Guillermo Reyes

This document outlines a bold new vision for Oregon State, focused on transformation and charting a course for the future. It sets forth three primary goals: fostering significant discoveries to drive innovative solutions, ensuring every student graduates, and contributing to a thriving world.

The committee reviewed the progress report from the Office of Audit, Risk and Compliance, which included updates on recent audit findings and ongoing compliance activities. Additionally, the committee discussed strategic human resources administration efforts, focusing on recruitment, talent retention, and pay transparency. Key milestones, such as enhanced onboarding and new mental health resources, were reviewed, alongside forward-looking goals for fiscal year 2025 including new lifestyle benefits, refined recruitment practices, and comprehensive supervisor training programs.

The committee reviewed progress reports from the Office of Audit, Risk and Compliance, including an overview of IT audit plans and construction auditing processes. Discussions also included an update on public safety operations, a detailed overview of the changing landscape regarding student-athlete compensation, Name, Image, and Likeness (NIL) policies, and the university's emergency management and all-hazards planning framework.

The board meeting covered several critical areas including an update on the university's strategic plan and enrollment growth. Discussions addressed concerns regarding student government internal dynamics and procedures. The President provided reports on research initiatives, leadership transitions, and legislative advocacy efforts. The board also heard updates from the Faculty Senate, the OSU Foundation regarding fundraising and endowment growth, and the Higher Education Coordinating Commission concerning budget and tuition policies. Additionally, the board approved the capital project budget for the Richardson Hall chiller mid-life renewal and heard public comments on topics ranging from rural mental health resources to faculty financial challenges and institutional divestment.

The board discussed institutional governance, including the President's contract and leadership transitions, and received reports on enrollment, strategic planning, economic impact, and fundraising. Discussions addressed student government activities, student success initiatives, faculty senate concerns regarding research and academic freedom, and the impact of federal policy on higher education. The board approved the fiscal year 2026 operating budget and a capital project budget for improvements to the Dixon Recreation Center. A governance refresher was provided, and the board recognized departing trustees and staff with resolutions of appreciation.