CUNY Master Plan 2012-2016

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THE CUNY MASTER PLAN 2012-2016 • A CUNY commitment to increase revenue from philanthropy, which, under Chancellor Goldstein has risen from $35 million 12 years ago to more than $200 million per year now; and, • More efficient operations. The new tuition policy allows families to plan for the costs of higher education while protecting the neediest students. The legislation requires that a tuition credit be given to those students who are eligible for the state Tuition Assistance Program (TAP) when the annual tuition exceeds $5,000. At CUNY, a portion of the revenues generated from the increased tuition will be set aside for this purpose. In a significant break from past practice, the state is allowing the University to keep all of the revenue from the new tuition. This important provision ensures that students’ investment in their education stays at the University, supporting academic priorities and student services. Based on the planned tuition increases, CUNY will have an additional $65 million per year for investment purposes during each of the four years of this Master Plan. CUNY can expect further increases in revenue from enhanced philanthropic, productivity, and entrepreneurial efforts. Such planned additional revenue, stretching four years into the future, is highly unusual—if not unique—in public higher education. It is therefore no surprise that, in announcing the passage of this legislation, Board of Trustees Chairperson Benno Schmidt said, “This deserves to be seen as this Chancellor’s greatest achievement to date. CUNY has gone from being the large public institution least well able to plan its future to the public university, I think it’s fair to say, that is now best able to plan its future … I expect that the next five years will be the best five years that CUNY has ever seen.” Useful as this legislation is, to obtain its full benefit CUNY must work toward the creation of new revenue streams through enhanced fundraising, reduction in administrative costs, and entrepreneurial activities. The legislation will help the University to maximize philanthropic support, because it demonstrates to donors that the state is investing in the University’s financial stability and that philanthropic gifts are not substituting for a lack of state support. The legislation will also help the University meet the growing needs resulting from record student enrollment. It sends a powerful signal to donors, families, and the business community that New York is investing in its students and its future through stable support of its public university systems. Most important, the financial stability provided by the new legislation will enable CUNY to undertake multi-year planning, increasing the University’s efficiency. With the need for new revenue streams in mind, in 2004 CUNY launched its very first Universitywide capital campaign, “Invest in CUNY.” The overwhelming response from alumni, businesses, foundations, and friends helped the campaign surpass its goal of $1.2 billion four years ahead of the 2012 target date. CUNY now raises $200 million-$250 million a year to support students, faculty, programs, and facilities. Although central University policies triggered the campaign, much of its success has been driven by campus-based initiatives that have strategically identified program priorities, determined timelines, and established targets. The campaign’s success has inspired the University’s leadership to embark on a bold and ambitious second phase. Chancellor Goldstein, Chairman Schmidt, and the college presidents have announced the 6
INTRODUCTION launch of “Invest in CUNY: Expanding the Vision,” which has set a new cumulative goal: $3 billion by 2015. This campaign focuses on carefully selected priorities of the University and the colleges, including investing in faculty, advancing the Decade of Science initiative, and supporting student opportunity and progress. CUNY’s vision for quality and distinction is built upon an expanding partnership of private and public support, and that includes an enhanced culture of philanthropy. A Map for This Plan A detailed environmental scan immediately follows this Introduction, after which this plan is divided into five additional sections, along with a set of appendices to provide complementary and supplementary information. Of the five additional sections, four discuss CUNY’s plans with regard to the four different aspects of CUNY’s mission, and the fifth discusses the financial, technological, and facilities resources necessary in order to effect these plans. The first section following this Introduction, “The Environment,” covers such essential planning information as projected population growth and changing labor needs. The next section, “The Mission Part One: The University Will Continue to Maintain and Expand Its Commitment to Academic Excellence,” focuses on the essentials of high quality and performance, and explains how CUNY will increase and diversify its full-time faculty; foster a research agenda; cultivate excellence in undergraduate and graduate programs; manage the University’s library and technology needs; and generally continue to aim for the very highest levels of academic accomplishment. The following section, “The Mission Part Two: Maintain the University as an Integrated System and Facilitate Articulation between Units,” remains focused on the academic mission. However, this section concentrates on specific internal and external needs that must be met in order to make it possible for all New Yorkers to pursue and successfully complete a college education. Part of this work involves a major effort to integrate CUNY’s general education curriculum across the University and enhance seamless college transfer, and other parts involve programs specifically designed to take advantage of the power of the system in facilitating cross-campus academic collaborations. The next section, “The Mission Part Three: Expanding Access,” addresses the ways in which CUNY will continue to meet its mandate of providing access to an excellent education to all New Yorkers, with particular attention to citizens from underrepresented groups. This part of the plan will also detail efforts to create smooth paths for students as they begin college work, both within CUNY’s own developmental education programs and in pre-college preparatory collaborations with the New York City Department of Education. The following section, “The Mission Part Four: The University Must Remain Responsive to the Needs of Its Urban Setting,” will cover the myriad ways that the University serves the city and state, as well as the ways in which the University will strengthen its connections with New York’s economic and social life over the next four years. This section will also cover the infrastructure—administrative technology and facilities—necessary for the University to function well in its urban setting. 7
Page 1: Investing In Our Future The City Un
Page 5 and 6: Table of Contents INTRODUCTION: The
Page 7 and 8: TABLE OF CONTENTS Responding to Bas
Page 9 and 10: INTRODUCTION: The CUNY Context, Mis
Page 11 and 12: INTRODUCTION The CUNY Context Overv
Page 13: INTRODUCTION University Funding per
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MISSION PART TWO arts with Baruch
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THE MISSION PART THREE: Expanding A
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MISSION PART THREE health insurance
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MISSION PART THREE • Develop and
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MISSION PART THREE Developmental Ed
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MISSION PART THREE Results to date
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MISSION PART THREE SEEK and CD SEEK
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THE MISSION PART FOUR: The Universi
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MISSION PART FOUR • Written and o
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MISSION PART FOUR In New York State
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MISSION PART FOUR Associate (CDA) c
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MISSION PART FOUR at Hunter College
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MISSION PART FOUR SPH shares this b
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MISSION PART FOUR office space and
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MISSION PART FOUR CUNY TV has recei
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MISSION PART FOUR In June 2011 Sust
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MISSION PART FOUR database. CUNYfir
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MISSION PART FOUR equipped with cur
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MISSION PART FOUR • CUNY Law Scho
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MISSION PART FOUR Unlike the 1972 s
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MISSION PART FOUR junction with the
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MISSION PART FOUR computer-based mo
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CONCLUSION: CUNY— A Dynamic Unive
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CUNY Master Plan 2012-2016

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