Division of Student Affairs

GROW 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 guided by Vision 4040 using an equity-informed approach to identify specific enrollment goals for recruitment and retention, including persistence, completion, and graduation rates. 
Action 1: By June 2026, the Division will participate in and provide leadership to collaboratively develop a SUNY Oswego first-year student curriculum.
Action 2: By September 2027, each DSA department will identify learning strategies in their educational plans that support the SUNY Oswego first-year student curriculum.
Action 3: By July 2026, each unit in DSA will have completed an analysis of gaps in services, supports, and programs available for online, commuter, and Syracuse students and will identify necessary mitigation strategies for implementation by July 2027.

Strategy 2. Establish SUNY Oswego as the global and international student education leader within SUNY.
Action 1. By June 2026, DSA international liaisons will have their roles formalized into their Performance Programs and will receive training on how their units can better support international student success. 
Action 2. By February 2026, Student Orientation and Family Engagement will assess international student orientation to identify and address gaps in knowledge, collaborating with units within DSA to offer an improved international student orientation in summer 2026.
Action 3. By June 2026, DSA will work collaboratively with campus partners to increase utilization of the Interfaith Prayer and Meditation space by 25% compared to the year prior.

Strategy 3. Further establish SUNY Oswego enrollment reach at the Syracuse Campus and for online education (including degrees and other credentials).
Action 1. By September 2025, each unit in DSA will identify a Syracuse Campus Liaison who will have this role added to their Performance Program.  These liaisons will be charged with collaborating with Syracuse staff to better support students at their campus and exploring opportunities for continued engagement as the population of this campus increases.
Action 2. By September 2026, DSA will identify additional campus partners to expand the semesterly Health and Wellness Resources Fair at Syracuse Campus.

Grow Goal 3: Affirm and expand 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 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)
Action 1. By September 2026, all DSA units will increase their utilization of Laker Life by 20% to support increased student use of the platform.
Action 2. By September 2027, utilize data in Laker Life to assess student involvement in university co-curricular experiences to identify gaps in engagement and identify new initiatives to support co-curricular learning for all students.

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. By September 2026, all DSA units will integrate strategies to support the achievement of learning outcomes from the Faculty Assembly Task Force on Civic Engagement into their educational plans.
Action 2. By September 2027, all DSA units will review relevant student leadership positions and align their training practices with the Student Leadership Program offered by Student Engagement and Leadership (SEL).

CONNECT 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, relevance, affordability, and access in education, personal and professional growth, socio-economic advancement, and global social responsibility.
Action 1. By July 2026, Campus Events and Conference Services, in collaboration with the DSA Associate Vice President for Student Affairs, the SUNY Oswego Office Workforce Innovation and External Relations, University Advance, Career Services, the Division of Extended Learning, and other university partners will identify organizations with which to contract to host 2 new regional conferences which advance workforce needs.
Action 2. By July 2027, Campus Events and Conference Services, in collaboration with the DSA Associate Vice President for Student Affairs, the SUNY Oswego Office of Workforce Innovation and External Relations, University Advancement, Career Services, the Division of Extended Learning, and other university partners will identify organizations with which to contract to host 2 new regional conferences which advance workforce needs.

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 January 2026, DSA leadership will inventory existing divisional internship opportunities, and in collaboration with the Office of Experiential Learning and Graduate Studies, identify 4 new paid internships or Graduate Assistantships available beginning in the Fall of 2026.

Connect Goal 2. Foster a sense of community pride in SUNY Oswego as a "Hometown University" with a regional and global outlook and position the University as a valuable educational and cultural resource for people of all ages.
Strategy 1. Intentionally connect University programming and events such as arts programming, sports, etc., to the region and serve as resource for the area through improved marketing and communications plans for year-round community-oriented programs.
Action 1: By September 2026, the DSA Marketing and Communication Team, in partnership with DSA leadership, will create a divisional communication plan for external audiences.
Action 2: By September 2027, Campus Recreation and Intercollegiate Athletics in collaboration with Campus Events and Conference Services, the DSA Marketing and Communications Team will develop a community recreation calendar to support community members' use of campus facilities.
Action 3. By January 2006 DSA, in collaboration with the City of Oswego, Student Association, the Campus-City Relations Committee, and the Auxiliary Services Corporation (as managers of Centro contract), will identify and communicate transportation options to students which allow them to easily participate in local events such as Porchfest, the Farmers Market, Fort Ontario, local parks, etc.

