In this episode of Changing Higher Ed, Dr. Drumm McNaughton interviews Dr. Daniel Greenstein, former Chancellor of the Pennsylvania State System of Higher Education (PASSHE), to explore strategic efforts in guiding one of the largest transformations in U.S. higher education. Over his six-year tenure, Greenstein led PASSHE’s integration of six universities into two larger institutions, tackling financial challenges, increasing program diversity, and improving student outcomes—all while maintaining each institution’s unique identity and local impact.

The discussion covers the complexities involved in large-scale university mergers, including the need for legislative support, active stakeholder engagement, and partnerships with regulatory bodies like accreditors and the NCAA. Greenstein emphasizes that mergers should prioritize student success and community needs over financial motivations, with a purpose-driven approach ultimately yielding greater stability.

Key Insights for Higher Education Leaders

• Understanding the “Why” Behind Mergers: Mergers are most successful when driven by a commitment to student success and community needs. Financial benefits follow naturally when institutions focus on core values rather than cost-cutting.

 

• Change Management as a Critical Tool: Advanced change management practices are essential, including careful planning, stakeholder engagement, and a governance framework that ensures accountability and data-informed decisions.

 

• Navigating Complex Regulatory Requirements: Practical guidance is offered on working with regulatory bodies, emphasizing the importance of collaborative relationships to smooth the integration process.

 

• Maintaining Brand Identity and Local Relevance: Particularly in rural areas, it’s essential to preserve each institution’s brand identity and community ties, ensuring integrated universities remain relevant and effective in serving local needs.

 

• Holistic Planning and Stakeholder Engagement: A comprehensive planning process involving stakeholders across all university functions optimizes student outcomes, advances diversity and inclusion, and enhances institutional effectiveness.

 

• Student-Centric Approach: McNaughton reflects on the need to prioritize student outcomes during mergers, agreeing that a student-centered focus is critical for long-term success.

 

• Collaborative Leadership and Teamwork: Effective mergers rely on teamwork among university leaders, legislators, and other stakeholders, with a shared commitment to the mission driving meaningful progress.

 

• Clear, Consistent Communication: Communication that is well-timed and consistent is essential in complex integrations, requiring disciplined messaging to keep all stakeholders aligned.

 

• Flexibility and Adaptability: The need for flexibility and adaptability is emphasized, as unexpected challenges require leaders to adjust strategies to achieve successful outcomes.

 

• Engaging External Expertise: External partners, such as accreditation bodies and project management firms, are invaluable in supporting complex mergers and helping to navigate the accreditation process.

 

• Navigating the Political Landscape: Mergers within public institutions involve political realities. Building broad support among legislators and communities is key to gaining approval and securing resources.

 

• Long-Term Perspective and Patience: Realizing merger benefits requires patience and a long-term outlook. Though initially challenging, such integrations ultimately lead to improved student outcomes, greater efficiency, and enhanced academic offerings.

Three Takeaways for University Presidents and Boards

1. You are not alone: Many institutions have undergone mergers, so seeking guidance from experienced leaders can provide invaluable insights and help prevent feelings of isolation.

 

1. Confidence is Key: Leaders must maintain confidence in their ability to succeed, with resilience and belief in their capacity to see the process through.

 

1. Focus on Core Values: Viewing mergers solely as cost-saving measures is limiting; prioritizing student and community needs naturally leads to financial stability and success.

Read the show transcript on our website at:  https://changinghighered.com/effective-university-mergers-lessons-in-stability-from-passhe/

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About our guest

Dr. Daniel Greenstein was the chancellor of Pennsylvania's State System of Higher Education from September 2018 to October 2024. In the role, he was the chief executive officer of the state's system of public universities, serving more than 80,000 students. Chancellor Greenstein led a system-wide redesign of PASSHE to increase student opportunities and university financial sustainability. Greenstein previously led the Postsecondary Success strategy at the Bill and Melinda Gates Foundation, where he worked with other higher education leaders on initiatives to raise educational attainment levels and to promote economic mobility, especially among low-income and minority students. He developed and implemented a national strategy for increasing the number of degrees awarded and for reducing the attainment gaps among majority and non-majority students at U.S. colleges and universities. Greenstein was Vice Provost for Academic Planning and Programs for the University of California (UC) system.

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About the Host

Dr. Drumm McNaughton is Principal Consultant and CEO of The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience. Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances.

Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Connect with Drumm McNaughton on LinkedIn →