What a difference a few months makes. In the last issue, I referred to “stringent” budget realities. Now, we are in the midst of what can only be described as “harsh” budget realities—certainly the worst that I have seen at UMF. But we at UMF are treating this crisis as a disguised invitation to creative thought.

We don’t think the current financial situation is a short-term problem, so we are taking a very conservative fiscal stance and not counting on the state to deliver any increased support to us in the next two years. In fact, we cannot be sure that the state’s November budget curtailment is the last that we will face. We also don’t think that we can plan to raise tuition beyond the Trustee guideline of 6 percent. We need to stay affordable for families whose budget situations are and will be impacted. We are also planning for modest increases in the costs of doing business, for things such as energy, health benefits, wages and so on. These reasonable budget assumptions are essential for carrying out our budget planning for the next few years. What these assumptions spell for the UMaine System, and for UMF, is fiscal unsustainability in our present form. So, we have to do things differently.

We are using several principles as we re-think how we deploy our resources and how we organize ourselves to deliver teaching and learning. First of all, our mission is paramount—Maine’s public liberal arts college, with our own special brand of hands-on, independent, service-oriented learning. Our strategic plan, which I told you about last time, is our action map to help us carry out our mission. I am very grateful that we have it in place and that it guides our decision making.

Second, we must work to break down artificial organizational barriers that make it harder than it needs to be to serve students effectively and efficiently. We cannot afford the luxury of doing some things the way we always did them. We need to become “one college.” And, as we can find new ways to cooperate with our sister UMS institutions so we can all become sustainable, we will do them.

Third, we have a new set of “three R’s”: recruiting, retention and revenue. We must focus on recruiting new students and retaining the ones we have. We already do these things well, but we have to do them even better. We will be making some organizational changes to accomplish these goals.

This planning is not easy, and some of it is not pleasant. While we are going to have to lose some of our dedicated faculty and staff, and cut back on some programs, we are committed to preserving our mission and our service to students and the state of Maine. The UMF that will emerge in the next year or so will be more sustainable, and just as focused on student learning.

You may be asking, “What can I do to help UMF keep on its path toward sustainability?” Supportive and concerned alumni and friends can do many things. Perhaps you would like to help with recruiting new students or providing internships and mentoring. If you have a job opening for a graduate, let us know! Your time and service are wonderful resources.

Also, tell us your stories and keep in touch! Our alumni successes are the best evidence of UMF’s effectiveness for the legislators who provide so much of our support, for prospective students and their families, and for friends and supporters. We need to know. You need to tell us.

Finally, please remember our students and their needs for scholarships, scientific equipment and athletic and co-curricular activities. Philanthropy, state dollars and tuition are the three major sources that keep UMF going. Frankly, it is a challenging time for all three of them, but students depend on us. Thanks to all of you who continue to be generous with your gifts to UMF.

When this fiscal crisis is over, UMF will be poised for further development, while preserving traditional strengths. UMF will continue to be sustainable far into the future, if we all do our part now.

Sincerely yours,
Theodora J. Kalikow, President