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Dear Syracuse University Community:

Higher education is facing more disruption than at any point in modern history. For that reason, from my first day as chancellor I made a commitment to be candid with this community about those challenges. I have shared updates about our enrollment and operating deficit, not to alarm you, but so that you understand our reality and our path forward. Many universities would not choose to share so openly, but I believe doing anything less would be a disservice to this community.

As I’ve made clear before, because we are financially and structurally strong, our annual 1.5% operating deficit is far from a crisis. It is, however, a signal that we must commit to differentiated academic excellence and to our shared responsibility to the students we serve. Part of that commitment means knowing how we are going to operate moving forward, and that means remaining true to who we are and what makes our institution distinct, unique and worth it. Demand for a Syracuse education has never been our problem. However, what is clear is that we cannot take for granted that prospective students and families inherently understand the enduring and lifelong value of a Syracuse University degree.

We see that value affirmed every day by our alumni. They are presidents, governors, astronauts, renowned journalists, award-winning entertainers, accomplished doctors and judges, hall-of-fame athletes and so much more. They know what a Syracuse degree is worth and live it every day. Their commitment to this university is proof of its lasting value. They return to campus to mentor students and open their eyes to career paths they never knew existed. They connect students with internships and jobs and create experiential learning opportunities that position them to be successful in the workplace from day one. They share hard-won experience and wisdom with the next generation of Orange.

This moment is also a reminder that the way we have always done things is no longer adequate or enough. The jobs our graduates will pursue are changing. What students want from their education is changing. Their reasons for pursuing a degree are changing. Higher education has a long history of moving slowly. We do not have the luxury of that pace right now. We will move with urgency because the institutions that do not adapt will be the ones left behind. It’s clear to me that now is not the time to retreat and play defense. That is why, even as we manage through this moment, we are continuing to invest in our future in ways that are responsive to our students, their needs and their ambitions.

That is why we’ve launched a new, comprehensive AI academic portfolio designed to prepare students to lead in a changing world. This is why we introduced higher-education’s first academic Center for the Creator Economy, positioning Syracuse at the forefront of a $500 billion industry. That is why we’re executing on Whitman 2030, an ambitious plan to elevate the national standing of our business school. That is why we will lean further into the areas where Syracuse already is among the best in the country, like architecture, communications, public policy and sport management. That is why we’re investing in our academic partnership with Micron, creating new research opportunities through our new Center for Advanced Semiconductor Manufacturing, and developing exciting experiential learning and career path opportunities in this emerging field. And that is why we’ll open three new residence halls on North Campus in fall 2027, situating the undergraduate community within the academic core of campus to support an exceptional student experience.

These investments don’t reflect a university playing defense. They represent an institution that knows who we are, and where we are going.

As previously announced, I have also convened a committee of some of our most respected faculty to examine our identity, our academic structure and our financial model, and to do so with courage. This is not a committee built to confirm what we already believe. I expect a report honest enough to surprise us and disciplined enough that we can act on it. The committee will report to me by Nov. 15, and I will share more about our next steps this semester.

Syracuse University is one of America’s great academic institutions and has a long history of being entrepreneurial. That is how we are approaching this moment. We will author our own future, rather than let others write it for us. Our job, together, is to ensure Syracuse University is a vital and thriving place for generations of students to come and for the Central New York community we call home.

I came to this region 20 years ago and never once considered leaving. Central New York has given my family a home, a community and a deep sense of belonging. This region is on the cusp of an economic resurgence unlike anything we’ve seen in a generation. Billions of dollars in new investment are flowing into this region, new industries are taking root and new opportunity is being created for the people who call Central New York home. That includes our students. There is no better time to be here, to invest here and to believe in what this region is becoming. Syracuse University will be a driving force in that transformation.

After two decades here, I have never been more optimistic about the future of our people and this institution we all love.

Sincerely,
Chancellor J. Michael Haynie