Helen Brewer, President, College of the Mainland

Invest: spoke with Helen Brewer, president of College of the Mainland, about how community colleges are evolving to meet workforce demands in high-growth regions. “Completion is not just about getting the degree. It’s about the ripple effect, the impact of that degree, the generational impact it will have in our community,” Brewer said.

What major trends are shaping how community colleges operate today, particularly in high-growth regions like Houston-Galveston?

The community college sector has become a focal point nationally, especially as public confidence in higher education has been challenged by rising costs and concerns about student debt. Families are increasingly focused on ensuring that any program of study leads to a family-sustaining wage and real economic mobility. That is where community colleges play a critical role.

At College of the Mainland, we offer associate degrees, certificates, and industry-based credentials that allow students to move into the workforce quickly. In a region like ours, where healthcare, aerospace, hospitality, tourism, and process technology are strong, there is constant demand for qualified talent. We can respond quickly to that demand by providing targeted training aligned with local industry needs.

We also offer the same quality of education students would receive at a four-year institution, but at a much more affordable price. We have not increased tuition in 14 years. With our new bachelor’s degree program, a student can complete both an associate and a bachelor’s degree for less than $10,000. That affordability, combined with strong workforce alignment, is a major draw for students and for employers evaluating the strength of the local talent pipeline.

Enrollment has grown in recent years. How are you balancing continued growth with improving completion rates and strong job placement outcomes?

Over the past eight years, our campus has transformed significantly. With more than $412 million in bond-funded construction since 2018, we have developed state-of-the-art facilities that directly support workforce training. For example, in our STEM building, our nursing simulation lab sits alongside surgical technology and radiologic technology labs. Students participate in interdisciplinary simulations that mirror real clinical environments, giving them hands-on experience before entering the field.

At the same time, the state’s performance-based funding model, established through House Bill 8, has sharpened our focus on outcomes. It is no longer enough to enroll students. We must ensure they complete their programs and enter careers aligned with their studies.

We are heavily focused on ensuring our programs lead to family-sustaining wages. Completion is not just about getting the degree. It’s about the ripple effect, the impact of that degree, the generational impact it will have in our community. When a student completes a credential and secures stable employment, it changes the trajectory for that family and strengthens the local economy.

Where are you seeing the strongest employer demand, and how is that influencing program development?

Healthcare remains our strongest area of demand. While nursing is always top of mind, there are many other critical roles within the healthcare ecosystem, including surgical technologists, radiologic technologists, and health information management professionals. We are working to broaden awareness of those pathways and ensure our programs support the full spectrum of healthcare operations.

Logistics is also a major growth area, given our proximity to the Port of Houston and the broader Gulf Coast economy. In response, we are launching a bachelor’s degree in operations management. This allows students who begin in logistics or process technology to advance into leadership roles without losing credit for their workforce credentials.

We are also preparing for anticipated growth in shipbuilding and related trades in the region. That includes expanding training for welders, electricians, and HVAC technicians. Across all sectors, we are partnering closely with industry advisory boards to ensure we are using the right technology, teaching the right skills, and embedding practical experience into every program.

Employers consistently emphasize the importance of soft skills and real-world experience. We are incorporating experiential learning opportunities, apprenticeships, and direct engagement with industry professionals to ensure our graduates are workforce-ready.

How are employer expectations changing, particularly around digital skills and real-world experience?

Technology is evolving rapidly, and employer expectations are evolving with it. Students must be current on digital tools, including artificial intelligence and other emerging technologies. At the same time, employers want critical thinkers who can analyze information and apply judgment.

We are reviewing our curriculum to ensure alignment with industry-based credentials and current technology standards. We bring in industry leaders and human resources professionals to speak directly with students about what employers are looking for. Many of our healthcare programs include clinical rotations, and we are expanding apprenticeship models in the trades so students can earn while they learn.

Our goal is to ensure students graduate with both theoretical knowledge and practical application. That combination improves job placement outcomes and supports long-term career growth.

The college is advancing major bond-funded campus projects. How will these investments expand workforce training capacity and support population growth?

The bond investments have positioned us to scale and to pivot. By 2027, we will have fully modernized facilities, including a public safety building to train paramedics, firefighters, and future law enforcement officers.

Every program at the college has an advisory board composed of industry representatives. These boards provide continuous feedback on curriculum, equipment, and workforce trends. Because we now have flexible, modern facilities, we can quickly launch new programs or recalibrate existing ones based on industry needs.

As the Houston-Galveston region continues to grow, businesses evaluating relocation or expansion look closely at workforce readiness. Our ability to respond quickly and deliver a skilled, agile workforce is a key economic advantage for the region.

How are the Promise program and other access initiatives performing, and how do they support long-term mobility?

The Promise program removes one of the most significant barriers to higher education: cost. Students within our taxing district can attend College of the Mainland tuition-free after graduating from high school. Financial constraints are often the primary reason students do not enroll or fail to persist. By eliminating that barrier, we allow students to focus on their studies and envision broader possibilities for their futures.

We also offer dual credit and collegiate high school programs, enabling students to earn college credit and, in some cases, an associate degree while still in high school. Students can graduate at 18 with an associate degree already completed, dramatically reducing both time and cost to a bachelor’s degree or entry into the workforce.

Data consistently show that students who begin at a community college and transfer to a four-year institution often perform as well as or better than native students, while carrying less debt. These programs accelerate opportunity and strengthen long-term economic mobility.

What is the environment for recruiting qualified instructors in high-demand technical fields?

Recruiting faculty in technical fields is challenging, as private sector compensation often exceeds what educational institutions can offer. We are addressing this by partnering with industry to attract retirees or professionals interested in teaching part-time. Bringing in practitioners enhances the real-world perspective students receive.

We are also expanding online and hybrid modalities to increase flexibility for both students and faculty, while preserving interactive components. Professional development, faculty-led initiatives, and opportunities for student research and presentations also strengthen retention and engagement.

How are you managing financial pressures while keeping tuition affordable?

It is a careful balancing act. We remain disciplined in budgeting and are committed to staying within our financial means. We continuously analyze expenditures, pursue grants, and develop partnerships with industry, including equipment donations and collaborative initiatives, to offset costs.

Our Board of Trustees is firmly committed to keeping tuition low. We view ourselves as stewards of taxpayer funds, and that responsibility guides every financial decision we make.

Looking ahead, what are your top priorities to ensure the college remains a strong workforce partner and driver of economic growth?

Our primary focus is on completion and alignment. We want every student who walks through our doors to identify a pathway that leads to a family-sustaining wage and to complete that pathway successfully.

That requires strong partnerships with industry, local chambers of commerce, economic development organizations, and four-year institutions. We must listen, execute, and continuously align our curriculum with evolving workforce needs.

By doing so, we ensure that College of the Mainland remains a responsive, agile institution that supports students, strengthens families, and contributes meaningfully to the economic vitality of the Houston-Galveston region.