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Cultivate a Caring Community

Optimize Open Channels for Institutional Communication

A pillar of our Core Value of respect is built around gaining a mutual understanding of the events, happenings, and perspectives across the community. Constant two-way productive communication is an absolute necessity for this and needs to be inclusive to all.

Strategies

  1. Develop inter-divisional meetings with the President and leadership team at least annually.
  2. Expand community meetings to topic-specific, mid-sized dialogues.
  3. Enhance campus technology (announce, text/SMS, and portal) to optimize communication.

Key Measures

  • Measure satisfaction scores on the president's annual survey of faculty and staff.
  • Evaluate results from the Great Place to Work (GPTW) survey.

Enhance the Health and Well-Being of the Campus Community

Health and wellness are at the core of the success of our community as a requisite core need before any other needs could be considered. We will promote and extend health and wellness initiatives across campus for students, faculty, and staff.

Strategies

  1. Implement a campus-wide mental health and wellness program for students and employees.
  2. Extend MindSpa/Oasis/Wellness Room accessibility to include employees.
  3. Increase fitness center hours to 6 a.m. -10 p.m. and offer community classes.
  4. Expand wellness options and programming with outdoor areas and activities.

Key Measures

  • Measure the number/percentage of employees and students accessing programs.
  • Increase hours of operation for the fitness center and number of available classes.

Increase Work Flexibility, Benefits, and Employee Compensation

In a rapidly changing global work environment, we must stay competitive in providing salary, benefits, and flexibility to optimize work/ life balance. Having a more satisfied faculty and staff allows employees to be more responsive and accessible to students and assists retention.

Strategies

  1. Increase communication regarding policies for remote and hybrid work options.
  2. Increase clarity and opportunities for pathways to promotion for both faculty and staff.
  3. Increase awareness among faculty and staff regarding benefits.

Key Measures

  • Measure results from the president's satisfaction survey and GPTW survey.
  • Increase percentage of employees promoted who were up for promotion. 

Expand Training, Support, & Development for Employees

Onboarding, orientation, training, support, and regular feedback from managers or mentors are the underpinnings for an employee to feel more valued. Improving this support for faculty and staff also benefits the growth, retention, and development of students in our caring community.

Strategies

  1. Create a new comprehensive onboarding program for employees.
  2. Provide faculty and staff mentors.
  3. Optimize annual and ongoing evaluations as instruments of support and development.
  4. Utilize onboarding and training opportunities from the new Teaching and Learning Center.

Key Measures

  • Increase satisfaction measures in surveys of new employees.
  • Measure results from the president's satisfaction survey and GPTW survey.

Curate General/Specialized Programming to Engage Everyone

Social and non-social programming and services create a sense of community and increase satisfaction. Efforts must be made to include all sectors of faculty, staff, and students to ensure that all have opportunities and know they are welcome.

Strategies

  1. Plan a series of social events involving diverse options of community.
  2. Initiate clubs/groups that focus on interests/hobbies including the entire village.
  3. Identify gaps for under-represented groups to facilitate inclusion.
  4. Create employee housing options including immediate needs for new hires.
  5. Evaluate restoration of a faculty/staff dining area/lounge.

Key Measures

  • Improve results in the SUNY Campus Climate Survey of students, faculty, and staff.
  • Measure belonging and inclusion responses in Great Place to Work surveys.

Extend Care to the Region to Build a Stronger Community for All

The extension of our community care efforts into our region shapes the atmosphere where all Pioneers live, work, and play. Having a vibrant and active community benefits satisfaction, retention, and recruitment for faculty, staff, and students.

Strategies

  1. Increase the number of regional corporate relationships and partnerships.
  2. Increase communication of employment opportunities off-campus for families and students.
  3. Share community activities and events that are beyond the campus boundaries.
  4. Continue to support and advocate for more regional childcare resources.
  5. Join onboarding efforts with external/neighboring employers for more social connections.

Key Measures

  • Measure responses in Great Place to Work surveys.
  • GPTW Trust Index measures the credibility of leaders, respect, fairness, pride, and belonging.