Chancellor Syverud speaks at the opening of the University’s new center in Washington, D.C., on Sept. 24. (Photo by Shannon Finney)

The opening of a new ���ϲ����� center in Washington, D.C., was celebrated by members of the University community at a special event Sept. 24.

“This city is a place our students want to be. It’s a place they want to live. And it’s a place they want to build their futures and careers after they graduate,” said Chancellor Kent Syverud. “Our students studying away here benefit from ���ϲ�����’s academic strength and deep connections in policy, government, media and law.”

The center, located at 1333 New Hampshire Ave. in the Dupont Circle area of Washington, will serve students, faculty, staff and alumni. Building on an already thriving presence in the nation’s capital, the center will enhance the University’s global influence and impact.

Mike Tirico ’88, host and play-by-play commentator with NBC Sports, hosted the event. Speakers included Chancellor Syverud, Interim Vice Chancellor, Provost and Chief Academic Officer Lois Agnew, and Vice Chancellor for Strategic Initiatives and Innovation J. Michael Haynie.

The centerpiece of the event was a panel discussion examining the changing landscape of collegiate sports and public policy. Margaret Talev, Kramer Director of the ���ϲ����� Institute for Democracy, Journalism and Citizenship, moderated the discussion. Panelists were James Phillips, commissioner of the Atlantic Coast Conference, Felisha Legette-Jack ’89, ���ϲ����� women’s basketball coach, and Tirico.

From left: Mike Tirico, Felisha Legette-Jack, James Phillips and Margaret Talev participate in a panel discussion on the changing landscape of collegiate sports and public policy on Sept. 24. (Photo by Shannon Finney)

Expanded Opportunities

The Washington, D.C., center houses the and serves as a home base for study away programs offered by the , and , through which hundreds of students live, learn and work in the city every year. Washington is home to more than 15,000 alumni, many of whom connect with students as teachers, mentors and internship supervisors.

The center will support the continued growth of study away programming across the University’s schools and colleges, as envisioned in the academic strategic plan, “.”

“We now begin a new chapter in that already successful story,” Provost Agnew said. “This space is more than just a building. It is ���ϲ�����’s academic home in one of the most important cities in the world. It will serve as a hub for students, faculty and staff, positioning them as change makers and thought leaders on some of the most important issues of our time.”

Students joined alumnus broadcaster Mike Tirico (sixth from left, front) and Newhouse School Director of Washington Programs Beverly Kirk (fourth from right) to celebrate the opening of 1333 New Hampshire Ave., the University’s new dedicated space in Washington, D.C. (Photo by Shannon Finney)

The center will also enhance the work of the (IVMF), which has a satellite office in the building. Haynie noted that IVMF has contributed more than 1,750 research publications, engagements and products for public benefit, with much of that work focused on the federal level.

“I am confident that with a permanent presence in Washington, the institute’s impact will grow considerably and accrue to the benefit of those who have worn the nation’s cloth and their families,” he said.

The center includes classrooms, student lounges, conference and interview rooms and a multipurpose space, as well as satellite offices for the and the Division of Advancement and External Affairs. It features the Greenberg Welcome Center, named for alumnus and Life Trustee Paul Greenberg ’65, whose philanthropy supported the 1990 opening of Greenberg House, the University’s first outpost in Washington.

“���ϲ����� is so fortunate to count outstanding teachers, scholars and administrators like Julie and Elisa among its faculty members, and I am truly grateful for their willingness to serve in these important roles,” Agnew says. “Their past leadership experiences and fresh perspectives position them to make a positive impact not only on the Academic Affairs team, but also across the University and in the local community.”

Julie Hasenwinkel

Julie Hasenwinkel

As associate provost for academic programs, Hasenwinkel will support teaching, learning and student success. Her portfolio will include oversight of a wide range of University offices and programs in these areas, including the , the and . She assumes the role from Agnew, who was named interim vice chancellor, provost and chief academic officer July 1.

, a Laura J. and L. Douglas Meredith Professor of Teaching Excellence, is currently chair of the Department of Biomedical and Chemical Engineering in the (ECS). She is also a faculty affiliate of the . She has served as ECS associate dean for academic and student affairs and senior associate dean.

Her professional and scholarly areas of expertise include faculty development in teaching and learning; engineering education and active learning pedagogies; student success initiatives; orthopedic biomaterials; and biomaterials for nerve regeneration. She holds a Ph.D. in biomedical engineering from Northwestern University, an M.S. in bioengineering from Clemson University and a B.S.E. in biomedical engineering from Duke University.

“I’m very excited to take on this role and to have the opportunity to work with colleagues across the University and the leadership team in Academic Affairs to enhance our academic programs, student success, experiential inquiry and teaching and learning excellence,” Hasenwinkel says. “I look forward to implementing the goals of the academic strategic plan and exploring innovative ways that we can meet the current and future needs of our students so they can thrive at ���ϲ����� and beyond.”

Elisa Dekaney

Elisa Dekaney

In the role of associate provost for strategic initiatives, Dekaney will work to strengthen the academic experience through strong connections with campus and community-based programs, particularly in the arts and humanities. In this role, she will oversee University-based cultural organizations like the , and , among others. Dekaney will also have oversight of the University’s study abroad and study away initiatives. She assumes the role from Marcelle Haddix, who was recently named dean of the School of Education at the University of Wisconsin-Madison.

, now the associate dean for research and global engagement and a professor of music education in the , is also a Laura J. and L. Douglas Meredith Professor of Teaching Excellence.

Her scholarly research focuses on aesthetic response to music, world music and cultures, International Phonetic Alphabet, Indigenous and Afro-Brazilian culture and clinical simulation applied to music education. She holds a Ph.D. in choral music education from Florida State University, a master’s degree in choral conducting from the University of Missouri-Kansas, a bachelor’s degree in sacred music (piano) from the Seminário Teológico Batista do Sul do Brasil and a bachelor’s degree in communications from the Universidade Federal Fluminense.

“I am honored to join Interim Provost Lois Agnew and the entire Academic Affairs team. This role presents an incredible opportunity to collaborate with ���ϲ����� faculty, staff and students in driving innovative projects and fostering a culture of excellence in an environment welcoming to all,” Dekaney says. “I am committed to advancing our strategic goals with a strong focus on diversity and inclusion. By ensuring that our initiatives reflect these core values, we can create a transformative educational experience that benefits all members of our community.”

Meetings were conducted with representatives of the University of Seoul, Ewha Women’s University, Korea University and Sungkyunkwan University. The discussions were part of an exploration to consider locating a ���ϲ����� center in South Korea, according to Pamela Young, director of academic strategic plan implementation in the Office of Academic Affairs.

University delegates participated in discussions with Korea University officials about potential faculty research collaborations and study abroad opportunities.

Young says a center there could provide ���ϲ����� and Korean universities with new opportunities for collaborative research, including projects focused on the semiconductor industry and gravitational wave research. It could also facilitate joint faculty and student participation in seminars and workshops, faculty and graduate student exchanges and the development of new partners that support study abroad for ���ϲ����� students in Korea.

The expansion of collaborative efforts in East Asia is an important part of the University’s strategic vision, says Young.��“There is great interest among many ���ϲ����� schools and colleges in partnering with Korean universities to enhance creative activities and the research enterprise, including through faculty and graduate student exchanges. There is also significant space to expand opportunities for ���ϲ����� students to study abroad and engage in experiential learning outside of Western Europe. Each year many students come from Korea to study and earn degrees at ���ϲ�����. Our strong Korean alumni base has many business and industry connections that can provide students with opportunities for experiential learning, too,” she says.

The Korea Center Initiative group visited with officials at Ehwa Women’s University, one of several universities they visited in South Korea.

During the trip, the delegation enjoyed dinner with several members of ���ϲ�����’s Korean Alumni Association. It also caught up with two School of Architecture students who are studying at Ewha Women’s University and a group of ���ϲ����� students who were in Seoul as part of a new Maymester design course led by Seyeon Lee, associate professor in the College of Visual and Performing Arts.

Among highlights of the trip was a dinner gathering for ���ϲ����� students studying abroad at Ewha Woman’s University along with a group of students participating in a Maymester program focused on South Korean design and culture led by College of Visual and Performing Arts Associate Professor Seyeon Lee.

At Sunkyunkwan University, the delegation heard a presentation from Youngseek Kim G’08, G’13, an associate professor who earned master’s and doctoral degrees at the School of Information Studies. In addition, the trip allowed Architecture Dean Michael Speaks and Daekwon Park, undergraduate program chair, to meet with high school students and their parents regarding program opportunities.

The ���ϲ����� delegation was also welcomed to Sunkyunkwan University. Among the presenters was alumnus Youngseek Kim G’08, G’13, who is now an associate professor there.

College of Arts and Sciences Dean says he appreciates the opportunity to pursue new partnerships in Korea and strengthen alumni ties.

“I am confident in the potential of these connections and I am eager to work with my fellow deans at the University to develop new opportunities for student exchange, internships and university and industry partnerships in Korea,” he says.

“We all look forward to continuing our efforts to develop new opportunities for student exchange, internships and industry collaborations in Korea with the goal of establishing in Seoul a new Asia center for the University,” says Speaks.

���ϲ����� is a national leader in international education, with a highly ranked study abroad program. The University’s Academic Strategic Plan, “Leading With Distinction,” calls for the expansion of study abroad and study away venues and programs and the removal of barriers to make it possible for every undergraduate to participate. In addition to Mortazavi, Speaks, Young and Park, the delegation included Andrew Sears, then-dean of the School of Information Studies; Nicole Collins, director of strategic partnerships and outreach for ���ϲ����� Abroad; and Brian Kim L’19, international engagement specialist, who served as liaison between ���ϲ����� and the Korean Alumni Association.

“Falk College has experienced extraordinary growth, particularly in its renowned sport management program, over the last 20 years, thanks in large part to its innovative faculty and the relentless energy and leadership of former Dean Diane Lyden Murphy,” says Vice Chancellor, Provost and Chief Academic Officer Gretchen Ritter. “With the growth of sport participation domestically and globally, there is unprecedented demand for talented practitioners and leaders. The Falk College of Sport will produce hundreds of students every year who are educated across multiple disciplines and well-prepared to lead in the burgeoning sports field.”

Reimagining Falk College

Since launching its sport management program in 2005 and later adding programs in sport analytics and esports communications and management, Falk College has achieved prominent status as a national leader in sport education. This transformation will make Falk College the first standalone college on an R1 campus that specifically focuses on sport through a holistic academic lens.

Dean Jeremy Jordan, who was appointed last July, says this transformation will expand and enrich sport scholarship at ���ϲ�����.

“���ϲ����� has long been a leader in the development of sport-related programs,” says Jordan. “From creating the first-ever sports analytics program to the recent launch of an esports major, the University and Falk College have demonstrated the value of and important role sport plays in the day-to-day lives of people, and not just elite athletes. This reimagination of Falk College is a bold step in solidifying ���ϲ����� as the preeminent institution for sport-related academic study in the country.”

The reimagined Falk College of Sport will house academic programs in sport management, sport analytics, exercise science, nutrition and, jointly with the Newhouse School, esports. It will focus on four areas of academic excellence: Sport Business, Human Performance, Sport Technology and Innovation, and Community Sport and Wellness. The college will also launch a new research institute focused on sport, which will leverage an interdisciplinary, cross-campus approach to drive innovation in sport and health outcomes and integrate expertise in business, digital media, and technology, among other areas of academic focus. It may include creating new or expanding partnerships among the University’s schools, colleges and academic units, such as the S.I. Newhouse School of Public Communications, the Whitman School of Management, the Maxwell School of Citizenship and Public Affairs, the College of Law and others.

Today’s announcement follows a months-long exercise during which a Sport Management Task Force, consisting of faculty, staff and academic leaders, was charged with identifying ways to enhance and extend Falk’s excellence in sport-related programs. The task force, co-chaired by Jeff Rubin, senior vice president for digital transformation and chief digital officer, and Jamie Winders, associate provost for faculty affairs, submitted a report to Provost Ritter earlier this academic year. Recommendations outlined tangible action the University can take to connect, align and integrate teaching and research related to sport across the academic enterprise.

“The task force concluded that there is a timely opportunity for Falk to build on its strengths and capitalize on relevant marketplace trends,” says Rubin. “As someone who has worked in this space for nearly three decades, there is no better time for ���ϲ����� to take this bold step than now. Organizations across the country and around the globe are looking for career-ready talent. Falk College is poised to meet that need.”

The work happening in Falk College aligns with the University’s commitment to applying an entrepreneurial and innovative philosophy to elevating sport across the campus. In addition to enhancing sport-related academic opportunities, the University has also taken steps in recent years to widen the availability of esports–academically and recreationally—and has grown current and created new club sport programs.

Shaping the Future of Human Dynamics

As part of the Falk transformation, ���ϲ����� will invest in a strategic reimagination of human dynamics academic programs with the goal of positioning them for future success and impact. To support this work, Provost Ritter will convene a Human Dynamics Task Force, consisting of academic leaders, department chairs and program directors, faculty, alumni and community partners. The task force will be charged with reviewing the college’s human dynamics programs and identifying future pathways for their growth and success. These academic programs include human development and family science, marriage and family therapy, public health and social work. Students enrolled in these programs and beginning at ���ϲ����� in Fall 2024 will not be impacted by the University’s reimagination of its human dynamics portfolio.

Provost Ritter says given the increasingly complex public health landscape and the growing global need for health and human services and credentialed professionals, the time is right to reimagine these longstanding academic programs to meet emerging demands in their fields.

“The Human Dynamics Task Force will determine prospects for expansion, innovation and alignment with the University’s overall Academic Strategic Plan, ‘Leading with Distinction,’” says Ritter. “These programs have a deep history at ���ϲ����� and have had a profound impact on the City of ���ϲ�����, Central New York and communities around the globe. The faculty who teach and research in these disciplines will have the opportunity to review, reimagine and shape the future of the programs with the full support of the University.”

Provost Ritter has asked Associate Provost for Academic Affairs Lois Agnew and newly-appointed Associate Dean for Human Dynamics Programs Rachel Razza, associate professor and previously chair and graduate director in the Department of Human Development and Family Science, to lead and guide the reimagination of the human dynamics programs. The task force will be supported by an external consultant to help it execute on its charge. Additionally, given the significant synergy between the programs and the City of ���ϲ����� and Onondaga County, ���ϲ����� Deputy Mayor Sharon Owens and Deputy County Executive for Human Services Ann Rooney have also agreed to serve on the task force.

“I am grateful to Lois, Rachel, Deputy Mayor Owens and Deputy County Executive Rooney for their willingness to collaborate on this important work, and I look forward to partnering with the other members of the task force,” says Provost Ritter. “These areas of academic excellence are not only central to our University’s mission but also critical to the communities, particularly those who are currently underserved, that our students will eventually serve as the next generation of social workers, therapists, public health professionals and human services providers.”

The Human Dynamics Task Force will receive its charge from Provost Ritter by the end of the spring semester. It will begin its work in earnest over the summer and submit its findings to the provost by the end of October.

Marco Campos

Since childhood, Marco Campos has carved his own path, one that took him from poverty to great success. Today, Campos, together with his sister, Deanna Campos-Miller, are committed to creating opportunities for educational institutions and communities in support of student success through their foundation, .

Through the foundation, Campos, whose son is a third-year student in the , has just pledged $2.15 million to ���ϲ����� as part of the Forever Orange Campaign. The gift will fund a new student center in the . The student center will offer programming designed to attract underrepresented students to the college and support the academic success of all ECS students. It comes at a time of tremendous growth for ECS. As part of the University’s Academic Strategic Plan, ECS will grow its enrollment and faculty ranks by 50% by 2028.

“The Campos Student Center will provide dedicated space for our students with a home for collaboration, community and access to resources that maximize their success,” says ECS Dean . “This space will facilitate club activities that enhance the experience of our diverse student body. More than that, it will be a home on campus that is inviting and welcoming to all.”

The Campos Student Center will be housed on the second floor of the Center for Science and Technology.

Marco and his sister grew up in West Denver, Colorado, raised by a single mother with limited resources. Campos-Miller says her brother literally wore the boots in the family. “Marco got the snow boots, but I didn’t have any, so when we had to walk to school in the snow, he would walk in front of me and pave the way to school,” says Campos-Miller. “He told me, ‘Walk right behind me in my footprints.’”

Today, the siblings are paving the way for student success through the Campos Foundation.

“As a young teenager, I didn’t have role models,” says Campos. “I sensed there was something bigger, but there wasn’t a clear path.” He was talented in math but received little encouragement or support until becoming part of a summer bridge program in his senior year of high school. That opened the door to engineering at the University of Colorado in Boulder where, for the first time, his potential was recognized and cultivated. “I never loved engineering and math, but I saw the pathway to a career in an engineering degree,” says Campos. “It was grueling work, but the perseverance and grind ultimately get you there. You have to be consistent and hold the course.”

Campos-Miller says her brother has never forgotten where he came from. “Marco wants to elevate as many people as possible, and he can do that by funding the right kinds of programs,” says Campos-Miller. “Grit, perseverance and compassion are the best ways to describe Marco. He was always a really good dreamer!”

Marco Campos with three of his four children. (Photo by Alex Dunbar)

Campos’ gift was inspired by a recent visit to campus and by the success of an earlier gift made by his foundation to the University of Colorado in Boulder. He says he saw the geography and the demographics of ���ϲ����� and thought he could make a similar impact. He believes the new student center will be a welcoming and inclusive home where engineering, computer science, and other STEM students can go for academic support, financial advice and career direction. The student center is intended to inspire those who have big hopes and dreams but maybe haven’t been empowered in the past, he says.

“This kind of philanthropic support represents a true endorsement of and investment in the vision, mission and strategic planning of the College of Engineering and Computer Science,” says . “I am grateful to Marco and Deanna for their commitment to ���ϲ����� and am confident this center will have an impact on generations of students pursuing career paths in engineering.”

Campos’ career began with an internship at Texaco during his college years, and he was hired immediately upon graduation. By age 30, he had accumulated enough work and consulting experience, confidence and wealth to start his own company and start giving back. , established in 2005 with headquarters in Denver, offers engineering, procurement and construction counsel for utility, energy and midstream organizations. The company also offers STEM education initiatives through a community outreach program, while the foundation supports summer bridge programs, scholarships and SmartLabs at primary and secondary schools, among other initiatives.

“When I talk about the company, I rarely talk about the business,” says Campos. “Everyone can engineer. Everyone can project manage, but I want to be known for trying to improve the community and improve quality of life.”

He credits his hard-working employees for their commitment to giving back and driving the success of the Campos Foundation. He notes that the guiding principle of Campos companies is, “Our People are our Power,” and the power of philanthropy rests with his employees.

