CUNY Master Plan 2012-2016

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THE CUNY MASTER PLAN 2012-2016 CUNY SustainableWorks Having successfully developed a collaborative process that enables the solar market, CUNY SustainableWorks is continuously working to leverage that platform to enable the market for other cleantech innovations and processes through the following: • Sustainable Business Leaders Advisory Board: Established in 2010, over thirty city agencies, workforce development entities, academia and businesses leaders work across the continuum to grow the green economy. • NYCleantech Collaborative (NYCC): Initiated in January 2012, this membership organization of leading industries identifies key flagship cleantech projects that can make a substantial difference to the city’s sustainable future and collaborates on streamlining entry to the marketplace. NYCC also works with the Con Edison Scholar Programs that provides hands-on cleantech project management experience for CUNY graduate students. • CUNY SustainableWorks Commercialization Program: Through a million dollar investment fund, this program supports emerging cleantech, and works with NYCC to provide a pathway into the marketplace. The program operates out of the Collaboration Center located at the Borough of Manhattan Community College. • CUNY Ventures: In an effort to enable the market for cleantech and generate new revenue streams, CUNY Ventures was established as a for-profit initiative. One initial project, through SunShot NY, will use IBM’s Intelligent Operations Center (IOC) technology solutions to track data from various sources and provide analytics on PV performance data and local grid impacts. Future plans include furthering the partnership with IBM to expand the IOC to be a smarter tool for use in any city, with services bringing in funds to CUNY while engaging faculty and students on cutting-edge solutions to 21st-century challenges. Administrative Technology The relatively close proximity of the CUNY campuses facilitates, and necessitates, the sharing of resources and services that would be much more difficult—and less needed—were the campuses more physically dispersed. As noted previously, students transfer frequently among the campuses. Employees also frequently change their home-base campus, and both students and employees may spend a day, a month, or a term on another campus. Such frequent human interchange, in order that it be productive, requires that the administrative systems across the system communicate with each other and facilitate the work of all students and employees, not just those on a particular campus. These shared administrative services, including services involving administrative technology, also provide economies of scale and result in better service to students and faculty while reducing costs to the University. Such services both promote and are the product of the integrated University. A prime example of such shared resources is CUNYfirst, a University-wide initiative to upgrade and integrate database systems that manage student administrative, human resources, and finance business processes. CUNYfirst will replace dozens of aging software systems that do not interact with a single 88
MISSION PART FOUR database. CUNYfirst will enable the sharing of student, staff and administrative information that can be accessed anywhere by users, based on their role in the University (e.g., student, faculty adviser, budget manager, etc.). The main focus of CUNYfirst is to enable common solutions and lead to standardized business processes that will advance productivity, University-wide purchasing (and thus advance cost savings), and consolidation of work efforts currently replicated around the University. CUNYfirst is being implemented in phases. Base systems for human resources, financial management, faculty workload reporting, and budgeting have already been launched. A new academic system is in place for students, faculty, and professional staff at Queens College and Queensborough Community College. The remainder of the academic launch plan is as follows. • Wave 2A (Spring 2012): Bronx, Hostos, and New Community Colleges, CUNY Law, Lehman College • Wave 2B (Summer 2012): Kingsborough and LaGuardia Community Colleges • Wave 3 (Academic Year 2012/2013): Borough of Manhattan Community College, Brooklyn, Medgar Evers and York Colleges, College of Staten Island, New York City College of Technology • Wave 4 (Academic Year 2013/2014): Baruch, City, Hunter, and John Jay Colleges, Graduate Center, Graduate Schools of Journalism, Public Health, Social Work, and the School of Professional Studies Other CUNYfirst applications currently on the project calendar include: • Position Budgeting: March 2012 • Work Study Payroll (Queens and Queensborough Students): Spring