Asheville 2030

To the UNC Asheville Campus Community,

As we approach the summer months, the University is beginning what’s known as an academic portfolio review, or APR. This assessment of our academic offerings will help us allocate resources—and support students—as effectively and efficiently as we can. It marks the University’s latest step to address short-term financial pressures while we undertake longer-term planning together.

A widely accepted practice in higher education, the APR is a key mechanism to make sure we offer the right mix of degrees to meet the needs of our students and communities, sharpen our focus, and keep the University competitive and fiscally responsible.

The University’s financial reality demands quick action to address our structural budget deficit. Our program considerations will be deliberate and measured, relying on objective analyses in the context of our institutional priorities and values. As part of this effort, I’ll draw on faculty and administrative input. Moreover, there is no fixed rubric or set of statistical benchmarks that will dictate decisions; rather, I’ll holistically contemplate our community’s overall educational strength and needs through a process aligned with the UNC code.

The process commences early next week as leadership begins examining various program data, including historical trends, enrollment, and graduation rates. Their effort will conclude the week of June 3, when they will make—and I will share with you—their recommendations for a limited number of program curtailments. The week of June 10, I will determine and announce which programs we propose to curtail. The UNC Board of Governors will finalize any decision with a vote this summer.

This work is in addition to the more comprehensive planning for the University’s longer-range vision under Asheville 2030. That effort is taking a more thorough approach to community engagement and input. I hope you’ll participate in those vital conversations as they set our path for long-term advancement and vitality.

In the meantime, you have my commitment to clear, direct updates and transparency as we work through the APR. We’ll share timely information with the community via email and in a new APR section on the Asheville 2030 webpage. Please use the contact options we will soon add there to submit any feedback on the review and its process.

I know this announcement may be unsettling, but I hope you take reassurance from the proactive measures that we’ll take to minimize the impact of program curtailments. Importantly, all students in any affected programs will be able to complete all their chosen studies at UNC Asheville with the full support of the University and all the services they’ve come to know here.

Difficult choices today will prevent deeper, more disruptive changes in the near term and help position us to strengthen and embolden the University community over time. Change isn’t just a challenge but an opportunity. In these rapidly shifting times for higher education, it’s essential that we look inward to ensure our resources most effectively empower students and the communities that count on us.

Please keep an eye on your University email over the next several weeks, as we’ll use your inboxes to keep you up to speed. And thank you for your understanding and dedication, as always.

Sincerely,

Kimberly van Noort, Ph.D.

Chancellor

Share your thoughts regarding the UNC Asheville current Academic Portfolio Review

Similar to other colleges and universities across the nation, UNC Asheville is facing financial challenges. During the first several months of 2024, the University took immediate steps to address a structural deficit forecast at approximately $6 million for the fiscal year ending June 30, 2024. Efforts are ongoing to minimize and resolve an additional deficit in the University general fund in fiscal year 2025.

The deficits stem from several factors, including an enrollment decline of about 25 percent — more than 900 students in all — over the past five years.

Enrollment challenges are not unique to UNC Asheville. They can be observed nationwide due to reductions in the population of traditional college-aged students and a perceived decline in the financial value of a college education. I believe factors specific to UNC Asheville have also contributed to its decline in enrollment. Key among these institution-specific factors is a reluctance to scrutinize and evolve our academic offerings in line with student demand and relevance to 21st-century society.

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