We want you to know that we see and appreciate all that you are doing to put our learners first and to work together to address the budget challenges as we plan for the University of Maine’s strong, sustainable future. Thank you to all who came to the Presidential Town Hall. You can access the full presentation here. The recent “Enrollment 101” session led by Vice President Kevin Coughlin, the Enrollment Management team, and Associate Provost Debra Allen will soon be posted on the Provost Office website.Ěý

As reinforced at these public events, through our ongoing engagement with the Faculty Senate and other valued campus groups, and in our recent letter, 91¸ŁŔű leaders are deeply committed to continued transparency and collaboration, including as it relates to the development of the FY28 budget. This letter continues our effort to share information with members of our university community and the public as it becomes available.Ěý

As we draw on priorities and ideas generated through the Strategic Re-Envisioning (SRE), we are also developing increasingly refined enrollment projections, improved clarity about the changing federal funding and policy environment, and other factors that will affect our budget in FY28 and beyond. We should note that assumptions about compensation, tuition, University of Maine System (UMS) shared services costs, and state appropriation are all beyond our direct control and subject to change, which impacts our planning.

91¸ŁŔű is not alone in facing challenges. Universities across the nation are confronting unprecedented budget deficits resulting from the same factors. Those include declining enrollment, federal funding and policy uncertainty, pressure on state budgets, and rising operating costs. Those universities are also considering, or have already taken, similar measures to raise revenue and reduce expenses, including layoffs and retrenchments. 

As we informed you in September, Academic Affairs, which represents approximately half of 91¸ŁŔű’s budget, has committed to reducing its FY28 base expenses by $10M. All other units understand that resolving the additional $9M shortfall falls to them. Here we summarize how the other major areas of the university, as represented by the Cabinet leaders below, have committed to make reductions to their base budgets. In those non-academic areas as well, workforce reductions will unfortunately be necessary to more closely align the university’s expenses with revenue on an ongoing and permanent basis. The adverse impact of such actions on our students and the wider community will be mitigated to the fullest extent possible, with sensitivity to the impact on affected employees and their colleagues and full adherence to all collective bargaining agreements (CBAs).Ěý

Expense reduction in non-academic units

Multiple approaches to expenditure reduction have been identified and will be implemented. In addition to layoffs, some approaches are common to all Cabinet areas: decrease in reliance on external vendors; elimination of some vacant positions; funding certain positions with external funds rather than E&G; centralization of some functions for greater efficiency; reduction of some forms of additional compensation; use of one-time non-E&G reserves; sunsetting of non-critical functions, and automation of tasks to streamline essential, time-consuming, manual functions. 

Other approaches are only suitable to particular units given their functions and existing CBAs, including: modification of the length of some annual appointments; control of overtime expense; consolidation and realignment of units; pursuit of new external sponsorships and licensing revenues; facilities usage fees for external clients; facility use optimization; fee increases; and sale of real property and other monetizable assets. As these approaches are examined and implemented, the university remains committed to close consultation and procedural and policy compliance with appropriate groups, ranging from our bargaining units to the UMS Board of Trustees.   Here are examples of what units may implement, in accordance with CBAs:

• Athletics: Modification of the length of some annual appointments and not filling select vacated positions.
• Student Life: Modification of the length of some annual appointments and elimination of some vacant positions.
• Research: Consolidation of centers/institutes.
• Strategic Partnerships, Resources, Innovation and Engagement: Elimination of some vacant positions, covering more expenses with external revenue, and reduction in the use of external contracts.
• Finance and Administration & Facilities Management: Combination of units and greater control of overtime expenses.
• President’s Office (Including Marketing & Communications and Cultural Affairs units): Reductions in operational expenses, limited use of external contracts, modification of the length of some annual appointments, and not filling select vacant positions. 

Revenue generation in non-academic units

While striving to decrease the size of the deficit through ongoing reductions to the base budget such as those noted above, the use of one-time funds is inevitable again in FY28. As always, we are exploring ways to generate new reliable revenue. For example, an expanded agreement with our existing partner Sodexo will support increased events and conferences throughout the year, including in the summer months. Additionally, each of the units listed above is expected to find a 1% revenue increase. As a result, the university has modestly budgeted for $1M in increased recurring base revenue beginning in FY28. 

