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Wake Forest Magazine, June 2009 - Past Issues - Wake Forest ...

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&<br />

t r u e<br />

c o n s t a n t<br />

We have been historically and are currently fully<br />

committed to our policy of need-blind admissions,<br />

accepting students regardless of their financial situation.<br />

Our first priority is to honor our commitment to students<br />

whose families earn less than $40,000, who we have<br />

guaranteed that their student loans will be capped at<br />

$4,000 per year over four years. Our next challenge is to<br />

meet the increasing needs of those families for whom the<br />

cost of higher education carries a far greater financial<br />

burden than it did prior to the recession. We will do what<br />

we can to help our current students by carefully managing<br />

our financial aid packages to minimize increases in loans.<br />

We are also allocating a small increase in funds to help<br />

incoming students for whom these economic conditions<br />

present a great obstacle to selecting <strong>Wake</strong> <strong>Forest</strong>. In total,<br />

we will make a modest increase in funding for financial<br />

aid, as that is all current economic conditions allow,<br />

but these funds will be allocated with great purpose,<br />

and I believe with great impact on our ability to sustain<br />

our considerable momentum, especially in improving<br />

socioeconomic diversity and enhancing opportunity.<br />

Maintaining our Physical Campus<br />

Our future success relies upon an ongoing investment<br />

in our campus buildings and critical infrastructure.<br />

Therefore, we have made plans to continue to address<br />

capital projects that are central to our strategic plan.<br />

Last spring we invested more than $3 million in capital<br />

improvements to academic units and more to student<br />

facilities. We sought and have received approval from<br />

the board of trustees to move forward with three capital<br />

projects: a new freshman residence hall to accommodate<br />

planned enrollment growth, a new admissions/welcome<br />

center to accommodate our growing number of visitors<br />

and our new applicant interview process, and a modest set<br />

of upgrades and repairs to athletics facilities. We also are<br />

pursuing plans to merge the faculty of the Calloway and<br />

Babcock Schools in a new business school that will rely<br />

on the renovation of the Information Systems building<br />

adjacent to the Worrell Center. These projects will be longterm<br />

financed following long-standing guidelines created<br />

by the board of trustees.<br />

LOOKING FORWARD<br />

As the board considered our strategic priorities and<br />

investments, they were impressed that each administrative<br />

unit is looking ahead toward FY10-11, which may be an<br />

even more difficult year because of the way operating<br />

revenue is calculated from the endowment, by aggressively<br />

assessing programs, setting priorities in accordance with<br />

the strategic plan, and cutting non-essential expenses.<br />

The budget that was approved recognizes that the cuts<br />

made this fiscal year must be continued, and that we<br />

must generate new revenue to support our strategic plan.<br />

Therefore, the board of trustees approved a moderate<br />

investment in our Advancement Office in order to increase<br />

our capacity to raise private donations for key strategic<br />

priorities.<br />

Together with our commitment to the more stringent<br />

expenditures prescribed by the budget, an increase in<br />

fundraising will position us to meet the impending<br />

challenges that await us in FY10-11.<br />

Although the reality of endowment decline will be felt<br />

more deeply next year, we hope to stave off its impact<br />

through the measures we are undertaking this year to<br />

control our costs and increase our revenue. In sum, we<br />

are determined to capitalize on this rare opportunity to<br />

increase our competitiveness nationally, while holding<br />

sacred our distinctiveness as the nation’s leading collegiate<br />

University.<br />

It is my firm belief that these measures provide the<br />

best course for <strong>Wake</strong> <strong>Forest</strong>. The board of trustees is fully<br />

supportive of the direction we have taken. As always,<br />

I invite and look forward to your ideas, questions and<br />

advice. I will continue to keep you informed as we move<br />

forward implementing our plans. Let me also say that<br />

<strong>Wake</strong> <strong>Forest</strong> cannot live up to its vitally important mission<br />

without the ongoing support of its alumni and friends,<br />

like you. Your work on our behalf and your generous gifts<br />

breathe life into the plans we make today to live up to our<br />

motto, Pro Humanitate.<br />

Thank you for all you do for our students, for each other,<br />

and for <strong>Wake</strong> <strong>Forest</strong> every day.<br />

48 wake forest magazine

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