GROW: Increase educational opportunities from access to completion.

SUNY Oswego is unwavering in its mission to educate the region, state, and beyond. As a key driver of economic and workforce development, we champion civic engagement by ensuring affordable access to superior public education across various modalities and credential levels. Our commitment is to empower students to achieve their educational goals and drive positive change in their communities.

Goal 1: Grow by diversifying enrollment pipelines, ensuring that a SUNY Oswego education remains accessible and affordable for all students, and by decreasing equity gaps in persistence and graduation rates.

Strategy 1. Develop a five-year Strategic Enrollment Management Plan using an equity-informed approach to identify specific enrollment goals for recruitment and retention, including persistence and graduation rates, by the end of 2024-25.

Action 1. Identify five-year recruitment and retention targets for student populations and programs.
Action 2. Review existing and identify new equity-informed retention strategies to meet targets and align them with the institution’s strategic plan.
Action 3. Develop a five-year scholarship model and associated financial plan to increase college access and support enrollment and retention targets.
Action 4. In the 2024-25 academic year, fully implement Title III efforts including embedded tutoring for math classes and financial aid mentors, exploring expansion to other areas of the curriculum.

Strategy 2. Establish SUNY Oswego as the global and international student education leader within SUNY.

Action 1. Review and restructure scholarships for international students.
Action 2. Implement recommendations from the 2024 International Student Recruitment and Support Task Force.

Goal 2: Develop new, realigned, and modernized academic programs and research that serve the needs of our students and the region while preserving our strong liberal arts/interdisciplinary approach to education.

Strategy 1. Develop new programs and revitalize existing programs to meet current and projected workforce needs.

Action 1. Offer a Nursing BS completion degree within one year of SUNY approval.
Action 2. Complete a feasibility study, with resource mapping, for a Master of Social Work degree program in the 2024-25 academic year.
Action 3. Target 3-5 microcredential programs for development based on labor force development needs.
Action 4. Identify and begin marketing efforts for five distinctive programs in 2024-25, expanding to ten programs by 2028-29.

Strategy 3. Grow external research funding and other external funding possibilities in targeted areas such as the SUNY Oswego Great Lakes Institute.

Action 1. Establish a task force to develop a strategic plan regarding funded research and other externally funded University programs. Examine and reconsider current indirect dollar allocations, develop a new indirect distribution model to develop a budgetary incentive process to encourage grant development.
Action 2. Increase fee-based professional and workforce development opportunities by 25 percent in the next five years.

Goal 3: Position the University uniquely as a place for hands-on, active, and experiential learning both inside the classroom and beyond.

Strategy 1. Expand active learning in the curriculum and co-curriculum.

Action 1. Through the Center for Excellence in Learning and Teaching, broaden opportunities for faculty participation in professional learning of high impact, equity-informed pedagogy through more targeted programming.
Action 2. Increase the high impact practice (HIPs) experiences (e.g., internships, service learning, etc.) by 20 percent by 2029-30.

Strategy 2. Prepare civically active and career-ready students with necessary competencies and resilience to succeed in an ever-changing environment and find meaningful and fulfilling careers.

Action 1. Embed civic inquiry and career-readiness competencies across all academic programs.
Action 2. Develop new courses or modules and co-curricular experiences focused specifically on supporting student development of career competencies and increase the use of the alumni network for all students.
Action 3. Use the Triandiflou Institute for Equity, Diversity, Inclusion, and Transformative Practice as an engine for civil discourse/dialogue.

CONNECT: Transformative learning to build and lift communities.

Connection is foundational to all that SUNY Oswego strives to achieve. Our faculty and staff connect with our students to provide transformative learning. We connect across departments and disciplines in ways that highlight our commitment to a liberal arts foundation and an interdisciplinary perspective for all programs. We connect learning inside and outside the classroom, excel in offering experiential and engaged learning, and, through those experiences, connect students to their future careers.

As a comprehensive regional public university, we are civically engaged. We connect across our state and region to provide a well-trained workforce that fuels the regional economy as well as serve as a resource through research and outreach. We connect the region and the world to the intellectual resources of the University, and we are committed to building a strong, recognizable brand that reflects our values, expertise, and dedication to serving the region and beyond.

Goal 1: Cultivate SUNY Oswego’s reputation for excellence and apply our knowledge, resources, and expertise to support our community, region and state.

Strategy 1. Develop the SUNY Oswego brand as a symbol of excellence, affordability, and access in education, personal and professional growth, socio-economic advancement, and global social responsibility.

Action 1. Invest in market research to establish our brand and develop messaging and marketing about our campus that supports the brand. Upon completion, ensure guiding statements (i.e., mission, vision, core values so they reflect our brand).
Action 2. Build brand power downline by developing plans with divisions to help promote the brand through participation in national events (e.g. student competitions, conferences, podcasts, athletics etc.).

Strategy 2. SUNY Oswego will become a more effective partner with regional and state thought leaders in solving complex problems and supporting workforce needs to improve the quality of life for the citizens of the region.

Action 1. By example and expertise, SUNY Oswego will be a resource for the community on issues such as sustainable operations, Great Lakes resiliency, economic development, environmental stewardship, and more.
Action 2. Infuse civic inquiry and engagement in the curriculum with experiential and service learning opportunities that develop partnerships to evaluate and implement solutions to complex problems.
Action 3. Engage regional partners in education and training offered by the Triandiflou Institute for Equity, Diversity, Inclusion, and Transformative Practice.