Taken together, we anticipate that the expenditure reduction measures enumerated above and new sources of revenue will account for about $6M of the $9M shortfall in non-Academic Affairs areas. Assuming these targets are met, the remaining $3M gap will present a challenge and closing this will be the Cabinet’s main focus over the coming weeks. 

We remain committed to providing an outstanding learner-centered experience, to establishing new fundraising initiatives with incoming leadership at the 91¸ŁŔű Foundation, and to ensuring our capacity to be competitive for external research funding while meeting changing compliance requirements coming from the federal government.  

Thank you for your continued constructive ideas as we develop the FY28 budget to present to the System in January, and for all that you do to advance our students, our state, and the important mission of the University of Maine and its regional campus in Machias.

Sincerely,

Joan Ferrini-Mundy, President 
University of Maine and University of Maine at Machias 

Gabriel Paquette, Executive Vice President for Academic Affairs and Provost

Jenny Boyden, Vice President for Finance and Administration & Chief Business Officer

Andrea Gifford, Dean of Students

Giovanna Guidoboni, Vice President for Research

Jude Killy, Vice President and Director of Athletics

Nicole Lawrence, Vice President for Human Resources

Jake Ward, Vice President of Strategic Partnerships, Resources, Innovation and Engagement

Every day at 91¸ŁŔű, we see our mission in action. Students work alongside faculty and staff in research labs, create and perform in the arts, and learn from Maine’s forests, farms, and coast. They ask questions, test ideas, and contribute to work that matters to our state and the world.

This is the essence of a learner-centered R1 university: bringing teaching and research together more effectively to enrich students’ education and support their success. Discovery takes place across disciplines, and students have opportunities to take part from their first days at 91¸ŁŔű.

This October, we will celebrate this mission during Learner-Centered R1 Showcase Month. We invite our students, faculty, staff, families, alumni, future Black Bears, and neighbors from across Maine to join us. Among the month’s highlights are open houses at the new GEM facility and the Sustainable Aquaculture Workforce and Innovation Center (SAWIC) on October 3, 17, and 25. 

At GEM, visitors can appreciate the scale of 91¸ŁŔű’s 3D printing capabilities. At SAWIC, they can learn how research and hands-on education are helping prepare people for the future of Maine’s working waterfronts. Fall Open House on October 17 will welcome prospective students and their families to campus, with tours of new research and learning spaces.

There is much more happening throughout October, including facility tours, conversations with students and faculty, and events at 91¸ŁŔű’s arts and cultural centers. Take a look at the full Showcase Month calendar and find something you’d like to attend. Family & Friends Weekend, October 2-3, and , October 23-25, offer additional opportunities to gather and reconnect.

We are grateful to the faculty and staff whose teaching, research, and dedication bring this mission to life. We hope that you will join us this month to celebrate our momentum and all that is possible at 91¸ŁŔű and 91¸ŁŔű Machias.

Sincerely,

Joan Ferrini-Mundy
President

Gabe Paquette
Executive Vice President for Academic Affairs and Provost

Giovanna Guidoboni
Vice President for Research

Thank you for your hard work and continued dedication to our students and university as we begin the new academic year.

Consistent with our commitment to more frequent and detailed communication, we write today with an important update about our Strategic Re-Envisioning (SRE) initiative and the development of the FY28 budget.Ěý

As you know, SRE was launched in 2024 to develop shared priorities for the future of our flagship university during an increasingly turbulent period for U.S. higher education. We are grateful to the hundreds of individuals who participated in SRE. Consensus emerged around the vision of 91¸ŁŔű as a learner-centered, R1 university. In the coming weeks, we will share the summative SRE concept paper. In the meantime, for current progress and updates, please visit the SRE website.Ěý

In January 2027, 91¸ŁŔű will submit a draft FY28 budget to the University of Maine System (UMS),Ěýinformed by the priorities we developed together through SRE, our future enrollment expectations, the realities of the rapidly changing federal funding and policy landscape, and numerous other factors — some of which are not in our control. Over the subsequent months, the draft budget will be reviewed, revised, and ultimately approved by the Board of Trustees. For this reason, the September through December period requires our intensive work to develop the budget proposal.Ěý

