Creating Effective Collegiate Partnerships: Short of Merger
When colleges, universities and seminaries are facing difficult enrollment and financial problems, institutional Board members—and even Presidents—almost automatically think that merging with another institution is the answer. And sometimes?merger, or closing, is the only answer if the institutional leaders wait too long.?
Is there a better answer? Yes! In recent years, The Registry—through its interim leadership placements and its Registry Advisory Services—has directly assisted institutions to regain stability and new, positive, sustainable futures through various partnerships, short of?merger. These bold and innovative initiatives have included two-way partnerships, affiliation agreements and public-private alliances through the establishment of a separate nonprofit entity to oversee coordination, new program development and joint marketing. These initiatives have resulted in cost savings, new program developments, enrollment increases, administrative efficiencies and expanded constituencies and outreach.?
How are these meaningful partnerships, affiliations and alliances created and developed? The process is critical. Start with a New Directions or Alternative Futures campus team, review and list all the institutional assets you have, clarify your needs and objectives, select carefully your potential partner or partners (that can include other colleges, public and private, but also corporations, nonprofit organizations, or local or regional governmental agencies), develop a request for proposals and criteria for judging them, narrow the options, enter into serious discussions, gain broad support for stakeholders and final approval by the respective Boards.?
The results of these new arrangements short of?merger?are powerful and meaningful. The institution’s name, central mission and sovereign existence remain; board control is kept intact; endowments are still under board control; alumni and donors are linked with institutions they love and support; both the historical identity and the vision of an exciting future are possible. To make all these outcomes happen in the face of difficulties, one overwhelming strategic move is vital—start early!?
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