Forward

UL Lafayette Stephens hall behind the fleur-de-lis fountain in the Quad.

Office of the Interim President
Forward

Forward

Realigning. Rebuilding. Renewing our focus for the future.

At the �Ӱ�ר��, we�Ӱ�ר��ve never shied away from hard work. Forward is our shared path toward a stronger �Ӱ�ר�� Ӱ�ר�� one built on clarity, collaboration and confidence in our future. Together, we�Ӱ�ר��re making thoughtful choices today that will keep our momentum strong.

This website will serve as a clearinghouse for information as the �Ӱ�ר�� moves forward in addressing its financial challenges. It will be updated regularly as new information becomes available.

Download Dec. 10 Town Hall presentation

Frequently Asked Questions

UL Lafayette is addressing a $25 million structural deficit. Contributing factors include rising operational costs and expenditures and reduced revenues. The �Ӱ�ר�� experienced a decline of approximately 1,700 full-time undergraduate students since 2015, while operational expenditures have gone up.

In addition, the �Ӱ�ר�� has a debt of about $25 million it is working to address.

A structural deficit occurs when recurring expenses exceed recurring revenues. It isn�Ӱ�ר��t a one-time shortfall, but an ongoing imbalance that must be corrected for long-term stability.

A deficit refers to the annual shortfall that occurs when operating expenses are greater than revenues. Debt represents past or one-time obligations carried forward from previous years.

Like many public universities, UL Lafayette has faced costs that outpaced revenue growth. Enrollment changes, staffing increases, rising operational costs, research and program growth, and other challenges have all contributed to the gap between revenue and expenditures.
The �Ӱ�ר��Ӱ�ר��s fiscal challenges developed gradually as recurring expenses exceeded recurring revenues. While every higher education institution has faced post-pandemic pressures, UL Lafayette�Ӱ�ר��s larger size means its shortfall appear greater in scale, though they are comparable in proportion to what some smaller universities have experienced.
The �Ӱ�ר�� continues to take significant corrective action to ensure its long-term financial health.
�Ӱ�ר�� leaders have identified approximately $20.5 million in reductions so far. Each division �Ӱ�ר�� including the President�Ӱ�ר��s Office, Student Affairs, Advancement, Enrollment Management, Research, Athletics, and Administration & Finance �Ӱ�ר�� have reduced operating budgets by 10%. Academic Affairs reductions were capped at 5% to minimize impact on teaching, research and student success. The �Ӱ�ר�� is implementing a series of cost-saving measures, including:
- Ending the hotel housing arrangement, saving approximately $900,000 annually.
- Adjusting the campus shuttle system, resulting in $109,000 in savings.
- Restructuring Commencement into a single-day format, saving about $65,000.
- Improving energy efficiency and building temperature management, saving roughly $200,000.
- Reductions in force across all divisions through position eliminations, retirements, resignations and reassignments, a savings of about $5.5 million.
In addition, the �Ӱ�ר�� has a recurring debt of about $25 million it is working to address.
The �Ӱ�ר�� has already made substantial progress toward stabilizing its finances, identifying $20.5 million in reductions toward addressing its $25 million structural deficit.
The next phase focuses on closing the remaining $5 million gap in the structural deficit and beginning to reduce the �Ӱ�ר��Ӱ�ר��s recurring debt, which totals about $25 million. To accomplish this, the �Ӱ�ר�� has set a target of $15 million in additional reductions over the coming months. This will allow us to fully resolve the structural deficit and make progress on the first $10 million of recurring debt.
These efforts reflect a broader goal of rightsizing our expenditures to our revenues �Ӱ�ר�� ensuring that UL Lafayette operates on a sustainable financial foundation while minimizing the impact on employees, daily operations, and the student experience.

Every division �Ӱ�ר�� including the President�Ӱ�ר��s Office, Athletics, Advancement, Enrollment Management, Student Affairs, Research, and Administration and Finance �Ӱ�ר�� has committed to reducing operational spending by 10%. Academic Affairs identified 5% in reductions so that our core mission of teaching and learning remains strong.

