In the shifting landscape of American higher education, where demographic cliffs and financial pressures are forcing institutions to innovate or risk obsolescence, the proposed merger between Oregon’s Willamette University and Pacific University marks a bold strategic move. To unpack the complexities and potential of this new “University of the Northwest,” we are joined by Camille Faivre, an education management expert who specializes in helping institutions navigate such transformative changes. Her insights shed light on the intricate process of unifying two historic universities, exploring how they plan to merge their administrative functions while preserving their unique identities, leverage their differing financial strengths to create a more resilient entity, and ultimately build new academic pathways that will redefine the student experience for generations to come.
The plan mentions a single “University of the Northwest” with a shared administration, yet separate campuses and programs. Could you walk me through the specific operational steps you’ll take to unify the back-office functions while ensuring the distinct campus cultures and academic identities don’t get diluted?
That’s the central challenge, isn’t it? The key is a carefully phased approach that prioritizes what we call “backstage” integration first. Initially, the focus will be on unifying the functions that students and faculty don’t directly see—things like human resources, payroll, IT infrastructure, and procurement. By combining these, you immediately create efficiencies and a stronger financial base. For instance, negotiating a single contract for software licenses or health insurance for a combined body of 6,000 students and associated staff yields far more power than doing it separately. To protect the unique campus cultures, it is absolutely critical to maintain separate academic leadership and admissions processes. We would establish a joint administrative council to oversee the shared services, but the deans, athletic directors, and faculty senates on each campus must remain empowered to steward their own programs and traditions. It’s about building a strong, shared foundation so the individual pillars can stand even taller.
Given the contrast in recent performance—with Willamette’s 26% enrollment decline and financial deficits versus Pacific’s stability—how will the merged entity’s financial model work? Please detail the strategies you’ll use to leverage Pacific’s stability to help strengthen the combined institution without straining its resources.
This is a delicate but crucial balancing act. It’s not about Pacific simply bailing out Willamette; it’s a strategic investment in a stronger, combined future. The financial model is built on synergy, not subsidy. Pacific’s consistent positive net income provides the breathing room and stability needed to make smart, long-term decisions rather than reactive cuts. The first strategy is leveraging the economies of scale I mentioned to reduce redundant overhead across both institutions. Those savings don’t just get absorbed; they are reinvested directly into high-potential programs at Willamette that have been starved for resources. Secondly, we would conduct a comprehensive academic portfolio review to identify areas of overlap and opportunities for growth. It’s not about straining Pacific’s resources, but rather using its stable platform to fortify the entire enterprise, ensuring that the new “University of the Northwest” is financially resilient and positioned for innovation across all its colleges.
Willamette’s 2021 acquisition of the Pacific Northwest College of Art is noted as a past success. Using that experience as a model, what specific new academic pathways or opportunities do you envision creating for students, and what key metrics will you use to measure their success?
The PNCA acquisition is an excellent blueprint because it proved that Willamette could integrate a distinct institution while letting it flourish. We would replicate that philosophy on a larger scale. I envision truly innovative, interdisciplinary programs that would be impossible for either university to offer alone. For example, a student in Pacific’s acclaimed health professions programs could pursue a minor in art therapy offered through Willamette’s PNCA. A business major at Pacific could take specialized courses at Willamette’s law school to prepare for a career in corporate compliance. These aren’t just dual degrees; they are fully integrated pathways. To measure success, we would move beyond simple enrollment numbers. We’d track the number of students taking cross-campus courses, the creation of new joint-faculty appointments, and, most importantly, the post-graduation outcomes of students in these new programs. Are they securing jobs that specifically require this unique blend of skills? That’s the ultimate metric of success.
The announcement states you’ll seek regulatory approval in the coming months after reaching a definitive agreement. Can you describe your step-by-step plan for navigating the approval process with both the accrediting commission and state regulators, and what potential challenges are you preparing to address?
The regulatory path requires meticulous preparation and transparent communication. The first step is finalizing that definitive agreement, as it becomes the foundational document for everything that follows. From there, we launch a two-pronged approach. We’ll present a comprehensive prospectus to our accreditor, the Northwest Commission on Colleges and Universities, detailing how the merger will enhance, not compromise, academic quality and student services. Concurrently, we will work closely with Oregon’s Higher Education Coordinating Commission. The supportive statement from its director, Ben Cannon, is a very encouraging start. The biggest potential hurdle is demonstrating that this merger is truly a strategic move to create new opportunities, not just a financial maneuver. We must be prepared to show regulators a clear, compelling vision for how being bigger will make us better—for students and for the state of Oregon.
President Thorsett mentioned the goal is to create new opportunities for students. Beyond broader program offerings, what are two or three tangible, day-to-day benefits a student can expect to see within the first year, and can you share an anecdote illustrating how this merger will improve their experience?
Absolutely, the benefits have to feel real to a student on campus. Within the first year, a student can expect to see an integrated library system. This means a history major at Willamette suddenly gains access to specialized collections housed at Pacific, and vice versa, vastly expanding their research capabilities with a single student ID. Another tangible benefit would be a unified career services platform. A student at either campus could tap into a much larger network of alumni and employer partnerships across the entire Pacific Northwest. Think of it this way: imagine a Pacific University student who dreams of working in public policy. Before, their access to the political hub in Salem was limited. After the merger, they can seamlessly take an internship facilitated by Willamette’s connections in the state capital, all while remaining a Pacific student. It’s about breaking down the walls between the two institutions to create a richer, more expansive ecosystem for every single student.
What is your forecast for the University of the Northwest?
My forecast is cautiously optimistic. This merger represents a proactive, strategic response to the immense pressures facing private higher education today. If Willamette and Pacific can successfully navigate the complexities of integrating their operations while preserving their cherished identities, the University of the Northwest won’t just be the largest private university in Oregon; it will become a national model for how institutions can collaborate to build a more sustainable and innovative future. Success here could inspire other colleges to look beyond competition and consider partnership as the most powerful tool for survival and growth in the decades to come.
