SUNY Buffalo State University

Commencement 2024

norrisma1 — Mon, 01 Apr 2024 18:13:32 +0000

Commencement 2024

Saturday, May 18 | Sports Arena

To our new graduates: We are so proud of your hard work and accomplishments. Now, we celebrate!

Our Commencement ceremony honors the Class of 2024, our 152nd graduating class, and your transformation from hard-working student to proud alumni. Congratulations, Bengals!

Commencement Website

Photo Gallery

Campus Map (PDF)

Alumni Association

Commencement Day

Ceremonies

The Interim Provost and deans will announce individual graduate names by academic school.

School of the Professions (9:00 a.m.)
School of Arts and Sciences (1:00 p.m.)
School of Education including Individualized and Multidisciplinary and Studies (5:00 p.m.)

Bachelor's Class of 2024

Honoring

August 2023 Graduates
December 2023 Graduates
January 2024 Graduates
May 2024 candidates
August 2024 candidates

Graduate Class of 2024

Honoring

August 2023 Graduates
December 2023 Graduates
January 2024 Graduates
May 2024 candidates
August 2024 candidates

Includes master's degrees, certificates of advanced study, and graduate certificates.

Commencement Celebrations

May 15 - Graduation Photos
noon-6 p.m. Campbell Student Union
Take graduation photos with a professional photographer.

May 16 - Class of 2024 Senior Send-Off
7:00-9:00 p.m., JVL Alumni and Visitor Center
Class of 2023 semi-formal celebration.

RSVP

May 17 - Commencement Preview and Celebration
2:30 p.m. Buffalo State Sports Arena
Our Commencement Preview and Celebration is a Bengal tradition! All Buffalo State graduates are invited to the celebration.

norrisma1 Mon, 04/01/2024 - 14:13

Important Message from Buffalo State University Interim President Bonita R. Durand, Ph.D.

norrisma1 — Mon, 01 Apr 2024 13:14:58 +0000

Important Message from Buffalo State University Interim President Bonita R. Durand, Ph.D. norrisma1 Mon, 04/01/2024 - 09:14

April 1, 2024

Dear Buffalo State University Community,

I would like to thank you for your confidence and support as we continue to build a more robust and resilient Buffalo State University, and advance our mission to serve our extraordinary students.

The recent development with our leadership transition was an unfortunate one, but it is not one that is going to stop our momentum. We are going to continue to build upon the substantial progress we have made. There will be challenges in the months ahead, but with our resolve and unwavering commitment to academic excellence, we will position ourselves to thrive.

When I was asked by SUNY to stay on in the role of interim president, I had no hesitancy in committing. It is an honor to serve the Buffalo State University students, faculty, and staff – a community I have been proud to be part of for more than 20 years.

We will continue with a collaborative process that engages our College Senate, College Council, and Foundation Board in our discussions with SUNY about eliminating the structural deficit. Through shared governance and including the input of our faculty, staff, student body, collective bargaining partners, and other stakeholders, we believe we are positioned to seize this opportunity. The destiny of our institution is in our hands.

I am only a small part of the amazing collective team of dedicated caring individuals who work to strive for excellence, while we not only prepare our students to become great professionals and strong citizens and leaders, but also uphold our mission to social justice and service to our community.

I look forward to continuing to lead Buffalo State University.

Sincerely,

Bonita R. Durand, Ph.D.

Buffalo State University Interim President

Eclipse Fest

MEEHANME — Mon, 11 Mar 2024 16:58:09 +0000

Eclipse Fest MEEHANME Mon, 03/11/2024 - 12:58

Off

Mon, 04/08/2024 - 12:00

Join Us April 8

Mon, 03/11/2024 - 12:00

Sabrina Kahwaty

mainsite_admin — Wed, 28 Feb 2024 20:53:21 +0000

Sabrina Kahwaty mainsite_admin Wed, 02/28/2024 - 15:53

Sabrina Kahwaty

kahwatsm@buffalostate.edu

Kevin K. Williams, Ph.D.

PASCHKNB — Mon, 05 Feb 2024 21:44:43 +0000

Kevin K. Williams, Ph.D. PASCHKNB Mon, 02/05/2024 - 16:44

Kevin K. Williams, Ph.D.

williakk@buffalostate.edu

Advancing Completion through Engagement (ACE)

norrisma1 — Wed, 10 Jan 2024 20:45:30 +0000

Advancing Completion through Engagement (ACE)

ACE at Buffalo State University is a comprehensive program designed to help students complete their academic journey to a bachelor’s degree on time. ACE provides a range of financial, academic, and personal support, including intensive academic advisement and career counseling, as well as tuition, textbook, and Bengal Bucks.

