In April, Claremont Graduate University (CGU) announced its plan to merge due to financial issues. Interim President Michelle Bligh expressed optimism, signaling a need for a fresh direction for the university.
As of January 2024, Bligh realized CGU’s financial challenges were worsening despite various efforts to improve them. This included adding programs, cutting costs, and trying to enroll more students. To explore new options, she set up a “New Models Committee,” which concluded that CGU couldn’t continue as it was without a partner. They identified a need for a strategic partner to strengthen their financial and academic foundation.
By July 2024, CGU enlisted Tyton Partners, a consulting firm specializing in higher education. They consulted with staff and faculty to determine what they wanted in a potential partner. By January 2025, Tyton had reached out to over 100 potential partners from both domestic and international institutions. Easton noted a focus on finding non-academic partnerships too, indicating a broad approach to collaboration.
Interestingly, CGU found that about a dozen academic institutions expressed interest in partnering. Easton mentioned that international partnerships might bring unique opportunities, allowing CGU to engage globally. After a merger, students may have the option to take classes at either institution or online.
CGU emphasized that they want to maintain the integrity of their programs while seeking a partner. They are careful not to disrupt existing programs, ensuring that any collaboration aligns with their values and mission.
CGU is not alone in facing these challenges. Recent data shows that since 2016, 123 colleges and universities in the U.S. have either closed or pursued mergers due to rising costs and declining enrollment. For instance, the University of Southern California announced layoffs in response to a $200 million budget deficit, a trend seen across many institutions like Harvard and Duke, which have also reduced staff recently.
Easton pointed out, “The costs of delivering education are going up and tuition revenues are going down.” Smaller universities shoulder the same compliance costs as larger ones, making it hard to sustain operations.
Looking forward, CGU aims to sign a memorandum of understanding with a partner by December. However, the approval process with accrediting bodies might take longer. As of now, they are still in the exploration phase, keeping their options open.
While these developments unfold, there’s a growing conversation on social media about the future of higher education and the need for universities to adapt to financial pressures. The ongoing dialogue stresses the importance of innovation and collaboration in education to ensure sustainability.
For those interested in understanding the broader landscape of higher education, more information can be found in reports from credible sources like Higher Ed Dive and The Chronicle of Higher Education.
