Mergers and Acquisitions: Process Guide

Section I: Rational

Adopted by the Board of Trustees February 21, 2025

The evolving landscape of higher education demands that we remain adaptive, strategic, and aligned with Unity Environmental University’s mission to position ourselves as a multifaceted organization capable of sustained growth. Below are the key aspects of our acquisition strategy, differentiating between higher education and non-higher education acquisition targets, and identifying the guiding principles that will shape our approach.

Section II: Acquisition Strategy Vision

Unity Environmental University has a unique opportunity to lead in environmental education and adjacent fields. Our acquisition strategy must focus on:

• Strategic Alignment
  Acquisitions must complement our mission, expand our geographic reach, and diversify our offerings. Targets should directly support our goal of growing from $90M to $250M operating budget by 2030 while enhancing our impact.
• Operational Efficiency
  Acquisitions should strengthen organizational efficiency by leveraging economies of scale in technology, infrastructure, and program delivery.
• Programmatic Growth
  Institutions with accreditations in high-demand fields such as veterinary technology, health sciences, engineering, business, and educational technology will be prioritized. This will help us diversify offerings while maintaining quality and credibility.
• Labor Market Access
  Acquisitions should provide proximity to robust labor markets, enabling partnerships with industries and access to a diverse talent pool who would not instinctively apply for jobs with us.
• Financial Sustainability
  Targets must align with our financial goals, prioritizing institutions with manageable debt, scalable revenue streams, and seamless integration potential.
• Market Differentiation
  We will pursue institutions or assets that offer unique academic programs, technology platforms, client access, or partnerships, enhancing our distinctiveness and market position.

Section III: Higher Education vs. Non-Higher Education Targets

Higher Education Acquisition Targets
To expand Unity’s core mission, we will prioritize:

• Regional Colleges
  Institutions outside Maine, within 50 miles of major urban centers, offering programs in high-demand fields.
• Specialized Institutions
  Schools with reputations in environmental science, renewable energy, or sustainability.
• Online Education Platforms
  Institutions with robust online learning infrastructure for program scalability.
• Research Centers
  Organizations with intellectual property, patents, or grant-funded research in environmental technology.

Key Criteria

• National or professional accreditation in programs [e.g., AACSB, ABET] that complement Unity’s portfolio.
• At least 70% of facilities are in good condition with space for growth.
• The acquisition must expand our offerings and complement our strengths.

Non-Higher Education Acquisition Targets
To diversify revenue and strengthen financial sustainability, we will focus on:

• Corporate Training Divisions Organizations offering customized workforce development and upskilling programs.
• Technology Platforms
   with proprietary learning platforms or systems that can enhance our operational capabilities.
• Continuing Education Programs
  Verticals tailored to workforce demands, generating scalable revenue through subscriptions and partnerships.
• Research and Innovation Centers
  Entities with licensing opportunities and partnerships in industries such as environmental consulting or renewable energy.

Section IV: When Being Acquired Should Be Considered

While our primary goal is independent growth, we must remain open to acquisition under specific conditions:

• Mission Preservation
  Ensuring the long-term sustainability of our values and goals in the face of financial or operational challenges.
• Financial Stability
  If external constraints jeopardize our operations, acquisition by a like-minded entity may offer a pathway to growth.
• Amplified Impact
  Joining a larger organization could significantly extend our reach and enhance our ability to fulfill our mission.

Section V: Guiding Principles

In approaching acquisitions, our strategy could be shaped by the following principles:

• Bold Leadership
  We will act with the courage to pursue transformative opportunities that position Unity for long-term success.
• Differentiation and Focus
  We will prioritize opportunities that enhance our distinctiveness and align with our strengths.
• Data-Driven Decisions
  Every decision will be guided by rigorous analysis of market trends, financial health, and strategic fit.
• Long-Term Sustainability
  All acquisitions will be evaluated for their capacity to enhance the Unity’s financial, academic, and operational resilience.

These strategic pathways represent an exciting yet complex phase in Unity Environmental University’s evolution. We look forward to the board’s insights and collaboration as we refine and advance these ideas together before a formal proposal; KPI’s etc. is developed.