Campos and his sister believe the foundation’s intensive focus on mission through philanthropy, and the recruitment of specialized talent to lead and manage these kinds of student-centered programs helps universities “move the needle” when it comes to attracting students of all backgrounds to engineering fields. “This has become our corporate and social responsibility,” says Campos. “You have to be focused and disciplined and patient in your approach. Working with the University, we set up metrics to make sure the funding is accomplishing our established goals.”

Campos-Miller says the naming of the new student center aligns the hopes and dreams of students with the man who forged an enviable path to success. “Campos isn’t just a name. It’s the story behind the name. It represents possibilities and pathways to get there.”

“We all have a sphere of influence and it’s incumbent on each of us to affect our sphere of influence in the most positive ways we can,” says Campos. “Putting good out there in the universe brings back good, even more than we put out.”

“The Abroad center directors are coming to campus at a very exciting time as the University is beginning to implement the core commitments in “,” the University’s academic strategic plan,” says Erika Wilkens, assistant provost and executive director for ���ϲ����� Abroad.��“As leaders within one of the highest ranked study abroad programs in the U.S., the center directors are uniquely positioned to help implement key goals of the plan: ensuring that every undergraduate will be encouraged and enabled to participate in a study abroad or away experience before they graduate; leveraging our robust international assets; and further elevating ���ϲ�����’s position as a premier globally engaged academic institution.”��

From left to right: Sasha Perugini (Florence), Mauricio Paredes (Santiago), Juliet Golden (Central Europe), Troy Gordon (London), Dieter Kuehl (Madrid) and John Goodman (Strasbourg). (Photo by Jeremy Brinn)

���ϲ����� Abroad Center Directors Week: March 25-29��

Join ���ϲ����� Abroad staff and center directors to learn about program tracks, exciting new initiatives and updates from our campuses abroad. ��

All students, staff and faculty are invited to join ���ϲ����� Abroad for the following with select Center Directors. This will be an opportunity to get the inside scoop on ���ϲ����� Abroad centers directly from the source. Program alumni will also be sharing their stories about their semesters abroad.��

��

• Monday, March 25 | 10:15 – 11:15 a.m.��
• ���ϲ�����Abroad@Bird, Bird Library, Room 002��

• Wednesday, March 27 | 1:45 – 2:45 p.m.��
• Peter Graham Scholarly Commons, Bird Library, Room 114��

• Thursday, March 28 | 9:45 – 10:45 a.m.��
• ���ϲ�����Abroad@Bird, Bird Library, Room 002��

• Thursday, March 28 | 1:30 – 2:30 p.m.��
• Hall of Languages, Room 500��

Meet the Abroad Directors��

Each ���ϲ����� Abroad Center is managed by a director and multicultural staff, who deliver unparalleled academic programs and support services to students studying abroad. Our program directors, who oversee operations at the centers and often teach a number of courses, are experts in their fields and have extensive experience in the countries where they live, work and teach. Our directors include:

• Sasha Perugini, Daniel and Gayle D’Aniello ���ϲ����� Program in Florence��
• Troy Gordon, ���ϲ����� London��
• Dieter Kuehl, ���ϲ����� Madrid��
• Mauricio Paredes, ���ϲ����� Santiago��
• John Goodman, ���ϲ����� Strasbourg��
• Juliet Golden, Exploring Central Europe��

Learn more about each of the ���ϲ����� Abroad .��

Under the direction of Vice Chancellor, Provost and Chief Academic Officer Gretchen Ritter, a has been convened to guide the implementation process and ensure accountability in addressing major institutional commitments outlined in the plan. Provost Ritter is the chair of the committee.

In addition, five have been formed to focus on key aspects of the plan: curricular; diversity, equity, inclusion and accessibility; research transformation and STEM expansion; enrollment innovation; and veterans. Each thematic group is led by a chair and a lead or co-leads, who also serve on the steering committee.

The steering committee and thematic groups are inclusive of faculty, staff, students and administrators.

“‘Leading With Distinction’ reflects deep engagement from our University community. I am grateful to the individuals who are serving on the steering committee and thematic groups for their continued commitment to the plan and its successful implementation,” Provost Ritter says.

Members of the steering committee and thematic groups are listed on the . The site also includes the full text of “Leading With Distinction,” and will be updated throughout the implementation process.

Carlee Kerr, who is in her first year in the ’s higher education master’s program, serves as a graduate assistant in ODI. She helps with strategy, program planning, event logistics and other hands-on activities that increase awareness and promote DEIA objectives among students, faculty and staff. Those initiatives are a critical component of the University’s new academic strategic plan, “.”������

Before coming to ���ϲ�����, Kerr earned undergraduate degrees in history and gender and women’s studies at the University of Rhode Island, where she was one of the co-creators of Diversity Dialogues, a student-led initiative offering dialogue-based workshops on DEIA and social justice. For her work on the initiative, Kerr earned a schoolwide student leadership award. ��

��We talked with Kerr about her undergraduate diversity activism, her current role and her future career interests.

The offers study abroad awards of up to $5,000 to undergraduate students in good standing who are U.S. citizens and Pell Grant (federal financial aid) recipients, and up to $8,000 for undergraduates studying abroad and learning critical need languages (such as Mandarin Chinese or Arabic).

Yasmin Nayrouz in London

The opportunities that the Gilman Scholarship provides align well with the University’s newly released academic strategic plan, “.”

“���ϲ����� has long prioritized study abroad as fundamental to our mission of preparing students to be globally engaged citizens. We are also committed to increasing the diversity of our study abroad cohorts and to making international education an option for all of our students, regardless of their financial circumstances. The Gilman Scholarship sits at the intersection of these goals,” says Vice Chancellor, Provost and Chief Academic Officer .

The University has prioritized the Gilman Scholarship as it supports meaningful international experiences for students and allows the University to increase equity in global programs. “���ϲ����� is honored to be recognized for our work with the Gilman Scholarship. This award has allowed even more of our students to have deep—and often life-changing—global experiences,” Ritter says.

Gilman applications are a collaborative effort between the University’s (CFSA) and offices. ���ϲ����� Abroad is dedicated to helping students choose study abroad programs that align with their academic and cultural interests, and CFSA has taken the lead on planning outreach to eligible students and working with Gilman applicants through writing workshops and one-on-one advising meetings to review drafts of their application materials.

Nayrouz on a hike in Scotland

“Studying abroad provides students with unparalleled opportunities to advance their studies, personal growth and professional skills in ways that help them to thrive in diverse local and global communities and workplaces,” says , assistant provost and executive director of ���ϲ����� Abroad. “Helping students apply for prestigious scholarships like the Gilman is one way to advance our commitment to making international study available to all students.”

“The Gilman application process provides students an opportunity outside of the classroom to strengthen their writing skills and refine their academic and professional interests,” says Adam Crowley, scholarship advisor with CFSA.�� “Supporting our Gilman applicants is a campuswide effort. We are proud of the success of our students and honored by this recognition.”

Yasmin Nayrouz ’24, an English major in the and public relations major in the , received a Gilman Scholarship and studied abroad in London in the Fall 2022 semester.

“It was the best semester I’ve ever had. I got to take such interesting courses and immersed myself in the city,” she says. Nayrouz took a Shakespeare class; a class about multicultural London, where she learned about the city’s diverse history and neighborhoods; a class about America from a foreign perspective; and a class about race and gender in British media.

On weekends, Nayrouz took the opportunity to visit other countries. “My semester abroad also opened my eyes to how the U.K. and other European countries have helped refugees, as I spoke and volunteered with some. This reinforced my interest in helping migrant populations,” she says.

Eligible students interested in the Gilman Scholarship should reach out to CFSA at cfsa@syr.edu. The deadline for spring applications is March 7, 2024.

Hosted by Vice Chancellor, Provost and Chief Academic Officer Gretchen Ritter, the symposium featured speakers from across the University community—including students Miguel Guzman ’24, as part of a panel discussion on STEM expansion, and Sophie Creager-Roberts ’24, sharing the impact of her study abroad experiences—who discussed key elements of the plan and details about implementation. During the event in the K.G. Tan Auditorium, National Veterans Resource Center at the Daniel and Gayle D’Aniello Building, Chancellor Kent Syverud offered welcoming remarks. It was the first of what will become an annual event allowing participants to examine and refine the plan.

“The plan we’ve collectively developed recognizes the University’s distinctive strengths as well as our distinguished history, which is marked by values and commitments to being global, inclusive and diverse, and to cultivating engaged global citizenship,” said Provost Ritter in her remarks. “It is also a plan that responds to the challenges and opportunities of the moment, both broadly in our country, in our world, and locally in Central New York.”

If you weren’t able to attend, a video of the launch symposium is available below.

The campus community is invited and encouraged to attend Tuesday’s Academic Strategic Plan Launch Symposium.

A launch symposium will be held on Tuesday, Sept. 26, from 10 to 11:30 a.m. in the K.G. Tan Auditorium, National Veterans Resource Center at the Daniel and Gayle D’Aniello Building. In-person attendance is strongly encouraged; a option is available for those not on campus.

will offer welcoming remarks.

will host the event, which is the first of what will become an annual symposium allowing the campus community to examine and refine the plan. Provost Ritter will discuss the process of developing the plan and next steps for implementation.

, David B. Falk Endowed Professor of Sport Management in the , will discuss his experience leading a study abroad program at Mount Everest.

, vice president for research, will moderate a panel discussion on the expansion of science, technology, engineering and mathematics (STEM) at ���ϲ�����. Panelists include:

• , Laura J. and L. Douglas Meredith Professor of Teaching Excellence and chair of the Department of Biomedical and Chemical Engineering in the ;
• Miguel Guzman, a senior biotechnology major and entrepreneurship and emerging enterprises minor in the and the ; and
• Joe Nehme, senior manager of external affairs, Micron Technology.

Sophie Creager-Roberts, a senior dual major in environment, sustainability and policy and history and minor in atrocity studies in the , will share her experience and the ways it impacted her education.

, associate provost for strategic initiatives, will discuss engaged citizenship and public impact in conversation with , Kramer Director of the ���ϲ����� Institute for Democracy, Journalism and Citizenship, and vice chancellor for strategic initiatives and innovation, Barnes Professor for Entrepreneurship, executive director of the and executive dean of the Whitman School.

, director of ���ϲ�����’s Los Angeles Academic Semester Program, will speak about the impact of study away opportunities for students.

During the final portion of the program, Provost Ritter, together with Haddix, Brown and , associate provost for faculty affairs, will answer audience questions.

Communication Access Real-time Translation (CART) and American Sign Language (ASL) translation will be provided. For more information, contact Pamela Young at pyoung01@syr.edu.

At the Sept. 26, Guzman will take part in a panel discussion about the expansion of STEM at ���ϲ�����. ���ϲ����� sat down with him to discuss his research, his future plans and how ���ϲ����� nurtured his interest in the STEM fields.

Sophie Creager-Roberts ’24 is a senior double major in and in the Maxwell School of Citizenship and Public Affairs with a minor in in the School of Education. During the Fall 2021 semester, she studied abroad in Poland through ���ϲ�����’s program. Last summer, she interned in Belgium.

Creager-Roberts will discuss her time abroad at the Sept. 26. ���ϲ����� sat down with her to get her thoughts on the ways an expanded worldview elevates the undergraduate experience.

Lois Agnew

Vice Chancellor, Provost and Chief Academic Officer Gretchen Ritter has appointed Lois Agnew to the position of associate provost for academic programs. Agnew, who has served as interim dean of the College of Arts and Sciences (A&S) since July 2022, takes on her new responsibilities effective July 1, following the decision by Associate Provost Chris Johnson to return to full-time faculty duties in the College of Engineering and Computer Science. Agnew’s appointment was approved by the Executive Committee of the Board of Trustees.

“Lois has demonstrated extraordinary leadership and scholarship in a variety of roles over the last several years,” says Ritter. “From the time she was named associate dean of A&S through her service as interim dean, along with her role in helping refresh the , Lois has been at the center of our efforts to advance excellence in academic affairs and ensure an unparalleled student academic experience. She is a gifted scholar, teacher and leader.”

A member of the ���ϲ����� community since 2004 and professor of writing and rhetoric, Agnew was named A&S associate dean of curriculum, innovation and pedagogy in July 2017. Other administrative positions held by Agnew include interim chair of the Department of African American Studies, chair of the Department of Writing Studies, Rhetoric and Composition and director of undergraduate studies for the writing program.

“I’m thrilled at the opportunity to work with colleagues in Academic Affairs and across the University to support the dynamic teaching and learning environment outlined in the Academic Strategic Plan,” says Agnew. “Specifically, I am excited about expanding faculty involvement in the ; ensuring that our academic processes are transparent and support a diverse population of students; and exploring ways that our curriculum can more effectively meet the changing needs of students in today’s higher education landscape.”

Agnew has described her arrival at ���ϲ����� as “a gift” because it provided her an opportunity “to join a community of strong, committed and generous faculty and staff colleagues and to work with talented and dedicated graduate and undergraduate students.” She was a key player on the team that updated the��liberal arts core; established a professional development program to build community among teaching faculty in A&S; coordinated the development of health humanities and digital humanities integrated learning majors; and organized A&S’s annual undergraduate research festival. Agnew has received multiple honors and awards, including the 2015 William Wasserstrom Prize for the Teaching of Graduate Students, the 2011 Excellence in Graduate Education Faculty Recognition Award and the 2007 Meredith Teaching Recognition Award.

Agnew’s research specializes in rhetorical history, with a primary focus on British rhetorical theories. She has published more than 25 journal articles, book chapters and two books, with a third book forthcoming. Before working at ���ϲ�����, Agnew was assistant professor of English at Rockford University (formerly Rockford College) in Illinois, where she served as chair of the Department of English and director of the Writing Center.

Agnew received a Ph.D. in English from Texas Christian University and a B.A. and M.A. in English from the University of Texas at Arlington.

As we approach the end of the semester, we are reaching out to provide you with an update on the Academic Strategic Plan.

Since releasing the on Feb. 17, we have received a steady stream of valuable feedback from all parts of the University. This input has helped us refine and strengthen the plan in preparation for the release of the final draft.

Feedback from faculty, staff and students encouraged us to prioritize the following areas:

• Strengthening the focus on retaining our R1 status and on research strengths across campus.
• Clarifying that curriculum review should focus on alignment with school/college strategic plans and stated values.
• Increasing our efforts to support the needs of online and post-traditional students.
• Acknowledging the impact and contributions of staff on all three pillars (research and creative excellence; educational excellence and student success; and public impact).
• Articulating the value of strong partnerships with local communities.
• Defining expectations around study abroad and study away commitments.
• Providing more detail about deliverables and how we will measure success.

As we finalize the Academic Strategic Plan, these suggestions have been useful in not only sharpening but also improving the plan. Stakeholder input has encouraged us to streamline and condense the plan and to reflect more explicitly on what specific outcomes we hope to achieve in the next five to seven years.

We remain deeply grateful for all the time and effort that faculty, staff and students have put into this planning process at both the University and the school/college levels. While this work has been labor intensive for our community, the outcome is an Academic Strategic Plan that charts an exciting and ambitious future for ���ϲ�����.

Thank you again for being part of this process and sharing your insights, ideas and constructive feedback on our collective future as an institution and a community.

As always, if you would like more information about the Academic Strategic Plan or the process of creating it, please visit the .

Your Feedback Is Requested

The Academic Strategic Plan will play a pivotal role in the future of our University. We hope you will take the time to review and provide your feedback. Opportunities for doing so include the following:

• Thursday, Feb. 23, 10:30 a.m.-noon: – K.G. Tan Auditorium, National Veterans Resource Center at the Daniel and Gayle D’Aniello Building, and on
• Wednesday, March 1, and Tuesday, March 7: Zoom feedback sessions (details to come)

You can also .

Following the feedback period, the Academic Strategic Plan will be revised, finalized and shared with the University community in early April.

Learn More

We will continue to provide information about events, feedback opportunities and ways to be involved with the refinement of the plan as we move through the next weeks and months. You can also�� on the latest news by visiting the .

The draft, based on the hard work, participation and feedback of so many of you, will be available this Friday on the . We hope you will take the time to review this important document, which will help shape and guide the future of our university.

Feedback Opportunities and Timeline

Following the release of the academic strategic plan framework, there will be multiple opportunities for members of the campus community to offer feedback:

• Thursday, Feb. 23, 10:30 a.m.-Noon: Launch forum – K.G. Tan Auditorium, National Veterans Resource Center at the Daniel and Gayle D’Aniello Building
• Wednesday, March 1 and Tuesday, March 7: Zoom feedback sessions

More details about these events will be shared soon—stay tuned!

Additionally, you can .

Following the feedback period, the Academic Strategic Plan will be revised, finalized and shared with the University community in early April.

Thank You for Your Participation!

We were truly impressed by and appreciative of the active and incredibly valuable participation in academic strategic planning by so many members of the campus community, and we look forward to benefitting from your ongoing engagement with the process. Highlights from fall 2022 include:

• More than 2,000 individual points of contact and communication
• More than 350 responses to online surveys
• More than 100 community members involved in seven working groups

The process resulted in a number of positive outcomes. For example:

• Faculty identified new opportunities for intradisciplinary collaboration and new directions in research and creative endeavors.
• Students shared ideas for enhancing their academic experience.
• Staff provided keen perspectives and practical know-how that underscored the ways in which their work can continue to advance University goals.

Some of the earliest recommendations from fall feedback sessions have already been implemented: A new focus on intradisciplinary and creative work initiatives in the Office of Research; an increase in graduate student stipends; and adjustments in Ph.D. compensation and benefits programs are a few examples.

Learn More

We will continue to provide information about events, feedback opportunities and ways to be involved with the refinement of the plan as we move through the next weeks and months. You can also on the latest news by visiting the .

Meléndez is a longtime teaching professor in the College of Law and a faculty member who has served the University Senate and the local law community in numerous diversity, equity, inclusion and accessibility (DEIA) capacities over the past several years, as well as fulfilling a range of community legal-interest roles over two decades.

Suzette Meléndez

As faculty fellow, Meléndez will undertake several Universitywide initiatives associated with the University and community work of both offices, as well as various aspects of the University’s Academic Strategic Plan. She will be involved in the research and preparation of policy and recommendation reports on DEIA priorities and topics and support development and facilitation of programming for faculty of color recruitment and retention initiatives. She will also lead and guide the University’s strategy for collaborations and partnerships with historically Black colleges and universities and minority-serving institutions.

Her duties also include providing programming and operational leadership to faculty and staff affinity groups, participating in Office of Diversity and Inclusion personnel searches and other campus DEIA-related searches, supporting the analysis and recommendations report for DEIA structure across all schools and colleges, and creating and supporting DEIA opportunities for faculty and staff development.

‘Tremendous Asset’

“Professor Meléndez has been a tremendous asset to the College of Law, the University and its Senate and the ���ϲ����� community for many years. The University greatly appreciates her expertise in DEIA matters and her service as a faculty fellow for the important initiatives being undertaken this year,” says Haddix.