Our operating costs have increased at a faster rate than both our State appropriation and tuition. Due to demographic and other enrollment pressures, tuition revenue has been flat or down. Recent federal changes have affected research funding, financial aid, and learner access to our institution, particularly among international students. We have stepped up efforts to address decades of deferred maintenance, which is crucial for student and employee recruitment, retention, and success. As a result, we face a significant and growing structural gap. As we shared in the April 2026 , in FY28, that gap, based on current assumptions about revenue and expenses, will grow to $19M unless changes are made.

We acknowledge that you have heard some of this before, including last year. Here is why the FY28 budget process must be different: our E&G reserves have dwindled, college/unit operating budgets have been reduced dramatically, and the use of one-time funds and savings has been maximized so we could minimize the impact on personnel and positions. Our university has done outstanding, difficult work to make reductions and reorganize for efficiency, and we recognize that comes at a cost. Progress has been made, but we must continue to seek permanent, structural solutions both by increasing revenues and reducing expenditures.

Over the past few months and drawing on SRE recommendations and widely vetted data, 91¸ŁŔű leadership developed informed projections about future enrollment, modeled impacts of the changing federal landscape, studied creative options for revenue generation and monetization of assets, and reviewed contracts and sponsorship arrangements.Ěý

After considering a multitude of approaches and solutions, we have concluded that strategic staff layoffs and faculty retrenchments will be necessary to reduce the university’s expenses on an ongoing basis. We recognize that such personnel actions are painful for those directly impacted and for the overall morale of our entire university community. Until now, 91¸ŁŔű has largely managed to avoid employee reductions, despite deep and widespread budget cuts by peer universities across the country. Each cabinet member and director has examined their own area to identify potential realignments, personnel changes, and ideas for new initiatives that will reduce expenses and generate revenue. Please know that everything that can be done to minimize the number and adverse impacts of layoffs and retrenchments will be pursued aggressively in the coming months as we plan for FY28 and beyond.

Informed by the Provost’s Office and Deans, Academic Affairs, which represents approximately half of 91¸ŁŔű’s budget, has committed to reducing FY28 base expenses by $10M, resolving about half of the total university shortfall.

The Academic Affairs portion of the FY28 budget proposal will permanently eliminate about one fifth of vacant positions, decrease overload teaching and other instructional budgets, consolidate sections, and reduce some types of additional compensation, collectively resulting in a base savings of about $2.1M. Over the longer term, additional measures may include increasing seat caps in courses, reducing discretionary course releases, and closing underenrolled programs.Ěý

On the revenue generation side, Academic Affairs will assume responsibility for bolstering enrollment by 1% above current headcount projections in each of the following key categories: the Fall 2027 first-year class, transfer students, tuition-paying graduate learners, and adult degree completers. In addition, undergraduate retention across all years will be improved by 1%. We estimate that meeting these targets, which are modest and realistic and for which we are developing specific strategies, would yield $2.2M for our base budget, recurring annually.

The remaining $5.7M gap could be partially closed by changing the assumptions embedded in short-term measures mentioned above. For example, the elimination of vacant positions by 40% instead of the planned 20% could yield a further $1.5M in savings. Making such changes would require further analysis about feasibility and unintended consequences.

If key assumptions are not ultimately adjusted, and if new options do not materialize, resolving the remaining $5.7M Academic Affairs deficit will inevitably require faculty retrenchments and staff layoffs, going beyond what standard attrition (e.g., retirements and voluntary departures) could address.

At the same time, we recognize that some areas of the university are under-resourced, including in academic areas with growth potential, as demonstrated by student and workforce demand and enrollment management data. If we were able to increase capacity and enroll more students in those programs, our revenue would increase sharply. We plan for targeted hiring in those prioritized areas to enable that enrollment growth.

Similarly, data assembled as part of SRE starkly revealed that some academic areas are understaffed currently, even without a growth plan. This burdens faculty (e.g., significant advising loads), necessitates overloads and other instructional investment, and negatively impacts morale. We hope to address this by hiring full-time faculty, particularly lecturers on 10.5-month contracts, in areas of acute need to increase capacity.

