Mapping the Path While Walking It: A New Vision for Catholic Higher Education

A Partnership Rooted in Strength and Shared Purpose

When we first met, it was clear from the start that we were aligned — not just in mission, but in mindset. We both believe deeply in the transformative power of faith-based higher education, and we both understand the urgent need for bold, forward-thinking solutions.

Ursuline College had been thoughtfully exploring the idea of partnership before David’s arrival as president in July 2024. The Board had developed nine clear criteria — ranging from preserving the college’s Catholic identity to maintaining NCAA athletics — that guided the search for the right fit. Gannon University emerged as a partner that checked all the boxes and then some.

At Gannon, we had launched what we called our MAP strategy — Mergers, Affiliations, and Partnerships — as a way to grow sustainably in the face of well-documented headwinds: declining demographics, increasing non-participation in higher education, and growing financial strain across the sector. Our goal was not to rescue or be rescued, but to join forces with a strong institution that shared our values, our vision, and our willingness to think boldly about the future.

When we began talking, it became immediately clear that Ursuline and Gannon weren’t just a good fit — we were the right fit.

Courage as a Constant

For both of us, the decision to pursue this merger was rooted in courage — but that courage took different forms.

For Walter, the courage came from casting a bold vision just one month into his presidency at Gannon. During leadership retreats that summer, he and his team crafted a model they called Relentless Balanced Incrementalism (RBI), which is grounded in four pillars: economic sustainability, enrollment and retention, student and employee experience, and mission. But as the work of partnership began, the Gannon team quickly realized incrementalism wasn’t enough. The model evolved into Relentless Balanced Transformation — signaling not just a shift in strategy, but a deeper commitment to bold action.

For David, stepping into a presidency at a school already moving toward a merger meant embracing uncertainty with resolve. What drew him to Ursuline was the courage of its Board — its vision, its unity, and its willingness to make difficult decisions for the long-term good of the institution. That kind of courageous governance is rare, and it has made all the difference.

We both knew the risks involved. But we also knew the cost of inaction. As David often says, Ursuline College — and higher education more broadly — is at an existential moment. The status quo is not sustainable. And as stewards of our institutions, we felt called to act.

Trust at the Center

From day one, our relationship has been rooted in mutual respect and trust. We text often, check in regularly, and lean on each other when tough questions arise. Our conversations are honest and sometimes challenging — but always constructive.

One of the most important lessons we’ve learned is that real collaboration is not easy. It requires patience, vulnerability, and a shared commitment to doing what’s best for students — even when that means letting go of long-held ways of operating.

For David, the example of the Ursuline Sisters has been especially powerful. For this merger to move forward, they had to formally relinquish their reversionary rights to the Ursuline College campus — a profound act of stewardship and faith in the future. Their willingness to release something so sacred, not because it was broken, but because they believed it could thrive even more in a new form, has served as a moral compass for this entire endeavor.

As presidents, we too are learning what it means to hold leadership with open hands — to lead boldly, but also to know when to step back and let something new take shape.

Reimagining Possibility

This merger is not about survival. It’s about thriving. It’s about creating something new and exciting that neither of us could do alone.

Together, we are building a multi-campus system that spans urban and suburban environments, two distinct regional markets (Erie, PA and Cleveland, OH), and even a graduate campus in Florida. This means more options for students, more flexibility in programming, and more opportunities to meet students where they are — geographically, financially, and academically.

We’re also preserving what makes each institution unique. Ursuline will retain its name and identity as Ursuline College Campus of Gannon University, continuing to reflect the legacy of the Ursuline Sisters while benefiting from the broader infrastructure and resources of a larger system.

This model — one that honors legacy while embracing transformation — offers a compelling blueprint for other institutions facing similar pressures. Every campus is different, and there is no one-size-fits-all solution. But we believe this partnership demonstrates what’s possible when two strong institutions come together with humility, courage, and vision.

Lessons in Courageous Leadership

This experience has shaped us both in profound ways.

Walter has learned to listen more deeply — to seek out diverse perspectives, to honor concerns, and to ensure that every decision is rooted in trust. He’s seen firsthand how collaboration requires letting go of ego and embracing honest dialogue, even when it’s uncomfortable.

David has reflected deeply on the concept of stewardship — the idea that leadership is not about ownership, but about responsibility. He’s learned that part of being a courageous leader is knowing when to release, to trust, and to invest in something bigger than yourself.

Together, we’ve come to understand that transformation is not the work of a single person or a single moment. It’s the result of a community-wide willingness to adapt, evolve, and move forward — even without all the answers.

To us, courageous leadership means showing up fully — fully available to the call to serve, fully aware of and embracing the realities of the institution, and willing to step into the crucible of the moment. Put simply, courageous leadership is not a goal in itself; it’s the outcome of how we choose to respond when we are tested.

In a time when higher education faces mounting challenges, we hope our story offers a glimmer of hope. Yes, change is hard. Yes, transformation brings uncertainty. But it also brings possibility, creativity, and the chance to build something extraordinary.

We are proud of what we are building together. And we are even more excited for what comes next — not just for our students, but for Catholic higher education as a whole. We hope our journey shows others that when you have the right partner, a shared purpose, and the courage to walk the path as you map it, anything is possible.