To date, the �Ӱ�ר�� has identified $20.5 million in reductions toward addressing its $25 million structural deficit.
We must now address the remaining $5 million of the structural deficit and begin tackling the �Ӱ�ר��Ӱ�ר��s recurring debt of approximately $25 million. To do so, the �Ӱ�ר�� has established a target of $15 million in additional reductions over the coming months �Ӱ�ר�� enough to erase the remaining deficit and begin resolving the first $10 million of recurring debt. To reach this goal, are looking at the use of one-time monies, revenue generation and other options �Ӱ�ר�� again, while working to minimize the impact on employees, our operations and the student experience.

The �Ӱ�ר��Ӱ�ר��s financial understanding is far stronger today. Leadership has taken a more analytical and data-driven approach, reviewing information at a deeper level than before.
Financial teams now collaborate closely across divisions to ensure decisions are based on verified data and clear trends. This increased visibility allows for better planning, accountability and confidence in the steps being taken to restore fiscal stability and ensure long-term sustainability.
Decisions about the �Ӱ�ר��Ӱ�ר��s fiscal priorities are being made by the President�Ӱ�ר��s Executive Cabinet, in consultation with deans, department and unit heads, and other supervisors across campus.

These leaders are collaborating with campus stakeholders to ensure that decisions are thoughtful, transparent and aligned with the �Ӱ�ר��Ӱ�ר��s long-term mission and fiscal health.
Since needs vary between individual units and divisions, these conversations are focused on the roles, responsibilities and functions of positions, not individuals, and all decisions aim to minimize impacts on operations as much as possible.
The President's Executive Cabinet is leading these discussions in coordination with deans, department and unit heads, and other supervisors. The Executive Cabinet is made up of:
- Interim President
- Interim Provost and Vice President for Academic Affairs
- Vice President for Administration and Finance
- Vice President for Enrollment Management
- Vice President for Intercollegiate Athletics
- Vice President for Research, Innovation, and Economic Development
- Vice President for Student Affairs
- Vice President for �Ӱ�ר�� Advancement
Earlier action might have reduced the scope of the problem, but new measures now ensure greater fiscal oversight. The �Ӱ�ר�� of Louisiana System recently adopted procedures to identify and address campus-level financial challenges more quickly, improving transparency and accountability across all institutions.
UL Lafayette is applying the same principles internally �Ӱ�ר�� regularly reviewing data, strengthening controls and addressing concerns before they grow.
The �Ӱ�ר�� has implemented stronger oversight and more rigorous financial controls to guard against future imbalances. Key measures include:
- Conducting detailed, enterprise-wide reviews of budget and operations to ensure recurring expenses align with recurring revenues.
- Establishing centralized fiscal monitoring and forecast reporting so areas of concern are identified early.
- Requiring divisions to operate within fiscally sustainable models rather than relying on one-time funding sources.
- Coordinating regularly with the �Ӱ�ר�� of Louisiana System on new protocols to increase transparency, detect issues sooner and hold all campuses accountable.
These layered actions work together to reinforce long-term financial health and ensure the �Ӱ�ר�� remains responsive, responsible and stable.
Updates are shared through town hall meetings, campus-wide emails, and this web page. Division heads will communicate specific impacts to their areas once plans are finalized.
Yes. As part of the �Ӱ�ר��Ӱ�ר��s broader effort to address a significant structural budget deficit, more than 75 employees across all divisions have been affected through a combination of position eliminations, retirements, resignations and reassignments.
While personnel costs make up a significant portion of the �Ӱ�ר��Ӱ�ר��s budget, reductions are always considered a last resort. Units have prioritized savings through attrition, position freezes and restructuring before eliminating filled positions, and every effort has been made to minimize the human impact of the fiscal situation.

