Grow
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, be successful, and drive positive change in their communities.
Goals and Strategies
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.
Develop a five-year Strategic Enrollment Management Plan guided by Vision 4040 using an equity-informed approach to identify specific enrollment goals for recruitment and retention, including persistence, completion, and graduation rates.
Establish SUNY Oswego as the global and international student education leader within SUNY.
Further establish SUNY Oswego’s enrollment reach at the Syracuse Campus and for online education (including degrees and other credentials).
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.
Develop new programs and revitalize and optimize existing programs, to meet current and projected workforce needs.
Grow external research funding and other external funding possibilities in targeted areas such as the SUNY Oswego Great Lakes Institute, Rice Creek Biological Field Station, and others areas of strength and expertise.
Affirm and expand the university uniquely as a place for hands-on, active, and experiential learning both inside the classroom and beyond.
Expand active learning in the curriculum and co-curriculum as appropriate for the programs and students.(This expansion includes pedagogy, instruction and a range of experiential learning activities–internships, faculty-led research, study abroad, etc.)
Prepare civically active and career-ready students with the necessary competencies and resilience to succeed in an ever-changing environment and find meaningful and fulfilling careers.
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Example Actions
The following includes essential actions compiled by the steering committee, incorporating valuable input from our diverse university community. This curated set of initiatives is not exhaustive and should serve only as a starting point for implementing our strategic plan across all levels of the institution. All Divisions are encouraged to use these actions as inspiration and are expected to adapt, expand upon, and add unit-specific planned actions to support the actualization of the plan. These unit-level planned actions, including those below, will be monitored through the university’s continuous improvement process.
- Identify five-year recruitment and retention targets for student populations and programs.
- Review existing and identify new equity-informed retention strategies to meet targets and align them with the institution’s strategic plan.
- Develop a five-year scholarship model and associated financial plan to increase college access and support enrollment and retention targets.
- 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.
- Review and restructure scholarships for international students.
- Implement recommendations from the 2024 International Student Recruitment and Support Task Force.
- Examine and complete feasibility study, including resource mapping, of additional programs such as Nursing and Social Work, and begin governance and SUNY process to offer programs, including a diversity of programs such as online, market-driven graduate, undergraduate, and microcredential.
- Identify, create, and offer microcredentials endorsed by external partners that address and advance their workforce development needs in a stackable, integrated manner, also leading to degree completion.
- Identify and begin marketing efforts for five distinctive programs in 2024-25, expanding to ten programs by 2028-29.
- 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.
- Increase fee-based professional and workforce development programs by 25-50 percent in the next five years.
- 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.
- Increase the high impact practice experiences such as internships and service learning by 20 percent by 2029-30.
- Embed civic inquiry and career-readiness competencies across all academic programs.
- Develop new courses or modules, and co-curricular programs to build career competencies and increase alumni network engagement.
- Use the Triandiflou Institute for Equity, Diversity, Inclusion, and Transformative Practice as an engine for civil discourse and dialogue.
