大象传媒 Western provides access and opportunities. We are an invaluable resource to individuals, families, our community, and the State of 大象传媒. We educate and elevate in a special way. As we collectively focus on student success and constantly strive for excellence, we can make significant progress if we stay positive and focus on the advantages provided by 大象传媒 Western. Although much work and many challenges are ahead, we will emerge even stronger.<\/p>\n
Mounting Challenges\u00a0<\/strong><\/p>\n Without question, we are not immune to the forces driving unprecedented change across the higher education sector and challenges specifically facing our institution. COVID-19 and associated challenges have only complicated things even more. Such forces have led to universities making significant adjustments to staffing and programs in recent years (this includes Mizzou and 大象传媒 State just to name a few), merging, or even closing their doors.\u00a0 In our case, we are grappling with the impact of:<\/p>\n Until recently, the extent of these and other challenges was not fully appreciated in terms of our yearly budget, annual expenditures and available resources. In fact, in October, we announced a revised $3.178 million projected deficit for this fiscal year. Before the COVID-19 issues started impacting our institution, we had made progress. We have realized savings through some personnel moves and reduced expenditures, but these gains have been offset by legacy issues, lower student credit hours this academic year, maintenance expenditures and other unexpected expenses. Unfortunately, we need to address our immediate issues and other challenges without delay.<\/p>\n What Have We Been Doing?\u00a0<\/strong><\/p>\n To ensure our survival, both short-term and long-term measures are critical to help us survive and thrive in the climate currently facing 大象传媒 Western and higher education. Over the past eight months, we have been working across campus to address our budget issues. We have made difficult decisions to eliminate\u00a0a significant number of senior administrative and management positions, reduce staff, stop doing certain things and trim operating budgets<\/em>\u00a0among other things. We have also\u00a0centralized and consolidated some operations, tapped into resources from our Foundation, and explored possible revenue streams<\/em>\u00a0through community and business partners. These moves have been designed to sustain us in the short-term.<\/p>\n At the same time, we have also been working diligently to ramp up student recruitment efforts and roll out new initiatives to assist us in the long term. Please remember that all of these new initiatives are specifically\u00a0designed to attract and retain students<\/strong>\u00a0while both providing them with additional opportunities and building an even greater sense of community on our campus. These initiatives include\u00a0Gold Fridays<\/a>, Griffon Guarantee Scholarship<\/a>, Center for Service<\/a>, esports<\/a>, lacrosse<\/a>, Global Center<\/a>, and Military & Veterans Center<\/a>.\u00a0<\/em><\/strong><\/p>\n It is important to remember that similar budget deficits will persist in future years unless we permanently reduce expenditures or increase revenue. Based on a host of factors, we have fewer options available to attack current and future shortfalls. For these and other reasons, we need to adjust to our enrollment without sacrificing focus and innovation. More than anything, it is critical that we find ways to stabilize our financial position in very short order.<\/p>\n University Convenes a Financial Advisory Council in February\u00a0<\/strong><\/p>\n To that end, the Board of Governors passed a strategic policy to help explore solutions to stabilize the University\u2019s finances while facilitating an enhanced focus and a strengthening of the University\u2019s core. This policy involves planning and discussions among administration, faculty, staff, and student leadership. Since that point in time, we have had a Financial Advisory Council review and confirm the urgency of our situation.<\/p>\n As part of the process to address our state of financial emergency, we convened an Academic Review Board (ARB) to assess data for each under-enrolled major and minor (e.g. enrollments, graduations, student credit hours, annual program reports, faculty counts, etc.) together with student demand for majors\/minors, program viability, and career prospects. Over the past three weeks, the ARB spent countless hours reviewing programs that do not meet the state\u2019s annual graduation guidelines (10 students per year) or otherwise sustainable enrollment levels. The ARB review focused on financial sustainability. By no means did the review question the quality, value, or rigor of a program or professor.<\/p>\n Proposal for a Two-Year Phase Out of Certain Programs\u00a0<\/strong><\/em><\/p>\n Unfortunately, the University is compelled to contemplate steps that are very difficult and unpleasant for all of us. These proposed steps are intended to sustain the University and avoid additional job losses.<\/p>\n The campus community has until April 15 to provide input at which time the Provost will finalize his recommendations and submit them to me for consideration. At the end of April, I will present my recommendations to the Board of Governors for action.<\/p>\n Closing Thoughts and\u00a0<\/strong>List of Programs Retained<\/strong><\/p>\n I am including below a list of the programs currently proposed for retention at 大象传媒 Western. It is notable that\u00a0currently<\/strong>\u00a0over 75% of our graduates come from only 31% of our programs<\/strong><\/em>. Unfortunately, we simply cannot afford to subsidize under-enrolled programs any more. It is not possible to spread our resources so thin and essentially be everything to everyone.<\/p>\n While the phasing out of programs isn\u2019t welcome news, our viability and long-term success as an institution is dependent upon our continuing efforts to serve our students and prepare them for success. It is important that we strengthen our core while continuing to look at new approaches and enhanced programs. We also must do what we can to make college affordable and offer the academic programming that will enable students opportunities to thrive and prosper in the workplace. Our strategies are designed to leverage our strengths to continue that mission.<\/p>\n This is an outstanding university with wonderful people. We have motivated students who come to us to pursue their dreams. We can work together to overcome the challenges before us through positivity, collaboration, patience and understanding. I invite you to help me in continuing our spirit of collegiality, pride, commitment and family on our campus. I encourage you to talk positively about the University whenever possible.\u00a0 Also, I invite you to send students to our fine University.<\/p>\n Thank you for all you do to support our students and institution. We hope to emerge stronger moving forward.<\/p>\n Sincerely,<\/p>\n President Matt Wilson<\/p>\n Dear Griffon Nation, During this difficult and unprecedented time, we hope that this email finds you and your loved ones well. We also want to express our heartfelt gratitude for your support of 大象传媒. At the same time, I invite you to spend a few minutes reading and digesting the information below. 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