Employees who work in areas where reductions have occurred may see changes in workloads, reporting lines or job duties. Employees should reach out to their individual supervisors with questions.
The �Ӱ�ר�� is committed to supporting employees during this transition. Affected employees are encouraged to take advantage of several available resources, including:
- Career guidance �Ӱ�ר�� Resume, cover letter and interview strategy support through the Office of Human Resources Consultancy upon request.
- Mental health and well-being services �Ӱ�ר�� Counseling and career planning assistance through UL Lafayette�Ӱ�ר��s Counseling & Testing Center.
Employees with questions about separation, leave payout or benefits continuation may contact Michele Broussard, Director of Human Resources Consultancy, at (337) 482-6246 or michele.broussard@louisiana.edu.
At this time, no specific plans for furloughs or salary reductions have been identified. However, all options remain under consideration as the �Ӱ�ר�� continues to address its structural budget deficit.
The �Ӱ�ר��Ӱ�ר��s priority is to minimize the human impact of these fiscal challenges. Leadership is focusing first on reducing operational spending, freezing or eliminating vacant positions, restructuring units for efficiency, and generating new revenue through enrollment growth, grants and partnerships.

No. Between 2015 and 2025, the �Ӱ�ר�� added 267 positions, not more than 500.
UL Lafayette�Ӱ�ר��s priority remains student success. The �Ӱ�ר�� continues to deliver high-quality instruction, advising and engagement opportunities, and is working diligently to protect its core academic mission.
Dr. Hebert meets weekly with representatives of the Student Government Association to discuss issues of importance to students. These conversations help ensure students are informed about the �Ӱ�ר��Ӱ�ר��s fiscal challenges and that their perspectives are heard throughout the process.
The �Ӱ�ר�� is taking every possible step to minimize the impact of these challenges on students and to preserve the exceptional academic, research and extracurricular experiences that define a UL Lafayette education.

No academic programs have been eliminated. Reductions within Academic Affairs were intentionally limited to 5% to preserve academic quality and protect student pathways to graduation.

The �Ӱ�ר�� has not increased tuition and fees as a result of its current fiscal challenges. Any future adjustments would require approval by the �Ӱ�ר��Ӱ�ר��s governing boards and would be announced to the campus community.

No. The �Ӱ�ר��'s top-tier designation remains secure. The research enterprise generates significant external funding, much of which includes indirect revenues that support operations.
The �Ӱ�ר�� welcomes input on improving efficiency, generating new revenue or enhancing collaboration. Ideas can be submitted to the Office of the President . The form allows anonymous submissions, but respondents may share their contact information if they'd like to be contacted for follow-up conversations about their ideas or concerns.

Regular updates will be shared via presidential communications, during town halls and on this regularly updated webpage.

Campus Communications

Dear campus community,

I�Ӱ�ר��d like to share an update about the steps we are taking to address the �Ӱ�ר��Ӱ�ר��s financial situation and ensure its long-term stability. Since accepting this role last month, I have emphasized that accountability and transparency will guide my decisions, especially when those decisions affect the people who serve this institution.

As part of an ongoing evaluation of our budget and operations, we are moving forward with an organizational restructuring. This effort is focused on improving efficiency and streamlining administrative functions. It also ensures that our structure aligns with our financial realities while furthering our academic and R1 mission, positioning us for sustainable future growth.

This week, we are taking the initial steps in this restructuring and implementing personnel actions. These actions span every division and include a combination of position eliminations, salary reductions, reassignments, retirements and separations.

The positions of three vice presidents have been eliminated as part of this organizational restructuring. Dr. DeWayne Bowie, vice president for Enrollment Management, has retired. Ms. Patricia Cottonham, vice president for Student Affairs, will move into the role of dean of students. Mr. John Blohm, vice president for �Ӱ�ר�� Advancement, will focus solely on his role as CEO of the UL Lafayette Foundation.

Given our financial challenges, I have asked the UL System leadership to increase my salary as interim president by only $1 more than my previous annual compensation as vice president for Research, Innovation & Economic Development. In addition, the vice presidents for Academic Affairs and Intercollegiate Athletics have been asked to take temporary 15% salary reductions.

We began this fall with a need to address an overall $50 million deficit (a $25 million structural deficit plus $25 million in prior fiscal year payables). These actions, combined with earlier personnel decisions and budget reductions, will address $24 million of this deficit. To close the remaining gap, the previously announced 10% budget reductions must be realized through reduced spending from now through the end of June, which will require all of us to maintain fiscal controls. If we don�Ӱ�ר��t, additional budget reductions may be required.