“In more than 20 years of service to the College of Law and ���ϲ�����, Professor Meléndez has advanced her thought leadership and her professional and community commitments to a wide range of inclusion and diversity efforts and legal affairs. We welcome the expertise, insights and experiences she brings to this position, and we look forward to the University benefitting from her impactful presence in this role,” says Mary Grace A. Almandrez, vice president for diversity and inclusion.

“With her deep interest and long history in advancing all aspects of diversity and inclusion in matters of law, collegiate affairs and society, Professor Meléndez will be an excellent resource for these efforts,” says Gretchen Ritter, vice chancellor, provost and chief academic officer. “Her skills, experience and empathy provide a superb backdrop for the important Academic Affairs and Academic Strategic Plan initiatives we plan to move forward this year.”

Important Focal Point

“I’m honored and pleased to receive this appointment, and I am excited to work on new projects and continuing objectives with the Office of Strategic Initiatives and the Office of Diversity and Inclusion at the University level,” Meléndez says. “This is such an important focal point for the University. I look forward to contributing to the momentum to advance equity and inclusion efforts designed to dismantle biased systems that act as barriers to learning, belonging and engagement on our campus and beyond.”

Equity, Inclusion Dean

Meléndez has been at the College of Law since 2002. In 2021, she was named its first associate dean for equity and inclusion. She chaired the College of Law’s Inclusion Council and co-chaired the implementation of a two-credit DEIA student requirement for fall 2024. In her capacity as associate dean, she was responsible for developing a program for the Inaugural Consortium Summer Residency for 22 students from the Atlanta University Center, a consortium of four historically Black colleges and universities, that successfully took place in ���ϲ����� in May. She also assessed bias reporting processes and provided professional development opportunities for faculty and staff.

Meléndez chairs the University Senate’s committee, and has been faculty advisor to the Latin American Law Student Association and the Family Law Society for most of her time as a faculty member. She is also a coach for the annual appellate advocacy competition of the Hispanic National Bar Association.

Meléndez, who earned a bachelor’s degree at SUNY Binghamton and a J.D. degree from the University of Connecticut Law School, has been a teaching professor of family law and has served as the College of Law’s director of the Children’s Rights and Family Law clinics for two decades. Among other achievements, she was a member of the College of Law’s annual Diversity Law Day involving area high schools and was a member of the New York State Judiciary Diversity Pipeline Initiative.

She currently serves as a member of the New York State Indigent Legal Services Board, Onondaga County Human Rights Commission and Onondaga County Bar Association.

The Fall 2022 semester will conclude in less than three weeks. It has been a busy, active and engaging time on our campus, particularly with the robust academic strategic planning in which so many of you have participated.

As we wrap up our fall efforts, we are looking to the Spring 2023 semester energized and eager to present to our campus community a draft academic strategic plan for review, feedback and subsequent implementation. We recognize the next several weeks will be intense with final exams, projects and performances. Still, you will continue to receive sporadic updates from us about the planning process. Once our community returns from winter break, more frequent communication will continue and a new round of engagement opportunities will be announced. Please stay tuned for more on the next phase of our planning!

Part-Time Instructors: Join Us Tomorrow!

We are excited to host a virtual engagement session with our part-time instructors tomorrow, Wednesday, Nov. 30, at 11 a.m. ET. To join, .

We look forward to talking with you tomorrow.

Final Days to Participate in a Survey!

If you haven’t participated in a survey yet, please do so at your earliest convenience. The final two surveys will close on Friday, Dec. 2, so we hope you’ll take some time in the coming days to provide your input. Both the campuswide feedback form and the student-focused survey can be found by visiting the . Please note, these surveys will be removed from the page Friday, Dec. 2, at 11:59 p.m. ET; submit your feedback as soon as possible!

Campus Engagement: The Latest Numbers

So many members of our community have come together in recent months to collaborate on our collective goal of reimagining and redefining academic excellence at ���ϲ�����. Students have told us what would elevate their experience, inside and outside the classroom. Faculty have identified opportunities, areas of distinction, research collaboration (both across and within disciplines) and supports needed for them to be successful professionally, academically and personally. And staff have brought to the table astute perspectives on how their contributions have and continue to advance the University’s aspirations.

Every constituency, every individual and every idea, perspective and observation has been valuable. Here’s a quick look, by the numbers, at how you’ve contributed to this work:

• 1,600-plus: Number of students, faculty and staff that have participated in a campus conversation, student engagement session, launch forum or school/college/unit planning meeting.
• 350-plus: Number of responses to campus surveys.
• 65: Total number of events held to date, including the launch forum, campus conversations, student engagement sessions, working group meetings and steering committee meetings.

Many thanks to everyone for being engaged and generous with your time, talents and ideas.

Learn More

Are you interested in learning more about the academic strategic planning process? Do you have questions? Curious about our goals? to some of the most commonly asked questions and themes that have come up as part of the process.

Your feedback, comments and suggestions are critical to the creation of our shared vision for the University’s Academic Strategic Plan.

Share your opinions about refreshing the plan by taking the .

The survey, which is anonymous, consists of three open-ended questions that will allow you to give your input in the development of the new Academic Strategic Plan.

Please complete the survey and provide your thoughts for the collective success of all members of our University community!

More Information: Visit .

With the season of thanks upon us, we want to extend our deep gratitude and appreciation to everyone in our university community for their commitment to advancing academic excellence at ���ϲ�����. This includes our students, faculty, staff and working group chairs and members. We are proud of the tremendous involvement to date in the academic strategic planning process.

Just last week, we hosted two student-focused events and engaged in dialogue with members of the Graduate Student Organization and Student Association. The feedback from our students complements the vast input we have received from faculty and staff.

We hope you will continue to remain engaged and dedicated to this important work. If you haven’t yet, please take a moment to review engagement and feedback opportunities. As a reminder, you can , or .

We also have a virtual, student-focused event scheduled this evening; more information is below.

Thank you for your continued engagement, participation and support!

Campus Engagement: The Latest Numbers

Together, our community members continue to advance our collective efforts to reimagine and redefine academic excellence at ���ϲ�����. Here’s a glance at the numbers:

• 1,600-plus: Number of students, faculty and staff who have participated in a campus conversation, student engagement session, launch forum or school/college/unit planning meeting.
• 290: Number of individuals who have participated in a working group survey.
• 61: Total number of events held to date, including the launch forum, campus conversations, student engagement sessions, working group meetings and steering committee meetings.

Many thanks to everyone for being engaged and generous with your time, talents and ideas.

Virtual Student Engagement Session Tonight!

To our students: You’re invited to join us tonight on Zoom for an engagement session concerning our academic strategic plan. This discussion is open to all students—undergraduate, graduate and law—whether you’re taking classes on campus or online.

When: TODAY, Monday, Nov. 14
Where:
Time: 5:30-6:30 p.m.

More Information: Visit to learn more!

Part-time Instructors: Mark Your Calendars!

Part-time instructors: We want to hear from you! We will host an engagement session with our part-time instructors at 11 a.m. on Wednesday, Nov. 30. We are finalizing logistical details and will send an email invitation to all part-time instructors shortly. We hope you’ll consider joining us.

Submit Feedback Today

Did you know you can submit feedback, ideas and suggestions, or ask a question on the Academic Strategic Plan website? Share your perspective, any time, at your convenience by visiting the .

Frequently Asked Questions

Do you have questions about the academic strategic planning process? to some of the most commonly asked questions and themes that have come up as part of the process.

Are you interested in a robust conversation around the future of academics at ���ϲ�����? You’re invited to join us tonight on Zoom for an engagement session concerning our academic strategic plan! This discussion is open to all students—undergraduate, graduate and law—whether you’re taking classes on campus or online.

When: TODAY, Monday, Nov. 14

Where:

Time: 5:30-6:30 p.m.

More Information: Visit to learn more!

Please take a moment to review our weekly engagement plan below. As a reminder, you can , or . We also have a student-focused event coming up a week from today; more information is below.

Thank you for your continued engagement, participation and support!

Campus Engagement: The Latest Numbers

The University community continues to engage in the important work needed to reimagine and redefine academic excellence at ���ϲ�����. Here’s a glance at the numbers:

• 1,400-plus: Number of students, faculty and staff that have participated in a survey, campus engagement session, launch forum or school/college/unit planning meeting.
• 280: Number of community members who have attended a school/college-specific academic strategic planning meeting with Provost Gretchen Ritter.
• 279: Number of individuals who have participated in a working group survey.
• 50: Total number of events held to date, including the launch forum, campus engagement sessions, working group meetings and steering committee meetings.
  Many thanks to everyone who has participated thus far.

Hey Students! Join Us a Week From Today (Monday, Nov. 7)

To our students: undergraduate, graduate and law—we want to hear from you! Next week, we will host an engagement session exclusively for our student community. The session is scheduled for Monday, Nov. 7, from 5:30 to 7 p.m., and will be held at the Schine Student Center. We are finalizing details at this time, but will send a follow-up message directly to students with more information. In the meantime, please hold that time on your calendar if you’re interested in joining us for a robust conversation around the future of academics at ���ϲ�����.

Mark Your Calendars!

Diversity, Equity, Inclusion and Accessibility Campus Forum
Date: Tuesday, Nov. 1
Time: 10-11 a.m.
Join Zoom Meeting:

Meeting ID: 912 1061 5167
Passcode: 026097

In Case You Missed It…

(Friday, Oct. 28), co-hosted by David Van Slyke, dean of the Maxwell School of Citizenship and Public Affairs, and Ryan C. Williams, vice president for enrollment management.

(Wednesday, Oct. 26), co-hosted by Michael Speaks, dean of the School of Architecture, and Erika Wilkens, assistant provost and executive director of ���ϲ����� Abroad.

(Wednesday, Oct. 26), co-hosted by Sinéad MacNamara, associate dean for student affairs and associate professor in the School of Architecture, and Brett Padgett, senior vice president and chief financial officer.

Submit Feedback Today!

Did you know you can submit feedback, ideas and suggestions, or ask a question on the Academic Strategic Plan website? Share your perspective any time, at your convenience, by visiting the .

Frequently Asked Questions

Do you have questions about the academic strategic planning process? to some of the most commonly asked questions and themes that have come up as part of the process.

Our efforts to reimagine and reshape our academic strategic plan are well underway. We are so grateful to everyone in our community for their collaborative engagement, candid input and enthusiastic participation. The attendance at our “Campus Conversations” has given us great confidence that our next academic strategic plan will contain the broad input of the depth and breadth of our diverse campus community.

As the four cross-cutting groups—Diversity, Equity, Inclusion and Accessibility; Enrollment Strategy; Global Engagement; and Resource Sustainability and Budgeting—dig into their work, it is critically important that our campus community continue to participate and engage.

Please review the following ways you can still engage and review what’s happened so far in the process: , or .

Students: Share Your Perspective

We will host an engagement session exclusively for our student community. The session is scheduled for Monday, Nov. 7, from 5:30 to 7 p.m., and will be held at the Schine Student Center. We are finalizing details at this time, but will send a follow up message directly to students with more information. In the meantime, please hold that time on your calendar if you’re interested in joining us for a robust conversation around the future of academics at ���ϲ�����.

Mark Your Calendars!

There are three campus conversations this week and one scheduled for next. Please mark your calendars and join us at an upcoming session.

Global Engagement Campus Forum
Date: Wednesday, Oct. 26
Time: Noon-1 p.m.
Join Zoom Meeting

Meeting ID: 954 4699 1342
Passcode: 217717

Resource Sustainability and Budgeting Campus Forum
Date: Wednesday, Oct. 26
Time: 3-4 p.m.
Join Zoom Meeting

Meeting ID: 960 1818 5893
Passcode: 072126

Enrollment Strategy Campus Forum
Date: Friday, Oct. 28
Time: 1-2 p.m.
Join Zoom Meeting

Meeting ID: 969 9838 4283
Passcode: 801132

Diversity, Equity, Inclusion, and Accessibility Campus Forum
Date: Tuesday, Nov. 1
Time: 10-11 a.m.
Join Zoom Meeting

Meeting ID: 912 1061 5167
Passcode: 026097

In Case You Missed It…

Earlier this month, Gretchen Ritter, vice chancellor, provost and chief academic officer, and Jamie Winders, associate provost for faculty affairs, appeared on SU News’ . The academic leaders discussed revamping the Academic Strategic Plan and what steps the University is taking to advance academic excellence. In “” they share how the updated plan will position ���ϲ����� for short- and long-term success.

Submit Feedback Today!

Did you know you can submit feedback, ideas and suggestions, or ask a question on the Academic Strategic Plan website? Share your perspective any time, at your convenience, by visiting the .

Frequently Asked Questions

Do you have questions about the academic strategic planning process? to some of the most commonly asked questions and themes that have come up as part of the process.

Please review the following ways you can still engage and review what’s happened so far in the process: , or .

And, if you didn’t catch it in SU Today, check out the with Gretchen Ritter, vice chancellor, provost and chief academic officer, and Jamie Winders, associate provost for faculty affairs, who discuss revamping the University’s Academic Strategic Plan. In “” they share how the updated plan will set ���ϲ����� up for sustained success.

Mark Your Calendars!

There are still several more campus conversations for campus community members to take part in. Join in the upcoming sessions:

Global Engagement Campus Forum II
Date: Wednesday, Oct. 26
Time: Noon-1 p.m.
Join Zoom Meeting

Meeting ID: 954 4699 1342
Passcode: 217717

Resource Sustainability and Budgeting Campus Forum II
Date: Wednesday, Oct. 26
Time: 3-4 p.m.
Join Zoom Meeting

Meeting ID: 960 1818 5893
Passcode: 072126

Enrollment Strategy Campus Forum II
Date: Friday October 28
Time: 1-2 p.m.
Join Zoom Meeting

Meeting ID: 969 9838 4283
Passcode: 801132

Diversity, Equity, Inclusion, and Accessibility Campus Forum II
Date: Tuesday, Nov. 1
Time: 10-11 a.m.
Join Zoom Meeting

Meeting ID: 912 1061 5167
Passcode: 026097

In Case You Missed It…

Three of the working groups hosted Campus Conversations last week. The engagement sessions are recorded and available on the . Please take time to play back the sessions. Thank you to all the students, faculty and staff who participated. Your time, consideration and input will make an impact on what we are trying to achieve together!

• (Oct. 12), co-hosted by Michael Speaks, dean, School of Architecture, and Erika Wilkens, assistant provost and executive director, ���ϲ����� Abroad
• (Oct. 12), co-hosted by Sinéad MacNamara, associate dean for student affairs and associate professor, School of Architecture, and Brett Padgett, senior vice president and chief financial officer
• (Oct. 13), co-hosted by Mary Grace Almandrez, vice president of diversity and inclusion, and Marcelle Haddix, associate provost for strategic initiatives

Submit Feedback Today!

Did you know you can submit feedback, ideas and suggestions, or ask a question on the Academic Strategic Plan website? Share your perspective, any time, at your convenience by visiting the .

Frequently Asked Questions

Do you have questions about the academic strategic planning process? to some of the most commonly asked questions and themes that have come up as part of the process.

Gretchen Ritter, vice chancellor, provost and chief academic officer, and Jamie Winders, associate provost for faculty affairs, discuss revamping the University’s Academic Strategic Plan and how it can set ���ϲ����� up for sustained success.

The ���ϲ����� campus community is embarking on an important five-year journey of self-discovery and self-improvement, to position itself as a leading global institution that attracts the best students and accomplished faculty who are respected thought leaders.

The goals are ambitious: creating an unsurpassed student experience that is guided and informed by extraordinary scholarship, research and discovery. The stakes are high: determining how ���ϲ����� can improve its academic excellence at every level while fostering a sense of welcome and belonging and ensuring the distinctive excellence, accessibility and collective success for all members of the campus community.

The impact of this revised ASP will be far-reaching. Besides setting the course for where the University is headed, the ASP will also be responsive to the cultural, economic, societal and governmental changes that impact the University and our world.

The ASP will set the course for the future of the University by addressing three key questions:

1. Where is the institution currently, what is ���ϲ����� really good at and in what areas could we improve to get even more proficient?
2. Where does the University want to go, and what values does it want to embody in the future?
3. How does the institution achieve that future state of academia, allowing students, faculty and staff to flourish and thrive on campus?

Check out episode 119 of the “’Cuse Conversations” podcast featuring Gretchen Ritter, vice chancellor, provost and chief academic officer, and Jamie Winders, associate provost for faculty affairs. A transcript [PDF]��is also available.

The ASP is guided by three core pillars, with working groups dedicated to each:

• Research and Creative Excellence
• Educational Excellence and Student Success
• Public Impact

Additionally, four working groups formed to shape the process of implementing our shared and cross-cutting values:

1. Diversity, Equity, Inclusion and Accessibility (DEIA)
2. Global Engagement
3. Enrollment Strategy
4. Resource Sustainability and Budgeting

Recognizing the need to have all voices heard, the University’s students, faculty, staff and alumni are invited to . Between Wednesday, Oct. 12, and Nov. 1, there are also a , valuable opportunities for members of the campus community to get involved and give their feedback on the plan.

Wanting to both educate the campus community and drum up excitement for the far-reaching impact of the ASP, , and , stopped by the “’Cuse Conversations” podcast to discuss the thought process behind the Academic Strategic Plan, how an ASP can set ���ϲ����� up for sustained success, why members of the campus community should get involved in deciding the future of the University and how this ASP differs from other higher education institutions.

Note: This conversation was edited for brevity and clarity.

We are now five weeks into the academic strategic planning process. It has been great to see so many community members participating in engagement sessions, submitting responses to surveys and bringing new ideas to the table. Academic strategic planning is a lot of work, but together, we are making terrific progress toward identifying what makes ���ϲ����� unique and understanding how we can leverage and capitalize on our strengths.

Please review the enclosed content, and if you haven’t already,��,����or��, which can now be done anonymously as well.

Campus Engagement: By the Numbers

For our next Academic Strategic Plan to be successful, it must be collectively owned, created and implemented. That’s why we are so grateful for all your participation to date. Here are a few fast facts on engagement thus far:

• 1,000-plus:��Number of students, faculty and staff that have participated in an engagement session, including the Launch Forum, a “Campus Conversation” or a school/college meeting
• 17:��Number of working group meetings to date
• 8:��Number of public engagement sessions to date, including the Launch Forum and “Campus Conversations”
• 28:��Total number of working group and steering committee meetings

Mark Your Calendars!

The engagement to date has given us great confidence in the collaborative nature of this process and the collective goals of our community. Fortunately, there are still several more opportunities for you to engage before the working groups deliver their recommendations to the steering committee. This week alone, there are��three��“Campus Conversations.” Please mark your calendars and join us for discussion and ideation.