and Summer 2012 • Financial Aid (Queens, Queensborough and New Community Colleges): Spring 2012 • Procurement: Accounts Payable/Purchasing (City of New York entities only): June 2012 • Procurement: Accounts Payable/Purchasing (Senior Colleges): June 2013 • Outbound/Inbound Payroll Interface: Fall 2012 • Procurement: Accounts Receiving/Expenses: Schedule to be Finalized • Advanced Financial tools (Asset, Deal and Cash Management): Schedule to be Finalized The Integrated Financial Aid Processes system is scheduled to be implemented a year after the academic launch for the colleges. A University-wide admissions system is under study to be launched in 2013-2014. All CUNY employees will be trained to use the new tools available in CUNYfirst, with training available in traditional face-to-face classes and online. An IT strategic plan supports the challenges and evolving needs of the University through a variety of cost-effective enterprise technology solutions. Relocating the University’s Data Center to 395 Hudson Street in Lower Manhattan, and enhancing and upgrading it, has been an important part of efforts to continue to meet the demands of projected technology growth. 89
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Investing In Our Future The City Un
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Table of Contents INTRODUCTION: The
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TABLE OF CONTENTS Responding to Bas
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INTRODUCTION: The CUNY Context, Mis
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INTRODUCTION The CUNY Context Overv
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INTRODUCTION University Funding per
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INTRODUCTION launch of “Invest in
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INTRODUCTION Projections suggest gr
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INTRODUCTION 2011, enrollment excee
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INTRODUCTION munity colleges, 83 pe
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THE MISSION PART ONE: The Universit
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MISSION PART ONE Student: Full-Time
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MISSION PART ONE Diversity Percenta
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MISSION PART ONE The University has
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MISSION PART ONE and Learning, and
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MISSION PART ONE one of the most im
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MISSION PART ONE them to make conne
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MISSION PART ONE The task force als
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MISSION PART ONE In general, as sta
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MISSION PART ONE Professional Scien
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MISSION PART ONE explore judiciousl
Page 45 and 46: MISSION PART ONE Enhancing Student
Page 47 and 48: MISSION PART ONE Finally, in the co
Page 49 and 50: MISSION PART ONE room space. This i
Page 51 and 52: MISSION PART ONE institutions prior
Page 53 and 54: MISSION PART ONE Strengthening the
Page 55 and 56: MISSION PART ONE grams, campuses mu
Page 57 and 58: THE MISSION PART TWO: Maintain the
Page 59 and 60: MISSION PART TWO successively highe
Page 61 and 62: MISSION PART TWO ASAP Three-Year As
Page 63 and 64: MISSION PART TWO policy have been d
Page 65 and 66: MISSION PART TWO arts with Baruch
Page 67 and 68: THE MISSION PART THREE: Expanding A
Page 69 and 70: MISSION PART THREE health insurance
Page 71 and 72: MISSION PART THREE • Develop and
Page 73 and 74: MISSION PART THREE Developmental Ed
Page 75 and 76: MISSION PART THREE Results to date
Page 77 and 78: MISSION PART THREE SEEK and CD SEEK
Page 79 and 80: THE MISSION PART FOUR: The Universi
Page 81 and 82: MISSION PART FOUR • Written and o
Page 83 and 84: MISSION PART FOUR In New York State
Page 85 and 86: MISSION PART FOUR Associate (CDA) c
Page 87 and 88: MISSION PART FOUR at Hunter College
Page 89 and 90: MISSION PART FOUR SPH shares this b
Page 91 and 92: MISSION PART FOUR office space and
Page 93 and 94: MISSION PART FOUR CUNY TV has recei
Page 95: MISSION PART FOUR In June 2011 Sust
Page 99 and 100: MISSION PART FOUR equipped with cur
Page 101 and 102: MISSION PART FOUR • CUNY Law Scho
Page 103 and 104: MISSION PART FOUR Unlike the 1972 s
Page 105 and 106: MISSION PART FOUR junction with the
Page 107 and 108: MISSION PART FOUR computer-based mo
Page 109: CONCLUSION: CUNY— A Dynamic Unive
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CUNY Master Plan 2012-2016

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