Rebecca L. Weller

The Board discussed strategic responses to the pandemic, including operational planning for campus accessibility and academic instruction. They reviewed the fiscal year 2021 operating budget, which included proposed tuition adjustments and projections regarding enrollment declines and reductions in state aid. The meeting also covered federal financial relief for students, research grant updates from the Hearst Foundation, and new social justice initiatives. These initiatives include the establishment of a memorial scholarship, a social impact collaborative, and efforts to promote voter registration within the campus community.

This strategic plan, titled "Transforming Lives, Igniting Possibilities," is a five-year roadmap for SUNY Oswego. It is designed to build on the institution's history, align with Vision 4040, and strengthen its role as a catalyst for social mobility and economic development. The plan is guided by three strategic drivers: Grow, Connect, and Thrive. These pillars focus on expanding access to high-quality education, deepening engagement with local and global communities through partnerships and experiential learning, and cultivating a thriving campus environment that fosters well-being, equity, and innovation for all members. The ultimate vision is to change lives and contribute to a better world by shaping a brighter future for the university and its broader community.

The town meeting addressed institutional operational changes during the COVID-19 pandemic, specifically the transition to remote distance learning for the remainder of the semester. Key topics included protocols regarding student housing, the potential for refunds on unused housing and meal plans, academic advising modifications, the status of student employment, and uncertainty surrounding commencement ceremonies. The administration provided guidance on campus access, emphasizing social distancing and the scaling back of on-campus services to align with public health directives.

The town meeting addressed institutional responses to the COVID-19 pandemic, including directives for non-essential employees to work from home, the status of library operations, and academic continuity plans such as remote learning and advising. Key discussion topics included protocols for accessing campus facilities like offices and laboratories, library hours, student residential life, and the university's strategy for supporting faculty and students during the transition to remote instruction.

This document outlines the College of Agriculture and Life Sciences' (CALS) strategic roadmap to 2050, driven by Dean Ben Houlton's vision. The plan aims to establish a bold future direction through big ideas encompassing research, extension, innovation, and student preparation. Key considerations include supporting faculty careers through 2050, addressing critical global challenges such as climate change, food equity, and life science breakthroughs, and evolving educational approaches for future students to foster collaboration, experiential learning, and entrepreneurship. The roadmap is being developed through extensive stakeholder engagement, including internal and external input, surveys, and committees, with a final vision targeted for summer 2022.