Global Engagement Campus Forum
Date: Wednesday, Oct. 12
Time: 1-2 p.m.
Join Zoom Meeting

Meeting ID: 940 4511 2174
Passcode: 638131

Resource Sustainability and Budgeting Campus Forum
Date: Wednesday, Oct. 12
Time: 2-3 p.m.
Join Zoom Meeting

Meeting ID: 967 1267 1761
Passcode: 790472

Diversity, Equity, Inclusion and Accessibility Campus Forum
Date: Thursday, Oct. 13
Time: 1-2 p.m.
Join Zoom Meeting

Meeting ID: 910 8836 5235
Passcode: 088498

In Case You Missed It…

Last week, the Research and Creative Excellence Working Group hosted its second “Campus Conversations.” If you weren’t able to join, please play back the engagement session:

• , co-hosted by Duncan Brown, vice president for research, and Vivian May, director of the Humanities Center and professor of women and gender studies, College of Arts and Sciences

Frequently Asked Questions: You Asked; We Answered.

As our working groups have been meeting, a few common themes and questions have surfaced. We address them below:

Has a draft of the Academic Strategic Plan already been written, given that the priorities have already been determined?

No draft has been written. At this time, we are awaiting recommendations from the core pillar working groups (Research and Creative Excellence; Educational Excellence and Student Success; and Public Impact), which will be shared with the cross-cut working groups (Diversity, Equity, Inclusion and Accessibility; Enrollment Strategy; Global Engagement; and Resource Sustainability and Budgeting) to help inform their eventual recommendations. Once all the working groups submit their recommendations, the steering committee, which consists of all working group co-chairs, as well as a few University leaders, will compile a first draft of the plan. That draft will be shared with the campus community, beginning in January, at which time we will request community input and feedback.

Following a feedback period, the University will finalize the new plan and begin implementation. Many of the schools and colleges have begun their own academic strategic planning processes and will be working developing their plans over the course of the next few months.

How are you prioritizing the priorities? And what happens to topics/fields that are not identified as priorities?

Through the launch event, the Campus Conversations, the surveys and other means of feedback, we are looking to all of you to help us identify our priorities. This may include putting additional resources into areas of strength, evaluating areas of opportunity, leaning in in some places and pulling back in others. We are looking to our community to drive these conversations and outcomes about priorities.

What’s wrong with our last academic strategic plan? Do we really need to do this again?

With the pandemic, advances in technology, changes in our political culture, exciting new local investments and impending local infrastructure changes, we are facing a very different landscape.�� Online learning is more prevalent than ever before. Our students’ needs and expectations are different. What our faculty need to be successful has evolved. ��That is why the time is right for this work.

The University’s last strategic plan resulted in some outstanding achievements. It called us to make improvements in our student experience, which yielded the Barnes Center at The Arch, the Einhorn Family Walk, enhancements to Bird Library and the renovation of the Schine Student Center.�� It called us to redouble our efforts for veterans and military families, which led to the construction of the National Veterans Resource Center at the Daniel and Gayle D’Aniello Building, among many other accomplishments. It called on us to increase our research and creative enterprise, which resulted in the cluster hire program. We believe, though, that new circumstances call for new aspirations.

We don’t want people looking at this as something “we have to do.” Instead, we want people to think of strategic planning as something “we get to do.” All of us get to be a part of this. All of us get to help shape the future of this university. And all of us can play a role in this work.

How will the University pay for the components of the new Academic Strategic Plan?

This is a good and fair question, and it is exactly why we created the Enrollment Strategy and Resource Sustainability and Budgeting working groups. First, tuition is one of our two most significant revenue streams. Understanding where we’re going in terms of enrollment is critical for directing resources, hiring faculty and staff, and planning around courses, housing, dining and so on.

The Resource Sustainability and Budgeting group was created to ensure that we have the resources to not only bring our aspirations to life but also sustain those efforts into the future. We won’t be able to fund every great idea, but together as a community, we will identify our collective priorities and goals and direct the appropriate resources.

What happens if my academic area is not highlighted as an area to grow, or if it’s identified as an area to pull back on?

A lot of great things are happening at ���ϲ����� and will continue to happen, regardless of our new academic strategic plan. What the new plan will do is help us focus on areas of opportunity and growth and direct resources appropriately. This is why community involvement is so important.

Welcome to the first week of October and the fourth week of ���ϲ�����’s academic strategic planning process.

We have been so encouraged by the tremendous engagement of our campus community members. Hundreds of students, faculty and staff have participated in a Campus Conversation, submitted a survey or shared feedback on the website.

And there are so many ways to get involved in the week ahead! So please, take a moment to review this email to identify engagement opportunities that work within your schedule.

Mark Your Calendars!

There are several campus conversations scheduled for the month of October, including one today and three the week of Oct. 10. We encourage you to mark your calendars today to ensure you’re able to join the session or sessions that are of interest to you.

Research and Creative Excellence Campus Forum
Date: Monday, Oct. 3
Time: 10-11 a.m.

Meeting ID: 960 5959 7783
Passcode: 800128

Global Engagement Campus Forum
Date: Wednesday, Oct. 12
Time: 1-2 p.m.
Join Zoom Meeting

Meeting ID: 940 4511 2174
Passcode: 638131

Resource Sustainability and Budgeting Campus Forum
Date: Wednesday, Oct. 12
Time: 2-3 p.m.
Join Zoom Meeting

Meeting ID: 967 1267 1761
Passcode: 790472

Diversity, Equity, Inclusion and Accessibility Campus Forum I
Date: Thursday, Oct. 13
Time: 1-2 p.m.
Join Zoom Meeting

Meeting ID: 910 8836 5235
Passcode: 088498

In Case You Missed It…

Three of the working groups hosted Campus Conversations last week. All these engagement sessions are recorded and available on the Academic Strategic Plan website. If you have some time, please take a moment to play back the sessions. Many thanks to all the students, faculty and staff who participated last week. Your input is invaluable!

1. ��(Monday, Sept. 26), co-hosted by Lois Agnew, interim dean of the College of Arts and Sciences, and Kira Reed, associate professor of management, Whitman School
2. ��(Wednesday, Sept. 28), co-hosted by Christy Ashby, director of the Center for Disability and Inclusion, and professor of inclusive special education, School of Education, and Sean O’Keefe, University Professor, Maxwell School of Citizenship and Public Affairs
3. ��(Thursday, Sept. 29), co-hosted by David Van Slyke, dean of the Maxwell School of Citizenship and Public Affairs, and Ryan Williams, vice president of enrollment services

Submit Feedback Today!

Did you know you can submit feedback, ideas and suggestions, or ask a question on the Academic Strategic Plan website? We understand not everyone is available to join an engagement session, but our website is always open. Please take a moment to share your perspective, any time, at your convenience by visiting the��.

Week three of the academic strategic planning process is now underway!

To date, hundreds of students, faculty and staff have participated in one of the many engagement opportunities. And hundreds more have submitted responses to the various surveys.

If you haven’t had an opportunity to attend a Campus Conversation, there are several opportunities this week. If you’re unable to join one of these sessions, there are still plenty of opportunities for engagement. Below, we’ve included just a handful of ways you can get involved.

Mark Your Calendars!

There are three opportunities this week to join a campus conversation. The schedule for the week of Sept. 26 is as follows:

Educational Excellence and Student Success Campus Forum II
Date: Monday, Sept. 26
Time: 10-11 a.m.
Join Zoom Meeting

Meeting ID: 913 7659 7454
Passcode: 776981

Public Impact Campus Forum II
Date: Wednesday, Sept.28
Time: 9-10 a.m.
Join Zoom Meeting

Meeting ID: 923 8217 6502
Passcode: 436634

Enrollment Strategy Campus Forum I
Date: Thursday, Sept. 29
Time: 8:30-9:30 a.m.
Join Zoom Meeting

Meeting ID: 977 4808 4472
Passcode: 299356

In Case You Missed It…

You may not have been able to join the Academic Strategic Plan Launch Forum or one of the Campus Conversations, but all these engagement sessions are recorded and available for playback. They are the following:

1. Academic Strategic Plan Launch Forum, hosted by Provost Gretchen Ritter and the Office of Academic Affairs
2. , co-hosted by Duncan Brown, vice president for research, and Vivian May, director of the Humanities Center, and professor of Women and Gender Studies, College of Arts and Sciences
3. , co-hosted by Christy Ashby, director of the Center for Disability and Inclusion, and professor of inclusive special education, School of Education, and Sean O’Keefe, University Professor, Maxwell School of Citizenship and Public Affairs
4. , co-hosted by Lois Agnew, interim dean of the College of Arts and Sciences, and Kira Reed, associate professor of management, Whitman School

Submit Feedback Today!

We know how busy your schedules are, especially this time of year. If you haven’t had an opportunity to join a Campus Conversation or take a survey just yet, don’t worry, you can submit your feedback right through the��.

There are several opportunities for you to be a part of the academic strategic planning process this week. Below are just a few ways to get involved.

Watch the Academic Strategic Plan Launch Forum

More than 550 members of the campus community participated, in person and via Zoom, in the Academic Strategic Plan Launch Forum, held in K.G. Tan Auditorium in the National Veterans Resource Center at the Daniel and Gayle D’Aniello Building. If you missed the launch forum, you can to learn what you missed.

Play Back Recent Campus Conversations

Three working groups hosted their first of two Campus Conversations. More than 225 community members participated. If you were unable to join, don’t worry—they’re all recorded and you can play them back at the below links.

1. , co-hosted by Duncan Brown, vice president for research, and Vivian May, director of the Humanities Center, and professor of women and gender studies, College of Arts and Sciences.
2. , co-hosted by Christy Ashby, director of the Center for Disability and Inclusion, and professor of inclusive special education, School of Education, and Sean O’Keefe, University Professor, Maxwell School of Citizenship and Public Affairs.
3. , co-hosted by Lois Agnew, interim dean of the College of Arts and Sciences, and Kira Reed, associate professor of management, Whitman School.

Take a Survey!

The members of the working groups want your input. The Research and Creative Excellence, Educational Excellence and Student Success, and Public Impact working groups all have surveys prepared and encourage you to submit your responses at your earliest convenience. Your input will help inform the recommendations in their respective reports.

Submit Feedback on the Website

If you have feedback that doesn’t necessarily fit into one of the three above-mentioned working group surveys, feel free to on the website at any time. Reimagining and redefining ���ϲ�����’s Academic Strategic Plan will require the individual and collective commitment of our faculty, staff, students and other key constituencies, all of whom play a significant role in shaping the short- and long-term success of our institution. .

Mark Your Calendars!

There are three Campus Conversations scheduled for the week of Sept. 26. Mark your calendars today to be sure you can join.

Educational Excellence and Student Success Campus Forum II
Date: Monday, Sept. 26
Time: 10-11 a.m.


Meeting ID: 913 7659 7454
Passcode: 776981

Public Impact Campus Forum II
Date: Wednesday, Sept. 28
Time: 9-10 a.m.


Meeting ID: 923 8217 6502
Passcode: 436634

Enrollment Strategy Campus Forum I
Date: Thursday, Sept. 29
Time: 8:30-9:30 a.m.


Meeting ID: 977 4808 4472
Passcode: 299356

Provost Gretchen Ritter hosted the forum on Sept. 8 in the National Veterans Resource Center at the Daniel and Gayle D’Aniello Building to provide an overview on the academic strategic planning process, timeline, goals and ways all can be engaged.

For more, view the Academic Strategic Plan Launch Forum PowerPoint Presentation (PDF) and the .

In partnership with the co-chairs of the Academic Strategic Plan working groups, the Office of Academic Affairs is pleased to share with our campus community opportunities for engagement in the fall semester. The full schedule is below.

As part of our work to reimagine and redefine academic excellence at ���ϲ�����, the seven working groups will each host two virtual Campus Conversations to solicit feedback on the group’s focus area. Your participation and input are critical to the work of each group and the overall success of the .

You are welcome to attend as many of these events as you’d like. No feedback is insignificant and every voice counts.

Please mark your calendars and plan to attend the events that are of interest to you.

We look forward to engaging our community on this important work!

Friday, Sept. 9-Research and Creative Excellence Campus Forum I

Time: 9-10 a.m.

Meeting ID: 970 5427 0773

Passcode: 520447

Monday, Sept. 12-Public Impact Campus Forum I

Time: 10:45-11:45 a.m.

Meeting ID: 963 9257 3525

Passcode: 931687

Wednesday, Sept. 14-Educational Excellence and Student Success Campus Forum I

Time: 11 a.m.-noon

Meeting ID: 985 4467 1600

Passcode: 258093

Monday, Sept. 26-Educational Excellence and Student Success Campus Forum II

Time: 10-11 a.m.

Meeting ID: 913 7659 7454

Passcode: 776981

Wednesday, Sept. 28-Public Impact Campus Forum II

Time: 9-10 a.m.

Meeting ID: 923 8217 6502

Passcode: 436634

Thursday, Sept. 29-Enrollment Strategy Campus Forum I

Time: 8:30-9:30 a.m.

Meeting ID: 977 4808 4472

Passcode: 299356

Monday, Oct. 3-Research and Creative Excellence Campus Forum II

Time: 10-11 a.m.

Meeting ID: 960 5959 7783

Passcode: 800128

Wednesday, Oct. 12-Global Engagement Campus Forum I

Time: 1-2 p.m.

Meeting ID: 940 4511 2174

Passcode: 638131

Wednesday, Oct. 12-Resource Sustainability and Budgeting Campus Forum I

Time: 2-3 p.m.

Meeting ID: 967 1267 1761

Passcode: 790472

Thursday, Oct. 13-Diversity, Equity, Inclusion and Accessibility Campus Forum I

Time: 1-2 p.m.

Meeting ID: 910 8836 5235

Passcode: 088498

Wednesday, Oct. 26-Global Engagement Campus Forum II

Time: noon-1 p.m.

Meeting ID: 954 4699 1342

Passcode: 217717

Wednesday, Oct. 26-Resource Sustainability and Budgeting Campus Forum II

Time: 3-4 p.m.

Meeting ID: 960 1818 5893

Passcode: 072126

Friday, Oct. 28-Enrollment Strategy Campus Forum II

Time: 1-2 p.m.

Meeting ID: 969 9838 4283

Passcode: 801132

Tuesday, Nov. 1-Diversity, Equity, Inclusion and Accessibility Campus Forum II

Time: 10-11 a.m.

Meeting ID: 912 1061 5167

Passcode: 026097

When: Thursday, Sept. 8, 2-3:30 p.m.
Where: K.G. Tan Auditorium, National Veterans Resource Center��at the Daniel and Gayle D’Aniello Building

There will be a brief speaking program, followed by a robust conversation and Q&A among participants.

Communication Access Real-time Translation (CART) and American Sign Language (ASL) translation will be provided.

Attendees can participate in person or . For the Q&A, questions will be taken both virtually and in the room. Please reply to this email with any questions about the forum.

The Academic Affairs leadership team hopes to see you there!

Provost Gretchen Ritter invites the campus community to the Academic Strategic Plan Launch Forum, where an overview of the strategic plan process, timeline, goals and ways to engage will be discussed.

Date:��Thursday, Sept. 1
Time:��9 a.m.
Location:��K.G. Tan Auditorium, National Veterans Resource Center��at the Daniel and Gayle D’Aniello Building

Brief remarks will be delivered by the provost and associate provost, followed by conversation and Q&A among participants.

Panelists will include:

• Gretchen Ritter, vice chancellor, provost and chief academic officer
• Jamie Winders, associate provost for faculty affairs
• Marcelle Haddix, associate provost for strategic initiatives
• Steven Bennett, senior vice president for academic operations

Communication Access Real-time Translation (CART) and American Sign Language (ASL) translation will be provided.

Attendees can participate in person or��. For the Q&A, questions will be taken both virtually and in the room. Please reply to this email with any questions about the forum.

The Academic Affairs leadership team hopes to see you there!

As we look forward to the energy that comes with students returning to campus soon, I would like to recognize the important work so many individuals have accomplished this summer. I also want to give you a glimpse into the future of what lies ahead in the critical work of refreshing our Academic Strategic Plan.

You have certainly heard the Academic Strategic Plan described as a living document. It is a roadmap to a vision, with goals and milestones, but it is the “living” part that makes any strategic plan dynamic, timely and relevant. It requires deep reflection—especially from our faculty—to consider how today’s circumstances (and our notion of tomorrow’s needs) can affect the road map, strengthen the impact of our research and teaching, and ensure a truly collective commitment to a shared, well-defined vision.

Already we have engaged academic leaders from across campus and in every school and college in preparatory work as we embark upon a rigorous process of strategic planning throughout the fall. The Academic Strategic Planning Preparation Working Group, co-chaired by Jamie Winders and Steve Bennett, and representative of a cross-section of faculty and staff, prepared a robust handbook to guide us through the process. Input into the handbook was comprehensive—involving interviews and a look back to the Academic Strategic Plan: Trajectory to Excellence, which enabled great growth since implementation began in 2016, positioning us well for a successful refresh.

The working group considered the many changes—cultural, economic, societal and governmental—that have affected our university and our world since then. These include a pandemic that greatly impacted teaching, learning and technology; a sea change in political culture and discourse in the U.S. and around the world; and social justice and equity issues that have adjusted the way we think about inclusion and opportunity for all members of our community.

Building on this foundation, the success of the refreshed Academic Strategic Plan will be defined by whether it meets the following criteria:

• Broadly understood, relatively simple and widely agreed upon
• Distinctive to ���ϲ�����
• Aspirational but achievable
• A guide for decision-making at every level
• Coherent, in which the various parts work together
• Clearly measurable for success
• A living document, including a built-in process of review and adjustment

The refreshed Academic Strategic Plan will also incorporate deeply held shared values and guiding core principles and pillars that will shape the way we make decisions, identify and pursue our goals and objectives, and ensure we stay on course to attain our vision. These core pillars and values will define the next set of working groups, which will form this month, through nominations from deans and other academic leaders to include students, faculty, staff and administrators.

Three core pillar groups will focus on shaping vision and strategy:

• Research and Creative Excellence
• Educational Excellence and Student Success
• Public Impact

Intersecting the work in each of these pillar areas are four working groups. These four are formed around our shared and cross-cutting values to shape the process and implementation of the refreshed Academic Strategic Plan in these areas:

• Diversity, Equity, Inclusion and Accessibility (DEIA)
• Global Engagement
• Enrollment Strategy
• Resource Sustainability and Budgeting

These seven new working groups will meet regularly beginning in September and will continue their work until Thanksgiving. We will announce their membership shortly. These groups will work democratically and collaboratively, while continuing to seek input from various stakeholders. I expect the members of each working group will bring fresh, innovative and forward-thinking ideas to their respective areas. Meanwhile, in the schools and colleges, the deans are preparing their own working groups to engage in strategic planning.