Think of the Buffalo State ACE team as trusted guides to help you stay on track and graduate on time.

What Makes ACE Unique

We are committed to your academic success and making college more affordable for you!

As a Buffalo State ACE student, you’ll receive:

Monthly Bengal Bucks deposit upon meeting program requirements
A Dedicated ACE Advisor to guide your progress from entry to graduation
Textbook Assistance to reduce (or eliminate) the cost of the textbook
Enhanced Career Development and Academic Support Services
Early Course Registration Options
A Cost of attendance award (for students in receipt of financial aid)
Winter/Summer Course Scholarships
Graduate School Preparation
4 + 1 Pathway options and assistance

Contact ACE Buffalo State University

Jude A. Jayatilleke

ACE Director

E-mail: jayatijm@buffalostate.edu

Office Phone (716) 878-6028

E. H. Butler Library 110A

Fardan R. Allen

ACE Advisor

E-mail: allenfr@buffalostate.edu

Office Phone (716) 878-6028

E. H. Butler Library 110B

Program Expectations

What do I need to do?

Maintain full-time status (at least 15 credits or 5 courses each semester)
Enroll in courses during the Winter or Summer term, if 30 credits are not earned by the end of academic year
Meet individually with an ACE Advisor at least twice a month or as needed
Participate in all academic support and career development activities, at least once a month
Students must study in an approved ACE major and adhere to course schedule outlined by their advisor.
All ACE students must complete the Free Application for Federal Student Aid (FAFSA) and the New York State Tuition Assistance Program (TAP) application each year. (Students under the New York Dream Act may be eligible to receive state aid, including TAP, Excelsior, and other state-administered scholarships)
Commit to graduating within four years (freshmen) and adhere to course schedules and degree maps outlined by your advisor.

Eligibility

Advancing Completion through Engagement (ACE) Program eligibility criteria and majors.

Criteria

You may be eligible for ACE if you answer YES to the following questions:

Are you an incoming freshman, continuing student with 21 or less credits and a 2.0 cumulative GPA
Are you a New York State resident and/or eligible for in-state tuition?
Completed the FAFSA using York College Code 002842 and the New York State Tuition Assistance Program application (TAP) using college code 0905)

Students who receive support through the Senator Jose Peralta NYS Dream Act or the Dream.US scholarship are also eligible.

norrisma1 Wed, 01/10/2024 - 15:45

Academic Success

norrisma1 — Thu, 21 Dec 2023 20:49:00 +0000

Academic Success

Unlimited Academic Support

Buffalo State offers a variety of free and unlimited academic support. Strengthen your study skills and confidence in writing, math, language, and other content areas. We're here to help!

Bengal Success Portal

Advising

Tutoring

Math Center

Writing Center

ACE Program

Roar 2 Success

Online Success

Educational Opportunity Program (EOP)

EOP provides a vehicle for admission to college for those who need it.

EOP also provides invaluable counseling and tutoring support services to students whose economic and educational circumstances have already placed them at a disadvantage. EOP provides all participants with a counselor who has the sole responsibility of providing academic and personal support to program students.

Also an essential and critical service provided to all EOP students, considering the backgrounds of EOP students, tutoring services are above and beyond what the campus normally offers.

Learn more about EOP

Muriel A. Howard Honors Program

Join a community of 550+ academically motivated students at SUNY Buffalo State.

Buffalo State's Muriel A. Howard Honors Program offers academically challenging opportunities for high-achieving and intellectually committed undergraduate students. Honors students engage in special seminars and receive individual attention from dedicated, highly qualified faculty members. Our student scholars enjoy an exhilarating academic journey of shared intellectual and creative pursuits, scholarship, and service learning, both in and outside of the classroom.

Learn more about the Honors Program

Say Yes Program

The Buffalo State University Say Yes Program is an undergraduate student support program committed to supporting students’ intellectual, personal, academic and professional growth throughout their college career.