Strategy 2. Develop a pipeline of young residents who 'grow up" on SUNY Oswego's campus through summer (and other times) educational (e.g., STEM campus) arts, and recreational offerings and events.
Action 1. By January 2026 in partnership with university partners such as Artswego, Tyler Art Gallery, Rice Creek, Career Services, the Office of Experiential Learning, the Office of Workforce Innovation and External Relations, Sheldon Institute, and others, expand and rebrand the existing winter "Cruisin' the Campus" Program to incorporate more intentional programming designed to invite local families and kids to campus.
Action 2. By July 2027, DSA Marketing and Communications Team, in collaboration with University Marketing and Communications, Campus Recreation, Intercollegiate Athletics, Campus Events and Conference Services and other partners such as the Oswego County Youth Bureau, will create new spring break (K-12) and summer "Cruisin' the Campus"-like programs, to encourage local kids and their families to come to campus to participate in events designed to acclimate them to campus and the many University resources.

THRIVE 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. By June 2026, the Division will identify 3 new events to welcome student affinity groups back to campus and introduce them to DSA staff, resources, and services.
Action 2. By September 2026, the DSA's Recognition and Team Development Committee will identify, and form 2-3 staff affinity groups based on staff interests. (ie. new professionals, working parents, etc.) and other opportunities for connection and networking.

Strategy 2. Develop a culture of well-being at SUNY Oswego through University and unit-level strategies.
Action 1. By June 2026, each department within DSA will implement 2 well-being initiatives to support staff well-being (i.e. share resources and strategies for well-being*, implement walking meetings, incentivize taking lunch breaks, integrate well-being discussion into supervision, etc.)
*Utilize the definition of well-being adopted by the SUNY Oswego Health and Well-being Committee.  Inter-association definition of well-being https://nirsa.net/wp-content/uploads/inter-association-well-being-definition-2011b.pdf
Action 2. By June 2027, each unit within DSA will integrate well-being conversations/programs into their student staff professional development plans.
Action 3. By June 2026, DSA staff will provide leadership for implementing planned actions assigned to the Division of Student Affairs that are outlined in the Laker Thrive strategic plan, developed by the university's Health and Well-being Committee.

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. By June 2026, the Office of the Dean of Students, Counseling Services, Residence Life and Housing, and Health Services in partnership with Academic Support Services will implement a case management approach to ensure holistic support for students' basic needs related to mental and physical health, food and housing security, clothing, transportation and childcare .
Action 2. By June 2027, DSA will complete the initial mapping of learning opportunities across departments, based on unit-level educational plans
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Thrive 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 are recruitment tools, effectively showcasing in the value and benefits of working at our university.
Action 1. By June 2027, the Divisions' Marketing and Communications Team, in collaboration with the University's Marketing and Communications Team, will enhance the accessibility and personalization, (i.e. Day in the life at SUNY Oswego and in the community; video of staff and faculty testimonials, clarity on benefits and union representation; photos; etc.) of the Division's landing page for employment opportunities, and ensure link is included in all DSA job postings.

Strategy 2. Provide appropriate support for faculty and staff that supports their hiring, onboarding, development, and career growth.
Action 1. By June 2026, the DSA Staff Development Committee will expand current DSA orientation and onboarding by creating a division-wide onboarding checklist with best practices from all departments (i.e. welcome meetings for new staff to connect with other departments/employees, campus intro, Residence Hall tours, 30-minute meetings with VPSA, union info; help with HR paperwork completion, etc)
Action 2. By June 2027, DSA Staff Development Committee will create a new staff mentorship program for implementation in Fall 2027 including identifying the program name, structure, training plan for mentors, reflection prompts for mentees, and facilitation guides for mentor-mentee meetings.

Thrive Goal 3: Support and strengthen SUNY Oswego's digital, physical, and financial infrastructure.

Strategy 1. Invest in and implement advanced technology, such as AI-powered solutions, that seamlessly integrates into campus learning systems and daily life, ensuring stakeholders experience efficient, user-friendly, and inclusive solutions.
Action 1. By June 2026, the DSA Leadership Team (or designated task force) will develop a DSA Artificial Intelligence (AI) staff development plan to prepare staff to utilize AI-powered solutions to enhance programs services and staff effectiveness.

Strategy 2. Invest in the physical and financial infrastructure to ensure SUNY Oswego has facilities and resources that support teaching/learning, enrollment, retention, and student life while meeting our university's commitment to sustainability.
Action 1. By June 2027, ensure that Student Affairs staff and student input is integrated into the program study and Lee and Laker Halls to better serve the athletic and recreational needs of the campus.
Action 2. By June 2026, ensure that Student Affairs staff and student input is integrated into the planning for the Lanigan and Penfield spaces to ensure student wellbeing and engagement are prioritized thoughout the planning process.