In addition, we are developing a comprehensive revenue generation plan and exploring additional strategies to strengthen our financial position.

We plan to outline more about the organizational restructuring and our revenue generation plan that �Ӱ�ר�� together �Ӱ�ר�� will guide our work moving forward. We will hold a campus town hall next week to answer questions and discuss the path ahead. I�Ӱ�ר��ll share details about that meeting soon.

In closing, I want to acknowledge the impact of the news I have shared today. These personnel actions affect colleagues and campus leaders who have contributed to our �Ӱ�ר�� in meaningful ways, and I am deeply grateful for their service.

These changes are difficult �Ӱ�ר�� but they are necessary to ensure that our �Ӱ�ר�� emerges stronger and is positioned for long-term success. I have confidence in this community�Ӱ�ר��s ability to move ahead and continue its contributions to our students, the region and the state of Louisiana. Thank you for your professionalism and your enduring commitment to our mission and to one another.

Sincerely,

Dr. Ramesh Kolluru
Interim President

Dear friends,

Today, the �Ӱ�ר�� is launching louisiana.edu/forward �Ӱ�ר�� a website created to share information about our ongoing fiscal work and to serve as a central resource for the campus community.

Forward is more than a name �Ӱ�ר�� it�Ӱ�ר��s a theme that guides our continuing efforts. It reflects a collective commitment to transparency, accountability and progress as we address financial challenges and build a stronger, more resilient �Ӱ�ר�� for the future.

The site is designed as a living resource that will evolve as our work continues. It includes:

Regular updates, key documents and plain-language explanations of our efforts;
Frequently asked questions; and
An for questions, comments and ideas.

In creating this site, we worked with faculty and staff representatives whose input was instrumental in shaping the topics and information most relevant to the campus.

That same spirit of collaboration continues through , which has served as an important conduit between the �Ӱ�ר�� community and leadership since the beginning of this effort. To date, we�Ӱ�ר��ve received more than 120 submissions through the form. Leadership has reviewed all of them �Ӱ�ר�� discussing many directly and routing others to the appropriate divisions for follow-up. We�Ӱ�ר��re grateful for the thought, care and concern expressed in every entry.

In the coming weeks, we�Ӱ�ר��ll continue to add new features to the site, including:

A section specifically for students; and
A space highlighting questions and answers drawn from the feedback we have received.

We encourage you to continue �Ӱ�ר�� not only to share your thoughts and questions about the �Ӱ�ר��Ӱ�ר��s fiscal work but also to offer suggestions for improving this website and making it more useful to you. We�Ӱ�ר��ll also hold another campus town hall in November. Details will be shared with you soon.

Keeping the �Ӱ�ר�� community informed, involved and confident in the steps we are taking has been a guiding principle throughout this process. Thank you for your continued engagement, your ideas and your commitment to the �Ӱ�ר��.

With appreciation,

Dr. Jaimie Hebert
Interim President

Dear friends,

Yesterday, I shared that 70 positions across all divisions are affected as part of our work to address the �Ӱ�ר��Ӱ�ר��s structural deficit. Today, I want to offer more detail about how those numbers break down and what they mean for our community.

Of the 70 positions, 51 positions were eliminated �Ӱ�ר�� 28 unclassified employees and 23 classified employees governed by Civil Service rules. The remaining positions reflect retirements, resignations and reassignments. This total does not include the six positions announced last month.

These decisions were made after careful evaluation of �Ӱ�ר�� priorities and operational needs. I recognize how difficult this moment is for our campus. Every individual impacted by this process has contributed to the life of the �Ӱ�ר��. Their work has advanced our mission, strengthened our programs and served our students and community. We are deeply grateful to them.

Our focus remains on creating a sustainable path forward that protects our academic mission and positions the �Ӱ�ר�� for long-term stability. We will continue to make decisions thoughtfully, communicate transparently and support one another as we move ahead.

