As the higher education landscape continues to evolve, institutional mergers and strategic partnerships are becoming pivotal strategies for universities to address regional needs and enhance student opportunities. Today, we’re joined by Camille Faivre, a renowned expert in education management, who has been closely following the proposed merger between Elon University and Queens University of Charlotte. With her extensive background in supporting institutions through innovative program development in the post-pandemic era, Camille offers unique insights into how such collaborations can shape the future of higher education. In this interview, we explore the motivations behind this merger, the anticipated benefits for students and the community, and the broader implications for meeting workforce demands in the Charlotte area.
Can you walk us through the key factors that likely influenced the decision to merge Elon University and Queens University of Charlotte?
Certainly. From what I’ve observed, mergers like this often stem from a combination of strategic alignment and regional demand. In this case, the institutions are positioned about 115 miles apart in North Carolina, with Elon being a larger, growing university and Queens having deep historical ties to Charlotte. The decision likely emerged from a recognition that combining their strengths—Elon’s resources and scale with Queens’ community connections—could create a more robust educational hub. It’s not just about survival; it’s about proactively addressing the evolving needs of students and the surrounding area, particularly in a city like Charlotte that’s experiencing rapid growth and workforce challenges.
What do you think sets this merger apart, especially since it’s been stated that financial distress isn’t the driving force?
That’s an interesting angle. Many university mergers are indeed crisis-driven, often tied to declining enrollment or budget deficits. Here, though, the narrative is different. Despite Queens facing a recent budget shortfall, the focus seems to be on opportunity rather than necessity. The merger appears to be rooted in a shared vision to leverage combined resources, faculty expertise, and student services to create something greater than the sum of their parts. This proactive approach—emphasizing growth and innovation over mere financial recovery—could serve as a model for other institutions looking to collaborate without the stigma of desperation.
How do you see this merger benefiting students at both universities in practical terms?
Students stand to gain significantly from this kind of partnership. For one, there’s the promise of uninterrupted programs, which provides stability during the transition. Beyond that, the merger could expand access to specialized offerings, such as Elon’s law school in Charlotte, which is the only one in the city. Queens students might find new pathways into graduate and professional programs, while Elon students could benefit from Queens’ strong civic and business ties in the region for internships or networking. Over time, the combined resources could also enhance campus facilities, research opportunities, and student support services, creating a richer academic experience.
The merger aims to address workforce needs in the Charlotte area. Can you elaborate on how such a collaboration might achieve that?
Absolutely. Charlotte is a growing economic hub, and with that comes a demand for skilled professionals in critical fields. The institutions have highlighted shortages in areas like nursing, physician assistants, and law. By merging, they can pool their expertise and infrastructure to accelerate the development of targeted programs—think expanded healthcare training or new graduate degrees tailored to local industries. This kind of alignment between higher education and regional workforce needs not only benefits employers but also ensures students graduate with relevant, in-demand skills, making them more competitive in the job market.
With Elon being a much larger and financially stronger institution, how might the merger ensure a balanced partnership with Queens?
That’s a critical concern in any merger where there’s a perceived imbalance. The key lies in intentional design of the partnership structure. From what’s been shared, Elon plans to operate Queens “in partnership” with its leaders, which suggests a collaborative rather than absorptive approach. Maintaining Queens’ distinct identity—its history as a Charlotte institution and its mission—will be vital. This could mean preserving unique programs or campus traditions at Queens while integrating operations like shared services or joint academic initiatives. Transparency and equitable decision-making will be essential to avoid any sense of one institution overshadowing the other.
The planned listening tour in the Charlotte area sounds intriguing. What role do you think community feedback will play in shaping this merger?
Listening tours are a fantastic way to ground institutional decisions in real-world perspectives. By engaging with students, faculty, alumni, and local civic and business leaders, the universities can gather insights into what the community values most about each institution and what they hope to see from the merger. This feedback could influence everything from program priorities to campus integration plans. It also builds trust—showing stakeholders that their voices matter. In a city like Charlotte, where Queens has deep roots, this kind of outreach can ensure the merger respects local history while addressing future needs.
What is your forecast for the impact of mergers like this on the broader landscape of higher education?
I believe we’re going to see more strategic mergers in the coming years, especially as institutions grapple with demographic shifts, financial pressures, and changing student expectations. The Elon-Queens partnership could be a bellwether for how universities can collaborate to address regional challenges without losing their unique identities. If successful, it might inspire other schools to seek out complementary partners rather than competing in isolation. The focus on workforce alignment and community impact could also push higher education to become more responsive to societal needs, which is a trend I expect to grow. Ultimately, mergers like this could redefine how we think about scale and purpose in academia.
