Chief Operating Officer at Suny College Of Environmental Science And Forestry
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Decision makers at Suny College Of Environmental Science And Forestry
Administrative Assistant II
Assistant College Registrar
Assistant Dean of the Graduate School
Assistant Director, FPDC
Assistant Director of Student Engagement & First Year Programming
Key decision makers in the same organization
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Board meetings, strategic plans, and buyer signals from Matthew J. Millea’s organization
The document contains a proposed resolution regarding the committee proceedings.
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The committee meeting covered updates on the Voluntary Separation Program, including staff and faculty departures and financial impact. The committee also reviewed the Financial Stability Plan, including the current state operating budget, budget processes, and projections. The discussion included strategies for achieving a balanced budget by the end of the 2026-2027 fiscal year, such as salary savings, scholarship reductions, and enrollment increases. Furthermore, the committee approved recommendations for Forest Properties and Athletics fee proposals, reviewed the annual budget schedule, and discussed proposed updates to organizational charts.
The committee meeting focused on updates from the Chief Diversity Officer regarding the institutional strategic plan, the sustainability action plan, and the results of the student and staff campus climate assessment survey. Discussions included a review of existing policies, the potential addition of committee members, and an executive session to address personnel matters related to the needs of the Chief Diversity Officer. The board also expressed a requirement for a strategic plan concerning diversity, equity, and inclusion.
This multi-year Campus Climate Strategic Action Plan, based on the 2024 Student and Employee DEI Campus Climate Survey, translates data into measurable institutional accountability. It outlines three shared strategic priorities: Access & Advancement, focusing on enhancing disability accommodations and professional development pathways; Belonging & Culture, aiming to expand inclusive student recruitment, residence life programming, and employee affinity group support; and Safety, Equity, & Accountability, which seeks to build institutional trust through transparent reporting, bias education, and anti-retaliation campaigns. The plan sets key performance indicators with targets up to 2030 to improve belonging, trust, resource awareness, professional development, and accommodation satisfaction.
Extracted from official board minutes, strategic plans, and video transcripts.
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