Priority

Optimize the acquisition and allocation of human, technological, financial and physical resources.

Background

Our plan for significant and strategic growth, as outlined in our NYSUNY 2020 proposal, has been addressed directly in these priorities and in our Road Map strategic plan. Growth has its challenges and benefits; if done well it can make us better, but if done poorly it can cause hard-to-repair damage.

Our goal under NYSUNY 2020 was to grow by 2,000 students, or approximately 13 percent — but this did not necessarily mean that all areas of the University had to grow at the same pace. During this time of growth, we thought wisely about each expenditure and investment of time, money and other resources. At times, we needed to add support staff faster in some areas and more slowly in others. Simultaneously, we had to maximize our use of technology to achieve gains in efficiency. Thus, the allocation of new human, technological, financial and physical resources (people, information technology, money and space) was distributed carefully and strategically. The implementation plans prepared by the divisions and the execution of those plans carefully considered the need to use and distribute these resources in an optimum manner.

Moving forward, Binghamton University must continue to work to maximize the acquisition of new resources, including money, space and partnerships. We must be diligent as we recruit and obtain these resources, and we must then manage them well, since the external competition for these scarce resources is high. These resources include state support through the SUNY allocation process; direct, legislative state support; tuition revenue; federal appropriations; research revenues; funds generated by housing and dining services; philanthropic support; and other revenue opportunities through the Binghamton University Foundation. Vice presidents, deans and departments that own these resources must use them wisely to meet goals they have set and to enable their areas and the University as a whole to achieve the established Strategic Priorities.

Goals & Metrics

Goal: Binghamton University has the financial resources necessary to achieve the University's goals

Metric

Revenue per Annual Average Full Time Equivalent (AAFTE) Student

What/How

Calculated as (State Support + Tuition)/AAFTE Student

Why

Measures level of adequate level of financial resources to achieve the mission

Target

$10,500 by 2020

Metric

% of Alumni Giving

What/How

% of Undergraduate Alumni Giving

Why

Measures level of alumni commitment

Target

10% by 2020

Goal: Binghamton has faculty and staff resources that ensure a premier educational experience

Metric

Student / Tenure Track Faculty Ratio

What/How

Full Time Equivalent (FTE) Student/ Full Time Equivalent (FTE) Tenure Track Faculty

Why

Measures quality of instruction and student satisfaction

Target

25 by 2020

Metric

Student / Faculty Ratio

What/How

Full Time Equivalent (FTE) Student/ Full Time Equivalent (FTE) Faculty

Why

Measures quality of instruction and student satisfaction

Target

18 by 2020

Metric

Faculty Attrition Rates

What/How

Calculates the % of faculty that have left the University, excluding retirements

Why

Measures job satisfaction and the University's ability to retain faculty. Since a healthy organization needs some turnover, the target is an optimum, not a maximum.

Target

4.00%

Metric

Staff Attrition Rates

What/How

Calculates the % of staff that have left the University, excluding retirements

Why

Measures job satisfaction and the University's ability to retain staff. Since a healthy organization needs some turnover, the target is an optimum, not a maximum.

Target

5.00%

Goal: Binghamton has the technological resources of a premier public university

Metric

Customer satisfaction surveys

What/How

Annual survey to measure student/ faculty/staff satisfaction with technological services

Why

Assures that the campus continues to meet the technological needs of the campus community

Target

Goal: Binghamton University has the physical infrastructure of a premier public university

Metric

Facilities Condition Index

What/How

FCI = Immediate Renewal (Repair) / Current Cost of Replacement

Why

Life cycle modeling which identifies capital investment needs

Target

7% by 2020