In this Book

  • Consolidating Colleges and Merging Universities: New Strategies for Higher Education Leaders
  • Book
  • James Martin, James E. Samels & Associates
  • 2017
  • Published by: Johns Hopkins University Press
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summary
In the midst of falling enrollments and endowments, university leaders consider partnering, merging, and even closing institutions.Since the economic recession of 2008, colleges and universities have looked for ways to lower costs while increasing incomes. Not all have succeeded. Threatened closures and recent institutional mergers point to what might be a coming trend in higher education. The long-term economic weakness of colleges and universities means schools need to become more strategic about how they consider previously unthinkable options. This provocative book will be their indispensable guide to managing the crisis.In Consolidating Colleges and Merging Universities, James Martin and James E. Samels bring together higher education leaders to talk about something that few want to discuss: how institutions might cooperate with their competitors to survive in this economic climate. Barring that, Martin and Samels argue, some will shutter their campuses. But closing, they emphasize, is a complex process that involves more than just sending the students home and turning off the lights. The first one-volume resource for presidents, trustees, provosts, chief financial officers, and faculty leaders planning to partner, merge, or close a college or university, the book offers specific guidelines and action steps used successfully to create multiple forms of partnership between higher education institutions. The book includes contributions by twenty nationally recognized leaders in partnership and strategic planning, as well as an appendix detailing key college and university mergers and closures since 2000. Each chapter includes informative responses from practitioners who answer the question, “What is the single most important lesson you would share with a planning team designing a partnership or merger this year?” Responding to many daunting questions now being raised nationally about institutional fragility and sustainability, Consolidating Colleges and Merging Universities is an honest and practical guide to the possibilities and pitfalls of downsizing American higher education.

Table of Contents

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  1. Cover
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  1. Half Title, Title Page, Copyright
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  1. Contents
  2. pp. v-viii
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  1. Preface
  2. pp. ix-xvi
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  1. I: The New Necessities to Partner
  1. 1. The Consolidation of American Higher Education
  2. James Martin, James E. Samels
  3. pp. 3-13
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  1. 2. Reader’s Guide: The New Typology of Collaboration and Closure
  2. James E. Samels, James Martin
  3. pp. 14-34
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  1. II: Strategic Alliance: A Model That Rarely Fails, and Why
  1. 3. When Does Large Become Too Large? A View of Higher Education Partnerships and the Implications of Institutional Size
  2. R. Michael Tanner
  3. pp. 37-51
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  1. 4. “Systemness”: A New Way to Lead and Manage Higher Education Systems
  2. Nancy L. Zimpher
  3. pp. 52-63
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  1. 5. Presidential Vision and Partnership Development: An Evolving View
  2. Pamela Eibeck
  3. pp. 64-77
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  1. 6. “We Never Thought This Way Ten Years Ago”: How Partnerships Are Reshaping Academic Leadership Expectations
  2. Vita Rabinowitz, James Stellar
  3. pp. 78-89
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  1. 7. Why, and How, Elite Colleges and Universities Are Joining Forces
  2. J. Matthew Hartley, Alan Ruby
  3. pp. 90-103
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  1. 8. The Community College Option: How Co-ventures Can Leverage Student and Academic Resources
  2. Kenneth Ender, Charles Middleton
  3. pp. 104-111
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  1. 9. Technology as a Driver of Strategic Alliances
  2. Philip Regier, Lynsi Freitag
  3. pp. 112-122
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  1. 10. A Disruptive Opportunity: Competency-Based Education as a Shaper of Successful Partnerships
  2. Paul LeBlanc, Kristine Clerkin
  3. pp. 123-135
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  1. 11. International Objectives: The Benefits and Challenges in Developing Branch Campuses and Partnerships Abroad
  2. Michael Jackson, James Larimore
  3. pp. 136-147
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  1. 12. Public-Private Partnerships: Models That Work
  2. John Ottenhoff
  3. pp. 148-156
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  1. III: Consortium: New Benefits, Changing Purposes
  1. 13. A New Way to Design and Deliver Higher Education Consortia
  2. Phillip DiChiara
  3. pp. 159-172
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  1. 14. Where Partnerships Begin: A Fresh Look at the Purpose and Outcomes of Liberal Arts College Consortia
  2. R. Owen Williams
  3. pp. 173-182
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  1. IV: Merger: The Right Reasons to Consider One
  1. 15. Why Mergers Are (Quietly) Increasing among Colleges and Universities: A Review of the Pros and Cons
  2. Susan Resneck Pierce
  3. pp. 185-196
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  1. V: Closure: Hidden Costs and Complexities
  1. 16. If That Moment Arrives: The Blueprint to Close a College
  2. Michael Hoyle
  3. pp. 199-208
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  1. Appendixes
  1. A. Selected Mergers in Higher Education, 2000–2016
  2. pp. 209-211
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  1. B. Selected Closures in Higher Education, 2000–2016
  2. pp. 212-213
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  1. C. Selected Partnerships, Strategic Alliances, Consortia, and Affiliations in Higher Education, 2000–2016
  2. pp. 214-220
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  1. Bibliography
  2. pp. 221-230
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  1. List of Contributors
  2. pp. 231-242
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  1. Index
  2. pp. 243-256
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