Growing and Optimizing Institutional Assets
We will establish a sustainable operating budget model, appropriate for a tuition-dependent institution, to fund the University’s highest priorities and generate resources to make strategic investments that will provide the foundation for a robust and dynamic institution now and far into the future.
Optimize Enrollment Management and Student Success initiatives to increase net tuition revenue (NTR).
Grow non-enrollment revenues, net of related expenses
Allocate resources to fund strategic initiatives
We will prepare for and launch a comprehensive fundraising campaign to raise major support from a larger number of donors at all levels, reach financial targets in support of the University’s highest priorities, and result in increased alumni pride and involvement as advocates, partners, and volunteers.
Conduct campaign feasibility study, set campaign financial target, and structure Institutional Advancement staffing to properly support the campaign.
Meet/exceed annual fundraising targets and grow accrued fundraising revenues.
We will be responsible stewards of our physical presence by optimizing our physical footprint, maintaining our infrastructure, upgrading our technology, and enhancing the environmental sustainability of our actions.
Complete the consolidation of all metropolitan area campuses.
Optimize the Queens campus physical footprint by undertaking a Master Plan process that focuses on space efficiency, academic strategy, and environmental sustainability.
Implement technology solutions to elevate the student experience, expand the learning ecosystem, accelerate digital transformation, and strengthen technology security.
We will align our personnel and service providers with the University’s strategic priorities to ensure that we recruit and retain highly qualified, exceptional individuals and groups of people who reflect the diversity of the students we serve.
Recruit personnel who match our student demographics and strive to retain employees by enhancing the employee experience and evaluating compensation and benefits.
Assess the University’s staffing structure and align personnel to support strategic priorities.
Establish policies and procedures to ensure purchasing activities, vendor, and service provider pools, and the University’s purchasing spend are inclusive of a diverse demographic, including minority- and women-owned businesses.
Metric 4: Increase in % of the endowment managed by diverse led/owned firms. [Year 3 and beyond]