Dear Warner College Community,
I want to share an update on the University’s process for developing the fiscal budget for FY26–27.
Many of you have already seen President Parsons’ message outlining a projected funding gap facing the institution. In response, the University has asked colleges and units to develop budget scenarios for Education and General (E&G, or Fund 13) accounts, including modeling a 10% reduction for next fiscal year. These scenarios, due Feb. 13, will be evaluated by university leadership as they prepare materials for the Board of Governors. We anticipate greater clarity on outcomes in April or May. In the meantime, several important factors remain in play, including the outcome of the state budget process.
The University has been clear that this planning exercise is intended to protect the core mission as much as possible, so that CSU can continue delivering exemplary teaching, research, and service. When President Parsons met with college leadership at the end of last semester, she emphasized the importance of Warner College to the University and to the world – grounded in our scholarly strength, applied focus, and real-world impact. I will continue to carry that message forward and advocate strongly for our people and programs throughout this process.
I also believe there is value in approaching this work thoughtfully and constructively. Periods like this give organizations an opportunity to step back, assess what matters most, and align resources with their greatest strengths and priorities. If approached with care and intention, this process should help us clarify how we position Warner College for continued long-term success as a leading natural resources college.
That said, I want to acknowledge what many are feeling. Being asked to consider reductions of this scale is understandably unsettling, and the uncertainty it creates can be difficult to navigate. I want to emphasize that this is a planning exercise, not a predetermined outcome. No decisions have been made, and the scenarios being developed are meant to inform decision-making, not to signal what will ultimately occur.
We have to acknowledge that some impacts could be challenging, including delayed hiring or constraints on existing capacity. Many in our community are already working under real resource pressures, and the sense of being asked to do more with less is very real. I want you to know that I see that and take it seriously. My sincere hope – and my working assumption – is that the scenarios we are developing remain worst-case planning exercises, rather than outcomes we expect to realize.
In addition to meeting with academic units whose base budgets are directly involved in this process, I will be inviting budget-related ideas from across the College via an electronic suggestion box. I will also be holding Dean’s Office Hours for anyone who would like to stop by to ask questions, share concerns, or offer ideas. Starting Feb. 3, my drop-in office hours will be Tuesdays from 11 a.m.-12 p.m. I hope you will join me in leaning into this challenge thoughtfully and helping us find creative, constructive ideas.
Finally, I hope the positive news shared elsewhere in this newsletter serves as a reminder of the strength of Warner College and the impact of your work. We are a resilient community, and that resilience shows up every day – in our classrooms, labs, field sites, and partnerships. Thank you for all you do for our students, our College, and the communities we serve. I look forward to continuing these conversations with you.
