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