We understand that the necessary actions we have overviewed here willĚýcause concern and anxiety. The Provost’s Office, in partnership with the Deans, will communicate information and concrete plans as they become definite, seeking input as appropriate and consistent with our commitment to shared governance. Additional proposed actions are under development by all other cabinet members and will be communicated in the coming weeks. We will also hold a Budget Town Hall in October.

Please know we continue to explore every avenue to reduce expenditures while minimizing the impact on our employees, core programs, and ultimately, our students and ability to fulfill our mission for them and Maine. This includes, but is not limited to, continuing to partner closely with UMS and State leaders, as well as the University of Maine Foundation, to ensure a clear understanding of our budgetary needs and unique responsibilities as Maine’s flagship university, and to identify opportunities for increased support.

We must all work together to lead 91¸ŁŔű into an era of budgetary stability, sustainability, and ultimately, institutional strength. As we do so, our primary commitment remains steadfast: as we actively recruit new learners to 91¸ŁŔű and retain Black Bears already here, we must assure them they can count on an outstanding learner-centered, R1 experience from their first day through graduation and into their careers and civic life.

Sincerely,

Joan Ferrini-Mundy, President

Gabriel Paquette, Executive Vice President for Academic Affairs and Provost

I am delighted to share the news that I have appointed Dr. Giovanna Guidoboni as Vice President for Research (VPR) through June 30, 2027. Dr. Guidoboni has served with distinction since stepping in as interim VPR in November 2025. In a mere ten months, she has successfully helped the university navigate a rapidly changing and complex research funding landscape and realize new opportunities that advance our learner-centered R1 mission. A bold leader with fresh ideas, she has been a valued partner to me, my leadership team, center and institute staff, deans, and faculty, as well as key external research partners in Maine and across the nation. 

While serving as VPR in AY26-27, Dr. Guidoboni will temporarily step down as dean of the Maine College of Engineering and Computing (MCEC), though she will continue to serve as the lead for the University of Maine System (UMS) TRANSFORMS project initiative for advancing engineering and computing statewide. Provost Paquette has appointed a leader to serve as interim dean of MCEC in AY26-27, an announcement will be made later today.

At the beginning of the spring 2027 semester, I will launch an internal search within the System for a permanent VPR, who would have an expected start date of July 1, 2027. The prospectus for this position will draw directly from spring and early summer campus-wide discussions on the future of the Office of the Vice President for Research. In advance of launching the search, I look forward to engaging with the Faculty Senate, research center staff, and VPR staff, and will invite their participation in the search process. Further details on the search process and timeline will be forthcoming.  

Please know we will also invite faculty, staff, and student involvement in the national searches launched this semester for deans of the colleges of Earth, Life, and Health Sciences and Education and Human Development. 

Our entire scholar and research community will benefit from the momentum VPR Guidoboni built during her interim tenure and will carry forward in the coming months. Please join me in thanking her for her willingness to assume this fixed-length appointment.

Sincerely,

Joan Ferrini-Mundy,ĚýPresident
University of Maine and University of Maine at Machias

Hello Black Bears,

Welcome to a new academic year at the University of Maine!

While summer was a busy and active time at 91¸ŁŔű, the start of a new academic year always brings a special sense of energy and possibility.

As 91¸ŁŔű begins its 161st year, we are excited for what lies ahead for learners across our campuses, online, and wherever they engage with 91¸ŁŔű. This is a time to reconnect, look ahead, and think about what we can accomplish together.

For those returning to Orono, one thing will be clear: campus looks different than it did when you left in May.

The Mall pathway has been repaved, and work across North Campus is improving roads, parking, and the areas around our athletics facilities. The new GEM facility is open, creating special opportunities for learning, research, and collaboration. The Sustainable Aquaculture Workforce Innovation Center is also open, helping prepare students for careers in one of Maine’s key industries.

More improvements are underway.

Morse Arena continues to rise as part of the future Harold Alfond Athletics Village. Improvements to Boardman and Jenness Halls, including the new Forest Biomaterials Innovation Center, will support teaching and research across engineering, computing, nanocellulose and PFAS research, and so much more. In Machias, work has begun on the Early College Student Success Center, which will help high school students prepare for college and careers.