Sincerely,

Dr. Jaimie Hebert
�Ӱ�ר��Interim President

Dear friends,

Over the past several months, we have worked to address the �Ӱ�ר��Ӱ�ר��s structural deficit. Through careful planning, collaboration and community input �Ӱ�ר�� as well as difficult but necessary decisions �Ӱ�ר�� we have made meaningful progress. I want to update you on where we are and share our next steps.

Earlier today, I met with leaders of the �Ӱ�ר�� of Louisiana System to discuss our continued financial realignment and to outline the actions we will take to ensure the �Ӱ�ר��Ӱ�ר��s long-term stability. Here�Ӱ�ר��s what I shared.

To date, we have identified $20.5 million in reductions toward addressing our $25 million structural deficit. As part of this broader effort, 70 employees across all divisions are affected through a combination of position eliminations, retirements, resignations and reassignments. This total does not include the six positions announced last month.

These personnel changes were not made lightly. They came after thoughtful consideration by division vice presidents, other �Ӱ�ר�� administrators and supervisors of needs and priorities. These decisions are rooted in the responsibility we all share to make choices that strengthen the �Ӱ�ר��Ӱ�ר��s future.

Supervisors will meet with affected employees on Friday. I know this is an uncertain and emotional time and this news will certainly deepen that anxiety. We have chosen to share this information now to give our community time to process and to ensure that communication happens with care.

Each affected employee has contributed to the life and mission of this �Ӱ�ר��. We are grateful for their service to our students, colleagues and community. We are committed to treating every individual with compassion, respect and support throughout this transition.

Our work is not finished, however. We must now address the remaining $5 million of the structural deficit and begin tackling the �Ӱ�ר��Ӱ�ר��s recurring debt of approximately $25 million. To do so, we have established a target of $15 million in additional reductions over the coming months �Ӱ�ר�� enough to erase the remaining deficit and begin resolving the first $10 million of our recurring debt. This step is essential to achieving financial stability and positioning UL Lafayette for long-term health and growth.

As we navigate this period of challenge, our dedication to the �Ӱ�ר��Ӱ�ר��s mission remains unwavering. We will continue to focus on teaching, research and service to the community and state, taking each next step with steadiness and purpose. Because ultimately, what defines this �Ӱ�ר�� is not the challenges we face, but how we face them. We have met difficult times before and emerged stronger. And we will again.

With sincere gratitude,

Dr. Jaimie Hebert
Interim President

Dear friends,

Thank you to everyone who joined today�Ӱ�ר��s town hall. The thoughtfulness of your questions and the concern you showed for our �Ӱ�ר�� and for one another mean a great deal.

The news about staff reductions has created understandable concern for our �Ӱ�ר�� community. Each role represents a person we value, and it is never easy to see colleagues affected. I understand the anxiety this creates, and I want to assure you that we are doing all we can to approach these decisions with care and respect for the people they affect.

The financial challenges we face are significant, and more work lies ahead. As we continue to seek fiscal stability, our focus is clear: safeguard the student experience, support faculty in their teaching and research, and do everything possible to limit the impact on people.

To that end, we have implemented a series of measures designed to reduce costs and preserve resources. Among them:

Restructured Commencement into a single-day format, saving the �Ӱ�ר�� approximately $65,000.
Cancelled the arrangement with a local hotel for satellite student housing, saving nearly $900,000 when transportation and security are factored in.
Adjusted building temperatures, which will save roughly $200,000.
Readjusted the campus shuttle bus system for an additional $109,000 in savings.

As we work to address our fiscal challenges, we are also committed to minimizing the impact of reductions on the essential work of our employees, and we are willing to adjust our approach as needed along the way.

For example, we have approved travel regulations for faculty and staff. For external grants and contracts, domestic travel is allowed; international travel is allowed only when the proposal specifies it. Domestic travel is also permitted when using funds from professorships, endowed chairs, faculty research travel grants, Foundation funds and other external funding. Travel remains restricted for all other funding sources.

These actions are an important start, but they cannot by themselves close the gap we face.

That is why your ideas and perspectives remain so important. I have read many of the suggestions already shared and have reflected on the thoughtful questions raised at both town halls. I look forward to studying additional ideas as they come in, and I encourage you to share your perspective through using this online form.