Each working group will schedule a series of campus conversations to curate as much feedback as possible. I will also hold a launch forum on Thursday, Sept. 1, at 9 a.m. in K.G. Tan Auditorium in the National Veterans Resource Center at the Daniel and Gayle D’Aniello Building to provide an overview on the process, timeline, goals and ways all can be engaged. The event will be simultaneously webcast, as well as recorded, so that all can participate. I encourage everyone on campus to be involved in helping to shape the next iteration of the Academic Strategic Plan. An invitation to the launch forum will be sent to the campus community next week.

Ultimately, we plan to have a draft of the refreshed Academic Strategic Plan in January 2023, then to post it publicly for review and comment. We intend to finalize and begin implementation of the Academic Strategic Plan later in the spring, well before the end of the academic year. It is critical that we achieve these deliverables. The colleges and schools can then use the draft as a guide to refresh and align their respective strategic plans by the end of 2023. Our goal is to give each college and school a framework for deciding what changes to make, what new initiatives to pursue, which existing efforts to phase out and how to thoughtfully allocate resources.

I am optimistic about the task ahead. I’m also confident in our campus community’s ability to collaborate, create and achieve new goals and, most importantly, to delineate the strategies we should pursue to get us to those goals. Along the way, we will surely redefine academic excellence as we currently understand it and enhance our vision for a University that is truly distinctive, accessible and welcoming to all.

Sincerely,

Gretchen Ritter
Vice Chancellor, Provost and Chief Academic Officer

The group will study the 2015 “Trajectory to Excellence” academic strategic planning process, evaluating the methods and steps that yielded the University’s Academic Strategic Plan. They will also evaluate the effectiveness, transparency and integration of the planning processes that followed at the college, school and unit level. The group will consider academic planning best practices used by peer institutions and will use these findings to develop a roadmap for the refresh of ���ϲ�����’s Academic Strategic Plan next year.

In her charge to the ASPP, Ritter asks the group to consider how to develop a process that fully integrates University goals and values and current market dynamics. These include diversity, equity, inclusion and access goals, graduate and undergraduate enrollment objectives, the effect of the pandemic on higher education, post-graduation outcomes for students and areas of distinctive academic excellence.

Members of the ASPP Group include:

• Lois Agnew, associate dean of curriculum innovation and pedagogy, interim chair of African American studies and professor of writing, rhetoric and composition in the College of Arts and Sciences
• Steve Bennett, co-chair, senior vice president for international programs and academic operations and chief of staff, Academic Affairs
• Rick Burton, David B. Falk Endowed Professor of Sport Management in the Falk College of Sport and Human Dynamics and the University’s faculty athletic representative to the NCAA and Atlantic Coast Conference
• Elisa Dekaney, associate dean of research, graduate studies and internationalization in the College of Visual and Performing Arts (VPA) and professor of music education in VPA and the School of Education
• Jerry Edmonds, senior assistant provost, institutional effectiveness and assessment, Academic Affairs
• Amy Falkner, senior associate dean for academic affairs and associate professor of advertising, Newhouse School of Public Communications
• Lauryn Gouldin, Crandall Melvin Professor of Law and director of the ���ϲ����� Civics Initiative, College of Law
• Julie Hasenwinkel, professor and chair of biomedical and chemical engineering, College of Engineering and Computer Science
• Kira Reed, associate professor in the Whitman School of Management and Provost Faculty Fellow
• David Van Slyke, dean and Louis A. Bantle Chair in Business-Government Policy, Maxwell School of Citizenship and Public Affairs
• Jennifer Stromer-Galley, professor and senior associate dean for academic and faculty affairs, School of Information Studies
• Ryan C. Williams, vice president for enrollment services
• Ryan O. Williams, associate dean for academic affairs and professor of practice, College of Professional Studies
• Amanda Eubanks Winkler, professor of music history and cultures and chair of art and music histories in the College of Arts and Sciences
• Jamie Winders, co-chair, associate provost for faculty affairs and professor of geography and the environment in the Maxwell School

Amy Fulford of enlight Advisors will facilitate the process and provide professional development to ASPP members and other participants.

The ASPP will map a planning process based on the findings of their review, advice of subject matter experts both on and off campus, study of higher education strategic planning and facts and circumstances relevant to a contemporary strategic plan. Based on this analysis, the ASPP will issue a specific set of recommendations to Ritter by the end of May. These recommendations will outline the design of pre-planning workshops for academic leadership and stakeholders and clearly outline the design and execution of strategic planning at the University, school or college and unit levels.

Elliot J. Stamler

When Elliot J. Stamler ’60 arrived at ���ϲ����� in the late 1950s, he was only 17 years old. Now 80, Stamler still recalls the words of Chancellor William P. Tolley, who welcomed the entering class at convocation in Hendricks Chapel:�� “From now on, you are all Syracusans. Your time here will be an experience you will never forget.”

Throughout his lifetime, Stamler remembered those words. As a testament to that enduring memory and to further demonstrate his appreciation for the many ways ���ϲ����� impacted his life, Stamler has named the University as a beneficiary of a portion of his estate, totaling $5,480,000, to be directed to multiple recipients on campus to support academic and research excellence.

“This extraordinary gift will help shape the experiences of countless students, just as Elliot says his career was shaped by his University experiences,” says Chancellor Kent Syverud. “His generosity, his wisdom and his guidance will continue to positively impact the student experience for generations to come.”

Stamler, who lives in New York City, was a political science major, receiving his bachelor’s degree from the College of Arts and Sciences and the Maxwell School in 1960. His newly announced bequest reflects his own loyalty to his undergraduate professors and his love for the University. A significant portion of Stamler’s bequest will be used to create and support several endowed funds, including the Elliot J. Stamler Endowed Professorship of Citizenship and Public Policy; the Elliot J. Stamler Undergraduate Endowed Scholarship; the Elliot J. Stamler Endowed Faculty Fund for Excellence; the Elliot J. Stamler Endowed Fund in Political Science; and the Elliot J. Stamler Graduate Assistantship Endowed Fund, just to name a handful. His bequest will also support the Class of 1960 Endowed Scholarship; the Hillel Gift Receipt Agency Account; and the Maxwell Dean’s Discretionary Fund.

Following his graduation from ���ϲ�����, Stamler attended Columbia University, graduating with an MBA in 1965. In explaining his enthusiasm for ���ϲ����� and his decision to bequeath his estate to its academic programs, Stamler notes: “The tremendous rise in the academic prestige of ���ϲ����� leads me to it is now right below the Ivy League, and I say that as one who is (also) an Ivy League alum…I am very happy to make these future gifts to my alma mater, and their good will outlast my own life. My gift to Maxwell is crucially important at this time, I believe, because democracy in our country is at a precarious point. Maxwell through its students and alumni is a potent, positive force now and in the future for the preservation of our democracy.”

Stamler knows well what it means to invest in the future. He is retired from running his own investment company, Northstar Assets. After receiving his MBA from Columbia, he began his career as an advertising/publicity executive with Columbia Pictures Television/Screen Gems Inc. in New York. In the mid-1980s, he was a vice president with First Hanover Realty. By 2004, he was president of Northwest Asset Management.

“Elliot’s life, professional career and legacy have been deeply shaped by the professors that challenged him to think critically and analytically and to engage uncertainty and complexity,” says David M. Van Slyke, dean of the Maxwell School. “While he did not pursue a career in political science, his academic experience, the breadth of his interdisciplinary studies, and the leadership experiences on campus have�� served him so well in his diverse professional and civic pursuits. Through his legacy gift, he has forever memorialized his gratitude for these experiences and inspired others to impact future generations as he was motivated.”

Momentum continues to build as ���ϲ����� prepares to launch its largest fundraising campaign in its 150 years. Though details are still being finalized, the Orange community is encouraged to stay tuned for a historic announcement, coming later this week. In the meantime, it’s never too early to give. No gift is too small and every gift makes an impact. To make an immediate impact, give today by visiting ��or by contacting the Office of Development at 315.443.1848.

For alumni, there are numerous other ways to engage with the University, including volunteer opportunities, connecting current students to internship opportunities, attending an alumni event and so much more. To learn more about how you can connect to, engage with and support ���ϲ�����, please visit . You can also contact the Alumni Association directly by emailing sualumni@syr.edu.

About ���ϲ�����

���ϲ����� is a private research university that advances knowledge across disciplines to drive breakthrough discoveries and breakout leadership. Our collection of 13 schools and colleges with over 200 customizable majors closes the gap between education and action, so students can take on the world. In and beyond the classroom, we connect people, perspectives and practices to solve interconnected challenges with interdisciplinary approaches. Together, we’re a powerful community that moves ideas, individuals and impact beyond what’s possible. Learn more by visiting .

Ernie Davis Hall, with Booth Hall and Dellplain Hall seen in the background.

Guided by student input, throughout the 2019-20 academic year, ���ϲ����� will conduct a holistic review of its student housing to better understand residential options and determine future needs in support of enriching the student experience. Representatives from the Division of Business, Finance and Administrative Services (BFAS) and the Division of Enrollment and the Student Experience (ESE) will assess the University’s existing housing portfolio to gauge how its residential spaces align with the University’s vision, mission and priorities. Academic Affairs will also be engaged in the review.

Amir Rahnamay-Azar, senior vice president for business, finance and administrative services and chief financial officer, says examining existing housing options and determining future needs is a critical component of the University’s focus on the student experience as outlined in the Academic Strategic Plan and Campus Framework. Among its goals, the Campus Framework seeks to enrich student life, including through the creation of a holistic residential experience. One initiative highlighted in the framework is the relocation and expansion of undergraduate housing from South Campus to North Campus.

“A successful student experience integrates all aspects of student life, including social, communal and intellectual pursuits,” says Rahnamay-Azar. “We are undertaking this review to see where we can improve our residence life facilities and better support the student experience.”

The University operates 18 residence halls on North Campus, along with the Skyhall complex on South Campus. Nearly 5,900 students reside in the halls, which range in size from the 40-person Oren Lyons Hall to the sprawling Brewster, Boland, Brockway complex, which houses 730 students. Among the existing halls, Washington Arms was the first to be occupied in 1946, and Ernie Davis Hall was most recently inaugurated in 2009.

“Our housing facilities, and the programs and staff within them, have an incredible impact on the student experience. The living and learning environment in the residence halls provides students with a sense of place and opportunities to build community, important factors to students’ success in and out of the classroom,” says Dolan Evanovich, senior vice president for enrollment and the student experience.

The review will include an evaluation of the quantity, quality and assortment of student housing options, as well as their relative fit for meeting the goals of student retention and success. Reviewers will also assess the number of beds, variety of room types and available amenities. Additionally, the University will focus on programing and services that are, or could be, offered within its residence halls. The analysis will allow for a well-rounded understanding of the benefits of a variety of housing-related options, including new construction by the University and/or further renovation to existing facilities. Once the review is concluded, BFAS and ESE leaders will update the campus community on their findings, which will include recommendations for future actions.

Accordingly, since the advent of Trajectory to Excellence, the University has developed an actionable strategy designed to support an innovation ecosystem across the institution and piloted several significant initiatives under the broad heading of “innovation,” with many others in the pipeline.

Progress to date:

• The first round of the Cluster Hires Initiative was approved last October, and the University has already begun to hire top talent. Designed to spur innovation through interdisciplinary approaches in areas of niche strength, cluster hiring is a proven methodology to enhance research productivity and diversity in university faculty. More than 200 faculty members from across ���ϲ�����’s schools and colleges submitted proposals involving 19 clusters, which were narrowed to 13 clusters for further consideration. Out of these 13, seven multidisciplinary/interdisciplinary themes emerged as strong clusters: Aging, Behavioral Health and Neuroscience; Artificial Intelligence, Deep Learning, Autonomous Systems and Policy; Big Data and Data Analytics; Bio-enabled Science and Technology; Energy and Environment; Innovation and Entrepreneurship; and Social Differences, Social Justice. With support of the initiative, funding has been allocated for 53 new faculty positions in the first round of cluster hires.
• The , announced in November 2018, involves every school and college at the University. Led by Professor Laura Steinberg, former dean of the College of Engineering and Computer Science, the institute will break new ground on developing talent, conducting research and cultivating thought leadership on global and domestic infrastructure. The first task will be to develop interdisciplinary undergraduate and graduate degrees in infrastructure, the first of their kind in an American university.
• The College of Arts and Sciences has launched several exciting new initiatives in discovery and innovation. Of particular note: The new BioInspired ���ϲ�����: Institute for Material and Living Systems, led by Associate Professor M. Lisa Manning, brings together research faculty from such disciplines as the life sciences, engineering, physics and chemistry for research involving complex biological systems. They will be collaborating on the development and design of programmable smart materials to address global challenges in health, medicine and materials innovation. Faculty in the —Sheldon Stone, Duncan Brown, Stefan Ballmer, Britton Plourde, Liviu Movileanu, Mitch Soderberg, to name a few—are continuing to attract both significant funding and international headlines for their research. From soft matter biomaterial physics to high energy computational astrophysics, ���ϲ����� physicists are moving farther onto the leading edge in their subdisciplines.

• ���ϲ�����’s —funded by the Blackstone Charitable Foundation—has seen tremendous success since its opening just three years ago. An experiential program for students, faculty and staff from all academic disciplines, the LaunchPad helps those interested in innovation, invention and creative approaches to entrepreneurship. As of April 2019, the LaunchPad has hosted 3,553 participants with 572 venture ideas. A total of $10.5 million in investments has been raised, along with $1.84 million won in competitions. And 65 ventures have been incorporated. In December 2018, the LaunchPad’s physical space in Bird Library was doubled and the Blackstone seed funding was replaced with permanent funding.
• With funding from JPMorgan Chase & Co., the and the recently launched the “Veterans in Politics” (VIP) initiative. The first program of its kind in higher education, VIP will help veterans and military family members prepare for a position in public office or another form of political career. The program features online classwork and a one-week intensive residency. The first class will be enrolled late this year.
• The new Office of Undergraduate Research and Creative Engagement (SOURCE) in Bird Library was dedicated on March 21. Under the leadership of newly named director Kate Hanson, the SOURCE will serve as a hub for student research, creativity and discovery. It is supported by a $1 million annual Invest ���ϲ����� commitment. On April 4, an announcement was made of the first rounds of grants to 126 undergraduate researchers: 55 academic-year and 32 summer research grants, 16 Student Association summer grants and 23 Renée Crown University Honors Program awards.
• The , supported each year by $1 million in Invest ���ϲ����� funding, is designed to support faculty in becoming competitive in securing external funding and sponsorship. Ninety projects totaling $1.67 million—51 in humanities, social sciences and creative research areas, and 39 in STEM research areas—were funded in the program’s initial round in 2018. Projects receiving 2019 funding will be announced by May 21.
• The (EEE) in the was recently ranked No. 3 of 497 schools in the 2019 Global Entrepreneurship Research Productivity Rankings. EEE’s innovative enterprises are numerous, including the ; ; ; ; ; the ; the ; and the .
• Funded by a gift from ���ϲ����� Life Trustee William “Bill” F. Allyn G’59 and his wife, Janet “Penny” Jones Allyn ’60, the initiative—led by the College of Engineering and Computer Science and the School of Design in the College of Visual and Performing Arts—is helping students across the University bring their inventions to life. They learn about design, ideation and intellectual property, then build��and refine their very own��invention with weekly feedback from alumni and industry leaders. The program’s six-week, summertime immersive invention accelerators are held at the and on campus.
• Construction of the begins this summer with infrastructure, utilities work and some of the much needed renovations to Link Hall; the work will continue during summer 2020. The center, funded by a gift from the Allyns, will serve as a vibrant hub for student services, creativity and collaboration within the .
• After a year of planning, the (BBI) is set to dramatically expand in the coming months. Having launched a unique interdisciplinary program, BBI’s new acquisitions of talent and expertise will enable the institute to expand its efforts to advance the civic, economic and social participation of persons with disabilities, and to collaborate effectively across campus.
• The ���ϲ����� chapter of the World Innovation Technology Club (WiTec) is based in the but open to all students who are committed to exploring innovative technologies in a collaborative entrepreneurial-focused environment. WiTec offers students cutting-edge opportunities to work on policy, standards, technology and business engagements. These often include collaboration with other universities; organizations such as Google and IBM; federal, state and local government entities; and international organizations like the United Nations and the European Union.
• Through its program, the Maxwell School is leading the way in educating public sector managers who can bridge the cultural differences between traditional government sectors and the innovative private sector. The program’s equips students to manage new facets of public service delivery that result from the tensions between these sectors.
• The will be adding substantial enhancements to facilitate patenting and commercialization of faculty and student research. This will allow the University to dramatically expand the impact of its innovations, deliver ���ϲ����� creative ideas to the marketplace, and provide new incentives to entrepreneurs across campus.

Future Plans

Innovation is at the heart of many of the University’s signature academic and noncurricular programming. There is a clear and compelling narrative, which needs only some internal coordination to become a strong point of internal leverage to make ���ϲ����� among the best-in-class American universities working on innovation in cross-disciplinary ways. Vice Chancellor for Academic Affairs and Provost Michele Wheatly and Vice Chancellor for Strategic Initiatives and Innovation Mike Haynie are working to define and further develop innovation interdisciplinary academic offerings as a principal recruiting tool for both traditional and post-traditional students. These efforts are focused specifically on:

• Trailblazing pedagogy: Enhancing the opportunity for all students, faculty and staff to experience various onramps to the innovative process through a campus-wide, experiential-based approach focused on building an entrepreneurial and intrapreneurial skill set that will serve all stakeholders across their careers, regardless of their primary field of study.
• Scholarship from humanities to STEM: All faculty will be supported in their pursuit of innovative research within their own fields and collaborative efforts across domains as the changing landscape of real-world problems demand a more diverse set of perspectives.
• Bridging innovation to impact: Faculty, students and staff will have the opportunity to transfer innovations directly into practice through a bolstered commercialization process focused on licensing, venture creation and corporate partnerships.

BioInspired ���ϲ����� will support research into complex biological systems, developing and designing programmable smart materials to address global challenges in health, medicine and materials innovation. It involves faculty from such disciplines as life sciences, engineering, physics and chemistry. For example, researchers who have built models to understand the mechanics of tissue will work collaboratively with other scientists on developing new approaches to wound healing and cancer care.

Vice Chancellor for Academic Affairs and Provost Michele Wheatly and Vice President of Research John Liu recently announced the appointment of , associate professor of physics in the (A&S), as the founding director of BioInspired ���ϲ����� and , the Stevenson Endowed Professor of Biomedical and Chemical Engineering in the (ECS), as associate director. Going forward, the director position will rotate every three years between the A&S faculty and ECS faculty. Manning and Ren will oversee the merger of the soft and living matter program and the �� into the BioInspired Institute over the course of the next two years.

