In the fall of 2023, SUNY Oswego embarked on a comprehensive strategic planning process under the direction of President Peter O. Nwosu. 

Building on a Strong Foundation

The President charged a Steering Committee with developing a new strategic plan that would build upon the institution's previous plan while incorporating key frameworks including  SUNY Oswego’s Vision 4040, the SUNY Pillars, and the Postsecondary Value Commission's Ensuring Equitable Postsecondary Value: An Action Agenda. To facilitate this process, SUNY Oswego engaged two experts from the Association of American State Colleges and Universities (AASCU) Strategic Planning Collaborative.

A Collaborative and Inclusive Process

The initiative officially launched on November 13, 2023, with the first Strategic Planning Town Hall, marking the beginning of numerous opportunities for stakeholder engagement. To ensure a thorough exploration of key areas, the Steering Committee established five Anchor Subcommittees focused on:

• Equity-Informed Student Success
• A Vibrant Faculty and Staff
• Resourcing for Sustainable Growth
• A Regional Presence
• Cultivating a Reputation for Excellence. 

Each Anchor Subcommittee was tasked with creating a comprehensive report containing their recommendations, which significantly contributed to shaping the university's strategic direction.

Refining the Vision

The strategic planning process continued to evolve through the winter and into the summer of 2024, with the Steering Committee maintaining regular meetings. Following a series of focus groups held in late January, each subcommittee was asked to distill their work into three to five key ideas. Drawing from these focused recommendations and the comprehensive subcommittee reports, the Steering Committee identified three strategic directions: Grow, Connect, and Thrive. These areas became the foundation for the development of our strategic plan.

Broad Community Engagement

Throughout the entire process, SUNY Oswego prioritized broad community engagement. The university utilized a multi-faceted approach to gather input, including a dedicated website, focus groups, town halls, online feedback forms, and extensive committee and subcommittee representation. This comprehensive strategy for involvement resulted in the participation of nearly 400 individuals, encompassing faculty, staff, students, and other regional stakeholders. By providing numerous platforms for contribution, the Steering Committee ensured that a wide range of important voices were heard and considered in the development of the strategic plan, creating a truly collaborative and representative vision for SUNY Oswego's future.

Timeline