The GOAT of Higher Ed Mergers: UT San Antonio’s Bold Move and What Smaller Institutions Can Learn
By Brian Weinblatt, Ph.D.
In higher education, the term 'merger' can have a whiff of a funeral. It's often whispered in the context of crisis -- of a small institution on life support or as a last-minute Hail Mary when closure is imminent. But every now and then, we get to see something different: a merger born not of desperation but of vision.
That’s why the recent merger of the University of Texas at San Antonio (UTSA) and the University of Texas Health Science Center at San Antonio deserves attention. I’ll go so far as to call it the GOAT of higher ed mergers. Not necessarily the greatest of all time, but a model merger — the ideal example of what happens when two strong, mission-complementary institutions come together to create something much more powerful than they could ever be alone.
Why UTSA + UT Health San Antonio Is a Model Merger
James Martin and James Samels wrote in 1994 (Merging Colleges for Mutual Growth) that the most successful mergers involve institutions coming together from relative positions of strength. This is precisely what happened in San Antonio.
Complementary missions: UTSA brings breadth — engineering, computer science, data science, liberal arts, business. UT Health brings depth — medical, dental, nursing, public health, and biomedical sciences. "The two institutions complement, but do not overlap, each other's strengths."
Both were already strong: UTSA had ascended to Carnegie R1 research status and built momentum in student success, and UT Health was already a powerhouse in healthcare and research. Neither needed “rescuing.”
Scale and reach: The combined UT San Antonio now boasts 40,000 students, 17,000 employees, six campuses, nearly half a billion in research expenditures, and a growing endowment. This is a true educational and economic engine for Texas.
Timing and leadership: Previous merger studies were considered in 2002 and 2010, but leaders waited until conditions were right.
Regional impact: This is a force multiplier for San Antonio, South Texas, and the state: new healthcare access, expanded workforce pipelines, more substantial research and innovation capacity, and broader student opportunities.
This is what a “GOAT merger” looks like: thoughtful, mission-driven, and strategically timed.
But What About Smaller Institutions?
Those at smaller institutions may think: That’s great for UTSA, but we’re not a billion-dollar research university. What can we possibly learn from this?
Quite a lot, actually. While smaller colleges and universities don’t have the scale of UTSA or UT Health, the principles that underpin this merger are highly relevant.
1. Look for Mission Complementarity Beyond Academic Programs
The most sustainable mergers combine strengths that expand opportunity. Consider partners that complement your institution in geography, learning modality (e.g., online vs. in-person), or student demographics, rather than just academic programs.
2. Focus on Synergies, Not Duplication
One reason mergers fail is that they create turf wars: two English departments, two nursing programs, two student success models. Smaller schools can learn from UTSA’s example by deliberately seeking partners with minimal overlap and obvious synergies in their existing offerings.
3. Pilot Collaboration Before Full Merger
UTSA and UT Health already had dual-degree and joint research initiatives before the merger. Smaller schools can try shared degree programs, library access, or faculty exchanges as a lower-risk step. Success in those partnerships builds trust and momentum.
4. Leadership and Governance Matter More Than Size
Even the strongest financials won’t save a merger if leadership isn’t aligned. Presidents, boards, and faculty leaders must commit to a shared vision. Clear governance structures, transparent communication, and honest cultural integration make plans a reality.
5. Don’t Ignore Culture and Identity
Students, faculty, staff, and alumni all ask: What will happen to our identity? Smaller institutions must address these concerns directly. Preserving traditions, mascots, and alumni networks matters as much as financial savings.
6. Incremental Integration Can Work
Not every merger needs to happen overnight. Smaller schools might start by combining back-office functions, moving to joint programs, and finally full governance integration. A phased approach can reduce risk and buy-in resistance.
7. Always Connect Back to Mission
Successful mergers tell a clear story: “Together, we can do more for students, faculty, and our community than we can alone.” That message resonates whether you’re a flagship university or a rural liberal arts college.
The GOAT as a Guide
The UTSA merger is impressive because of its scale and ambition. But what truly makes it the GOAT of higher education mergers is not the numbers — it’s the clarity of vision. Two strong, complementary institutions came together not because they had to, but because they saw a chance to be better.
For smaller institutions, the lesson isn’t to mimic UTSA’s scale. It’s to adopt UTSA’s mindset: be proactive, think strategically, find the right partner, and look beyond survival toward shared growth.
In a sector where too many mergers are defensive and last-minute, UTSA shows us what’s possible when we act boldly and thoughtfully.
✅ Takeaway: Whether you’re a billion-dollar research university or a 1,000-student liberal arts college, the GOAT lesson is the same — mergers are not about weakness or rescue. They’re about vision, complementarity, and building something greater than the sum of the parts.