“We are off to a very promising start,” says Manning. “BioInspired ���ϲ����� already brings together nearly 30 esteemed faculty at the University who, together, have attracted about $46 million of sponsored research funds over the last five years to support their research. The new faculty hires—13 in all—will fill in some gaps, open up exciting possibilities for research across disciplines, and create new opportunities for undergraduate and graduate students to pursue truly meaningful and relevant research.”

This week, faculty members across campus are nominating and electing an inaugural executive committee for the institute. Soon after that, Manning will announce faculty town hall meetings on campus to highlight opportunities for faculty members to become involved in the institute. “Right now, it’s word-of-mouth, and I’ve heard from individuals who have interest in working outside the walls of their own college to solve problems with researchers in other fields. This is an exciting time with countless opportunities for collaboration. We need to spread the word far and wide.”

“BioInspired ���ϲ����� is a great example of interdisciplinary and cross-disciplinary thinking in which the sum of the parts will create a distinctive and powerful whole new way of looking at the connections between biology, the physical sciences and engineering, between the cellular world and the material world,” says Liu. “As promised, this cluster focuses us on research that is relevant to our students who seek opportunities to help solve some of today’s global challenges.”

The Office of the Provost has committed $500,000 to fund initial operations and an additional $500,000 to facilitate the merger of ���ϲ����� Biomaterials Institute operations into the BioInspired Institute through a “convergence fund” that will be administered by the ���ϲ����� Biomaterials Institute director in close consultation with the new BioInspired Institute director.

“We are excited about tackling some of the world’s greatest challenges,” says Ren. “For example, our expertise in complex systems, soft matter and functional biomaterials puts us in a unique position to design and engineer advanced ‘smart’ materials more rapidly and at lower costs. Such work has promising applications in the detection and treatment of diseases and other challenging medical problems.”

The Cluster Hires Initiative is the part of the intended to significantly invest in faculty recruitment and retention in areas of distinction for the University. Vice Chancellor Wheatly says that cluster creation and cluster hires are an effective approach to strengthening research activity, enhancing faculty diversity and developing new opportunities for student research and learning. ���ϲ����� was recently reaffirmed in the top tier for research activity among all doctoral universities with an R1 distinction, an indicator of “very high research activity.” ���ϲ����� is one of only 34 private doctoral universities classified as R1.

The other six clusters for interdisciplinary and multidisciplinary activity and new hiring are:�� Aging, Behavioral Health and Neuroscience; Artificial Intelligence, Deep Learning, Autonomous Systems and Policy; Big Data and Data Analytics; Energy and Environment; Innovation and Entrepreneurship; and Social Differences and Social Justice.

About ���ϲ�����

���ϲ����� is a private, international research university with distinctive academics, diversely unique offerings and an undeniable spirit. Located in the geographic heart of New York state, with a global footprint and nearly 150 years of history, ���ϲ����� offers a quintessential college experience, as well as innovative online learning environments. The scope of ���ϲ����� is a testament to its strengths. At ���ϲ�����, we offer a choice of more than 200 majors and 100 minors offered through 13 schools and colleges and 18 online degree programs. We have more than 15,000 undergraduates and 7,500 graduate students, more than a quarter of a million alumni in 160 countries and a student population from all 50 U.S. states and 123 countries. For more information, visit .

With the creation of the Division of Enrollment and the Student Experience (ESE), the University further advanced its efforts to enhance the student experience. Since then, as a comprehensive and cohesive team, ESE has worked to enliven its core vision of creating an unsurpassed student experience—from prospective student to current student to graduate. Through support from : Advancing Academic Excellence and the Student Experience, new initiatives have been launched to promote student access, support, retention and success.

As the University attracts, recruits and enrolls the most talented and diverse students from across the globe, once they arrive to ���ϲ����� as new students, ESE has worked to implement new initiatives to make the transition to college life more seamless. Programs were also created specifically for international students, as preparing to study in the United States has additional considerations. Some enhancements made to the first-year and transfer experience over the last two years include:

• establishing the Orange Visit Grant Program to provide need-based financial assistance to admitted students who may not otherwise be able to travel to campus to visit;
• hiring an assistant director of international student orientation;
• creation of the online pre-orientation program, Virtual Welcome Academy, to provide incoming undergraduate students from China with information and resources to help prepare before arriving to ���ϲ�����; and
• in partnership with Academic Affairs, launching the enhanced First-Year Experience initiative to engage students in important discussions about community, belonging, inclusion, identity and wellness.

After students join the campus community, ESE has made significant strides to enhance the living and learning environment to “nourish the whole student to support academic, social and emotional well-being,” a goal in the Academic Strategic Plan. Through its comprehensive and integrated approach to the student experience, ESE has focused on enhancing holistic health and wellness, support services, engagement and community-building opportunities, and career and academic advising—all to advance student success in and out of the classroom. Enhancements made to the student experience have included:

• adding four therapists, a training director, psychiatric nurse practitioner and graduate student trainees at the Counseling Center and three medical providers in Health Services, expanding their hours of operation, and creating drop-in hours, increasing access to services and reducing wait times;
• expanding recreation options and equipment to promote student fitness and well-being through the addition of program staff and creation of the Graham Fitness Center and the Cross-Country Ski and Snowshoe Center at Drumlins;
• implementing a dean of students model to expand services and operations that address student issues and provide support in a proactive, systemic and integrated way;
• adding staff to support student case management, conduct investigations and residential programming; and
• integrating the Office of Residence Life and the Office of Off-Campus and Commuter Services to create the Office of Student Living, promoting a holistic living experience centered on belonging, inclusion, community, independence and learning across housing environments on and off campus.

These enhancements will only be further supported through the opening of the Barnes Center at The Arch, in fall 2019, and the transformation of the Schine Student Center, commencing in May 2019. Bringing all student wellness services into one centralized, accessible space, students will experience integrated, student-centered care that meets the holistic wellness needs of our diverse student community. The Schine Student Center will transform back to its core mission as the “living room” of campus—a place where students can eat, meet, study and lounge—creating new opportunities for students to connect, build community and get involved.

Furthering students’ success also means preparing them to be engaged citizens, scholars and leaders in a changing global society. In support of this vision, in partnership with Academic Affairs and the University’s schools and colleges, ESE launched new initiatives to support student retention, graduation and placement outcomes, beginning with the appointment of the assistant provost and dean of student success, Amanda Nicholson, to work across ESE and academic units. Efforts to improve student success have included:

• establishing an integrated student success model that looks holistically at academic, career and post-graduate advising, supporting students through the process of selecting a major, connecting their learning to hands-on experience and then finding a job or graduate program;
• adding 16 new professional advisors, 14 of which were funded through Invest ���ϲ�����, in schools and colleges;
• implementation of Handshake, a modern career services management technology, connecting students with jobs, internships, career events and employers;
• enhancing the Student Employment Office to expand student employment opportunities and build stronger connections to career growth and development; and
• establishing the Success Scholars program to provide merit scholarships to high-achieving first-year and transfer students.

As the Division of Enrollment and the Student Experience continues to implement its strategic plan and develop new initiatives through Invest ���ϲ�����, the efforts to provide an unsurpassed experience and prepare our students for future success will further distinguish the value of a ���ϲ����� education.

Naiya Campbell’s grant provides an opportunity for her to explore black excellence in media with faculty mentor Kendall Phillips. (Photo by Colleen Ferguson)

“Euphoria” is how Cathryn Newton,��senior advisor to the Chancellor and provost for faculty engagement, described the atmosphere at Bird Library last Thursday afternoon, when scores of undergraduate research and creative grant recipients gathered to celebrate their success. The 103 students whose projects were selected represent the first cohort of awardees funded by ���ϲ�����’s new Office of Undergraduate Research and Creative Engagement, known as The SOURCE. An additional 23 students were funded through Renée Crown University Honors Program awards.

There were high fives, hugs and balloons as joyful students, faculty mentors and staff shared sentiments of gratitude and pride. “Their enthusiasm and energy is truly infectious,” said Kate Hanson, newly appointed director of The SOURCE, which was created through a collaboration of the Student Association, the University Senate Research Committee, the Renée Crown University Honors Program, the Center for Fellowship and Scholarship Advising, and University faculty.

Several distinguished alumni attended the event to congratulate the students and reinforce the value of undergraduate research. Among them was Dr. Sharon Brangman ’77, a trailblazing physician and renowned expert in the field of ethno-geriatrics who has been a member of the faculty at Upstate Medical University since 1989. “It is important that undergraduate ���ϲ����� researchers know that they are joining a wonderful lineage of successful pioneers who started their careers with research in college,” said Hanson.

Other notable guests highlighting the significance of undergraduate research were Jeffrey Mangram ’88, G’89, Ph.D.’06, professor of education and provost’s faculty fellow; Linda Ivany ’88, professor of earth sciences; Samuel Gorovitz, professor of philosophy and founding director of the Renée Crown University Honors Program; and Barry L. Wells, special assistant to the Chancellor.

“It’s an amazing feeling to have people not only believe in what I’m doing but invest in my future,” said Naiya Campbell, a junior communication and rhetorical studies major in the College of Visual and Performing Arts (VPA). The Miami native received an academic-year grant to research the creative forces of her generation through the lens of race, media and storytelling.

Prentice Bufkin Jr. celebrates his academic-year grant for his project titled “Piezography, Activism, and the “Black” Dialogues: When My Body was Finally My Own.” (Photo by Colleen Ferguson)

Amelia Lefevre, a junior writing major in the College of Arts and Sciences, titled her grant proposal “Healing Place, Bringing Justice.” “As a single mom and nontraditional 30-year-old bachelor’s degree student, I’m very excited to be supported in this way,” Lefevre said. “This is important for my professional development, and I believe my work will produce significant contributions for creating social justice.”

Aadrien Thayaparan, a junior civil engineering majoring in the College of Engineering and Computer Science, received a summer grant to develop a digital sensor he will deploy in Skaneateles Lake to test water quality, algae presence and other issues.

Prentice Bufkin Jr., said: “It means a lot to me to be in the first cohort of SOURCE research scholars. It’s a culmination of hard work and personal growth that has been rewarded in a way that gives me an opportunity really embrace and demonstrate my abilities.” The junior studio arts/printmaking major in VPA will focus on the use of piezography, a process employed in photography to increase tonal range.

Each student will be working in partnership with a faculty mentor who will guide their research and original creative work to completion. The SOURCE office in Bird Library is staffed with student research mentors who will provide additional one-on-one assistance to students as their projects progress. This advocacy is especially meaningful in fulfilling the intent of the University’s Academic Strategic Plan, which is built on a strong commitment to multicultural support.

“Our mission of diversity and inclusion was beautifully shown,” said Newton, who led a team of faculty, administrators, students and staff in launching the program after years of planning and a $1 million annual commitment from the University. “Our team is excited about working with the students to refine their timetable and specific research needs,” she noted. “We envision a lively campus this summer!”

Spring 2019 SOURCE Grant Recipients

The Invest ���ϲ����� fundraising effort is part of , an initiative launched in 2017 that seeks to redefine the student experience; advance discovery and innovation; and expand opportunity, access and affordability. The initiative supports the strategic direction detailed in the University’s Academic Strategic Plan, developed through a campuswide effort with input from faculty, staff and students.

“Every day, I meet students who excel through the assistance of scholarships. They are ambitious and passionate and ready to make the next big discovery. We need to make more of these opportunities available. This initiative supports more students to explore their research interests and creativity,” says Chancellor Kent Syverud. “Next year, we will recognize ���ϲ�����’s sesquicentennial. It will be a tribute to the University’s academic excellence. We must continue that tradition by investing in a range of promising students.”

The $40 million campaign for scholarships and financial aid continues the University’s efforts since its founding to enroll high-achieving scholars, regardless of socioeconomic background. This fundraising effort will help reinforce the University as a thriving international research institution, while ensuring access through significant financial assistance to draw in exceptional students who might not otherwise be able to attend.

“���ϲ����� donors are excited about this bold initiative to invest more in talented students from across the socioeconomic spectrum,” says Matt Ter Molen, senior vice president and chief advancement officer. “Alumni, parents and friends have shown their overwhelming commitment to the vision of this university and the potential of our students. This funding will allow even greater opportunities for students to follow their ambitious goals and achieve academic success.”

The fundraising initiative specifically aims to do the following:

• increase need-based grant awards and reduce loans in financial aid packages to decrease student debt after graduation;
• ensure that ���ϲ�����’s financial assistance packages are competitive with other premier universities to attract and support the enrollment of the best, brightest and most high-achieving students; and
• significantly reduce the number of students who choose another institution over ���ϲ����� because of cost.

About ���ϲ�����

���ϲ����� is a private, international research university with distinctive academics, diversely unique offerings and an undeniable spirit. Located in the geographic heart of New York state, with a global footprint and nearly 150 years of history, ���ϲ����� offers a quintessential college experience, as well as innovative online learning environments. The scope of ���ϲ����� is a testament to its strengths. At ���ϲ�����, we offer a choice of more than 200 majors and 100 minors offered through 13 schools and colleges and 18 online degree programs. We have more than 15,000 undergraduates and 7,500 graduate students, more than a quarter of a million alumni in 160 countries and a student population from all 50 U.S. states and 123 countries. For more information, please visit .

The shared competencies are the following:

• Ethics, Integrity and Commitment to Diversity and Inclusion;
• Critical and Creative Thinking;
• Scientific Inquiry and Research Skills;
• Civic and Global Responsibility;
• Communication Skills; and
• Information Literacy and Technological Agility.

Student Association Vice President Kyle Rosenblum ’20, a psychology and policy studies major in the College of Arts and Sciences and the Maxwell School of Citizenship and Public Affairs, says the shared competencies will position students for success. “The shared competencies framework guides our learning with flexible general education requirements, while at the same time ensuring that each program is better preparing students for life after graduation.”��

The shared competencies will promote the crucial knowledge and skills essential for all students to develop in their time at ���ϲ�����. “These are core competencies that transcend the specific requirements of schools, colleges and programs,” says Vice Chancellor and Provost Michele Wheatly. “The long-term goal is for all undergraduates, regardless of major, to acquire and demonstrate the essential skills and knowledge of a distinctive ���ϲ����� education.”

A ���ϲ����� Senate Ad Hoc Committee on Shared Competencies, consisting of students, faculty, staff and administrators, led this effort since 2017. “The process of developing the shared competencies and framing language that were approved by the Senate in December has been a model of how the Senate and its committees should be involved in developing major academic policies,” says Robert Van Gulick, philosophy professor in the College of Arts and Sciences, University Senator and member of the University Senate Ad Hoc Committee on Shared Competencies. “The Senate Ad Hoc Committee was given the lead in developing the list of competencies, and it followed a broadly consultative process with input from the hundreds of faculty and students who responded to the initial draft proposal. We anticipate the eventual creation of a new Senate standing committee on assessment, with wide representation from all of SU’s diverse schools and colleges.”

The six shared competencies include framing language that describes broadly the range of knowledge, skills and attributes that each competency entails. This framework builds on the Academic Strategic Plan’s promise to provide students a distinctive experience that instills “the capacity to think deeply and analytically; to listen and learn from diverse life experiences, cultures, and points of view; to act with ethical and academic integrity; and to engage in ways that enrich scholarship and enhance our communities and the world.”

The shared competencies were also shaped by the Middle States accreditation process. Anne Mosher, faculty chair of the Maxwell Program in Citizenship and Civic Engagement and chair of the Senate Ad Hoc Committee on Shared Competencies, says that the next step will be to learn how each undergraduate program in every school and college can adopt and enhance the competency framework. “We’ll be interacting with deans, department chairs and undergraduate directors to discuss some of ���ϲ�����’s Office of Institutional Effectiveness and Assessment preliminary mappings of the six competencies to individual undergraduate major programs,” Mosher says.

Last July, Provost Wheatly appointed Mary Graham, professor of sport management in the David B. Falk College of Sport and Human Dynamics, to work closely with Mosher and the Ad Hoc Senate Committee. “We are designing a faculty-driven assessment process that will enhance consistency in learning outcomes across majors,” Graham says. “At the same time, we want the process to support the uniqueness and thoughtfully designed programs of study across the schools and colleges.”

The Ad Hoc Committee plans to pilot test the assessment of the communication skills shared competency during the 2019-2020 academic year. “We chose the communication skills competency first because it has straightforward framing language and we know from the IEA’s research on each undergraduate program that teaching and learning in this area occurs campuswide,” Mosher says.

Anyone interested in more information on the shared competencies should contact Institutional Effectiveness and Assessment (iea@syr.edu), Senate Ad Hoc Committee Chair Anne Mosher (amosher@maxwell.syr.edu) or Provost Faculty Fellow Mary Graham (megraham@syr.edu). In addition, more information and Frequently Asked Questions can be found at this .

Law professor Cora True-Frost teaching a class.

The Center for Teaching and Learning Excellence (CTLE) is seeking feedback from faculty to determine how the center can best support the University’s academic community.

Recently, the Center emailed an online survey to all faculty email addresses to solicit input about the center’s mission, vision and goals over the next three to five years. Designed to collect as much information as possible about faculty teaching support needs, the survey takes five to 10 minutes to complete. Any faculty members who did not receive the survey may contact the Center for Teaching and Learning Excellence at CTLE@syr.edu.

“The Center for Teaching and Learning Excellence is conducting a thorough needs assessment to evaluate the effectiveness of resources available, as well as any gaps in resources and services,” says CTLE Director Martha Diede. “This is an excellent opportunity for faculty to let us know what they need to be effective, innovative, and successful in the classroom.”

The survey addresses a variety of areas related to teaching and learning, including teaching strategies; assessment techniques; using technology in the classroom; diversity and inclusion; active learning techniques; and course material design and development.

“Faculty who excel as teachers and scholars are vital to any university’s capacity to deliver an outstanding student experience,” says Diede. “I look forward to collaborating with faculty and administrators on advancing this strategic goal here at ���ϲ�����.”

The University created CTLE as part of a significant investment in academic excellence and the student experience. The center, which receives funding through the Invest ���ϲ����� initiative, was created last spring to advance the Academic Strategic Plan goal of developing innovative programs to support teaching excellence and the learning experience.

“After six months of hard work by hundreds of faculty, staff and administrators across all schools and colleges, we have a completed road map for our first round of cluster hiring, which is supplemental to our traditional department hiring process,” says Vice Chancellor for Academic Affairs and Provost Michele Wheatly. “Cluster hiring is fundamental to our commitment to interdisciplinary collaboration and to strengthening our university’s research focus on areas of relevance to our students. The best way to prepare students for professional success is to offer them options in scholarship and research that cross disciplines to address complex problems facing the global community.”

Vice President for Research John Liu notes that the University is following best practices in academia in pursuing cluster hires and leveraging strengths across schools and colleges to advance the research enterprise. “Many societal challenges cannot be resolved by traditional disciplinary research, but rather require interdisciplinary collaborations. In today’s competitive job market, we need scholar educators who provide relevant education for our students in interdisciplinary areas, preparing our students for success.”

