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ÂÜÀòÉÙÅ® will advance fiscal stability through a medium-term financial plan to attain an average annual $2.5 million cash budget surplus by 2030.

Strategy A

Strengthen fiscal position through curricular program development.

• Evaluate and implement relevant new programs that enhance the academic capabilities, reputation, and financial growth of the university, with a focus on offerings extending or adjacent to our existing programs.

Strategy B

Implement efficiency initiatives across the University to reduce the growth of expenditures at a rate lower than the growth of revenues.

• Analyze operations for cost containment opportunities, through technology, staffing reorganization, and resource sharing efficiencies.

Strategy C

Identify and evaluate potential additional revenue streams.

• Evaluate opportunities to create ancillary revenue and cash flow streams, with a focus on activities closely related to university programs and resources.

Strategy D

Enhance financial planning and analysis in support of short- and long-term goals, including program development, annual budgeting, contingency planning and strategic initiatives.

• Implement a long-term financial planning model.
• Utilize and continue to review financial projection templates for proposed new programs.
• Benchmark activities annually against a relevant peer group for the university, as well as functional areas, departments and programs when possible.

Foster sustainable enrollment by building upon a data-driven approach focused on stabilizing and growing enrollment and improving student retention.

Strategy A

Assess the effectiveness of enrollment strategies and modify strategies and tactics as appropriate.

• Enhance the use of digital marketing and predictive analytics to reach a broader pool of prospective students.
• Regularly update the annual strategic marketing plan to optimize student recruitment activities.
• Analyze and communicate the effectiveness of marketing and media relations strategies.
• Expand geographic recruitment footprint beyond Western New York.
• Focus on expanding enrollment broadly but with emphasis on programs that further diversify academic offerings and reach a broader set of potential students.
• Strengthen coordination of recruitment activities across Enrollment Management and Academic Affairs.

Strategy B

Improve retention and graduation rates by building on existing student success initiatives.

• Expand student success programs and targeted intervention strategies to improve retention with an emphasis on vulnerable student populations.
• Continue integrated retention efforts across the Student Affairs and Academic Affairs divisions.
• Analyze student transfer, attrition, and National Student Clearinghouse data to identify trends and potential interventions.

Enhance the University’s Institutional Advancement efforts to provide critical resources in support of the institutional mission.

Strategy A

Enhance donor outreach and engagement with the philanthropic community.

• Develop programming to engage current students and alumni refreshed Alumni programming and events.
• Seek financial support and engagement from private foundations, government agencies, corporate philanthropy, and community sponsorships.
• Expand ÂÜÀòÉÙÅ® Day of Giving participation and funds raised.
• Strengthen stewardship initiatives, including those that connect donors with scholarship recipients.

Strategy B

Achieve Moving Forward Comprehensive Campaign goal of $40 million.

• Launch focused sub-campaigns aligned with university priorities and donor interests.
• Leverage peer-to-peer relationships for campaign fundraising
• Revitalize planned giving initiatives.
• Improve outreach to professionally established alumni of recent decades.