Dear Buffalo State University Community,
As we continue our journey together, I am both honored and privileged to serve as your interim president until the end of the 2025-2026 academic year. As I stated in my Academic Convocation address, “We are in this together, and together, we are unstoppable.” I truly believe that this is the year that we will make great strides toward seizing our destiny and realizing our vision.
In the past, the State of the College/University Address was scheduled for the beginning of the academic year. Since we had two updates last year, and we brought back Academic Convocation for the fall semester, I decided to adjust the timing of our State of the University to coincide with the calendar year as opposed to the academic year. Therefore, the address will be scheduled for 12:15 p.m. Thursday, February 6, 2025. However, I believe that it is important to keep you informed on the strategic direction of the university.
When I addressed you all at the Update to the State of the University in November 2023, I laid out two reframed strategic priorities: 1. enhancement of morale and our campus climate; and 2. addressing our structural deficit toward financial sustainability. This document outlines the next phase of our strategic vision, encompassing initiatives that will elevate our institution’s standing and strengthen our ability to deliver on our mission and values.
Our collective achievements in enhancing morale, cultural climate, and financial sustainability are commendable, serving as a solid foundation for future growth. We are now ready to expand our focus and establish a strong footing for the years ahead. As interim president, my primary objective is to prepare Buffalo State University for our 10th president, setting it on a path defined by excellence, ambition, and innovation. This will position us to become the premier comprehensive university within the SUNY system and the region by 2030.
Strategic Priority 1. Enhancing Morale and Campus Climate
A vibrant and positive campus is essential for fostering an environment of learning and growth. In an effort to understand our current state of morale and campus climate, we recently launched a comprehensive DEI survey in the spring 2024 semester. Prior to that, we also completed a perception study in June 2023. While the findings of these studies are still being analyzed and insights distilled, it is evident that we must proactively establish a standard of conduct for our university community. This standard is crucial to ensuring that we cultivate a campus where everyone feels safe, respected, and empowered to meaningfully contribute to our institution.
A Community of Civility and Inclusivity
In our ongoing commitment to enhancing morale and campus climate, we are exploring some proven strategies that will not only reinforce our unity and shared values but also enable us to work harmoniously toward our future. I look forward to working with our collective bargaining leaders and some of our faculty experts to provide training and workshops that align with our values.
By focusing on developing skills in communication, conflict resolution, de-escalation, and cultural competency, we will further enhance our ability to create a cohesive and supportive campus environment. We will provide further updates on this matter as we progress.
Institutional Equity, Diversity, & Inclusion
In addition, I am pleased to announce the relocation of the Office of Equity and Diversity to its new, dedicated space on the first floor of Cleveland Hall, room 204. This move marks a significant milestone in the evolution of the office, which has experienced several changes, restructurings, and relocations over the years. In the recent past, the roles of chief of staff and chief diversity officer (CDO) were combined, presenting a unique set of opportunities and challenges. More than two years ago, these roles were separated, aiming to provide a clear demarcation and focus on each important function. Lisa Morrison-Fronckowiak, who served as the Deputy CDO during the time of the merged role, has been instrumental in this transition.
Having undergone a thorough search process for the CDO position prior to my arrival as interim president, and recently completing a vetting process at SUNY, Lisa now steps out of her interim role to officially become the Chief Diversity Officer at Buffalo State University. Her appointment further solidifies her leadership position and the importance of this role within our institution.
Under Lisa’s direction, the office will undergo a re-envisioning process to cater to the current and future needs of our campus community. As part of this evolution, the Office of Equity and Diversity will be redesignated as the Office of Institutional Equity, Diversity, and Inclusion, a name that embodies our unwavering commitment to these crucial institutional values. Earlier this year, Candace Williams was appointed as Title IX Officer, reporting to the CDO. In addition, Michael Heflin has rejoined the office as the Director of Programing for Diversity and Belonging Initiatives, with a search forthcoming for an investigator that both HR and EDI will share. By providing a permanent home, dedicated leadership for this office, and the supporting cast it needs, we affirmatively integrate this role as part of our institution’s core values.
Lastly, Student Accessibilities Services will remain under the supervision of the CDO, and Sumana Silverheels, who has been serving as the interim director, has been appointed as the director.
Together, we will create a space where diverse perspectives are celebrated, and every individual is valued and has the opportunity to thrive.