These changes are about more than buildings. They are investments in our students, our faculty, and the future of Maine.

At the same time, our research mission continues to gain national recognition. On Friday, we launched 3Dirigo X, our latest advancement in large-scale 3D printing and advanced manufacturing.

We are solving challenges through the Maine Forest Bioproducts Advanced Manufacturing Tech Hub. We are serving as a lead partner in the National Science Foundation-funded Seafood Engine. 91¸ŁŔű faculty were also selected to take part in the Department of Energy’s Genesis Mission, and the university is moving forward with a new Health and Life Sciences Complex.

We are grateful to the faculty and staff whose work has helped make these opportunities possible, as well as to Maine’s congressional delegation for its continued support. Together, these efforts will create opportunities for students and strengthen Maine’s healthcare, forest products and seafood industries, as well as its coastal communities.

We are proud of these positive developments, and there are more to come. As you may also know, we face challenges related to our budget and the ongoing need to modernize our campus infrastructure. We are navigating this together, with input and solutions coming from across the university. These challenges notwithstanding, 91¸ŁŔű’s future is bright. 

There is much to look forward to as a community this fall, including Homecoming, Family and Friends Weekend, athletic events, concerts, exhibitions, lectures, and more. 

That same spirit of excitement and discovery begins during a learner’s first days at 91¸ŁŔű. This year, many students took part in our first Black Bear Bridge Week, and many of those students also participated in Research Learning Experiences, where they were immersed in our learner-centered R1 mission. We concluded the week with a wonderful academic convocation in the Alfond. I want to thank all of the faculty, staff, and students who played important roles in these events by leading, coordinating, and volunteering to support the class of 2030.

To our newest Black Bears, welcome. To our entire community, a hearty Maine Hello. Thank you for all you do to move 91¸ŁŔű forward.

Let’s make this a great year!

Joan Ferrini-Mundy, President
University of Maine and University of Maine at Machias

We are deeply saddened by the , a devoted alumna and generous benefactor whose commitment to the University of Maine touched generations of students, members of our community, and well beyond.

Anne, a proud member of the Class of 1961, met her husband, Richard “Dick” Collins ’59, while they were students here. They married soon after and maintained a close connection to their alma mater throughout their lives.

Anne and Dick’s philanthropy helped transform the former Maine Center for the Arts into what is now the Richard R. and Anne A. Collins Center for the Arts. Their gifts made possible significant renovations to the facility and strengthened its role as a cultural centerpiece for the university and the state. They also helped meaningfully advance Black Bear Athletics, including improvements to Memorial Gym.

Anne took an active role in advancing the Collins Center project and saw the arts as a powerful way to educate, inspire, and bring people together. She and Dick envisioned the center as a place that would serve not only 91¸ŁŔű students and the university community, but people from across Maine. In 2007, they received the Stillwater Presidential Award in recognition of their extraordinary dedication to our university.

Anne will be remembered for her incredible generosity and for creating opportunities for others. Her impact can be seen in everyone who gathers at the Collins Center and in the many ways her support continues to benefit the university.

I never had the opportunity to meet Dick Collins, but my husband, Rick, and I had the great fortune to get to know Anne. I will miss her kindness and wise counsel.

My thoughts are with Anne’s family and loved ones and with those who had the privilege of knowing her. We are grateful for her commitment to 91¸ŁŔű and for the enduring legacy she leaves at our university and across our state.

Sincerely,

Joan Ferrini-Mundy,ĚýPresident
University of Maine and University of Maine at Machias

I am pleased to announce that Dr. James “Jim” Pete will join the University of Maine and the University of Maine at Machias as chief of staff, effective August 1.

In this role, Dr. Pete will work closely with me, our executive leadership team, and colleagues across our campuses to strengthen collaboration, communication, and organizational effectiveness as we advance our shared priorities.

Dr. Pete brings more than 28 years of leadership experience in the military and higher education. Throughout his career, he has led organizations through periods of change, built strong relationships across diverse constituencies, and helped leaders navigate complex challenges. He is known for listening thoughtfully, fostering collaboration, and supporting effective decision-making while keeping people at the center of the work.