All Buffalo State Say Yes students have access to a host of academic support services throughout the year such as:

Mentoring
FAFSA assistance
Time management skills development
SMART Goal Planning
Say Yes student study lounge
Say Yes computer lab
Tutoring
Internship opportunities
Career development support
Academic advising

CONTACT

Stanley Simmons
Buffalo State University
Say Yes Program Coordinator
520 South Wing
716 878-5937
simmonsd@buffalostate.edu
sayyesbuffalo@buffalostate.edu

E. H. Butler Library

Online Resources Research Help Technology

More Support

norrisma1 Thu, 12/21/2023 - 15:49

Happy Holidays

mainsite_admin — Mon, 11 Dec 2023 19:14:04 +0000

Happy Holidays mainsite_admin Mon, 12/11/2023 - 14:14

Administrative Calendar

mainsite_admin — Mon, 20 Nov 2023 19:47:06 +0000

Administrative Calendar

Faculty Personnel Actions

mainsite_admin Mon, 11/20/2023 - 14:47

Update On the State of the University: Seizing Our Destiny

norrisma1 — Tue, 14 Nov 2023 15:38:31 +0000

Update On the State of the University: Seizing Our Destiny norrisma1 Tue, 11/14/2023 - 10:38

November 14, 2023

Introduction

Greetings Colleagues, Council Members, Senators, Alumni, Students, and friends of Buffalo State:

I have gathered us here today to share an update on the state of our beloved institution. Despite any challenges we face, I want to reassure you that the state of our university is strong, built on our rich history, unwavering commitment to academic excellence, and our aspirational vision as SUNY's flagship comprehensive university.

Our strength is not a matter of chance but a result of the deliberate decisions we make today, shaping not only our present but also our future. When I assumed the interim presidency, I identified three strategic priorities: increasing enrollment, diversifying our revenue sources beyond tuition, and fostering a vibrant and inclusive campus culture.

I truly believe that we have made substantial progress in these areas, laying a solid foundation for the next president to build upon. However, after attending a recent meeting of SUNY presidents, it has become abundantly clear that it is in Buffalo State’s best interests to reframe the three strategic priorities into two, which I will delineate after I layout, once again the issue that we are called to resolve.

Issue and Purpose: What We’re Facing

At the State of the University Address in September, I articulated the issue that many SUNY comprehensive institutions are facing, along with Buffalo State. The financial issue that we are trying to address is right-sizing Buffalo State University as it is experiencing a structural deficit.

The structural deficit is calculated by comparing the total number of institution employees to the current number of enrolled students. In fall 2012, when enrollment was about 10,000 students, our total number of employees was about 1,400. By fall 2022, enrollment had dropped to about 5,900 and our employee base was 1,200. So, in essence, the employment numbers were not trending with enrollment numbers. As I stated before, there are many intricate reasons and explanations for this that I will not revisit today. But the bottom line is without being able to increase significant sources of other non-tuition revenue, we were forced into using reserves to cover our personnel expenses for several years.

Following this trend of declining enrollment and a static employee base, we had calculated a structural deficit of $24 million for the 2022–2023 academic year. However, after last year’s budget was reconciled, we are showing a $16.5 million structural deficit as of June 30, 2023. The mitigating circumstances that brought us to this number include:

Collective bargaining contract negotiations not being completed in time to be included in the 2022-2023 budget;
Utility payments that came in lower than the budgeted amounts; and
Increases in revenue collections.

Now that collective bargaining negotiations have been completed, we will have additional expenses to cover the salary agreement for the next four years, totaling $11.4 million. Also, we are looking at less than two years of operating funds remaining in our reserves.

To address the structural deficit, SUNY has requested a deficit reduction plan from the campus that eliminates the deficit by the 2027-28 academic year. The development of this plan is a continuous work in progress and is reviewed with SUNY CFO on a regular basis. As it stands now, if everything remains constant, we can expect a structural deficit, upwards of $30 million by the 2027-2028 academic year.

In developing the sustainability deficit management plan, we benchmarked our institution against five other SUNY institutions with similar enrollment numbers. We learned that our expenses on average are running about 20% higher than others in the peer group. So, as I stated in September, we still have some work to do with addressing this structural deficit.

Research Design & Methodology: How We’re Going About Getting This Done

So as not to reinvent the wheel, I am reviewing with the cabinet all plans and research that has been conducted by you. These plans and analysis include, the Future Forward documents, the strategic enrollment plan, the academic review, the retention plan, the strategic plan, the financial sustainability plan, and the workforce reduction plan.

In addition, I have held meetings with key stakeholders, and will continue to do so on an ongoing basis to ensure that the decisions I make in the best interests of our institution are inclusive of the input of the people to whom they will ultimately impact. I have held focus groups with residential life to understand the perceived issues in the residence halls, I have met with the UPD, admissions and recruitment staff, EOP, and will continue to make my rounds to our faculty, student support offices, and operations units. I have also held a forum to hear from our students.

I have and will continue to speak with my fellow presidents at our sister institutions who are going through this process to elicit best practices, as well as with colleagues from other public institutions who have already successfully navigated this issue.

Taken as a whole, I am positive that we will develop and implement a plan that will help us significantly address the structural deficit through 2028, and beyond.