Strategic Priority 2. Addressing the Structural Deficit and Achieving Financial Sustainability
As a critical element of our broader strategic initiative of achieving financial sustainability by the 2027-2028 academic year, the Financial Sustainability Plan (FSP) remains integral to achieving our collective vision. Our efforts have led to significant financial improvements. The 2023-2024 fiscal year closed with a reduced structural deficit of $12.6 million, down from the previous $16.5 million. To build on this momentum, we are developing a robust system to regularly track and report our progress toward financial sustainability goals and targets. This system will be based on initiatives that we have implemented to right-size the institution, such as the hiring freeze, cost-reduction measures, and voluntary separation program (VSP). Furthermore, by maintaining transparency and accountability, we aim to ensure long-term financial viability while supporting our core mission and long-term strategic objectives.
In addition to reducing costs, we are also developing strategies and tactics to increase revenue by increasing the enrollment (recruitment and retention) of existing cohorts and cultivating new ones, as well as expanding our current revenue sources beyond tuition and fees.
Strategic Priority 3. Fostering a Culture of Quality Assurance and Continuous Improvement
We are now adding a third strategic priority to guide us with achieving essential institutional goals.
The Middle States Commission on Higher Education (MSCHE) has consistently held high standards for quality and continuous improvement for accredited institutions. Recently, Middle States made adjustments to institutions’ accreditation cycles that focus on key indicators and metrics. One example is recent benchmarks that have been added to institutions’ Annual Institutional Update (AIU). The purpose of the AIUs is to monitor institutions in four critical categories: student achievement; annual enrollment; financial health; and federal financial responsibility. Accredited institutions are expected to assess their progress toward meeting the established indicators. If an institution falls below a key indicator, Middle States may require a Supplemental Information Report (SIR) to address specific concerns. In some circumstances, the SIR may result in a site visit to confirm congruence with the submission and the institution’s actual practices, ensuring that the measures put in place are effectively addressing the identified concerns and promoting continuous improvement.
As you are aware, the MSCHE had requested a SIR concerning Standard IV, which pertains to key indicators of student success, including retention and graduation rates, and the periodic assessment of student support programs and experiences. Today, I am thrilled to announce that the MSCHE has acknowledged receipt of our SIR for Standard IV and confirmed that no further action or reporting is required from our end. This is a clear indication that the MSCHE was satisfied with our submission.
This accomplishment is the result of the collective efforts of our community. I want to express my heartfelt gratitude to everyone who contributed, including cabinet members, directors, our teams in Institutional Research and Data Analytics, Institutional Effectiveness and Planning, and Dr. Anthony Chase. Your contributions were instrumental in the successful completion of this report.
The insights gained from our recent AIU and the SIR submission process underscore an urgent need for a more systematic and strategic approach to quality assurance and continuous improvement. To address this, we are once again realigning our resources to meet the evolving needs and requirements of our institution. Doing so will not only strengthen our standing with our institutional accreditor, but will demonstrate our commitment to providing a high-quality experience for all of our students.
Institutional Research, Effectiveness, Planning, & Strategy
As you know, I had previously made the strategic decision to bifurcate Institutional Effectiveness and Planning and transfer the Office of Institutional Research from the Division of Academic Affairs to the Division of Finance, which was announced in the Daily Bulletin. The purpose was to foster an adaptive change. Our goal was to harness the strengths of both the Office of Institutional Research and the Division of Finance, creating a powerful synergy that would position our institution for financial sustainability.
Now that adaptation has occurred, I have recombined Institutional Effectiveness and Planning with the refocused Office of Institutional Research and Data Analytics into Institutional Research, Effectiveness, Planning, & Strategy (REPS). This unit will report directly to the Office of the President, ensuring that strategic alignment across divisions and comprehensive data analysis guide our decision-making processes. By centrally positioning REPS at the institutional level, we enhance our ability to make informed, impactful decisions that drive the university forward. The staff is now located on the fourth floor in offices 412 and 414.
Unfortunately for us, our current AVP for Institutional Effectiveness and Planning and ALO, Kim Barron has decided to return to the Midwest to be closer to home and family. As such, she has accepted a new position and will serve as the Assistant Vice Chancellor and Accreditation Liaison Officer to the Higher Learning Commission at Indiana University Indianapolis. Her last day here will be December 7, 2024. We all sincerely wish Kim well and thank her for her tremendous efforts in helping the institution secure its MSCHE reaffirmation of accreditation and all the activities she has supported and/or spearheaded to ensure quality at Buffalo State. In the meantime, CoS LeVar Burke has assumed the leadership of REPS and will serve as the ALO.
