Andrés Acebo, Interim President, New Jersey City University

In an interview with Invest:, Andrés Acebo, interim president of New Jersey City University, discussed how workforce demands have evolved in New Jersey, the university’s role in supporting economic development, and the priorities for NJCU moving forward. “There is immense promise. The road is not clear or easy, but our direction is, and that is more than half of the battle,” he said.

What is New Jersey City University’s role in supporting economic development within Jersey City and the broader region?​

NJCU is the public anchor university in Hudson County. We are anchored in the most densely populated, diverse region in the country, particularly in Jersey City. Our community ties are deep, and we have made an effort to leverage our broader regional geographic footprint. We have a high focus on accessibility, affordability, and fitness for the population that we serve. NJCU serves an overwhelmingly first-generation, Hispanic, and minority population, and we aim to amplify and personify the diversity of our community. 

How have workforce demands evolved in New Jersey in the last year, and how is NJCU adapting its programs to meet these needs?

The past year in New Jersey has been one of bold resolve, and we have been reflective on the transformation that we are trying to create. NJCU is about to celebrate 100 years of existence and has recently been faced with the most formidable test in its history. We have re-emerged with a renewed sense of purpose. In January 2024, we launched a new mission and vision statement that really speaks to the population we serve – primarily first-generation, minorities, and other underrepresented groups of students. We have prioritized being a public university that is committed to social mobility in a time when public trust in higher education is being scrutinized. Across the nation, colleges and universities are experiencing demographic shifts, economic constraints, and cultural skepticism. NJCU has chosen to meet this with integrity and innovation, which resulted in us revisiting our mission statement, foundational values, and reimagining how we do things. 

Reflecting on the past 12 months, what have been some key highlights or achievements for NJCU?

In this past month, NJCU secured its second consecutive year ranked among the Top 20 universities for social mobility, which puts us in the top 2% in the country. This reflects our ability to catalyze upward mobility for our students from the most economically disadvantaged backgrounds – the median household income of our students is under $50,000, and our next closest peer is double that. We have done this by ensuring measurable outcomes, degree attainment, and workforce readiness. 

NJCU has also advanced transformative partnerships by launching the Hudson Connect Program with Hudson Community College, and we have reimagined what transfer pathways look like, particularly for first-generation working adults. We have eliminated excess credit accumulation and are one of the most transfer-friendly public universities in the state of New Jersey. NJCU has also been pursuing a strategic partnership with Kean University to help unlock new academic pathways to underserved communities. We also recently announced that NJCU is one of the new founding members of a new NCAA Division III athletic conference in New York, which affirms our commitment to equity in collegiate athletics and shows how we are leveraging our geography and proximity to New York City to gain a competitive advantage. 

What are students now expecting of their college experience? Are there any shifts concerning student demographics and demands?

There has been a realignment of higher education’s value proposition, and NJCU has been exploring the acceleration of regional partnerships on consolidations. We may be the first public university in New Jersey to explore this, but we will not be the last. The public is asking more of higher education, and rightfully so. We have given a voice to the students in our shared governance leadership forums and prioritize the prominent voices from our student leadership on campus. Other sectors have already begun to embrace resilience. Higher education is intended to drive innovation, yet it sits on a mantle of tradition and is in need of internal innovation. Digital fluency is also likely to be a scaled disruption across sectors, with AI and emerging technologies. Embedding digital literacy and understanding the societal impacts, as well as the ethical implications of this new era of technology, is going to be key. 

How has your role influenced NJCU’s initiatives to promote diversity and inclusion over the past year?

Representation is relevant. I am the only college president in the state of New Jersey who went to school in this millennium, which means I have been a consumer of higher education more recently than my peers. As a college president who is still paying off their own college loans, affordability is at the top of my mind. Meeting the population where they are and knowing what it’s like to come from working-class roots, it embedded in me that higher education was meant to be a passport to a better life. A challenge that higher education faces is that it is tone deaf and projects what the world should be, rather than being from that world. Understanding the student experience is important, and being from the community has helped me to better serve it. 

You have been an advocate for public investment in higher education. Have there been any significant changes or progress in this area?​

Doubling down on our mission orientation and commitment to the community has been huge. We have secured over $17 million in additional stabilization funding and transitionary appropriations from the state of New Jersey. In his final budget as governor, Phil Murphy has also proposed a $7 million increase in additional stabilization funding. We have been focused on a strategic reinvestment in what we consider to be an important mission. 

What will be your top priorities for the coming years?  

There is immense promise. The road is not clear or easy, but our direction is, and that is more than half of the battle. We plan on formally launching our centennial campaign in 2027, we will be celebrating 100 years of this institution’s existence. In that work, it is not just about reflecting on the past 100 years but recruiting the class that will shape the next 100. We are focused on continuing to grow and stabilize in a way that centers our students, amplifies our regional and urban footprint, and most importantly, deepens our regional relevance. NJCU’s mission belongs in the higher education ecosystem of New Jersey. I believe that the year ahead will further distinguish NJCU and other institutions like us. We can translate mission into metrics and are moving more toward demonstrative outcomes, as opposed to legacy reputations. The talent pipelines depend on the education industry, and NJCU is ready to be a catalyst for that.