Action Plan: Reframed Strategic Priorities

In light of our evolving circumstances and recent insights, we are reframing our strategic priorities to better serve our mission and community.

Firstly, central to our actions is the enhancement of morale and our campus climate. We firmly believe that a positive and inclusive environment is the bedrock upon which academic and institutional excellence is built.

Secondly, we need to tackle the structural deficit that challenges our financial sustainability. This task can be broken down into three key areas:

Increasing enrollment will be a vital component, focusing on recruitment and conversion, ensuring efficient revenue collection, and boosting our retention and graduation rates. By enhancing our student body, we not only improve our financial footing but also enrich our campus life and academic discourse.
We need to expand our revenue sources beyond tuition. This will require a multifaceted approach, ranging from leveraging our Auxiliary Services, pursuing private and governmental research grants, intensifying fundraising efforts, and advocating for increased support from government entities.
Simultaneously, we must implement a prudent budget reduction strategy. This will involve stabilizing our workforce, improving our service delivery, effecting structural changes where needed, and optimizing our academic offerings.

These steps are crucial in addressing our structural deficit, allowing us to continue offering a high-quality educational experience while ensuring our financial sustainability.

Our approach to right-sizing the institution involves a comprehensive stabilization and optimization plan that encompasses workforce, structural, service delivery, and academic facets. This adaptive change requires that we pursue these two strategic priorities in tandem, ensuring that HUMANITY remains at the center of our decision-making process.

In summary, by improving morale and campus climate, and addressing our structural deficit through increased enrollment, diversified revenue, and budget reduction, we are setting the stage for a more robust and resilient Buffalo State University.

For Immediate Action

For the remainder of this update, I will discuss the Budget Reduction prong of the Structural Deficit remediation.

Workforce Stabilization

We aim to strategically align our workforce with the needs of our institution. To ensure financial sustainability and preserve fiscal responsibility, I am implementing a hiring freeze, effective today, November 14, 2023.

The intention is to actively monitor and assess our workforce, while being conscientious of future organizational needs and budget constraints. This will require the consistent review and approval of all position requests and funding by using the annual position management review process and emerging needs request forms. This process has been reviewed and amended to increase efficiencies and fairness. For instance, the Office of Equity and Diversity has been reincorporated and strategically placed in the review of all these decisions.

To begin this process, a review of all open positions, which includes:

Positions in an active recruitment process
Pending positions
- Position in a draft state but not posted for active recruitment.
Search waiver requests that are pending approval
Requests for temporary service hires

This does not include student assistant, work-study, or graduate assistant positions.

The personnel sustainability position management guidelines include:

Vacant lines due to any kind of separation of service (retirements, resignations, etc.).
A minimum waiting period of one year (12-months) between the incumbent’s last paycheck and posting of the position will be required before that position can be refilled.
The department should review departmental needs and may request backfilling up to 20% of the vacant line’s salary, to be used for temporary service support, also receives and/or extra service.
The Position Management Emerging Needs form must be submitted, reviewed, and approved.
- Prior to initiating an action to a position, including but not limited to new positions, reclassifications, promotions, change in budget title, and/or salary increase, etc.
This policy covers all full-time, part-time, and temporary appointments regardless of funding source used to support the position.
- Grant or SUNY funded positions are the only exception to this if proper documentation is provided. An example is the funding we are receiving from SUNY to hire a director and counselor for the ACE retention program.
- Academic Affairs, under the guidance of the Provost and the Deans, will continue to make decisions regarding the filling of part-time and adjunct lines, as well as the filling of full-time lines of faculty and staff who vacate their position. Academic Affairs will build upon the work that the division began back in 2019 and make these determinations with a critical lens.

As I stated earlier, our anticipated structural deficit has the potential to grow to upward of $30 million if we do not take aggressive action toward tackling this problem. The preliminary assessment is that the hiring freeze alone has the potential to bring that number down to around $3 million. Now—this is not going to be an easy road for the next five years. We will actively monitor and assess our workforce, considering future organizational needs and budget constraints. While we are reducing hiring, we will also explore opportunities for internal staff development and advancement.

Now—this is not a solution in and of itself, but rather a first step towards a comprehensive workforce stabilization strategy.

Evolving Actions

In addition to working toward workforce stabilization, we will also explore three other aspects of our budget reduction plan.

Service Delivery Optimization

We will conduct a thorough analysis of our service delivery mechanisms to identify potential areas for cost reduction. This may include considering the alteration of the current service delivery schedule, outsourcing certain services or sharing services with other SUNY campuses. Please be assured that the quality of our services will not be compromised; instead, we aim to leverage the collective strength of the SUNY system to bring down costs while maintaining or improving service quality. For example, when our FOIL officer retired, we had a half/time professional take on the responsibility, in concert with a colleague from SUNY Fredonia who provides assistance as needed.