Initiating Strategic Response to Evolving Accreditation Dynamics by Driving Excellence Through Proactive Initiatives
Commensurate with my report at the September 13, 2024, Senate meeting, we are now launching key initiatives in response to the changing dynamics of higher education accreditation and in alignment with the Middle States Commission on Higher Education’s adjustments in its processes. These initiatives, which aim to drive excellence across Buffalo State University, are intended to enhance operations, increase accountability, and provide clarity on how our policies and decisions align with Middle States standards, SUNY’s Four Pillars, institutional goals, and our overall academic, socio-cultural, and financial health. These efforts are critical in ensuring Buffalo State’s growth and success amidst the challenges of an ever-evolving educational landscape.
Performance Management Plan. To support Buffalo State’s commitment to continuous improvement and accountability, we are implementing a comprehensive Performance Management Process (PMP). This initiative is designed to provide a clear, structured, and consistent method for setting annual objectives, assessing performance, and identifying areas for improvement. Key features include alignment with the Middle States’ seven Standards for Accreditation and Requirements for Affiliation, the State University of New York’s Four Priority Pillars (student success, research, diversity, and economic development), our six strategic pillars of our Strategic Plan, as well as the strategic priorities of my interim presidency.
By aligning departmental, divisional, and institutional goals, the PMP will help establish clear metrics and targets. Through regular assessments and feedback, we aim to enhance institutional performance.
The REPS team is currently working with the Cabinet to define attributes of a healthy academic institution and identify metrics for establishing baselines and targets, that will be used to track and report on our progress.
QACI Committee. To further embed a culture of continuous improvement and quality assurance across Buffalo State University, we are establishing the Institutional Quality Assurance and Continuous Improvement Committee (QACI Committee—pronounced “Casey”). This committee, co-chaired by Amitra Wall and Chief of Staff LeVar Burke, will ensure a consistent and coordinated approach to continuous assessment and improvement throughout all academic units and administrative operations.
The QACI Committee will align its efforts with the Middle States seven Standards for Accreditation and Requirements of Affiliation. By doing so, the committee will provide a structured framework for maintaining high standards across the campus. Regular updates on progress and outcomes will be shared with the cabinet, the University Council, the College Senate, our collective bargaining units, and the broader campus community. Additionally, the committee will coordinate professional development and training for its members and university staff to enhance our collective capability in driving continuous improvement.
The committee will consist of additional members who will serve as co-chairs of the five sub-committees, modeled after the MSCHE standards, with some standards combined to form a total of five focused working groups:
- Sub-Committee 1: Mission and Governance Excellence
- Sub-Committee 2: Ethics and Integrity Oversight
- Sub-Committee 3: Student Learning Experience, Design, and Effectiveness
- Sub-Committee 4: Student Experience and Support Enhancement
- Sub-Committee 5: Institutional Planning and Resource Optimization
Each sub-committee will have a specific charge, ensuring targeted efforts toward enhancing their respective facet of the integral whole. The co-chairs of the QACI Committee are currently in the process of identifying and recommending suitable co-chairs for these sub-committees, who will be appointed upon my approval. The sub-committee co-chairs will then make recommendations to me through the QACI co-chairs. I will then appoint those members.
This structured approach will help us maintain alignment with accreditation standards and foster an environment of continuous growth and accountability across the university. Furthermore, it will support our various program level accreditation and assessment processes. Lastly, this committee structure will allow for easier reporting for annual and supplementary reports to Middle States, SUNY, and our accrediting bodies.
Searches and Appointments
As Buffalo State University continues to forge its path, establishing stability in key leadership roles is essential for maintaining progress toward our strategic priorities. To achieve this, we are initiating critical executive searches, realigning divisions, promoting staff, and making appointments to several interim positions. By having these roles filled, we ensure that the university remains attractive to potential presidential candidates and that we have the expertise, institutional knowledge, and innovative thinking required to smoothly transition to our new president. This proactive approach will prevent any loss of momentum in advancing our strategic priorities.
Leadership Recruitment
To guarantee continuity and the successful execution of our vision, we are launching the following search in the upcoming academic year:
Vice President for Finance & Management. Concurrently, we will embark on a national search for a new Vice President for Finance & Management. We aim to have this critical role filled by July 2025, allowing the new appointee to gain a comprehensive understanding of our financial position and our SUNY approved financial sustainability plan, thereby ensuring readiness to continue addressing our remaining structural deficit ahead of the new president’s arrival.
