Merging Colleges - Things to Consider

ByMichael K. Townsley

Monday, July 14, 2025

Merging colleges seems to be a preferred outcome over the outright closure of one of the colleges in today’s world of higher education. However, mergers are difficult to accomplish, including competing and varying goals of the merging parties, relative strengths (and weaknesses) of merging partners, benefits of the merger, the internal constraints that limit the possibility of a merger, and the major steps/hurdles to a merger.

Goals of a Merging Parties

  1. The general Goal is to gain an advantage.
  2. The Goal for a party in financial distress is to survive.
  3. The Implicit Goal is to strengthen their long-term financial position, especially for the acquiring party.

Relative Strengths of Merging Parties – merging parties can be viewed in three ways:

  1. Strong to Strong; that is both parties have strong financial positions and face no immediate financial risks.
  2. Strong to Weak: one college is in a strong financial position and the other college is in a weak financial position, or worse – is in financial distress.
  3. Weak to Weak: both parties have a weak financial position or are in financial distress.
  4. Note: strong parties in a strong to weak merger have the power to dictate terms.

Benefits of a Merger

  1. Increase the size of student markets for one or both parties.
  2. Access to new technologies, academic programs, accreditation certifications, donors, and other valuable aspects of the college.
  3. Reduce the cost of operation by consolidating administration and program staffing.
  4. Innovations that one college has that the other does not have.

Internal Issues that Prevent a Merger

  1. No financial advantage to the leaders
  2. No single point in either organization to negotiate for a decision
  3. Special interest groups in the college that could face personal or organizational losses, such as employees, alumni, students, the local community, and the board of trustees.

Two Major Paths to Financial Hurdles

  1. Strong Party to a Merger:
    1. Does the merger yield a financial benefit?
    2. Use Net Present Value to estimate the financial value of the merger.
  1. Weak Party to a Merger; must provide one of more benefits to the strong party in order to augment its financial position; in other words, the weak party must make itself attractive to the strong party. Here are several examples that could be beneficial to the strong party:
    1. New student market;
    2. New revenue sources;
    3. Accreditation for money-making programs;
    4. Large scale cost savings;
    5. Technology;
    6. Different athletic teams with coaches;
    7. Personnel that bring valuable expertise;
    8. Or other benefits that the weak party would deem valuable to the strong party.

Major Steps to a Merger

  1. Identify merger candidates and list advantages and disadvantages to a merger;
  2. Arrange with an attorney to assist in the merger;
  3. Meet with college leaders to determine if both parties want to pursue a merger;
  4. Sign a “Do Not Disclose” agreement that negotiations and all information is to remain private even if the negotiations fail;
  5. Due diligence: review these records – financial, academic, accreditation, catalogs, contracts, and legal actions filed with either party;
  6. Compare information received during due diligence to the college’s current organization and legal documents;
  7. Identify obstacles to the merge;
  8. Prepare a financial analysis to estimate financial benefit.;
  9. Select what is to be saved or terminated by the merger;
  10. Prepare merger agreements and a document of integration, such as: board structure, corporate papers, policies, procedures, catalogs, schedules, new contracts, employment termination notices, marketing campaigns, and public notices;
  11. Have attorneys give final review merger agreement and document of integration;
  12. Arrange for review of the merger document by the Accrediting Commission and state department of education;
  13. Schedule the merger;
  14. Set-up support at each party to assist and guide students and employees during the merger;
  15. Prepare press release on the formal notice;
  16. Initiate the merger.

A college merger is not a quick fix—it is a high-stakes, deeply strategic process that demands thoughtful planning, legal rigor, and broad-based support. From identifying complementary strengths to managing due diligence and stakeholder expectations, every stage presents potential pitfalls. For colleges facing financial distress, a merger may be the path to survival—but only if they can offer meaningful value to a stronger partner. And for stronger institutions, mergers should only proceed if the long-term benefits—academic, financial, and reputational—are clear and compelling. As more colleges explore this path, boards and presidents must approach mergers not as acts of desperation, but as disciplined decisions grounded in mission alignment and strategic vision.