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UNO restructures finance team, announces changes to campus

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UNO restructures finance team, announces changes to campus

Editor’s note: WWNO is licensed to the University of New Orleans but is funded independently and reports on the university like any other school.

The University of New Orleans is making changes to its financial structure and campus as it prepares to transition back to the LSU System on July 1.

UNO, which officials have already started referring to as LSU New Orleans, has hired Jeanette Weiland as its interim chief administrative officer, a reconfigured role the school’s president says will strengthen its finances.

Weiland previously served as chief business officer of Tulane University’s School of Science & Engineering. She started on a contract basis in January and was hired as an employee on March 1.

In an email to staff this week, President Kathy Johnson said Weiland’s position will span more departments than before, making forecasting and budgeting easier.

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“For many years, some of our financial challenges have stemmed from the way separate revenue sources have operated in parallel rather than in alignment,” Johnson said.

The university eliminated its vice president for finance and administration as part of the restructuring, Johnson said, and will hire an interim chief financial officer to work under Weiland.

Arlean Wehle had been serving in both roles, on an interim basis, after Edwin Litolff left for the University of Louisiana at Lafayette last summer. Johnson thanked Wehle for her “tireless work ethic, her steady leadership, and her unwavering commitment to our mission.”

UNO has struggled financially in recent years, which officials have attributed to low enrollment and poor management. The school currently enrolls fewer than 6,000 students, down from more than 17,000 at its peak before Hurricane Katrina.

While faculty and staff have specific concerns about the transition, according to a survey conducted by LSU, more than 60% of students, alumni and faculty support the move.

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Officials have promised to revive the university by sharing system resources, eliminating some programs, expanding those it says are unique and successful — like UNO’s naval architecture and marine engineering school — and rebranding the campus as part of the LSU family.

In the same email, Johnson said UNO will lease a building to its neighbor, Benjamin Franklin High School, starting in June, and plans to close its oldest academic building at the end of the semester.

Franklin has been looking for room to expand, rather than cap its enrollment. The school plans to take over the Human Performance Center.

Johnson said the lease will strengthen the existing partnership between the two, “while generating revenue” that UNO needs. Franklin will move out of the classrooms it uses in a campus building that’s farther away, freeing those up.

The terms of the lease with Franklin are still being negotiated, Johnson said in an email to WWNO. It will likely go before the University of Louisiana System board in April, which UNO remains part of until July 1.

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The Liberal Arts Building, the facility slated to close, houses the following departments: English, foreign languages, philosophy, history and elements of anthropology.

Johnson said the decision was reached based on UNO’s financial standing and a facility analysis by an outside firm.

“This is not a decision made lightly,” she said in the email. “We simply do not have the resources required to restore it to acceptable standards.”

Departments housed in both impacted buildings will be relocated to other parts of the campus.

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Finance

Proximo Congress 2026: US Energy & Infrastructure Finance | Insights | Mayer Brown

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Proximo Congress 2026: US Energy & Infrastructure Finance | Insights | Mayer Brown

Mayer Brown is a proud sponsor of Proximo Congress 2026. This senior meeting of the US energy, infrastructure, and digital infrastructure finance community is shaped around the questions credit and investment committees are actually asking in 2026: how asset classes are converging, how risk is being priced in a recalibrated policy and geopolitical environment, and how public and private capital are being structured together to deliver projects at scale.

Mayer Brown has also been recognized for three separate awards which will be presented during the event. These awards include:

  • Proximo North America Transport Deal of the Year 2025 – SR 400 Peach Partners
  • Proximo North America Rail Deal of the Year 2025 – Brightline West
  • Proximo North America LNG Deal of the Year 2025 – Port Arthur LNG 2

For more information, visit the event website. 

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Finance

What are nonconforming mortgages and what are the risks?

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What are nonconforming mortgages and what are the risks?

If you have ever taken out a mortgage, you’ll know there are a lot of requirements to meet. You may need to put down a certain amount and have a debt-to-income ratio below a certain threshold. You may also run into limits on how much you can borrow or what sources of income the lender will count.

These rules do not apply to all mortgages — just to conforming mortgages, which is what the majority of borrowers take out. However, mortgage lenders are increasingly offering what are known as nonconforming loans, or mortgages that do not “comply with every one of the strict standards put in place after the housing crisis,” said The Wall Street Journal. While “still a small portion,” the “share of mortgages using alternative lending practices” has “doubled in size over the past three years.”

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Financial Stress Is Changing What Consumers Value in Credit Cards | PYMNTS.com

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Financial Stress Is Changing What Consumers Value in Credit Cards | PYMNTS.com

What U.S. consumers ask of their credit cards has changed. For financially stressed households, it has little to do with rewards.

As more households turn to credit cards to manage liquidity and cover everyday expenses, a new set of practical concerns is driving card behavior: Can the card help avoid a missed payment? Can it make balances easier to track? Can it provide enough visibility into available credit and upcoming obligations to help manage an uncertain month?

Those concerns are beginning to reorder what consumers value most in their credit card relationships.

That evidence is clear in “Winning Top of Wallet: How Credit Card Apps Shape Choice,” a PYMNTS Intelligence and Elan Credit Card report examining how consumers use mobile apps to manage spending, payments and engagement across their credit card portfolios. The report found 30% of consumers primarily use credit cards to build credit or extend purchasing power, while another 22% primarily use cards for cash flow management, together outweighing rewards-based usage.

The divide is more pronounced among financially stressed households. Among consumers living paycheck to paycheck and struggling to pay bills, 40% cited credit dependence as their primary reason for using credit cards. Just 11% pointed to rewards.

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For a growing share of consumers, credit cards are functioning less like discretionary spending products and more like liquidity management tools.

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What Matters Most

That evolution is also changing which app features matter most.

Among cash flow-focused consumers, 31% said scheduling payments or autopay encouraged them to spend more on a card, while 27% cited alerts and reminders. Credit-motivated consumers showed similarly high engagement with tools tied to available credit visibility and payment timing.

Rewards still influence spending behavior, particularly among financially stable households. Half of consumers who prioritize rewards said tracking or redeeming rewards through a mobile app encouraged them to spend more on the card.

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But the report suggests that financial stress changes the hierarchy of engagement. As household budgets tighten, rewards become less central than predictability, visibility and control.

That shift helps explain why mobile apps increasingly influence which cards become top of wallet.

Among credit-dependent consumers, 77% said the quality of a credit card app influences which card they use most often. Credit-dependent consumers also reported the highest app adoption levels, with 77% using their primary card’s app regularly or occasionally.

The competition, in other words, is no longer simply about card acquisition. It is about becoming the card consumers rely on to navigate everyday financial management.

Digital Experience Becomes a Financial Retention Tool

The report also suggests that digital experience increasingly shapes retention risk.

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Nearly 1 in 4 cardholders said a poor app or digital experience contributed to reduced card use. Among Gen Z consumers, that figure climbed to 45%.

At the same time, 7 in 10 cardholders said app quality influences which card becomes their primary card, underscoring how mobile interfaces are becoming embedded directly into consumer payment behavior.

For issuers, the implications extend beyond app design.

Consumers living paycheck to paycheck hold nearly as many credit cards as financially stable households, meaning financially stressed consumers are not disengaging from credit entirely. Instead, they are becoming more selective about which cards feel easiest to manage and most useful during periods of financial pressure.

Rewards and promotional offers still matter, particularly among affluent and financially stable consumers. But for a growing segment of households, the most valuable card may be the one that reduces uncertainty around balances, payment timing and available liquidity.

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In a crowded multi-card market, financial visibility itself is becoming part of the product.

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