Most recently, Dr. Pete served as a professor at the U.S. Naval War College in Newport, Rhode Island, where he taught senior military leaders and government officials while contributing to curriculum development. His experience translating strategy into action and bringing people together around shared goals will be invaluable as we continue advancing our mission as Maine’s learner-centered R1 flagship university, and land, sea, and space grant institution.

Dr. Pete holds a doctorate in education from Creighton University, a master’s degree in national security and strategic studies from the Naval War College, a master’s degree in human resource management from Webster University, and a bachelor’s degree in English communications from Lebanon Valley College.

We are fortunate to welcome a leader whose experience, commitment to service, and collaborative approach will strengthen our university community and help advance our strategic priorities.

I also want to thank William Biberstein for his dedicated service as interim chief of staff and for his steady leadership and support during this transition.

Please join me in welcoming Dr. James “Jim” Pete.

Sincerely,

Joan Ferrini-Mundy,ĚýPresident
University of Maine and University of Maine at Machias

Summer is anything but quiet at the University of Maine and its regional campus in Machias. New students are beginning their 91¸ŁŔű journey, our financial services team is working to implement new aid regulations and maintain learner access to our institutions and opportunity, educators are sharing best practices, and young people are exploring engineering, the arts, athletics, and the outdoors. 

Behind each of these experiences are faculty, staff, and students whose dedication makes our university a vibrant place to learn, discover, and connect.

Thank you!

One of the highlights of the summer has been welcoming our incoming students and their families to Orono for New Student Orientation. They explored residence halls, met future classmates, attended information sessions, and, for many, began to picture 91¸ŁŔű as home.

That same spirit continues across our campuses and centers all summer long. We recently welcomed educators from around the world for the Summer Educators Institute and the Leadership for Professional Learning Symposium, fostering the needed exchange of ideas about teacher recruitment and retention, educator leadership, and the future of schools.

Experiential learning is also taking place in Machias, where a partnership with our marine field station, the Downeast Institute, offers students a two-week introductory oceanography course. Students earn university credit while exploring Maine’s marine environment through hands-on learning along the beautiful Bold Coast.

Summer also brings a wide range of programs for Maine PK-12 students, who we hope will be future Black Bears. These include engineering and computing experiences, Upward Bound college-preparation programs, arts and cultural opportunities, athletic camps, and 4-H youth development programs across the state — including Bryant Pond Camp, the Tanglewood Learning Center in Lincolnville, Greenland Point Conservation Camp in Princeton, and Blueberry Cove in St. George.

These activities demonstrate the many ways our university fulfills its teaching, research, and public service mission throughout the year.

One thing that has stood out to me this summer is that visitors are not simply hearing about our future; they are experiencing it firsthand. They see a university addressing deferred maintenance, expanding opportunities, and strategically preparing for the future. Despite the broader pressures facing higher education and our university, we remain committed to advancing student success, serving Maine, and keeping our mission front and center because Maine’s success depends on its flagship university and largest driver of educational attainment and economic development.

As visitors make their way across our Orono campus, they pass the nearly completed GEM facility and Sustainable Aquaculture Workforce Innovation Center. Nearby, Morse Arena continues to rise as part of the future Harold Alfond Athletics Village. In Machias, planning is also underway for a new Early College Student Success Center, which will provide high school students with a dedicated space to connect, access academic support, and strengthen their transition to college and careers.

Together, these capital projects represent one of the most significant periods of investment in our university’s history. This support from our federal, state, philanthropic, and private partners reflects confidence in our mission and strengthens our ability to serve our students and Maine for years to come.

We look forward to welcoming a new class of students to both campuses next month. In Orono, Black Bear Bridge Week will introduce incoming students to campus life before the academic year begins. In Machias, New Student Orientation will welcome new and transfer students the weekend before classes begin.

Whether someone visits for orientation, a conference, a camp, or another program, they experience an R1 learner-centered university that is continually investing in its students, its employees, and in Maine’s brighter future. That progress is made possible by our faculty and staff. Through your dedication, care, and daily efforts, you help ensure that everyone who spends time on our campuses and centers sees and experiences our public university at its best.

