In the ever-evolving landscape of higher education, many institutions face the daunting reality of closure. The book When Colleges Close, authored by Mary L. Churchill and David J. Chard, delves into the intricate journey of Wheelock College, a once-thriving institution founded in 1888 as Miss Wheelock’s Kindergarten Training School. Its mission was to equip students for careers in the helping professions, including teaching and social work. However, by 2018, the college was grappling with substantial debt and declining enrollment, ultimately leading to its closure and merger with Boston University, resulting in the creation of the BU Wheelock College of Education and Human Development.

This compelling narrative unfolds the steps taken by the college’s administration during its final years. The authors, who served as the former president and vice president of academic affairs, provide an insider’s perspective on how they navigated the complexities of a merger with a significantly larger institution, Boston University, which boasts an enrollment exceeding 33,000 students.

Throughout the book, Churchill and Chard highlight the strategic planning necessary for a small college with less than 1,100 students to chart a path toward sustainability and relevance in a volatile educational environment. They recount how early recognition of the institution’s precarious position prompted the board and select community members to brainstorm various partnership options, ultimately leading to a successful merger.

The narrative is not merely a retrospective analysis; it serves as a crucial guide for current and future leaders in higher education. In a climate where many colleges are at a crossroads, the authors advocate for authentic, transparent, and student-focused leadership. They emphasize that such leadership is essential for navigating crises and managing transitions effectively.

Moreover, the book addresses the broader implications of institutional closure and merger processes, making it a valuable resource for scholars of higher education interested in strategic planning and organizational dynamics. By sharing their experiences, the authors aim to equip leaders with the knowledge and tools needed to confront similar challenges.

In conclusion, When Colleges Close is more than just a recounting of one institution’s struggles; it is a beacon of hope and guidance for other colleges facing similar existential dilemmas. Through its detailed exploration of the merger process, the book offers lessons that resonate across the higher education landscape, emphasizing the need for proactive leadership and strategic foresight. This sobering yet hopeful story reminds us that even in the face of adversity, there are pathways to success and collaboration that can lead to new beginnings.