The cluster hires initiative was a faculty-led process. The initial request for cluster hire proposals was met with great enthusiasm from the University’s schools and colleges, with proposals from 19 clusters involving more than 200 faculty. The clusters were evaluated by selected faculty and administrators from all schools and colleges, and 13 were recommended for further consideration. Those recommended clusters were refined and merged into seven clusters:

• Aging, Behavioral Health and Neuroscience
• Artificial Intelligence, Deep Learning, Autonomous Systems and Policy
• Big Data and Data Analytics
• Bio-enabled Science and Technology
• Energy and Environment
• Innovation and Entrepreneurship
• Social Differences, Social Justice

Request for Proposals of Round Two cluster hires will be issued in the near future. For Round Two, newly created clusters, as well as new positions within existing clusters, will be considered.

“This process is encouraging our deans and faculty to work beyond the walls of their schools and colleges, to appreciate the niche strengths of their individual programs and their colleagues’ offerings, and to think broadly and creatively about ways to combine those strengths for the benefit of our students,” says Wheatly. “We are certain that this approach will help us attract extraordinary students looking for distinctive educational experiences and talented, diverse and creative faculty researchers interested in breaking new ground.”

About ���ϲ�����
���ϲ����� is a private, international research university with distinctive academics, diversely unique offerings and an undeniable spirit. Located in the geographic heart of New York state, with a global footprint, and nearly 150 years of history, ���ϲ����� offers a quintessential college experience. The scope of ���ϲ����� is a testament to its strengths: a pioneering history dating back to 1870; a choice of more than 200 majors and 100 minors offered through 13 schools and colleges; nearly 15,000 undergraduates and 5,000 graduate students; more than a quarter of a million alumni in 160 countries; and a student population from all 50 U.S. states and 123 countries. For more information, visit .

The first shipment of steel is delivered to the National Veterans Resource Center construction site. (Photos by Steve Sartori)

Three years ago it was a vision, today ���ϲ�����’s National Veterans Resource Center (NVRC) is becoming a reality, as each day, major construction milestones are achieved. For example, on Thursday, Oct. 18, the first steel truck arrived on the NVRC construction site at the corner of South Crouse and Waverly avenues. And the next day, the first piece of steel went into the ground.

A first-of-its-kind facility, the NVRC seeks to advance academic research, actionable programs and community-connected innovation in service to our nation’s veterans and military families. The NVRC also represents a key point of intersection between the University’s Academic Strategic Plan and the Campus Framework, both of which support the University’s aspiration to be the best place for veterans and their families. A LEED-certified facility, the NVRC will house the Institute for Veterans and Military Families (IVMF), which recently surpassed 100,000 people served, through programming and resources designed to enhance the lives of veterans, service members and military families.

Michael Haynie, vice chancellor for strategic initiatives and innovation and executive director of IVMF, says the campus and broader ���ϲ����� communities can expect to witness substantial construction activity in the weeks and months ahead now that the bulk of the site preparation work has been completed.

“It’s exciting to observe this incredible vision coming to life right before us,” says Haynie. “The University team spearheading this project is doing an excellent job keeping this transformative project on schedule. And each day, it becomes more and more apparent just how central this facility will be, not only to the University but also to the region and the nation. I am grateful for the many partners who are helping transform this concept into a concrete testament of ���ϲ�����’s commitment to veterans, their families and military-connected individuals.”

Pete Sala, vice president and chief facilities officer, says this project is among the most innovative he has ever been a part of during his time at ���ϲ�����.

“This facility will help us meet a key objective, as identified in the Academic Strategic Plan and the Campus Framework: be the best place for veterans and military-connected individuals,” says Sala. “Along with being entirely accessible, everything about this building is cutting-edge and will allow ���ϲ����� to serve those who have served in an unparalleled manner.”

To learn more about the NVRC and to stay up-to-date on project progress and milestones, visit .��To view the live construction camera, streaming activity from the NVRC site 24 hours a day, visit .

About the National Veterans Resource Center

The National Veterans Resource Center (NVRC) will serve as a class-leading exemplar of academic, government and community collaboration and will build upon and advance ���ϲ�����’s already strong national leadership in the veterans community. The NVRC will house state-of-the-art vocational and educational programs designed to advance the economic success of the region’s and the nation’s veterans and military families, and also serve as a platform through which to seed, nurture and coordinate veteran-connected academic research and technology commercialization. The NVRC will also house the ���ϲ����� and Regional Student Veteran Resource Center; the Army Reserve Officer Training Corps; the Air Force Reserve Officer Training Corps; U.S. Department of Veterans Affairs “Vet-Success on Campus”; the National Center of Excellence for Veteran Business Ownership; Veteran Business Outreach Center and Accelerator; and ���ϲ�����’s Office of Veteran and Military Affairs. Designed as a LEED-certified facility and constructed in accordance with universal design practices, the NVRC will be an inclusive facility that welcomes and accommodates veterans and visitors with disabilities. To learn more about the NVRC, visit��.

About the Institute for Veterans and Military Families at ���ϲ�����
The Institute for Veterans and Military Families (IVMF) is the first interdisciplinary national institute in higher education focused on the social, economic, education and policy issues impacting veterans and their families. Through its professional staff and experts, the IVMF delivers leading programs in career, vocational and entrepreneurship education and training while also conducting actionable research, policy analysis and program evaluations. The IVMF also supports communities through collective impact efforts that enhance delivery and access to services and care. The institute, supported by a distinguished advisory board, along with public and private partners, is committed to advancing the lives of those who have served in America’s armed forces and their families. For more information, visit ��and follow the IVMF on��,����and��.

About ���ϲ�����

���ϲ����� is a private, international research university with distinctive academics, diversely unique offerings and an��undeniable spirit. Located in the geographic , with a global footprint, and��, ���ϲ����� offers a quintessential college experience. The scope of ���ϲ����� is a testament to its strengths: a pioneering history dating back to 1870; a choice of more than 200 majors and 100 minors offered through 13 schools and colleges; nearly 15,000 undergraduates and 5,000 graduate students; more than a quarter of a million alumni in 160 countries; and a student population from all 50 U.S. states and 123 countries. For more information, please visit .

The center, which receives partial funding through the Invest ���ϲ����� initiative, was created this spring to advance the Academic Strategic Plan goal of developing innovative programs to support teaching excellence and the learning experience.

Martha A. Kalnin Diede

“This appointment represents a major step forward in our commitment to fostering teaching and scholarly excellence and building an outstanding academic experience for all students,” says Associate Provost for Faculty Affairs LaVonda N. Reed. “Martha has the experience and skills needed to lead this critical initiative, and I very much look forward to working with her.”

The Center for Teaching and Learning Excellence will promote the scholarship of evidence-based pedagogy; support the career development of faculty and instructional staff; and enhance student-centered teaching, course design and engaged learning. Among other responsibilities, Diede will oversee the design and execution of teaching support initiatives, including mentoring programs and coaching for faculty; attention to diversity and equity, and inclusion of marginalized populations; and the creation of a faculty professional development plan that enhances and supports teaching excellence.

Diede has served since 2016 as director of Western Carolina University’s Coulter Faculty Commons for Excellence in Teaching and Learning. In that role she oversaw an academic affairs and information technology staff in areas relating to educational development, educational technology, faculty research support, and the Blackboard learning management system. She assured compliance with federal regulations and external accrediting bodies, fostered cross-campus departmental relationships, and conducted faculty teaching and technology assessments and follow-up.

“I am excited and privileged to have the opportunity to lead such an important initiative at ���ϲ�����,” says Diede. “Faculty who excel as teachers and scholars are vital to any university’s capacity to deliver an outstanding student experience. I look forward to collaborating with faculty and administrators on advancing this strategic goal here at ���ϲ�����.”

Prior to her appointment as director of the Coulter Faculty Commons at Western Carolina University, Diede served as interim director and senior educational developer at the center. Before that, she taught for 13 years as part of the English department faculty at Northwest University in Kirkland, Washington.

Diede earned a Ph.D. and an M.A. at Baylor University and a B.A. at Seattle Pacific University.

An artist’s rendering of the Barnes Center at The Arch

Construction is now well underway on the Barnes Center at The Arch, a new health and wellness complex that will open in fall 2019. The new complex will provide students, faculty and staff a brand new space to improve their health and engage with a myriad of wellness resources as they balance the rigors of academic life and the pursuit of personal success.

The state-of-the-art complex at the transformed Archbold Gymnasium is designed as a vibrant hub for student services that will provide holistic support with comprehensive medical care, wellness resources and mental health support. The fully accessible complex will bring together the Counseling Center, the Office of Health Promotion, Health Services, Recreation Services and the Office of Student Assistance in one central location, helping to ensure a seamless approach to coordinating student services and promoting collaboration among student offices.

The most vital of services are being consolidated in one place to assist students with access to high-quality health care and comprehensive and holistic mental health, substance abuse, and sexual assault and relationship violence-related services.

“The new Barnes Center at The Arch will be a welcoming, engaging space for all students to find assistance, whether they need a health checkup, mental health counseling, assistance in times of crisis or a place to work out,” says Rob Hradsky, senior associate vice president of the student experience and dean of students. “These new facilities put the focus on the whole student and helping them achieve success inside and outside the classroom through a balanced experience during their time here.”

Just off the Kenneth A. Shaw Quadrangle, the center will be a convenient location with access to multiple points of assistance, resources and recreational amenities within one facility.

“The Barnes Center at the Arch is going to be a huge step in promoting health and wellness for students,” says Student Association President-elect Ghufran Salih ’20. “I’m so excited for all of the students to have access to this center and utilize the resources; it will be a great way to bring this campus together.”

The Barnes Center at The Arch came to fruition through the generosity of Board of Trustees Chairman Steven W. Barnes ’82 and his wife, Deborah, who saw how a center of coordinated services would benefit students and the campus community.

“This new facility provides a centrally and conveniently located space to house the University’s health and wellness resources that enhance a student’s entire ���ϲ����� experience,” says Barnes. “Supporting the whole student is vital to a student’s success, both inside and outside the classroom, on campus and beyond.”

Elements of the new Barnes Center include the following:

• The Counseling Center and the Office of Student Assistance will have new state-of-the-art facilities and spaces to accommodate the varied needs of students.
• As a result of the creation of this new space, the University will be able to consolidate all student-facing resources—that currently sit in multiple locations—into one centrally located facility. Included among these resources are the positions the Division of Enrollment and the Student Experience are currently looking to fill, including four therapists, a psychiatrist and a training director to oversee six graduate student trainees and two behavioral health interns from the schools/colleges.
• Health Services will have the latest health care equipment and technology, improving accuracy and providing seamless patient care, along with an increase in patient privacy. A customer care center will separate phone appointments from customer service. A triage area on the first floor will allow immediate assessment to ensure a student is quickly and properly assessed.
• A peer education room will provide a space for peer educators within the Office of Health Promotion to work, study and collaborate. The office oversees 30 peer educators, and plans to expand to approximately 50-75 peer educators by fall 2019. Peer educators will utilize the space to prepare for health and wellness trainings and workshops, package student health and wellness resources, further their continuing education and training, and coordinate campuswide student outreach initiatives.
• There will also be spaces designed for special programming, including meditation, mindfulness programs and other therapies.
• The new complex will also feature a modern multi-floor fitness center, a world-class rock climbing wall, multi-use pool, a multi-activity sports court and fully accessible locker rooms and restrooms.

As part of the Campus Framework, the Barnes Center at The Arch aligns with the University’s goals in the Academic Strategic Plan to “nourish the whole student to support academic, social and emotional well-being.”

“This new facility is a welcome addition to the student experience. The challenges of academic life and just the day-to-day stress as a busy student can be helped by many of the resources that will now all be combined in one convenient location,” says Student Association Vice President-elect Kyle Rosenblum ’20. “As a current sophomore, I have been watching the progression of the plans for the Barnes Center and look forward to taking advantage of many of the resources and facilities my senior year.”

About ���ϲ�����

���ϲ����� is a private, international research university with distinctive academics, diversely unique offerings and an undeniable spirit. Located in the geographic heart of New York State, with a global footprint, and nearly 150 years of history, ���ϲ����� offers a quintessential college experience. The scope of ���ϲ����� is a testament to its strengths: a pioneering history dating back to 1870; a choice of more than 200 majors and 100 minors offered through 13 schools and colleges; nearly 15,000 undergraduates and 5,000 graduate students; more than a quarter of a million alumni in 160 countries; and a student population from all 50 U.S. states and 123 countries. For more information, please visit .

The new budget reflects initiatives previously announced as part of , a $100 million investment to , and for students of talent and promise from across the socioeconomic spectrum.

For the 2018-19 academic year, the cost of tuition for full-time new undergraduates will increase by 3.9 percent, which when Invest ���ϲ����� was announced on July 26, 2017. That’s in addition to the previously announced Invest ���ϲ����� tuition premium of $3,300. There is no increase in room and board rates for new undergraduates. Tuition for full-time new undergraduates will be $50,230 in 2018-19.

For full-time returning undergraduates, the tuition increase is 3.9 percent, with tuition totaling $46,930 in 2018-19. Most room and board rates for full-time returning undergraduates will increase by approximately 2-2.5 percent, depending on the room and meal plan chosen.

“While we have adjusted our tuition rates as part of our transformative Invest ���ϲ����� initiative, it’s important to note that a significant portion of our students do not pay the full tuition rate,” says Dolan Evanovich, senior vice president for enrollment and the student experience. “In fact, roughly 75 percent of our students receive some form of financial aid. And, after accounting for scholarships and financial aid, the average net price of tuition for undergraduates is just over $29,600.”

The 2018-19 budget also includes the largest commitment to University-funded financial aid ever, totaling $264 million, a 6.5 percent increase over what was distributed the prior year.

“Expanding opportunity for promising students from across the socioeconomic spectrum is a critical goal of Invest ���ϲ�����. Increasing our financial aid commitment is just one way we’re making that vision a reality,” says Evanovich.

In addition, graduate assistant stipends will increase by an overall average of 2.5 percent in the 2018-19 budget. The new minimum stipend for graduate students is $15,378. For students on a University Fellowship, the 2018-19 minimum amounts for fellowships have increased to $15,424 for master’s students and remain at $25,290 for doctoral students. These stipend increases are in addition to the significant cost savings many graduate assistants and fellows will recognize as a result of a new University-subsidized health care plan.

The Executive Committee of the Board of Trustees recently approved undergraduate tuition, room and board, and other fees for the 2018-19 academic year as proposed by the University administration.

About ���ϲ�����

���ϲ����� is a private, international research university with distinctive academics, diversely unique offerings and an��undeniable spirit. Located in the geographic , with a global footprint, and��, ���ϲ����� offers a quintessential college experience. The scope of ���ϲ����� is a testament to its strengths: a pioneering history dating back to 1870; a choice of more than 200 majors and 100 minors offered through 13 schools and colleges; nearly 15,000 undergraduates and 5,000 graduate students; more than a quarter of a million alumni in 160 countries; and a student population from all 50 U.S. states and 123 countries. For more information, please visit .

“���ϲ����� has several ambitious initiatives underway, including the implementation of the Academic Strategic Plan and Invest ���ϲ�����, as well as the development of several priority projects in the Campus Framework,” says Amir Rahnamay-Azar, senior vice president and chief financial officer. “It is critical that as we continue to bring to life these bold initiatives that all of our business functions are working efficiently, effectively and synergistically. Our goal, as a division, is to be an excellent partner in the important academic work of our institution.”

Rahnamay-Azar says the strategic planning process seeks to accomplish the following goals:

• Establish clear organizational goals for BFAS aligned with those of the University.
• Enhance service offerings in alignment with best practices and industry standards.
• Develop metrics of excellence, and design a framework for measuring success against the plan’s goals.
• Conceptualize and implement a plan that complements the goals of, and accounts for opportunities associated with the following:
• Engage the University community in a series of targeted conversations focused on soliciting input specific to their needs and concerns regarding BFAS operations and services.

The steering committee, chaired by Tony Callisto, senior vice president and chief law enforcement officer, consists of various leaders within the BFAS division. Steering committee members include:

• Pete Sala, vice president and chief facilities officer (vice chair)
• Jamie Cyr, director of auxiliary services (vice chair)
• Lisa Cotanch, director of tax reporting and financial projects
• Tom Dwyer, assistant director of audit and management advisory services
• Adam Fumarola, senior associate vice president for real estate and assessment management
• Gwenn Judge, director of budget and planning
• David Smith, treasurer

Over the next few months, steering committee members will engage in targeted outreach to student leaders, faculty and staff, and other key stakeholders via one-on-one and group conversations, gathering input to help guide the BFAS strategic planning process.

Regular updates will be provided on the SU News website at .

The Barnes family’s latest gift will support the creation of The Barnes Center at The Arch. As a result, the Archbold/Flanagan Gymnasium will be transformed into a holistic health, wellness and recreation complex.

Steve and Deborah Barnes cite University’s transformative, student-centric vision as motivation for gift

A new state-of-the-art, health, wellness and recreation complex, which until now has been a conceptual component in the draft Campus Framework, is now one step closer to becoming a reality thanks to the vision and generosity of Board of Trustees Chairman Steven W. Barnes ’82 and his wife, Deborah.

For many years, the Barnes family has supported the University—both in service and in philanthropy. The Barnes family recently made a $5 million gift to support what they call ���ϲ�����’s “transformative, student-centric” vision contained within the Academic Strategic Plan and Campus Framework.

Citing the University’s commitment to advancing academic excellence, enhancing the student experience—inside and outside the classroom—and building a more vibrant and connected campus community, Barnes says he is eager to see the elements contained within the Academic Strategic Plan and the Campus Framework coming to life.

“Significant time, energy and effort have been dedicated to conceptualizing and crafting two critically important roadmaps that will help guide the University’s academic and physical future,” says Barnes. “That these two efforts have been done concurrently is proof positive that ���ϲ����� is building on its strong legacy and that continued growth and success is in its future.”

Chancellor Kent Syverud says future generations of ���ϲ����� students, faculty and staff are the beneficiaries of the Barnes family’s continued philanthropy and leadership.

“Steve has been a great partner, advisor and leader during the strategic planning process,” says Chancellor Syverud. “His confidence in the goals and recommendations of the Academic Strategic Plan and Campus Framework, and his dedication to seeing them come to fruition, are a testament to his unwavering support of ���ϲ�����. I am grateful for his leadership and extend my heartfelt gratitude to him and Debbie for their great generosity.”

In making the gift, Barnes noted that today’s college students are seeking a complete living and learning experience.

Steven W. Barnes

“They want excellent academics; extracurricular activities that ignite their passion; and health and wellness opportunities that help balance the rigor and demands of higher education. This new health, wellness and recreation complex will empower the University to continue its focus on supporting students beyond the academic realm,” says Barnes.