Appointments and Realignments
Recognizing the exceptional talent and dedication within our community, I am pleased to announce the following appointments and realignments in the Divisions of Institutional Advancement and External Relations; Management Operations; Student Affairs; and Academic Affairs:
Academic Affairs.
- I am pleased to announce that upon my recommendation, SUNY has conducted a thorough vetting process and has appointed Dr.Amitra Wall as the Chief Academic Officer of Buffalo State University. With the interim designation now removed, she will serve as the Provost and Vice President of Academic Affairs. Dr. Wall’s extensive service to our institution, both as a scholar and an academic administrator, positions her as the perfect choice to lead the Division of Academic Affairs at this crucial time. Provost Wall’s academic vision is to strengthen our core mission with an unwavering commitment to academic excellence. She will continue to engage stakeholders so that the best path to the goal of becoming the system’s and region’s premier comprehensive university can be actualized.
- Dr. M. Scott Goodman has assumed the role of Associate Vice President for Graduate, Research, and Special Projects within the Office of Academic Affairs. In this capacity, he continues to handle the majority of the responsibilities previously held by the associate provost, following her transition to the position of interim provost. With an academic service record that spans nearly three decades, including leadership roles such as Chair of the Chemistry Department, Interim Dean of the School of Natural and Social Sciences, and the Senate’s Budget and Staff Allocation Committee, Dr. Goodman’s deep institutional knowledge and commitment make him ideally suited for this position.
- Kristin Fields will serve as the Associate Vice President for Continuing Professional Studies, which will now include Say Yes and will include Learning, Engagement, and Development Services (LEADS). This area will retain oversight of dual credit and enrollment, and workforce and professional development programs. This realignment will allow our campus to better serve a wider variety and growing population of non-traditional learners while augmenting our current enrollment pipeline from Buffalo Public Schools and beyond.
Student Affairs.
- Elizabeth Ching-Bush (ECB) has officially transitioned from her interim role and is now serving as the Dean of Students. This appointment comes after an initial hiring process for the interim role, during which several internal stakeholders recognized and recommended her for the role. Over the past seven months, ECB has consistently demonstrated her knowledge of student affairs and leadership acumen. It is these qualities that have earned her this well-deserved appointment. As the Dean of Students, and under the guidance of Interim Vice President Wayne Brumfield, she will continue to work tirelessly to cultivate a vibrant campus community. Working closely with the recently appointed leads within the departments of Student Leadership and Engagement, Residential Life, and Veterans Services, Elizabeth’s mission will be to foster holistic student development. She will focus on enhancing student engagement and out-of-classroom programming, with the aim of supporting academic performance and progress for all students.
Institutional Advancement and External Relations.
- Kate Lockhart has been appointed to lead a newly established unit within Institutional Advancement and External Relations, named Alumni Giving and Stewardship Communication. This department is designed with a dual focus: to optimize annual giving and to articulate the impact of donors through compelling narratives.
- Foundation Accounting will move from Financial Management to Institutional Advancement, a reorganization that will align Foundation Accounting and donor financial stewardship, providing streamlined services to both internal and external constituents. Foundation Accounting, including Mary Taylor and Cathy Schultz, will provide accounts payable and cash receipts services for Buffalo State Foundation accounts. Questions, fund transfers, and all other miscellaneous items should be emailed to FoundationAccounting@buffalostate.edu. All Buffalo State Foundation payment requests should be sent to FoundationAP@buffalostate.edu. Paper copies of Foundation payment requests will no longer be accepted.
- Geoff Nason has stepped into the role of Interim Assistant Vice President of Marketing and Communications. With a refined focus on content creation and targeted delivery, the department is poised to effectively narrate the Buffalo State story, better reaching our key audiences and positioning the institution for growth and new opportunities.
Finance.
- Tom Killian has been appointed as Chief Information Officer (CIO). During his tenure as interim CIO, Tom led the maintenance of our IT infrastructure and managed the work of the area during this time of transition. He is leading us into new efficient means of delivering services while improving our overall productivity at lower costs. His years of dedicated service, along with his work during this interim period supported this well-deserved appointment.
Please join me in congratulating our colleagues on their appointments to these critical roles.
Thank you for your continued dedication and support. As I have stated before, our destiny is in our hands, and together, we will seize it.
“Onward and upward!”
Sincerely,
Bonita R. Durand, Ph.D.
Interim President
Buffalo State University