Continued conversation is essential, and this exchange of ideas underscores the commitments I want to reaffirm to you:

We will be open about what we know and what decisions are being considered.
We will continue to listen and provide opportunities for dialogue.
We will keep our mission at the center of every decision.

These are difficult days, but I believe in the resilience of this campus and in the strength of our shared purpose. That belief gives me confidence as we continue to move forward together.

Sincerely,

Dr. Jaimie Hebert
Interim President

Dear colleagues,

At last week�Ӱ�ר��s town hall, I committed to transparency as we navigate this moment together.

Today, we made the difficult decision to eliminate several staff positions as part of our ongoing work to address UL Lafayette�Ӱ�ר��s financial challenges. These actions included closing the Office of Sustainability and Community Engagement, as well as administrative restructurings in the Office of Communications and Marketing and in the Office of Auxiliary Services. Collectively, six positions were eliminated.

We recognize the seriousness of this step and the impact it carries. Each position represents a colleague and a friend, and I want to acknowledge the very real effect this has on the members of our campus community.

As I shared last week, we are confronting a structural deficit, and while we have identified significant reductions, further action is required to restore fiscal stability. Our priorities remain constant: protect the student experience, support faculty in teaching and research, and minimize �Ӱ�ר�� wherever possible �Ӱ�ר�� the human impact on our campus.

I know actions like those taken today create uncertainty. We have faced hard moments before and moved forward by working together. As I emphasized at last week�Ӱ�ר��s town hall, we will meet this challenge by speaking plainly, working collaboratively and staying focused on our mission.

Wednesday�Ӱ�ר��s town hall will provide another opportunity to update you, address your concerns and hear your ideas. Please join me from 3 to 4:30 p.m. in theStudent Union�Ӱ�ר��s Bayou Bijou Theater. If you are unable to attend or prefer to share your thoughts in another way, you can do so by using this online form.

I know these decisions affect colleagues we care about and the campus we love. Even so, I believe in our resilience and in our shared commitment to UL Lafayette�Ӱ�ר��s mission. Your dedication to our students and to one another gives me confidence that, even in the most challenging of times, we will continue to move forward.

Thank you,

Dr. Jaimie Hebert
Interim President

Dear friends,

At the State of the �Ӱ�ר�� in August, I outlined our fiscal outlook. Today's town hall offered a more focused conversation on our progress and plans moving forward.

Thank you to those who attended, and for those who could not, I want to share the same update with you.

Over the past several weeks, �Ӱ�ר�� leaders have met nearly every day to address a $25 million structural deficit. Together, we�Ӱ�ר��ve identified $15 million in reductions.

Every division �Ӱ�ר�� including the President�Ӱ�ר��s Office, Athletics, Advancement, Student Affairs, Research, and Administration and Finance �Ӱ�ר�� has committed to reducing operational spending by 10%. Academic Affairs identified 5% in reductions so that our core mission of teaching and learning remains strong. Let me be clear: Other divisions absorbed deeper cuts to ensure that the classroom experiences we provide our students are preserved.

These reductions were strategic and designed to protect essential functions. Importantly, no academic programs were cut in this process, and that further reflects our commitment to protecting the student experience.

Still, $15 million represents only part of the deficit, and our work continues. Each of us has a role to play �Ӱ�ר�� finding additional savings, improving efficiencies and exploring new revenue streams. Your ideas will be essential as we move forward, and I invite you to share them through this online form.

I will also join the general Staff Council meeting from 3 to 4:30 p.m. on Wednesday, Oct. 1, in the Student Union�Ӱ�ר��s Bayou Bijou Theater. This town hall will be another opportunity to share updates, answer questions and hear your ideas. You can RSVP here.

What I described today represents weeks of concentrated effort. We will continue to plan carefully and provide updates as decisions are made. With the steps already taken, and with additional work, I am confident we can achieve fiscal stability, strengthen operations and secure our future.

This is not easy work, but it is necessary. By facing it together, we can ensure the stronger, more stable future our �Ӱ�ר�� deserves.

Thank you!

Dr. Jaimie Hebert
Interim President