Institutional Resources

Goal 1

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.

Action Item 1

Optimize Enrollment Management and Student Success initiatives to increase net tuition revenue (NTR).

• Metric 1: Increase First-Year NTR. [Year 1]
• Metric 2: Increase residence hall occupancy and related room and board revenues. [Year 1 and beyond]
• Metric 3: Invest in student success and retention efforts. [Year 1 and beyond]
• Metric 4: Increase NTR per student. [Year 1 and beyond]
• Metric 5: Increase graduate NTR. [Years 2–5]
• Metric 6: Increase First-Year retention rate (Queens campus). [Years 2–5]
• Metric 7: Increase 2^nd and 3^rd Year persistence rate. [Years 2–5]
• Metric 8: Increase 4- and 6-Year graduation rates. [TBD]

Action Item 2

Grow non-enrollment revenues, net of related expenses

• Metric 1: Increase Conference Services revenues. [Year 1 and beyond]
• Metric 2: Increase athletic ticket sales. [Year 1 and beyond]
• Metric 3: Increase grant activity and related indirect and fringe recoveries. [Years 2–5]

Action Item 3

Allocate resources to fund strategic initiatives

• Metric 1: Create a Strategic Planning Reserve. [Year 1]
• Metric 2: Fund identified strategic priorities in the University's operating budget through the annual planning process. [Year 1 and beyond]

Goal 2

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.

Action Item 1

Conduct campaign feasibility study, set campaign financial target, and structure Institutional Advancement staffing to properly support the campaign.

• Metric 1: Hire a campaign consultant, conduct a feasibility study, and present preliminary study results to the Board [Completed Year 1]. Present full results to the Board. [Completed Year 2]
• Metric 2: Position IA staffing to support the campaign. [Completed Years 1–3]
• Metric 3: Launch the public phase of the campaign. [Year 3]

Action Item 2

Meet/exceed annual fundraising targets and grow accrued fundraising revenues.

• Metric 1: Raise $35 million in Accrued Revenue [Year 1 results: $36.3 million]
• Metric 2: Based on the results of the campaign feasibility study, set appropriately aggressive budget (goals/targets) for Accrued Revenue. [Year 2 results: $24.5 million; Year 3 results: $38.6 million; Year 4 goal: $45 million; Year 5 goal - TBD]
• Metric 3: Continue to seek and secure major gifts. [Ongoing]
• Metric 4: Raise alumni participation rate in annual giving by one percentage point per year. [4% in Year 1 to 9% in Year 5]

Goal 3

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.

Action Item 1

Complete the consolidation of all metropolitan area campuses.

• Metric 1: Close Hauppauge site. [Year 1]
• Metric 2: Hire a broker to begin the sales process for the Staten Island campus. [Year 1]
• Metric 3: Sublease Manhattan campus [Year 1]; explore alternatives for Manhattan [Years 1 and 2]
• Metric 4: Sell the Bartilucci Center [Year 3]

Action Item 2 

Optimize the Queens campus physical footprint by undertaking a Master Plan process that focuses on space efficiency, academic strategy, and environmental sustainability.

• Metric 1: Hire architect to oversee the development of the facilities master plan. [Year 1]
• Metric 2: Update Facilities Condition Assessment for Queens campus. [Year 1 and beyond]
• Metric 3: Reduce carbon footprint. [Years 2–5]

Action Item 3

Implement technology solutions to elevate the student experience, expand the learning ecosystem, accelerate digital transformation, and strengthen technology security.

• Metric 1: Increase the number of services delivered to students via mobile apps. [Year 1 and beyond]
• Metric 2: Add multi-channel communications (phone, chat, text, etc.) for student and employee support. [Year 1 and beyond]
• Metric 3: Increase business process efficiency, through Project Genesis and Advancement CRM. [Year 3 and beyond]
• Metric 4: Achieve specific metrics within IT for cybersecurity posture, service level agreements, and operational efficiencies. [Year 1 and beyond]
• Metric 5: Increase technology adoption in academics, as measured through the Learning Management System (Canvas). [Year 1 and beyond]

Goal 4

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.

Action Item 1

Recruit personnel who match our student demographics and strive to retain employees by enhancing the employee experience and evaluating compensation and benefits.

• Metric 1: Engage a consultant to perform compensation study and help set appropriate compensation philosophy to ensure competitive salaries and benefits for employees. [Year 1–3]
• Metric 2: Develop Hybrid Work Policy to help with recruitment and retention of employees. [Year 1]
• Metric 3: Develop programs and policies aimed at retaining employees. [Ongoing]
• Metric 4: Decrease in percentage of voluntary terminations and decline in turnover rate. [Year 5]
• Metric 5: Demographic data for University employees better aligned with student demographics. [Year 5]

Action Item 2

Assess the University’s staffing structure and align personnel to support strategic priorities.

• Metric 1: Hire consultant(s) and/or develop process(es) to assist unit leaders with the review of their current staffing. [Years 1–3]

Action Item 3

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 1: Recruit a strategic sourcing manager and a strategic sourcing specialist. [Year 1]
• Metric 2: Establish policies, procedures, and processes to build diverse vendor and service provider pools. [Year 2]
• Metric 3: Increase in % of MWBE purchasing spend to total purchasing spend. [Year 2 and beyond]

Metric 4: Increase in % of the endowment managed by diverse led/owned firms. [Year 3 and beyond]