Emerging technologies. Global pandemic. Revamped lifestyles. Economic recession. Geopolitical upheaval. Changing expectations of the next generation. Amidst the uncertainty impacting decision-making across higher education, business, nonprofits and government, Jacksonville University President Tim Cost sees a host of opportunities on the horizon. WAVE sat down with him recently to explore the innovative ways 91大神猫先生千人斩 is transforming to meet the needs of its future graduates.
WAVE: President Cost, the University recently announced a reimagining of its offerings that are playing out both in strategy and in organization. Can you talk about how you and the University leadership team thought about the evolution from where we鈥檝e been to where we鈥檙e going?
President Cost: Honoring the history, heritage and legacy of a great university is important. Students and faculty rely on a preeminent university for stability, longevity, and a sense of home. We want them to continue to feel that way. As a leadership team, we balance the choices around honoring and supporting that heritage with the clear opportunities in front of a university like this one, thanks to our faculty and staff and their flexibility. We have a very promising set of options to consider and, fortunately, we can pivot from what we鈥檝e done so well traditionally to those areas that are emerging and create more opportunity for our students.
WAVE: How do you decide where to make those investments and bridge that gap?
President Cost: We鈥檙e focused on solutions and delivering a high-quality education. Our most recent focus areas are both new fields of study that sit adjacent to our current work, and also the natural extension of our existing fields of study. When we look at new fields of study, for example, we didn鈥檛 teach the applied health sciences here for 80 years, and now it鈥檚 one of the biggest schools in the university. Health sciences, speech language pathology, kinesiology, mental health counseling, health informatics, occupational therapy, physical therapy, medical sciences, respiratory therapy. We are leading the industry in our region in many of those fields, and our graduates are well-prepared and in high demand. When we look at extending existing fields of study, it鈥檚 about accelerating and deepening. We鈥檝e always taught the sciences, of course, and now the sciences have morphed into opportunities around data science and engineering, cyber, artificial intelligence, drones, robotics, space studies, animation, visual design, virtual reality and game design.
I believe we will continue to do what we do well, and then to pursue鈥攁nd succeed in鈥攁 select handful of new areas. And we look for opportunities to extend from undergraduate into advanced degrees, with natural crossover points between fields. That鈥檚 where we start to see a multilayered set of opportunities for our faculty and students. The blending of math and the arts, or philosophy and economics, communications and marine sciences, public policy and finance, just to name a few. We are enabling our students to customize their own paths using a custom app we鈥檝e designed specifically for them. Exciting. You have to embrace the potential for growth. It carries change, sure, but it offers potential and promise. Growth done well鈥攑ragmatically, thoughtfully, strategically鈥攄oes not leave any of your history behind. It answers the call of these compelling opportunities, which makes the whole university stronger. It enables us to invest more in our best efforts from 1934 to 2022, and in the important and changing marketplace of ideas from 2022 onward.
WAVE: Can you talk about the responsibility you feel to the students as you consider the future of their University?
President Cost: Students are rational self-maximizers, and we love them for that. We love them for being ambitious and competitive and relentlessly forward-looking. Students don鈥檛 owe their university any forgiveness if we are not teaching what they want to learn. So, we better be offering things of interest to students as they get here. And that means we are synthesizing and integrating inputs from all over to meet their needs. That鈥檚 my commitment to our students: to have conversations with CEOs, elected officials and education leaders; to tap into markets; to understand the economics; to create partnerships that enable us to exceed our students鈥� expectations. We talk regularly at the Cabinet level about anticipating the needs of today鈥檚 13- and 14-year-olds when they arrive here, hungry to learn as undergraduate, five years from now.
Leaders are fond of saying 鈥渉alf the jobs of the future haven鈥檛 even been invented yet.鈥� That鈥檚 been true since the Industrial Revolution, but that doesn鈥檛 mean we should sit around waiting for them to appear. We have to have a point of view on what鈥檚 coming and how we鈥檒l meet that future. We are committed to being a relevant player in the world of data, science, tech, STEAM, visual arts, cyber, as it impacts and benefits what we offer today.
WAVE: How has the pandemic impacted your ability to predict the University鈥檚 future needs, and your ability to plan now to meet those needs?
President Cost: Well, there鈥檚 a premium on adaptability. We rely on our smartest and most innovative, maybe not always our longest-tenured, to rise to this occasion. Universities aren鈥檛 always considered flexible and responsive, but I like our drive and determination. A lot. COVID has changed everything about everything, everywhere, and it continues. I鈥檝e never seen anything simultaneously, worldwide, dampen revenues while also inflating expenses. The level of accelerated disruption is historic. Many of the core beliefs we rely on to make sound university decisions are being rocked at the core by the uncertainty around the world. We鈥檙e withstanding an unprecedented level of exogenous shock. But we have to adjust, decide, move through it for the good of our people and our students. And it鈥檚 the same for our partners. We鈥檙e now nearly two years into a situation that on some days looks brand new, standing on a base of fatigue, and that鈥檚 making it more challenging.
The investments we鈥檙e making and the reimagining of our offerings aren鈥檛 solely in reaction to COVID. They鈥檙e the result of years of work that is now being informed by the challenges of COVID. The overarching strategy of the university is a living one: constantly being reshaped and reprioritized as attractive opportunities and new trends emerge. Our risk tolerance may be slightly different; we鈥檙e only taking on new areas for which we can see a clear horizon of demand. Our investments may feel like a million stars in the sky, but they are constellations. They鈥檙e connected to form the reality of our future.
