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.

• Develop equity-informed financial and socio-emotional supports for faculty and staff.
• Develop a five-year SUNY Oswego Strategic Implementation Plan for Diversity, Equity and Inclusion.
• 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 2024-25 academic year.
• Design and implement student and employee initiatives such as the Laker Thrive Series for Employees and major event composting that integrate our commitment to ecological, social, and economic sustainability.
• Create or select a comprehensive assessment tool designed to capture a wide range of perspectives on campus culture, well-being, and engagement and utilize that tool on a regular basis. Use results to inform practice and benchmark progress in areas that need improvement.
• Create a University Task Force to review and make recommendations to advance undergraduate and graduate advising at SUNY Oswego.
• 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 and divisional collaborations.
• Improve communication by establishing regular forums and feedback mechanisms.
• Establish a strategic plan for the Syracuse Campus that includes overt partnership with industry and programs and services aimed at helping adults access and succeed in their educational pursuits along a pipeline.
• Using an equity lens, review promotion and tenure structures campus-wide to ensure processes that support the retention and advancement of a diverse faculty.
• 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.
• Review the funding model for professional development across divisions to identify effective strategies to support growth, learning, and capacity building of all employees.
• Enhance applications to provide seamless access to campus resources, real-time notifications, personalized services, and inclusive accessibility features for students, faculty, and staff.
• Utilize 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.
• Relaunch the University website by January 1, 2026, with a paired mobile app with an AI-enabled chatbot.
• Advance and implement the recommendations from the Residential Facilities Master Plan.
• Update the program study for Lee and Laker Halls to better serve the athletic and recreational needs of the campus.
• Advance and implement the Academic Facilities Master Plan, including the renovation of Mahar Hall and the planning for the Lanigan and Penfield spaces.
• Develop an accessible access point to the lakeshore from East Campus.
• Increase the amount of external funding to support our strategic initiatives available through a capital campaign and opportunities for external grant funding.