The family’s latest gift will support the creation of The Barnes Center at The Arch. As a result, the Archbold/Flanagan Gymnasium will be transformed into a holistic health, wellness and recreation complex. It will house all of the campus health and wellness services—including the Counseling Center, the Office of Health Promotion, Health Services, Recreation Services and the Office of Student Assistance—in one central and convenient location, just off the Kenneth A. Shaw Quadrangle. The new complex will also feature a modern multi-floor fitness center, a world-class rock climbing wall, a multi-activity sports court and fully accessible locker rooms and restrooms.

“The Campus Framework really seeks to elevate the entire student experience and the creation of this new complex is a testament to the University’s commitment to enhancing student life,” says Joyce LaLonde ’17, former vice president of the Student Association. “I am so excited for the future generations of students who will have the opportunity to see and experience the campus transformation. I’ll definitely look forward to returning as an alum.”

Dolan Evanovich, senior vice president of the Division of Enrollment and the Student Experience, says this is an exciting time to be at ���ϲ�����, noting prospective students and their families are enthusiastic about forthcoming renovations and facilities updates.

“The Barnes Center will serve to better coordinate all student health and wellness services, both organizationally and physically, and assure full accessibility,” says Evanovich. “The Barnes Center will further our mission of providing a seamless and robust approach to the learning, advising, counseling, engagement and development of the whole student. All of these efforts, of course, are designed to make ���ϲ����� an even better place to live, learn and flourish.”

Barnes’ generosity predates his leadership role on the Board of Trustees. In 2010, Barnes endowed, as part of a gift, the Barnes Family Entrepreneurship Bootcamp for Veterans with Disabilities at the Whitman School. His gift also created the Barnes Professor of Entrepreneurship at the Whitman School, which is held by Vice Chancellor Mike Haynie. Barnes is a founding investor in the Orange Value Fund, a $4.1 million student-run portfolio. The Barnes family has also provided substantial financial support to the Remembrance Scholarship Fund and to the McLane Legacy Fund, which supports disability initiatives and the Office of Disability Services.

Barnes also previously served as the co-chairman of the University’s Institute for Veterans and Military Families and is a longtime member of the Whitman School of Management Advisory Council and the Boston Regional Council. As chairman of the Board of Trustees, Barnes has supported Chancellor Syverud’s efforts to align the University’s academic vision and mission with its physical presence and infrastructure.

The Barnes family gift represents the second seven-figure gift in a major fundraising effort by the University to raise funds to support the many projects contained within the draft Campus Framework. Last fall, University Trustee Steven L. ’64, G’67 and his wife, Sherry ’65 Einhorn, gave $1 million in support of one of the first projects to be realized in the Campus Framework. As a result of the Einhorn family gift, the space previously known as University Place is now the Einhorn Family Walk.

For those interested in being a part of history and helping to transform the University’s footprint, there are many giving opportunities. The University is seeking donations, including naming gifts, for all initiatives contained within the draft Campus Framework. To make a gift, contact Matt Ter Molen, senior vice president and chief advancement officer, via email at termolen@syr.edu or by phone at 315.443.9161.

To learn more about the draft Campus Framework and to provide real-time feedback, visit .

Photo by Steve Sartori

Michele G. Wheatly, vice chancellor and provost, and Pete Sala, vice president and chief facilities officer, convened the first Campus Facilities Advisory Board (CFAB) meeting on Thursday, Feb. 16.

The CFAB co-chairs, in collaboration with Cathryn Newton, special advisor to the Chancellor and the provost and lead faculty advisor to the board, spent more than an hour tackling a lengthy agenda. That agenda included a review of the board’s charge, an update on the status of several Campus Framework initiatives, an overview of the facility condition assessment that was conducted last summer and a discussion about next steps and action items.

“This group of deans, students, faculty and staff will play a critical role in advising University leadership on what projects to prioritize, where to allocate financial resources and how to best align ���ϲ�����’s physical presence with our Academic Strategic Plan,” says Provost Wheatly. “Each member of this board was selected because of their unique expertise, diverse perspective and their commitment to rolling up their sleeves and getting things done. I look forward to working with these talented individuals as we begin to bring the Campus Framework to life.”

At each meeting, the CFAB, which was charged with assessing all academic and non-academic investments within the Campus Framework, will be asked to vote on and provide guidance on key issues and initiatives. During yesterday’s meeting, the board unanimously endorsed two recommendations:

• Supporting the draft Campus Framework’s recommendation to position the physical heart of the campus as the academic core of ���ϲ�����: All current space physically situated around or near the Shaw Quadrangle will be used for academic departments, student-service units and administrative support offices that provide invaluable support to ���ϲ����� students. As new space becomes available near or around the academic core, the space needs of academic and student-support units will take priority.
• Supporting a time sensitive request by an important academic unit to identify additional space for teaching, learning and research.

“We made substantive progress during our first meeting,” Newton says. “This broadly constituted board is critical to ensuring that decisions being made about the campus’s infrastructure are being informed by constructive and candid feedback.”

The CFAB is also charged with developing best practices for all campus engagement, decision-making and communication, particularly in relation to renovation, new construction and best use of facilities.

The members will also provide guidance on the following initiatives:

• Phasing and Scope of New Construction: Review of building programs, building sites, regulatory implications and impacts on campus space.
• Phasing and Scope of Major Renovations: Review of renovation programs, building and grounds areas affected, regulatory implications and impacts on campus space.
• Campus Space Planning: Review the impacts of new construction and major renovations on campus space, and provide review and approval authority to space utilization plans.
• Campus Architectural Standards: Review and provide guidance on campus architectural standards to the Office of Campus Planning, Design and Construction.

To learn more about the Campus Framework, visit . To read the Academic Strategic Plan, visit .

The Campus Facilities Advisory Board will assess all academic and non-academic investments within the Campus Framework. This board will also be charged with developing best practices for all campus engagement, decision-making and communication, particularly in relation to renovation, new construction and best use of facilities.

“The Campus Facilities Advisory Board will play an important role as we move forward with the implementation of the Academic Strategic Plan and Campus Framework,” says Provost Wheatly. “Not only will this board ensure alignment of the University’s academic vision, mission and infrastructure, it will also provide the leadership and insight necessary to make critical decisions regarding campus facilities with broad institutional impacts.”

The Campus Facilities Advisory Board will provide guidance on the following initiatives:

• Phasing and Scope of New Construction: Review of building program, building site, regulatory implications and impacts on campus space.
• Phasing and Scope of Major Renovations: Review of renovation program, building and grounds areas affected, regulatory implications and impacts on campus space.
• Campus Space Planning: Review impacts of new construction and major renovations on campus space, and provide review and approval authority to space utilization plans.
• Campus Architectural Standards: Review and provide guidance on campus architectural standards to Campus Planning, Design and Construction.

The board members include:

• Kevin Bailey, Assistant Dean and Chief Information Officer in the Whitman School of Management
• Tony Callisto, Senior Vice President and Chief Law Enforcement Officer
• Julia Czerniak, Associate Dean and Professor in the School of Architecture
• Dolan Evanovich, Senior Vice President for Enrollment and the Student Experience
• Rochelle Ford, Chair of and Professor in the Department of Public Relations in the Newhouse School of Public Communications
• Sterling Grimes ’17, College of Engineering and Computer Science
• Julie Hasenwinkel, Associate Dean for Student Affairs and Professor in the College of Engineering and Computer Science
• Arlene Kanter, Laura J. and L. Douglas Professor of Teaching Excellence, Professor of Law and Director, Disability Law and Policy Program in the College of Law
• Mary Lovely, Chair of the International Relations Program and Professor of Economics in the Maxwell School of Citizenship and Public Affairs
• Cathryn Newton, Special Advisor to the Chancellor and Provost for Faculty Engagement, Dean Emerita of the College of Arts and Sciences and Professor of Earth Sciences and Interdisciplinary Sciences
• Kennedy Patlan ’18, College of Arts and Sciences
• Karin Ruhlandt, Dean of the College of Arts and Sciences
• Pete Sala, Vice President and Chief Facilities Officer (Co-Chair)
• Sarah Scalese, Associate Vice President for University Communications
• Sam Scozzafava, Vice President and Chief Information Officer
• Michael Speaks, Dean of the School of Architecture
• Michael Tick, Dean of the College of Visual and Performing Arts
• Diane Wiener, Director of the Disability Cultural Center
• Michele G. Wheatly, Vice Chancellor and Provost (Co-Chair)

Several professional staff members in the Office of Campus Planning, Design and Construction will also advise the board, including:

• Joseph Alfieri, Director of Campus Planning, Design and Construction
• Christopher Danek, Assistant Director for Space Planning; Campus Planning, Design and Construction
• Brenda Law, Design and Document Manager in the Office of Campus Planning, Design and Construction
• Jason Plumpton, Senior Project Engineer in the Office of Campus Planning, Design and Construction

The board will meet a minimum of four times per year, beginning in February 2017. Each member will serve a two-year term, with a possible extension into a third year.

To learn more about the Campus Framework, visit . And, to read the Academic Strategic Plan, visit .

The working draft of the Academic Strategic Plan is now available, and the open comment period for the plan runs through April 10. The draft reflects the Vision and Mission statements, findings of seven working groups and input from many faculty, students, staff members, alumni and supporters. Findings are grouped into six thematic areas, with accompanying goals and potential goals and potential actions to move the University toward those goals.

After the open comment period, the Steering Committee will review all feedback and make revisions. A subsequent will be delivered to Chancellor Syverud in late April, and shared with the Board of Trustees in May.

To read the draft of the Academic Strategic Plan and provide your feedback, visit .

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Liz Liddy will convene a “Day of Conversation” to talk about the Academic Strategic Plan.

Over the course of the day, students, faculty and staff will have a chance to learn about—and offer input on—the Academic Strategic Plan Steering Committee’s progress toward formulating a final plan. The Steering Committee, which Liddy chairs, and its seven Working Groups have solicited campus input through multiple channels over the last six months, including open forums, surveys, focus groups and interviews. Wednesday’s event will showcase findings and recommendations emerging from the Working Groups’ deliberations.

Presentations are at noon, 3 and 6 p.m. in Schine Center’s Goldstein Auditorium. Each will open with a short overview of the process to date and then brief presentations by each of the Working Groups. Informal breakout sessions will follow, during which interested attendees can chat with Working Group members and offer feedback on their findings.

In advance of that event, and in a desire to update the campus community on some of the more logistical concerns relating to the Steering Committee’s work, Liddy recently sat down with SU Today to answer questions about the status of the planning process and what lies ahead.

Q. Where does the Academic Strategic Plan process stand right now?

Liddy: Right now we are winding down the major part of the discovery process. The Steering Committee just this week received the reports of the Working Groups, summarizing their key findings and preliminary recommendations relating to their areas. The Working Groups included students, faculty, and staff, and each group had a designated focus area—Undergraduate Excellence, Strategically Focused Research and Doctoral Programs, Leadership in Veterans and Military Affairs, Enhancing Internationalization, Innovation and Institutional Renewal, Student- and Faculty-Centered Operations, and Professional Programs Excellence.

The Steering Committee will take these reports, and input from Wednesday, and start reviewing the findings, identifying overarching themes and objectives, prioritizing recommendations and then formulating a preliminary draft.

Q. What is the timeline for producing a draft? And will there be an opportunity for additional input?

Liddy: Yes, absolutely. At this time, we plan to post a first draft of the plan by early April. This is a very tight timeline, and I want to emphasize that this will be a rough draft, not a final draft. The plan will be posted for review via the web site so that folks have the chance to give feedback as soon as possible before a subsequent draft is submitted to the full Board of Trustees for review.

Q. How are you determining final recommendations? Who decides what is included?

Liddy: This is the really challenging part, and we’re just now getting into it. The Steering Committee will be formulating the final recommendations drawing from the reports of the Working Groups and any input that we get on Wednesday. Those Working Groups have done outstanding work over the last several months in collecting ideas and information and prioritizing recommendations. What the Steering Committee will now be looking for are recommendations that feed into those overarching aspirational goals that we believe will advance progress toward achieving our vision and mission.

We don’t want this plan to just show us how we can continue doing what we’re doing, only better. We want it to really build on those areas of excellence that make the University distinctive or have the potential to advance us into new and innovative directions in response to emerging needs and opportunities in the world. Today’s higher education landscape is incredibly challenging, and the University has tremendous strengths that we can build on to take advantage of some of the changes that we see and to distinguish ourselves among our peer institutions.

Q. If I submitted an idea for inclusion in the plan, can I expect to see it in the final draft?

Liddy: Possibly, but not necessarily. Again, this is the hard part. All the ideas and submissions will have been discussed by the Working Groups, and those that are included in their final reports will be taken into consideration by the full Steering Committee. And although choices will have to be made, this plan is very much intended as a living document, evolving as needs and opportunities arise down the road. Some ideas that are tabled or ranked as a lower priority certainly could rise to the top at some later time.

I also would note that in this plan we are taking the “large view,” focusing on University-wide goals rather than on those that may be specific to, or fall within the limited purview of, individual schools and colleges. While the recommendations and themes will touch on all of the schools and colleges, the expectation is that it will form a guiding foundation by which the schools and colleges can then develop their own strategic road map forward.

Q. How does the plan intersect with the Operational Excellence and Campus Master Plan pieces of Fast Forward?

Liddy: The entire Fast Forward ���ϲ����� process is driven by the Academic Strategic Plan, so what we put forward in a final plan will be very much tied to the work of those two complementary efforts. The charge of the Operational Excellence team is to improve the way the entire University operates, with the purpose of generating funds for targeted goals that emerge from the Academic Strategic Plan as well as the Campus Master Plan. Likewise, the Campus Master Plan intersects in that it will help guide decisions related to strategic infrastructure needs to ensure we have the facilities and resources needed to be a world-class university.

Q. What is the status of the Mission/Vision statements, and how was campus input considered?

Liddy: We will have a final version of the Vision and Mission statements, and we’ve worked incredibly hard to ensure that they capture a collective sense of the campus community’s highest aspirations for the University. As far as process, a proposed draft of the Vision and Mission statements was first presented to the University community in the fall of 2014 with an open comment period. After some revisions based on that initial feedback, a draft was submitted to the Board of Trustees for preliminary review, which was then followed by a second open comment period. In sum, a total of 145 comments were received during both open comment periods, and these were used to guide revisions to the statements.

Q. What happens next? Can you give a sense of the timeline ahead?

Liddy: Absolutely. At this time, the Steering Committee is scheduled to have a first draft ready by early April. The document will be posted on the website for review, during which the campus community may offer feedback (again, via the website). After the comment period, it will go back to the Steering Committee for any additional tweaking or revisions, and a subsequent draft will be sent to the Chancellor in late April and shared with the Board of Trustees in May.

Q. And then what? How will the final plan be implemented?

Liddy: Implementation is phase two, and I’m delighted that Provost’s Faculty Fellow Shiu-Kai Chin of the College of Engineering and Computer Science has agreed to spearhead that effort. It’s going to involve effort across all the schools and colleges, and mechanisms will need to be put in place to identify specific action steps for achieving goals and for assessing progress. It’s going to be a multilayered process, and development of a final draft of the plan is just the first step down that road.

Q. You mentioned Shiu-Kai’s role in guiding the implementation of the plan. Are the other Provost’s Faculty Fellows a part of this effort, and how many such Fellows do you anticipate appointing?

Liddy: At this time I have named three Provost’s Faculty Fellows, Shiu-Kai being the first, followed by Mehrzad Boroujerdi, who will focus on strengthening internationalization, and Cathryn Newton, who will focus on academic philanthropy; large-scale academic space planning; and academic programming initiatives related to these two areas. These positions clearly intersect with some of the key focus areas and needs that we anticipate emerging from the plan.

As far as the number of Fellows, there may be some additional appointments as the need arises, but I don’t anticipate any more beyond these three in the immediate future.

Q. How long-term is the plan? Will there be opportunities to update/revise down the road?

Liddy: There is no set time period for the strategic plan, although clearly it is a multiyear process since implementation can’t even begin until next fall. And yes, as mentioned earlier, this document is very much intended to be a living document, meaning that it is expected to evolve as opportunities arise.

Finally, I would just like to give a tremendous thanks to all those folks who have been and continue to be involved in this effort. It is challenging work, especially trying to capture the aspirations of such a vibrantly diverse campus community into one document. But I know the outcome is going to be well worth the effort.

This event is part of the continuing campus conversations with students, faculty and staff to learn more about the Academic Strategic Plan and share feedback on its progress. The event is co-sponsored by the University Senate and Fast Forward ���ϲ�����. From research to discovery to preliminary ideas—the Academic Strategic Plan will define the University’s vision and strategic direction, detail the University’s priorities and identify specific actions that build on the University’s strengths.

All three discussions will include remarks by Interim Vice Chancellor and Provost Liz Liddy and the seven working groups and will offer an opportunity for those attending to join the conversation.

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The Academic Strategic Plan is one of the components of

Shiu-Kai Chin

Each fellow will have a designated focus area, for example internationalization or cross-campus student entrepreneurship, and be charged with assessing needs and interests in those areas, developing opportunities and communicating with the campus community about those opportunities.

Liddy says the newly created fellows positions are part of her larger strategy of enhancing shared governance on campus and improving communications and collaboration between central administration and faculty. In their role as fellows, faculty appointees will have a unique status and charge to serve as ambassadors toward achieving the Chancellor’s vision of “One University.”

In the first such appointment, Shiu-Kai Chin, professor of electrical engineering and computer science, has been named Provost’s Faculty Fellow charged with guiding the implementation of the Academic Strategic Plan. Additional Faculty Fellows and their areas of concentration are expected to be named in the coming days.

“I am so looking forward to working with the Faculty Fellows as they further expand their engagement with the University in the many rich areas where I am eager to have faculty input and interaction,” says Liddy. “Shiu-Kai is a highly respected, strong contributor to the University, and I am grateful that he has agreed to take on one more opportunity to guide and share his capabilities with the Provost’s office and the full University. Stay tuned as we announce more.”

“I am happy to engage with the very capable team of over a hundred other students, staff and faculty who are hard at work creating the Academic Strategic Plan that will guide ���ϲ����� to a bright future,” says Chin of his appointment. “The Provost’s Faculty Fellows initiative is an innovative means to increase faculty engagement in moving ���ϲ����� forward.”

The Provost’s Faculty Fellows will hold one-year appointments, renewable on an annual basis by mutual consent. During their service as fellows, they will retain their current faculty rank and have the opportunity to take advantage of professional development activities relevant to their portfolio of responsibility.

Any faculty members interested in learning more about opportunities to serve are invited to contact Suzanne Barch in the Office of the Vice Chancellor and Provost at smbarch@syr.edu or 315-443-4291.