What higher education brings to Twin Cities’ labor market
Writer: Pablo Marquez
February 2025 — Shifting demographics and skepticism toward the value proposition of higher education are leading educators in the Twin Cities to develop new strategies to stay competitive. Tailored programs for adult learners and experiential learning for the next generation of the workforce are key to developing talent.
To delve deeper into the trends that are currently shaping the higher education landscape in the Twin Cities, Invest: met with Jeff Hill, regional vice president of operations at Herzing University, and Suzanne Rivera, president of Macalester College. Their insights offer a first-hand look at increasing student enrollment, keeping the academic curriculum updated, the value proposition of higher education in modern times, and upcoming campus projects.
What measures or initiatives is the university implementing to increase student enrollment?
Jeff Hill: At Herzing, we’re well aware that there’s something called an enrollment cliff, which means that declining birth rates are producing fewer high school graduates every year. The height of this cliff is expected to occur in 2025, with the largest graduating high school class, followed by a steady decline over the next decade. In turn, colleges and universities have fewer potential enrolling students. There is also a growing skepticism among the younger generation of the value of higher education. Herzing is addressing this challenge by tailoring its programs primarily for adult learners, offering flexible, hybrid education delivery models. We focus on reducing barriers to enrollment by prioritizing high-return academic programs and ensuring that our institution remains flexible. This enables students to balance work, family, and education while advancing their careers. We also partner closely with employers to make sure we are offering academic programs that will lead to meaningful employment. Many of our students are choosing healthcare careers because there is a significant demand in those fields.
Suzanne Rivera: Macalester operates from a position of strength for a few reasons. Firstly, we receive around 10,000 applications per year for around 550 spots. If you presume all applicants are perfectly qualified, that ensures we are able to assemble a vibrant class with national and international representation inclusive of athletes, poets, scientists and social activists, and this diversity is attractive to students.
We will continue to be a popular option because of our unique combination of attributes that are hard to find elsewhere. We are a small, nurturing liberal arts campus dedicated to being a living-learning community in a vibrant metropolitan area, with a longstanding commitment to internationalism and global citizenship. Further, Macalester prioritizes access. We are test-optional, have eliminated our application fee and provide support to low-income and first-generation students. Around 65% of our students receive need-based financial aid, including the international students.
How do you keep the curricula up to date to make sure that it is in line with current market demands?
Hill: Herzing University is not just our Minneapolis location. We have 11 ground campuses and a strong online division. In fact, this year we are celebrating our 60th anniversary. An important part of the strategy that has allowed us to remain so successful is that we work closely with community and workforce stakeholders across fields like healthcare, business, and technology. Our advisory boards provide real-time insights into market trends, new skill requirements, and challenges employers face, ensuring our programs remain relevant.
Several of our healthcare programs also leverage clinical rotations and internships or externships, so students can get real-world experience as part of their educational experience. We collect feedback from our students, alumni, clinical and employer partners, as well as our experiences and credentialed faculty. All this to say our programs remain competitive and industry relevant.
Rivera: We are in the second year of implementing a strategic plan that emphasizes the importance of curricular innovation to ensure we remain on the cutting edge of what students need and what employers want going forward. This involves implementing opportunities for internships, mentored research and experiential learning. We recognize the importance of students’ ability to apply the theories learned in the classroom by having hands-on opportunities outside the classroom. We also expand access through fundraising to make sure we can attract the best faculty from around the world. Macalester also plans to build a new residence hall and welcome center so that more of our students can live on campus.
In a time where the value of university degrees is being called into question, how are universities adapting to meet evolving student and market needs?
Hill: Data shows that as you increase educational levels, you increase your life expectancy, you increase lifetime earnings, and you make your community better. Our role is to collaborate with employers, nonprofits, and local organizations to develop tailored academic programs that prepare students for in-demand careers and demonstrate the long-term benefits of education. Through that, we’ve seen students achieve success after they graduate.
Rivera: All higher education is facing strong headwinds at the moment. We are having to tackle ideologically-motivated challenges where some young people are being told college is not for them. In the United States, we are also experiencing a major demographic shift. In response to the economic downturn in 2008 and 2009, birth rates dropped off, and we are quickly going to see fewer 18-year-olds graduating from high school. There are predictions that we will see as high as a 20% decrease in students eligible to apply for college admission. This will contribute to the turbulence already felt across the higher education industry. Schools will need to start competing for students to fill their seats.
We will likely see closures of campuses, mergers and other forms of consolidation. This process is already occurring but will likely increase over time. The empirical data demonstrate that a four-year degree is the most important thing a person can do to improve their social and economic outcomes, as well as health, life expectancy, marital stability and overall happiness. All of these indicators are higher for those who earn a bachelor’s degree. This is why the ideological push to convince young people not to attend college is unfortunate because there is demonstrated ROI on a college degree, and employers report to us that the toolset Macalester provides is extremely helpful in the workforce.
What are some ongoing campus projects, expansions, new facilities, or renovations in the works?
Hill: Part of the AANAPISI grant that our Minneapolis campus received will be used to expand additional study pods for our students and create a multicultural space within the campus to help foster greater inclusivity and student culture. Additionally, the Building Family Foundations grant, provided by the Minnesota Office of Higher Education through the Grants & Workforce Initiatives branch, allows us to enhance on-site childcare services, supporting pregnant and parenting students. We also have the Purpose Driven Paycheck grant, which is through the Greater Twin Cities United Way, in partnership with the Tri-District CAPS program and Heartland Dental. These initiatives reflect our commitment to addressing students’ holistic needs.
Rivera: We just renovated our campus center, which is where our main dining cafeteria is located. We have a comprehensive campus plan that describes five phases of renovation we plan to perform as part of our larger strategic plan, which is available for public viewing on the school’s website. The residence hall and welcome center is the most immediate new construction plan which will include a dorm that can house 250 students. The first floor will have a welcome center and admissions office, and a café that will be open to the public. It’s meant to be the new front door to the campus.
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