Thank you.

Joan Ferrini-Mundy,ĚýPresident
University of Maine and University of Maine at Machias

As another academic year comes to a close, I want to express my gratitude for the care, creativity, and commitment you bring to the University of Maine and the University of Maine at Machias every day. Over the past year, your work has supported our students, enriched our university, and advanced our mission in deeply impactful ways.

Your efforts help shape our learner-centered R1 university and are reflected in encouraging signs for the coming year. New first-year student enrollment is running ahead of last year at this time, with strong growth among Maine high school graduates. Undergraduate enrollment and student credit hours are also trending positively. We all need to sustain these efforts to attract learners to this great university, throughout the summer and beyond.

These trends reflect the outstanding work already being done across our community to support student success and the student experience, particularly at a time when higher education institutions across the country continue to face demographic and financial headwinds. With the FY27 budget now approved, we are well-positioned to continue this important work, even as we work collaboratively to strengthen our long-term financial sustainability.

This momentum is also reflected in the continued strength of research and creative activity, with summer serving as an important season of discovery and preparation for the year ahead.

I also want to recognize several colleagues whose commitment has made a lasting impact on our universities. Please join me in thanking Scott Delcourt for his decades of leadership in graduate education and research at 91¸ŁŔű, Jeff Mills for his transformative leadership of the 91¸ŁŔű Foundation, and Megan Walsh as she prepares to begin a new senior academic role at Edgewood University following her service to 91¸ŁŔű Machias. Their contributions have advanced our mission and strengthened our universities in meaningful ways.

I am also pleased to welcome Susie Monagan as the new executive director of the Collins Center for the Arts. Susie brings extensive experience in arts leadership and community engagement, and I know she will help continue the Collins Center’s role as a vibrant cultural gathering space for the university and the state.

I hope the summer months provide opportunities for research, renewal, and time with those who matter most to you. Thank you again for everything you do for our students, our universities, and the people of Maine. I look forward to seeing those who are here this summer, and to welcoming many of you back to our campuses in August as we gather once again for blueberry pancakes, the start of a new academic year, and Maine Hello welcoming another outstanding class of Black Bears.
Sincerely,

Joan Ferrini-Mundy,ĚýPresident
University of Maine and University of Maine at Machias

Thank you for your hard work and dedication to making our 2026 Commencement a resounding success. It was an incredible weekend of celebration for our graduates, beginning with an action-packed Hearty Maine Farewell and finishing with a memorable ceremony at our regional campus in Machias.

It was great to be back in Alfond Arena this year for our Graduate School and undergraduate ceremonies, returning to tradition and celebrating in the beautifully renovated arena. I know this meant a lot to our students, and I thank all who made this return possible.

To our nearly 150 volunteers, including students, faculty, and staff, we are grateful for your contributions to making this weekend an enjoyable experience for our graduates, their families and our greater community. I was proud to see so many talented researchers and educators represent the university as faculty marshals. We simply can’t achieve the level of excellence we are able to provide without your significant contributions.

This year’s Commencement Steering Committee did a remarkable job coordinating logistics, ensuring a smooth and well-run weekend. I specifically want to thank Kevin Coughlin, Mallory Morehouse, Dianne Avery, Kathleen Harding-Heber, and the President’s Office staff for their efforts. To the team who coordinated the Machias ceremony, including Danielle Wormell, Sarahmarie Abernethy, BJ Marshall, Linda Patryn, Kristen Bono, and Hope Shore, I thank you for your hard work.

Commencement unites this university under our common mission as a learner-centered R1, and that mission was on full display. It was great to see the collaborative work among our colleges, Enrollment Management, Academic Affairs, Student Life, the Graduate School, Facilities Management, Marketing and Communications, Athletics and many more units to make this weekend come to fruition.

You have all outdone yourselves. 

Now, I ask that you take some time to rest and recharge as we prepare to welcome the Class of 2030 and all of our new and returning students with a Hearty Maine Hello in a few short months.

Sincerely,
Joan Ferrini-Mundy,ĚýPresident
University of Maine and University of Maine at Machias