Dianne Avery

This University of Maine Town Hall transcript, held in October 2025, addresses the institution's current financial challenges, particularly a projected $6 million revenue shortfall for FY26 due to declining enrollment, and outlines strategies for the upcoming FY27 budget with a potential $19.8 million gap. Key initiatives include implementing cost controls, optimizing academic and research programs through the Strategic Review (S sur) process, and exploring new revenue opportunities like online offerings and targeted marketing. The discussion also highlights system-level priorities such as artificial intelligence, 90-credit degree programs, and direct admissions, aiming for financial stability and enhanced student success.

This document presents the Strategic Vision and Values framework, designed to guide the University of Maine over the next five years. It outlines a vision to transform lives through research, teaching, and public service, supported by values of fostering learner success, discovering and innovating, and growing partnerships. The framework establishes three primary goals: to support and grow Maine's economy, provide accessible and affordable education, and cultivate a diverse, inclusive, and rewarding environment for all stakeholders.

The Institute of Medicine outlines its strategic direction to advance human health and wellbeing in Maine and beyond. Its vision focuses on enhancing health-related research and delivery through university, research institution, and healthcare system partnerships. The mission is to develop transformative solutions through innovative research, education, and strategic collaborations. Key goals include advancing medicine and healthcare, elevating the University's prominence in health and life sciences, developing a national model for rural medicine, and securing external resources.

The committee meeting addressed adjustments to the FY21 budget, focusing on reductions and sustaining innovation, refining credit hour projections, adjusting for the loss of supplemental appropriation, realigning MEIF dollars to stabilize research, and planning for reductions in faculty and staff FTE and operating funds. Discussions also covered enrollment assumptions for both UMaine and UMM, strategies for working on enrollment and retention, anticipating changes in state appropriation, challenges for housing and dining, and methods to further reduce costs and increase revenues. The 'Define Tomorrow' strategic prioritization process was highlighted, along with research at UMaine, addressing losses and continuing growth, and steps to address the challenges faced by UMM, including the potential suspension of the athletics program and re-alignment as UMaine's coastal college.

This Research and Development Plan for The University of Maine System provides a strategic framework to expand R&D activities across its institutions and the state of Maine. It is structured around three core goals: making Maine the best state in the nation to live, work, and learn by 2030; establishing an innovation-driven Maine economy for the 21st century; and preparing a knowledge-and-innovation workforce for the state. The plan emphasizes increasing R&D investment, strengthening campus-specific expertise, enhancing federal funding competitiveness, fostering student engagement in research, and expanding partnerships with private and public sectors to drive economic prosperity and improve quality of life.