The new academic year has brought fresh challenges for higher education, as soaring costs and shrinking applicant pools continue to pressure colleges and universities nationwide. The so-called “enrollment cliff” — a demographic drop in traditional college-age students — is compounded by fewer international students, a key revenue source, and growing skepticism among young people about the return on investment of a degree.
Students who do enroll are increasingly choosing programs that lead directly to careers, which explains the relative success of community colleges and the struggles of tuition-dependent four-year institutions. While demographic trends are beyond institutional control, universities can and should adapt their curricula to meet student demand and labor market needs.
The late 20th century saw a proliferation of interdisciplinary programs that grew into standalone departments, adding costs without always sustaining enrollment. Some, like environmental policy and health information integration, remain vibrant and job-oriented. Others, such as cultural, ethnic and gender studies, have seen enrollments drop by more than 20 percent between 2017 and 2025. Traditional humanities majors — religion, English, languages and literature — have suffered the steepest losses.
In response, institutions are undertaking rigorous cost-benefit analyses of their academic offerings. Some programs are being merged: religion and philosophy could share a department, as could English and rhetoric. American studies might become a concentration within history or political science. But some programs attract so few majors that elimination is the only viable option, with faculty absorbed into other departments where possible.
Faculty are ideally positioned to lead curriculum redesign, yet many resist, defending their own specialties and offering courses based on personal interests rather than student needs. This resistance has pushed administrators to act unilaterally. Syracuse University, after an extensive portfolio review, is dropping 93 majors, with Provost Lois Agnew calling it “an important step in developing a portfolio that is more focused, more distinctive and more aligned with student demand.” Loyola University Chicago may eliminate up to 71 programs to address budget cuts and enrollment declines. St. Cloud State University in Minnesota has already cut 42 degree programs and 50 minors, and West Virginia University dropped 28 majors and eliminated 143 faculty positions to cover a $45 million budget shortfall.
These are not isolated cases. The labor market's shifting demands and demographic realities mean most institutions will face similar pressures in the coming years. From March 2020 through April, 49 colleges closed and 40 merged — a stark forecast of what lies ahead for those that fail to adapt.
Given that restructuring is inevitable, faculty face a choice: take charge of the process to shape outcomes favorably, or have changes imposed by trustees and administrators. The path they choose will determine not only their own futures but also the viability of their institutions.