Goal 2: Foster a sense of community pride in SUNY Oswego and position the University as a valuable educational and cultural resource for people of all ages.

Strategy 1. Better connect University programming and events such as arts programming, sports, etc. to the region and serve as a resource for the area through better marketing and communication plans for year-round community-oriented programs.

Strategy 2. Develop a pipeline of young residents who “grow up” on SUNY Oswego’s campus through summer recreational and arts camps, skills-boosting literacy and STEM camps, and after-school offerings.

THRIVE:  Building educational excellence through human connections.

SUNY Oswego is a community of learners seeking to continuously better themselves. It is essential to support our human capital (faculty, staff, students, and stakeholders) so they thrive in what they do. To achieve this, we strive to create a welcoming and inclusive campus climate; advance the well-being, equity, and social justice of all campus community members; cultivate a strong sense of belonging and culture of compassion; provide robust professional development opportunities; strengthen our ecological, social, and economic sustainability; maintain and enhance our physical infrastructure; and continually improve upon our digital capabilities. This holistic approach not only strengthens the foundation of our University but also empowers our community to adapt, innovate, and excel in an ever-evolving educational landscape.

Goal 1: Advance well-being, equity, and belongingness for students, faculty, and staff.

Strategy 1. Provide a welcoming, inclusive, and equitable climate for students, faculty, and staff that empowers them to inhabit their identities fully and authentically.

Action 1. Develop equity-informed financial and socio-emotional supports for faculty and staff.
Action 2. Develop a five-year SUNY Oswego Strategic Plan for Diversity, Equity and Inclusion by the end of the 2024-25 academic year.

Strategy 2. Develop a culture of well-being at SUNY Oswego through University and unit-level strategies.

Action 1. Appoint a SUNY Oswego Health and Well-being Steering Committee to oversee the creation of a health and well-being strategic plan by the end of the 24-25 academic year.
Action 2. Design and implement student and employee initiatives (such as the Laker Thrive Series for Employees; major event composting, etc.) that integrates our commitment to ecological, social, and economic sustainability.
Action 3. Create or select a comprehensive assessment tool designed to capture a wide range of perspectives on campus culture, well-being, and engagement and deploy that tool on a regular basis. Use results to inform practice and benchmark progress in areas that need improvement.

Strategy 3. Enhance the student experience by providing comprehensive academic and personal support tailored to ensure that all students complete their educational journey in a timely way, and inspire them to develop and reach their goals, paying particular attention to first-generation students, low-income students, and students from historically marginalized communities.

Action 1. Create a University Task Force to review and make recommendations to advance undergraduate and graduate advising at SUNY Oswego.
Action 2. Expand the use of a case management approach to ensure holistic support for students, recognizing the interconnectedness of their academic success with their financial, social, physical, and emotional health by adding case managers and creating sustainable structures that facilitate cross-department/divisional collaborations.
Action 3. Improve communication by establishing regular forums and feedback mechanisms.

Goal 2: Develop a robust institutional recruitment, retention, and development model for faculty and staff at SUNY Oswego that empowers innovation.

Strategy 1. Optimize SUNY Oswego’s websites as recruitment tools, effectively showcasing the value and benefits of working at our University.
Strategy 2. Provide a welcoming and inclusive experience for faculty and staff that supports their hiring, onboarding, development, and career growth.

Action 1. Using an equity lens, review promotion and tenure structures campus-wide to ensure processes that support the retention and advancement of a diverse faculty.
Action 2. Establish a signature faculty and staff mentorship experience for new employees. Develop an institutional recruitment and retention model for faculty and staff considering pipelines, professional development, and infrastructure for quality mentorship.
Action 3. Review the funding model for professional development across divisions to identify consistent strategies to support growth, learning, and upskilling of all employees.

Goal 3: Support and strengthen our digital, physical and financial infrastructure.

Strategy 1. Invest in and implement advanced technology that seamlessly integrates into the campus's learning and daily life, ensuring stakeholders experience efficient, user-friendly, and inclusive solutions.

Action 1. Enhance applications to provide seamless access to campus resources, real-time notifications, personalized services, and inclusive accessibility features for students, faculty, and staff.
Action 2. Deploy state-of-the-art data analytics platforms to gather and analyze insights on student engagement, resource utilization, and academic performance, fostering data-driven strategies for student success.
Action 3. Relaunch the University web site by Jan 1, 2026, with a paired mobile app with an AI-enabled chatbot.

Strategy 2. Invest in the physical and financial infrastructure to ensure SUNY Oswego has the facilities and resources that support teaching/learning, enrollment, retention, and student life while meeting our University’s commitment to sustainability.

Action 1. Advance and implement the recommendations from the Residential Facilities Master Plan.
Action 2. Update the program study for Lee and Laker Halls to better serve the athletic and recreational needs of the campus.
Action 3. Advance and deploy the Academic Facilities Master Plan, including the renovation of Mahar Hall and the planning for the Lanigan and Penfield spaces.
Action 4. Develop an accessible access point to the lakeshore from East Campus.
Action 5. Increase the amount of external funding to support our strategic initiatives available through a capital campaign and opportunities for external grant funding.