Message from the President

Dear Colleagues,

The past few months have been a period of reflection and difficult decision-making for the University of New Orleans. Like many institutions across the country, we have faced mounting financial challenges. Our beloved university, which has long been a cornerstone of education and innovation in New Orleans, is confronted with a significant structural budget deficit. This deficit is primarily driven by a combination of declining enrollment and rising operational costs. As we have worked diligently to address these challenges, it has become clear that we must continue to take difficult steps to ensure that UNO remains a thriving institution for generations to come.

UNO’s mission and vision remain at the heart of every decision we make. As an urban research university, we are committed to providing educational excellence and empowering our students to succeed in the dynamic global economy. We are also committed to strengthening the city of New Orleans by producing graduates who go on to become leaders in fields that directly contribute to the local economy and enrich our community. Our university is not just an academic institution; it is an integral part of New Orleans’ social, cultural and economic fabric. We take seriously the responsibility to preserve that legacy. UNO’s recently launched UNO 2030 strategic plan remains the university’s north star, guiding its decisions during these turbulent times. This plan, which outlines a vision for long-term success, is anchored in a commitment to student success, research and community engagement.

Today, I am writing to you to share that we have had to make the incredibly difficult decision to implement furloughs for eligible employees for at least the remainder of the 2024-25 fiscal year. The following employees are exempt from furloughs: full-time teaching faculty, those on an H1B visa, those in positions fully funded by grants, those with athletic contracts, part-time employees and contract employees. The furloughs will be tiered, which means the amount of furlough days per pay period will depend on the salary band of the employee. The higher the salary, the more furlough days will be required. Employees will receive additional communication with more specifics on the timing and length of furloughs. We also anticipate that there will be layoffs in the near future. We are committed to providing support for affected employees, including access to counseling services, job placement assistance and guidance on unemployment benefits. It is painful for us to acknowledge the impact these decisions will have on our valued employees, and I am deeply aware of the hardship this will cause. These individuals have dedicated themselves to our mission of providing a high-quality education and serving our community, and their contributions have helped shape UNO into the institution it is today.

The financial circumstances we face are a result of factors that have been years in the making. Now, we must right-size our budget to match our current revenues. As you know, we have already implemented a number of measures including a hiring freeze, a spending freeze, eliminating vacant positions, reducing the number of administrators, reducing our physical plant and reducing our administrative expenses. These steps were necessary to minimize the immediate impact on the university, but unfortunately, the deficit was not mitigated by a surge in spring enrollments, which requires us to take additional actions.

As we have made these painful decisions, we have been guided by our commitment to our students, our city and our mission. The decisions we made were not taken in isolation. We carefully evaluated all available options, including academic programmatic cuts and further reductions to athletics. After much deliberation, we determined that these actions, though painful, are essential for ensuring the long-term financial stability of UNO. By making these difficult decisions now, we are taking proactive steps to safeguard the future of the university, to protect our academic mission and to continue serving our students and the New Orleans community with the same commitment we have always demonstrated.

Looking forward, the UNO 2030 strategic plan will continue to shape our efforts to strengthen recruitment and retention, improve operational efficiencies, expand our partnerships in the community and secure new funding sources through grants and private-sector partnerships. The goal is to protect the long-term health and stability of UNO. As we make these adjustments, we remain committed to ensuring that UNO is an essential educational resource, a driver of economic growth and a hub of innovation in the region. We will continue to advocate for increased state support for higher education and are exploring creative partnerships that will help sustain and enhance our university.

I know that this is a challenging time for all of us. But I firmly believe that the steps we are taking today will position UNO for a future of growth, stability and continued excellence. Our university remains deeply committed to its mission, and I am confident that we will emerge from this period stronger and more focused than ever before. Together, with the ongoing support of our community and partners, we will secure UNO’s future as a vital asset to New Orleans and beyond.

Thank you for all that you do for UNO. Together, we will navigate this challenge and continue to build a brighter future for our university and the New Orleans community.

Sincerely,

Kathy Johnson, Ph.D.
President
The University of New Orleans