks, it did so in a way that allowed for a connection. It was not simply a bot that pointed you to the correct answer in the textbook; it assisted students similar to how a professor or instructor would help a student.” — Dr. Stephanie Thacker, Associate Professor of Business for the Hutton School of Business at the University of the Cumberlands
Helping students work through the challenges
The Student Assistant is available 24/7 to help students practice concepts without the need to wait for feedback, enabling independent learning before seeking instructor support.
With just-in-time feedback, students can receive guidance tailored to their course, helping them work through challenges on their own schedule. By guiding students to discover answers on their own, rather than providing them outright, the Student Assistant encourages critical thinking and deeper engagement.
“Often students will come to me because they are confused, but they don’t necessarily know what they are confused about. I have been incredibly impressed with the Student Assistants’ ability to help guide students to better understand where they are struggling. This will not only benefit the student but has the potential to help me be a better teacher, enable more critical thinking and foster more engaging classroom discussion.” — Professor Noreen Templin, Department Chair and Professor of Economics at Butler Community College
Want to start using the Student Assistant for your courses?
The Student Assistant, embedded in MindTap, is available in beta with select titles , such as “Management,” “Human Psychology” and “Principles of Economics” — with even more coming this fall. Find the full list of titles that currently feature the Student Assistant, plus learn more about the tool and AI at Cengage right here.
Authored by Dr Emma Roberts, Head of Law at the University of Salford.
The loss of a student to suicide is a profound and heartbreaking tragedy, leaving families and loved ones devastated, while exposing critical gaps in the support systems within higher education. Each death is not only a personal tragedy but also a systemic failure, underscoring the urgent need for higher education institutions to strengthen their safeguarding frameworks.
The time for piecemeal solutions has passed. To confront this crisis, bold and systemic reforms are required. One such reform – the introduction of an opt-out consent system for welfare contact – has the potential to transform how universities respond to students in crisis.
An opt-out consent model
At present, universities typically rely on opt-in systems, where students are asked to nominate a contact to be informed in emergencies. This has come to be known as the Bristol consent model. Where this system exists, they are not always invoked when students face severe mental health challenges. The reluctance often stems from concerns about breaching confidentiality laws and the fear of legal repercussions. This hesitancy can result in critical delays in involving a student’s support network at the time when their wellbeing may be most at risk, leaving universities unable to provide timely, life-saving interventions. Moreover, evidence suggests that many students, particularly those experiencing mental health challenges, fail to engage with these systems, leaving institutions unable to notify loved ones when serious concerns arise.
Not all universities have such a system in place. And some universities, while they may have a ‘nominated person’ process, lack the infrastructure to appropriately engage the mechanism of connecting with the emergency contact when most needed.
An opt-out consent model would reverse this default, automatically enrolling students into a system where a trusted individual – such as a parent, guardian or chosen contact – can be notified if their wellbeing raises grave concerns. Inspired by England and Wales’ opt-out system for organ donation, this approach would prioritise safeguarding without undermining student autonomy.
Confidentiality must be balanced with the need to protect life. An opt-out model offers precisely this balance, creating a proactive safety net that supports students while respecting their independence.
Legislative provision
For such a system to succeed, it must be underpinned by robust legislation and practical safeguards. Key measures would include:
Comprehensive communication: universities must clearly explain the purpose and operation of the opt-out system during student onboarding, ensuring that individuals are fully informed of their rights and options.
Defined triggers: criteria for invoking welfare contact must be transparent and consistently applied. This might include extended absences, concerning behavioural patterns or explicit threats of harm.
Regular reviews: students should have opportunities to update or withdraw their consent throughout their studies, ensuring the system remains flexible and respectful of changing personal circumstances.
Privacy protections: institutions must share only essential information with the nominated contact, ensuring the student’s broader confidentiality is preserved.
Staff training: university staff, including academic and professional services personnel, must receive regular training on recognising signs of mental health crises, navigating confidentiality boundaries and ensuring compliance with the opt-out system’s requirements. This training would help ensure interventions are timely, appropriate and aligned with legal and institutional standards.
Reporting and auditing: universities should implement robust reporting and auditing mechanisms to assess the effectiveness of the opt-out system. This should include maintaining records of instances where welfare contact was invoked, monitoring outcomes and conducting periodic audits to identify gaps or areas for improvement. Transparent reporting would not only enhance accountability but also foster trust among stakeholders.
Lessons from the organ donation model
The opt-out system for organ donation introduced in both Wales and England demonstrates the effectiveness of reframing consent to drive societal benefit. Following its implementation, public trust was maintained and the number of registered organ donors increased. A similar approach in higher education could establish a proactive baseline for safeguarding without coercing students into participation.
Addressing legal and cultural barriers
A common barrier to implementing such reforms is the fear of overstepping legal boundaries. Currently, universities are hesitant to breach confidentiality, even in critical situations, for fear of breaching trust and privacy and prompting litigation. Enshrining the opt-out system in law to include the key measures listed above would provide institutions with the clarity and confidence to act decisively, ensuring consistency across the sector. Culturally, universities must address potential scepticism by engaging students, staff and families in dialogue about the system’s goals and safeguards.
The need for legislative action
To ensure the successful implementation of an opt-out consent system, decisive actions are required from both the government and higher education institutions. The government must take the lead by legislating the introduction of this system, creating a consistent, sector-wide approach to safeguarding student wellbeing. Without legislative action, universities will remain hesitant, lacking the legal clarity and confidence needed to adopt such a bold model.
Legislation is the only way to ensure every student, regardless of where they study, receives the same high standard of protection, ending the current postcode lottery in safeguarding practices across the sector.
A call for collective action
Universities, however, must not wait idly for legislation to take shape. They have a moral obligation to begin addressing the gaps in their welfare notification systems now. By expanding or introducing opt-in systems as an interim measure, institutions can begin closing these gaps, gathering critical data and refining their practices in readiness for a sector-wide transition.
Universities should unite under sector bodies to lobby the government for legislative reform, demonstrating their collective commitment to safeguarding students. Furthermore, institutions must engage their communities – students, staff and families – in a transparent dialogue about the benefits and safeguards of the opt-out model, ensuring a broad base of understanding and support for its eventual implementation.
This dual approach of immediate institutional action paired with long-term legislative reform represents a pragmatic and proactive path forward. Universities can begin saving lives today while laying the groundwork for a robust, consistent and legally supported safeguarding framework for the future.
Setting a New Standard for Student Safeguarding
The rising mental health crisis among students demands more than institutional goodwill – it requires systemic change. While the suicide rate among higher education students is lower than in the general population, this should not be a cause for complacency. Each loss is a profound tragedy and a clear signal that systemic improvements are urgently needed to save lives. Higher education institutions have a duty to prioritise student wellbeing and must ensure that their environments offer the highest standards of safety and support. An opt-out consent system for welfare contact is not a panacea, but it represents a critical step towards creating safer and more supportive university environments.
The higher education sector has long recognised the importance of student wellbeing, yet its current frameworks remain fragmented and reactive. This proposal is both bold and achievable. It aligns with societal trends towards proactive safeguarding, reflects a compassionate approach to student welfare and offers a legally sound mechanism to prevent future tragedies.
The loss of 64 students to suicide in a single academic year is a stark reminder that the status quo is failing. By adopting an opt-out consent system, universities can create a culture of care that saves lives, supports grieving families and fulfils their duty to protect students.
The time to act is now. With legislative backing and sector-wide commitment, this reform could become a cornerstone of a more compassionate and effective national response to student suicide prevention.
