Track open bid opportunities, contracts, public meetings, and key contacts for New York Institute of Technology.
Key metrics and characteristics
City
The city where this buyer is located.
Old Westbury
Enrollment
Total student enrollment.
6,877
IPEDS ID
Integrated Postsecondary Education Data System identifier.
194091
Mascot
University or college mascot.
Bears
Employee FTE
Full-time equivalent employees.
1,205.3
Grad Rate
Graduation rate percentage.
59%
Procurement Hell Score
How easy their procurement process is to navigate. Lower is better.
88 / 100
Propensity to Spend
How likely this buyer is to spend on new technology based on operating budget trends.
AI Adoption Score
How likely this buyer is to adopt new AI technologies.
Startup Friendliness
How often this buyer champions startups and early adoption.
Latest Budget Year
Unlock to view
Operating Budget
Unlock to view
Includes fiscal year calendars, procurement complexity scores, and strategic insights.
Procurement guidance and navigation tips.
Procurement Hell Score
Lower scores indicate easier procurement. Created by Starbridge.
Quick Decision Flow
Sole Source
Cooperatives
Full playbooks include agency-specific workflows, thresholds, and vendor benchmarks.
Board meetings and strategic plans from New York Institute of Technology
This strategic action plan for New York Institute of Technology aims to enhance institutional value and ensure student success amidst the evolving landscape of higher education. The plan is built upon three overarching themes: Strengthening Equity Consciousness, Improving Operational Efficiency and Resource Effectiveness, and Accelerating Digital Transformation. These themes are integrated into four strategic priority areas: Optimize Student Success, Drive Innovation & Discovery with Diverse Talent, Sharpen Institutional Identity, and Fortify Institutional Viability. The plan intends to achieve these goals over the next five years by fostering a student-first culture, promoting diversity and inclusion, advancing technology application, and ensuring financial strength through strategic partnerships and revenue generation.
The meeting centered on regional recovery efforts following Hurricane Sandy. Key discussion topics included the importance of engaging communities meaningfully in redesigning their future, strategies for managing economic disparities within affected regions, and the necessity of maintaining cultural and intergenerational fibers during rebuilding efforts. Participants highlighted the need for advanced disaster knowledge, education, and volunteer training for marginalized communities, and discussed the role of architecture professionals as first responders. Furthermore, the group explored ways to involve youth in resilience and sustainability planning, the challenges of navigating liability, and the potential for establishing a regional authority with the power to take decisive action.
The discussion focused on the recovery efforts following Superstorm Sandy, specifically the role of architects as professionals in assisting the public and local municipalities. Key topics included the challenges of navigating legal liability, the Good Samaritan Act, community education outreach programs, and practical issues with insurance payouts for commercial properties. Additionally, the working group addressed the implementation of grant funding for recovery projects, the importance of rebuilding to new safety standards, and coordinating with local building departments for efficient permitting and house elevations.
Extracted from official board minutes, strategic plans, and video transcripts.
Track New York Institute of Technology meetings, strategic plans, and budget discussions before the public bid appears.
Early signals from meeting minutes and plans
Vendor mentions and competitor tracking
Decision timeline from discussion to RFP
Public-sector contacts connected to New York Institute of Technology.
Quotable insights from buyer leadership
