Rapid Response

The federal landscape continues to evolve daily, creating uncertainty and concern in our University community and for those we serve across our state, nation, and world. Across our five campuses, we have seen 

• The cancellation, suspension, and pausing of research activities vital to our research enterprise and the health of our society, environment, and economy.
• Fear among members of our community that their education, scholarship, and livelihood are at stake.

However, we have also seen

• Many projects, programs, and research continue in the face of adversity to engage our three-fold mission of teaching and learning, research and discovery, and outreach and public service.
• Greater collaboration among higher education institutions across the nation to ensure that we have a shared path forward that promises a healthy future for higher education—and all those it serves. 
• Our community come together to support those facing new or challenging adverse circumstances. We are firmly committed to upholding the rights of students, faculty, staff, and visitors to our University.   

We continue to root our decisions in our land-grant mission and our values. We have adapted to serve the state of Minnesota through many changes over the past 170 years, and we are prepared to continue advocating for the University, its people, and those it serves for the continued longevity of our institution.

The University is partnering with and uplifting the work of higher education associations (e.g., Association of American Universities (AAU), Association of Public and Land-Grant Universities (APLC), American Council on Education (ACE)) to address the legality of federal directives that impact our public service mission. In addition, senior leaders continue to loudly champion the critical role and value of our University at the state and federal level. 

Higher education is in a time of instability; institutions across the country, including the University of Minnesota, are facing real and immediate financial pressures.

We must accept this uncertainty and have created the FY26 budget to address the reality of this moment.

• Over the next two years, we will reduce our scope of work. A financial model that relies on maintaining academic programs and activities at current levels is not sustainable, nor is attempting to be great at everything. Careful prioritization of a smaller scope will allow the University to strengthen its academic offerings while controlling rising costs associated with support functions.
   
• Tuition will increase above the rate of inflation. but at levels that maintain relative rankings among peer institutions and emphasize the value proposition of a University of Minnesota degree.
   
• We will direct resources to the areas that matter most and set aside funds to support innovation and the priorities outlined in the Maroon, Gold, and Bold strategic plan. 

Any person touched by the great work happening across our five campuses is encouraged to share, in ways available to them, the value of higher education. An investment in the University is an investment in Minnesota, primed to boldly define the future. We remain committed to supporting the success of our students, faculty, staff, and the communities we serve. We welcome the advocacy and support of others to sustain that commitment short- and long-term.