Michael Fischer, President, York County Community College

In an interview with Invest:, President Michael Fischer of York County Community College highlighted key advancements made last year, including the development of a $6.5 million Center for Excellence in Sanford and the strengthening of partnerships with major manufacturers. Fischer also emphasized the college’s focus on student wellness through enhanced support services and flexible learning options.

What are some of the major achievements York County Community College has made over the past year? 

Over the last year, we’ve really focused on our strategic plan for FY25 through FY28, centering on our vision and mission. We’ve been very intentional about emphasizing that our primary goal is to develop an educated and skilled workforce. If we do that, we can drive socioeconomic mobility for our students and, in turn, foster economic and civic prosperity in our communities.

This has guided us, particularly in aligning our curriculum with industry needs. We’ve made significant strides with the manufacturing sector, collaborating with the Portsmouth Naval Shipyard, Pratt & Whitney, and many manufacturers across York County. At the same time, we’ve worked to prepare students for both immediate workforce entry and roles that require further education. Strengthening partnerships with institutions like the University of Southern Maine and Southern New Hampshire University has been a key part of this effort.

Can you tell us about the new $6.5 million welding lab and its expected impact?

Our location in southern Maine is crucial for both our success and the state’s. We’re strategically positioned to influence the workforce in Maine, New Hampshire, and Massachusetts. The $6.5 million expansion in Sanford is a major part of this strategy. We’re finalizing plans with architects to create a facility that meets the needs of employers like Portsmouth Naval Shipyard, Pratt & Whitney, and the many smaller manufacturers that support them.

This facility will be a state-of-the-art Center for Excellence in manufacturing and trades. One recent success we’ve had is piloting a nine-month intensive electrical program that typically takes two years. This condensed format gets students into the workforce faster. The Sanford facility will be the hub for this kind of innovative, industry-aligned training, which is essential for the defense industry and beyond.

How have changing student demographics impacted enrollment, and how are these factors influencing your strategic decisions?

We’ve been talking about the enrollment cliff in higher education for a decade, and it’s here in Maine. For every worker leaving the workforce, only about 0.75 are ready to enter, so there aren’t enough skilled people to fill those roles. I recently read that by 2030, the U.S. could face a shortage of 6 million skilled workers.

Given the national conversation about the value of education, it’s crucial that we offer students a return on their investment. We’ve been fortunate to benefit from Maine’s Free College initiative, which has provided significant support for traditional students, as well as the Harold Alfond Center for the Advancement of Maine’s Workforce, which has been instrumental in helping career changers and individuals seeking to advance their careers. Over the last three years, we’ve seen steady enrollment growth, about 9% annually, with a 6% increase this year. The key has been aligning our programs with career opportunities, which resonates with both high school students and adult learners. Our current challenge is expanding our reach and effectively communicating our value, especially through social media.

How does the college remain sustainable while providing affordable education?

We’re fortunate in Maine, where both government and industry strongly support higher education. They understand the direct link between an educated workforce and economic success. As a public community college, our tuition is incredibly affordable, often covered by Pell Grants. We’ve also received substantial external funding from sources like the Alfond Foundation, which has been crucial for career and workforce development.

This public-private partnership is essential for ensuring that all of Maine thrives. If we don’t have a skilled workforce in the southern part of the state, it will impact not just York and Cumberland County but also our neighbors in New Hampshire, Massachusetts, and beyond. We’re in a global economy and education system, so it’s vital that we equip our communities with the necessary skills. The support from donors and funders makes this possible.

How is the college preparing students for the future job market with new technologies like AI?

AI training has become a priority for some of our faculty. While a portion of them are embracing AI and eager to integrate it into their work, others are still in the exploratory phase, with some remaining cautious. There’s still trepidation around how AI might affect student learning, but we recognize it as an essential tool for the future. Though AI is still in its early stages, higher education will be adapting to it for years to come. While we’re making progress, innovation is moving faster than our implementation, and students are already using AI more quickly than it’s being incorporated into our curriculum.

How is the college addressing student wellness and mental health?

Student wellness is a significant issue. Challenges have been growing for some time, and COVID accelerated this. Today’s students face complex realities, from constant news cycles to the isolating effects of social media, which impacts retention and completion rates. In response, we revamped our enrollment model and introduced student success coaches as key resources for academic and non-academic support, connecting students to internal and external help. We also offer both on-campus counseling and telehealth options.

We’ve reframed “disability services” as “accessibility services” because everyone faces challenges, and our goal is to make education more accessible. Additionally, we’ve implemented high-flex learning, allowing students to choose between in-person and remote classes, whichever suits them best.

To combat food insecurity, we ensure that every student on campus has access to at least one meal a day, thanks to donations. We’re also addressing housing insecurity through a pilot program with a local hotel and exploring on-campus housing options that could double as workforce housing in the summer. These initiatives are just the beginning of our efforts to support student well-being and ensure they have the resources to thrive.

What’s your outlook on higher education in the region and what are your top priorities for the college?

I’m very bullish on higher education. It remains a great equalizer, giving students opportunities they might not have otherwise. I grew up in public housing and was the first in my family to go to college, so I know firsthand the difference it can make. The future looks bright, but higher ed must keep evolving to meet the needs of today’s and tomorrow’s students, as well as the workforce.

We need more schools to adopt approaches like project-based learning, co-op programs, and competency-based education. Building partnerships with two- and four-year institutions is also crucial. New England is a hub of innovation, and anything is possible here, but we must be intentional.

Our top priority is aligning more closely with industry. We’ve made progress, but there’s more to do because industry needs are constantly changing, and our curriculum must keep pace. Another priority is rethinking how we deliver education. Students today learn differently, they’re used to platforms like YouTube, Virtual Reality, and Augmented Reality, so we need to adjust our teaching methods to align with how they learn best. These are the key areas we’ll focus on to meet the needs of our students now and in the future.