A public university’s tough choices: who really gets a say?

Last spring, a group of professors at a Maine university took a bold step. They formally declared they had lost faith in their school’s top leader. This rarely happens, but it sends a clear message: something is deeply wrong with how the university is being run. The professors didn’t come to this decision lightly. They pointed to repeated decisions that ignored the voices of faculty, staff, and students—especially when it came to a cherished building. The building in question, Handley Hall, houses the only architecture program in Maine that’s nationally accredited. It was donated over 15 years ago and completely renovated to meet the program’s needs. In 2022, an outside group praised the program in glowing terms. Yet last year, university leaders suddenly announced plans to sell Handley Hall—without consulting anyone who actually uses it. It turned out the president had arranged a behind-the-scenes deal: swap Handley Hall for another building already rented out for a decade. When faculty and students found out, they tried to speak up. They sent letters, held discussions, and spoke at public meetings. Their concerns were mostly ignored.Public universities aren’t just businesses focused on cutting costs. They’re meant to serve the whole community, not just those who can pay for private education. UMA’s architecture program does more than teach design—its graduates help tackle Maine’s housing shortage. Selling Handley Hall wasn’t just a financial move; it was a sign that leadership values buildings over people and short-term gains over long-term mission. The Faculty Senate’s vote was a warning: leadership had failed to listen and collaborate. But the warning went unheeded. Just days after faculty spoke out, the top leaders were kept in place—unchanged. That sends a message: who gets to decide what happens in public education? Should it be the people who study, teach, and learn there? Or should it be a small group making decisions behind closed doors? Faculty aren’t giving up. They’re using every tool they have to demand better leadership—leaders who respect the university’s role in building Maine’s future. They believe programs like architecture aren’t just valuable; they’re essential. And they’re asking: if leaders don’t see that, who will?