Barry Maloney, President, Worcester State University
In an interview with Invest:, President Barry Maloney of Worcester State University discussed the institution’s significant achievements over the last academic year, including record enrollment, increased retention rates, and a successful transition back to traditional campus life.
What were the key milestones and achievements for the university over the last academic year?
We had a number of successes last year. Most notably, we welcomed the largest class in school history last summer, coupled with a 2% increase in retention. Despite concerns about state and demographic downturns in higher education, we saw a positive rebound. This translated into what I’d call a post-COVID rebirth, as we returned to more traditional campus life and expectations for both commuter and residential students.
Starting the year, there was a noticeable excitement and vibe among students on campus. As we head into this academic year, we’ve seen an additional 5% increase in retention, marking two consecutive years of positive growth. Our students are not only staying but also excelling both inside and outside the classroom.
However, we did face challenges beyond our control, such as delays with the FAFSA (Federal Student Aid) at the federal level, which slowed down our offers for the upcoming year. Despite these issues, last year was a good start for us.
How does the university support its students in gaining practical skills and knowledge that set them apart in their careers?
While this may not be unique, it’s certainly a point of emphasis for us. I’ll discuss two tracks: inside the classroom and outside the classroom.
Outside the classroom, we place a premium on experiential education, including internships, student research, community service, and civic engagement. These areas have been our focus for decades and continue to serve both our community and students well, preparing them for life after Worcester State.
Inside the classroom, we have adopted an academic expectation we call Major Plus. This means that students are expected to select a major and also a minor or double major before they graduate. This approach ensures that all students graduate with a strengthened bachelor’s degree, broadening their perspectives and enhancing their employability.
We want students to have exposure to different areas, which helps them in various aspects of their lives, whether it’s securing part-time jobs, internships, full-time employment, or graduate school placements. Our flexible course offerings allow students to mix and match disciplines without barriers, and we guarantee they will finish in four years, mitigating economic strain.
Given our high percentage of first-generation students, we understand the significant commitment their families make for their education. We aim to prepare students not just for their initial career but for lifelong learning, recognizing that job sectors and technologies are constantly evolving. We strive to equip students with adaptable skills to navigate these changes successfully.
How do you think technology is disrupting education, and how are you preparing students for a tech-driven workforce and world?
There is certainly a lot of work to do in this area. COVID-19 reframed our thinking around the use of technology in higher education. For example, this interview, which might have been an in-person meeting a few years ago, is now comfortably conducted online. Distance learning became mainstream almost overnight, providing exposure that spans the globe and connecting our students with the world.
We are also focusing on AI and how it can be applied in education and administration. AI can help us connect with applicants, answer their questions quickly, and provide more regular exchanges. This is particularly important for our first-generation students who have more questions and need more support.
Additionally, we are investing in technology to ensure our campus is safe and secure. Cybersecurity is a growing concern, and we are committed to making our campus a safe environment for our students.
What strategies does the university have in place to ensure that education remains affordable and accessible for all?
One key area is fundraising and alumni engagement. We’ve doubled our endowment during my tenure, with the majority of funds going toward scholarships to offset students’ costs. We also benefit from strong support from the Commonwealth of Massachusetts, which helps keep our fees and costs manageable.
We are also involved in the largest early college pilot program in the state, in collaboration with Quinsigamond Community College and Worcester public schools. This program serves nearly 1,000 students across all seven public high schools in Worcester, providing subsidized college credits to reduce the cost of attendance when they go to college.
These efforts are part of our mission to make education accessible, particularly for middle-class families who are often deterred by high costs. We are committed to demonstrating the value of a bachelor’s degree and the lifelong learning it fosters, equipping students with the critical skills needed for a dynamic job market and a stable democracy.
What are your key priorities for the next couple of years?
Our top priorities include further integrating technology and AI into our education and administrative processes. We need to move beyond concerns about academic dishonesty and focus on productive applications of AI.
Experiential education will continue to be a premium. We aim to extend the duration of internships to provide deeper learning experiences and adjust our curriculum to support this.
We also need to adapt to the changing demographics of our student body. Worcester’s population is becoming more diverse, with more immigrant, African American, Latino, and BIPOC families. We must ensure our policies, hiring practices, programs, and course offerings meet the needs of these students, making them feel at home and enabling them to thrive.