Non-Academic Structural Optimization

To achieve greater effectiveness and efficiency, we will benchmark our non-academic organizational structure against our peer institutions. Identifying areas of redundancy and inefficiency will allow us to restructure our operations and redeploy staff from personnel-heavy divisions to those in need. By doing so, we will not only ensure a more balanced workforce distribution, but we will also create opportunities for advancement and professional growth for our employees.

Academic Optimization

You have heard me say several times, our core business as an institution of higher education is the academic enterprise, where the faculty and academic staff is at the center of designing, implementing, and supporting research, curriculum, and pedagogy. As such, it is my intent to leverage our uniqueness and strengthen our ability to deliver a high-quality academic experience.

Academic optimization was specifically identified by SUNY as a means for campuses to bring their budgets into alignment. Our academic offerings are the heart of Buffalo State University. Therefore, we will undertake a comprehensive review of these offerings to ensure they meet the evolving needs of higher education and the labor market, as well as the demands of the current and potential students. Our plan includes continuing the combining existing departments where synergies exist, updating courses to reflect current academic and industry trends, shifting suitable programs to online or hybrid modalities, discontinuing low-enrollment or low-demand majors, and creating new programs aligned with market trends and student interests.

Summation of Optimization Plan

These strategies reflect best practices in higher education and the public sector. They are not quick fixes, but strategic shifts designed to restore the fiscal health of our university, while preserving our commitment to provide a quality education and maintaining an optimal working, living, and learning environment for our faculty, staff, and students. This is a challenging time, but I am confident that together, we will emerge stronger.

Closing Remarks

Colleagues, we cannot avoid the reality of our situation any longer. Now is not the time to revisit history or lay blame. The time to act is now! I cannot stress this enough—the power to maintain control in shaping the destiny of our institution is in our hands. If we squander this time through denial, avoidance, or other delay tactics, we risk the autonomy to make these decisions and we inhibit the future success of Buffalo State University. By not taking proactive and decisive action, we invite the imposition of draconian solutions from external entities that may not fully understand our unique culture, strengths, and impact to this community. Let us not allow this to happen, for Buffalo State University is not just any institution – it is our institution, and its fate lies with us—unless we fail to seize this opportunity.

Contrary to the belief of some, this is not an old western movie, and John Wayne isn't about to ride in on his horse to save us. It is not happening! Yet, we do have our own champion in Chancellor John King, who has shown his commitment to Buffalo State. He has made several members of his chancellery available to me on a weekly basis to provide us with the best counsel and support we could ask for. In addition, he has allocated funds intended to help us boost our enrollment.

While the changes that we will have to make may be difficult, I assure you that they will be implemented with the utmost care, compassion, and empathy. We have the backing of SUNY and the College Council. I have initiated dialogue with the campus union leadership, university Senate leadership, and our elected state legislators regarding this strategic plan to address our structural deficit. Faculty, staff, and students, we will continue to work in a spirit of shared governance. I will continue to be as transparent as possible and welcome your guidance and support. But, let me be clear—the ultimate responsibility for the operation of this institution resides with the president, and for the interim, that authority is vested in me.

As your Interim President, my role is to guide us through these turbulent financial times and set a course for the permanent president to lead us toward. I am confident in our ability to navigate these waters and emerge stronger. The challenges we face today will only serve to forge a more prosperous future for Buffalo State University.

I am sure you have questions. As the end of the semester draws near and the holiday season is upon us, I have decided to use the university meetings and forums already scheduled to address your concerns, such as, the Provost’s Council Meeting, the December Senate meeting, etc. I am also asking each cabinet member to convene their division for discussion on the specific related to their area. I will attend as many of these meetings as I can.

Before I conclude, I’d like to read a poem by The Reverend Dr. Benjamin Elijah Mays, famed theologian, and college president, among many other titles.

It's titled “Life Is Just a Minute”

[We]’ve only just a minute,

Only sixty seconds in it.

Forced upon [us], can’t refuse it,

Didn’t seek it, didn’t choose it,

But it’s up to [us] to use it.

[We] must suffer if [we] lose it,

Give an account if [we] abuse it,

Just a tiny little minute, But eternity is in it.

Colleagues we cannot squander the time that we have to address our structural deficit.

If we do not take the lead in beginning this work to shape our future, we risk hampering our ability to control our ultimate destiny. I hope you will stand with me as we take on some of the most important work we will ever have to do.

So, I end by saying, “Onward and upward for Buffalo State University!”