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Strategic Partnerships Guide for Higher Education Leaders

Explore strategic partnerships with insights on readiness, risks, and long-term sustainability.

Higher education leaders today are facing structural pressures that require more than gradual changes. Rising costs, evolving student expectations, and increasing competition are reshaping what long-term sustainability looks like for colleges and universities.

This guide from Forvis Mazars provides practical insights to help presidents, boards, and leadership teams evaluate whether mergers, acquisitions, or strategic partnerships can support institutional mission, financial sustainability, and long-term relevance.

What Presidents & Boards Will Learn in This Guide

Designed for executive leadership, this resource offers a structured, board-level perspective on evaluating and pursuing partnerships. Gain insight into how to:

  • Gauge institutional readiness and define your strategic objectives.
  • Ask the right board-level questions before exploring a transaction.
  • Understand risk factors associated with partnerships and mergers.
  • Identify the right partner fit, including mission and cultural alignment.
  • Avoid common pitfalls that cause mergers to stall or fail.

This is not a theoretical overview. It is a practical framework to support informed, defensible decision making.

“The strategic question is no longer whether consolidation signals failure, but whether partnerships position the institution to thrive academically, financially, and missionally over the next decade. For some institutions, the answer is yes. For others, the answer is no. This guide will help you identify which of these buckets describes your institution and your role in supporting its strategic success.”

– Rachel Pauletti, National Practice Leader, Higher Education Consulting

Download the Full Strategic Partnerships Guide

Make more informed, proactive decisions about your institution’s future. Access the full guide to explore:

  • Board-level questions every president should be prepared to answer
  • Real-world patterns in recent higher education mergers
  • Strategic alternatives, including shared services models
  • Practical next steps for leadership teams
 

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