WAVE: Speaking of emerging fields, 91大神猫先生千人斩 is investing heavily in the health sciences and building strong partnerships with Baptist Health, Availity and Brooks Rehabilitation, among others. At the same time, you鈥檙e expanding opportunities in your other colleges. Can you talk about those?
President Cost: We鈥檙e seeing a natural nexus out there鈥攖he world that supports our programs and hires our graduates doesn鈥檛 think in terms of the silos represented by most universities. They want dynamic, flexible, hard-working stars in all fields. So we purposely blur the lines between our offerings to give more options to the student in what they learn and to give more assurance to the employer of how multi-dimensional our graduates are.
For example, the shortage of healthcare professionals is at a crisis point. All of our partners need nurses and mental health counselors. Baptist Health, Availity and Brooks Rehabilitation stepped in with us, helped us chart the path, and offered critical resources.
What we鈥檙e seeing is the shifting of how medicine is being practiced. Healthcare will become much more dispersed. There will always be hospitals, but the care will be much more in the home, or virtual. You鈥檒l see more intermediaries, like highly trained nurses, making more decisions with patients. And the specialization here is really something: nurses will very soon be called on to embrace big data and artificial intelligence tools, for example. At 91大神猫先生千人斩, people can get their nursing degrees on a traditional track or after they鈥檝e gotten their college degree in something else. They want to upskill themselves to cross over, and we create an accessible pathway for that.
In the Davis College of Business, we鈥檙e seeing more businesses hiring not only for the basics鈥攆inance, marketing, accounting, statistics, those are the go-tos. Those will always be the language of the modern business, but we鈥檙e seeing a much heavier tech overlay, whether it鈥檚 engineering, data analytics and data science and other similar fields. So that begins to inform, and modify, and then dominate where we go鈥� right down to how you organize the offerings of the College and our STEAM Institute. What you鈥檝e seen us do here recently is bring science, technology and engineering much closer to the core teachings in the Davis College. That allows for lots more cross-collaboration in business, science and technology, and aviation sciences.
Thinking about the Linda Berry Stein College: I believe while many universities have been turning down the volume knob on the classic humanities, that鈥檚 not our view. Creativity, critical thinking, communications, being able to mentally walk 360 degrees around a problem to assess it and solve it鈥攖hat鈥檚 what the humanities teaches, and that鈥檚 what employers are looking for in their new hires. What we did for the first time in this university鈥檚 history is to take the core humanities, where we鈥檝e been well-known for decades, and create a School of Humanities. The creation of this school rightly elevates its stature and sends a signal of respect and priority to those who are teaching it and those who are studying it.
For our College of Arts and Sciences, the possibilities are endless. In the original college of the university, you begin to go up the ladder from the bachelor鈥檚 level, up into masters, and then come across to make connections in other fields, through to the Public Policy Institute or Marine Science Research Institute. Our students here are global citizens and we鈥檙e proud of their versatility. If you want to come here to be a data scientist in the class of 2026, you should be able to do that. And if you want to study Kierkegaard too, you should be able to do that.
WAVE: As you step into these emerging fields, what is the value of the market-driven partnerships you鈥檝e been able to create?
President Cost: Right now, I would say that one of our advantages is that we can be truly responsive to needs identified by our partners. The earlier the better. We have more, deeper partnerships with more relevant players in the global economy than ever before. We don鈥檛 need to guess about the trajectory of most every major field we鈥檙e pursuing鈥攚e can go to the experts who will have those conversations with us, because they鈥檝e seen those conversations turn into something beneficial to their business when they can hire our well-prepared graduates.
I believe work ethic matters. When everybody says, oh, you don鈥檛 have to work harder, you have to work smarter, I say, 鈥渞ight, do both.鈥� We make a very concerted effort to dramatically widen the horizon of what we鈥檙e offering and considering. We look at things the way a growth-oriented institution looks at them. And that resonates with our partners because that鈥檚 unique for most universities. We place a high premium on listening to expertise outside, across a much wider range of potential opportunities. And then we spend a lot of time in-house discussing, debating, analyzing, iterating on everything. I believe the role of a university like this one is to be a well-connected microorganism in a larger ecosystem called student success, called a thriving economy, called a well-served community.
It鈥檚 a celebration of a university鈥檚 future to see it as a central contributor to the health and vitality of our region. Universities are held in such high regard because they鈥檙e an important link in the long chain that starts when a young person goes to school at age five and ends up a well-educated, fully functioning economic entity, happily succeeding, well-prepared at age 25 or 30. In the middle of that, the formative four, six or eight years that can completely heighten their ascent happens at this university. And we feel blessed for that and we celebrate it.
WAVE: What makes you most hopeful for the future?
President Cost: The resilience of our students. Our faculty teach them well. They鈥檙e bright and tenacious, and they have high expectations of themselves and of their university. They鈥檙e in their third academic year that鈥檚 been impacted by COVID, and they鈥檝e adapted brilliantly. Many have even run toward the danger to help and to serve our community. That keeps us all inspired. They embrace innovation, speed, agility, responsiveness. I think we have those things in spades and now we will make good on our potential for the benefit of their future.
