Yes, there are real pressures, from declining enrollment to rising costs and increasing scrutiny around return on investment. Those challenges are real and shouldn’t be dismissed, particularly because they disproportionately impact smaller and mid-size private institutions.
But Ohio’s colleges and universities are not a liability to be reduced. They are an asset to be better aligned, which can happen through better coordination.
What could that look like?
- Institutions differentiating around clear strengths, including research, teaching and workforce development rather than just duplicating programs that are readily available elsewhere
- Greater collaboration across campuses, from cross-registration and joint degrees to shared faculty in specialized fields
- A more intentional alignment with Ohio’s workforce needs, from healthcare to advanced manufacturing and emerging technologies
- Smarter use of shared services including IT, procurement, and administrative functions that would reduce costs without compromising the core mission of education and student success
None of this is simple. Universities compete for students, funding and prestige, and they operate under different governance models. But that’s exactly where state leadership can play a constructive role: convening, incentivizing, and supporting a more coordinated system.
The goal shouldn’t be fewer choices for students. It should be about better outcomes, including more affordable pathways, stronger career alignment and institutions that are both distinctive and sustainable.
That’s a harder conversation than closing colleges and universities with strong legacies and real impact on communities, students and alumni. But it’s the right one.