CUNY Master Plan 2012-2016

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THE CUNY MASTER PLAN 2012-2016 During the period of the Master Plan, there are plans to: • Enhance and support University communications through an integrated video teleconferencing system and a mobile technology integration strategy; • Support email communications through enterprise email for administration and faculty; • Identify collaborative procurement opportunities and savings through shared licenses; • Provide for and support a University-wide common infrastructure that will improve network speed, application performance access, and reliability; and, • Develop a University IT Disaster Recovery (DR) and Business Continuity plan to ensure that critical enterprise applications continue to function at all times. Even now, enterprise technology is helping to decrease central office expenses so that resources can be reallocated to the primary missions. Over the next four years, for example, the Office of Human Resources Management (OHRM) will engage in the following activities to help the University operate more efficiently: • OHRM is in the process of centralizing the payroll units of all campuses at two sites: 395 Hudson Street and 555 W. 57th Street. When centralization is complete, OHRM expects savings from economies of scale and the reduction of errors. • OHRM is in the process of centralizing benefits, which will improve the quality of the service provided to faculty and staff as well as reduce costs. • OHRM is exploring the feasibility of a central onboarding site to facilitate the administrative work associated with hiring faculty and staff. OHRM will continue to work with the CUNYfirst team to roll out major modules in the Human Capital Management pillar, including enhancements to the Talent Acquisition Module, Mass Reappointment, and outbound payroll. These CUNYfirst developments will streamline the administrative work involved in hiring and providing service to faculty and staff. • OHRM will develop an enterprise-wide system for tracking time and leave. To ensure that technology continues to play a strategic role in supporting the mission and operations of the University, CUNY is committed to the recruitment, retention, and professional development of IT and relevant staff that is necessary to gain maximum advantage from the use of technology in the 21st century. Facilities: Building New York’s Future Facilities resources are an integral component of every successful university. CUNY is responsible for ensuring that these resources are available and appropriate to meet the needs of students, faculty, and staff within the context of CUNY’s urban setting. The University’s Capital Program received $2.7 billion in New York State appropriations between Fiscal Year 2008-09 and Fiscal Year 2011-12 to address the needs across all 24 institutions. The funding includes projects that will add to CUNY’s 300-building, 27 million gross square feet facilities portfolio. To develop the right mix of small, medium, and large classrooms; state-of-the-art laboratories; research facilities; study areas; and communal gathering spaces, all 90
MISSION PART FOUR equipped with current technology, CUNY works closely with the administration, faculty, and students at each college. At the base of every good building is its foundation. CUNY has been reinforcing its foundation over the past four years with a series of prioritized initiatives that were established to address various concerns within the facilities domain of the University. Communication and collaboration with the colleges is vital to the success of these initiatives. Initiatives First, CUNY has made the transition away from using the construction services of the Dormitory Authority of the State of New York (DASNY) on major capital projects, a step outlined in the 2008-2012 Master Plan. CUNY now has eight major projects in design or construction: Baruch College’s Field Building at 17 Lexington Avenue, the Brooklyn College Performing Arts Center and the New Science Building, the new CUNY Law School, New York City College of Technology’s New Academic Building, the Queens College Kupferberg Center, the Interdisciplinary High Performance Computational Center at the College of Staten Island, and the York College Academic Village. These projects—comprising 1.5 million gross square feet (GSF), at an anticipated cost of $1.5 billion—will be built with construction management provided by CUNY, not DASNY. CUNY has hired additional staff in its Contracts and Construction Management Units and implemented innovative procurement approaches to deliver these projects. Additionally, a Unit of Vender Integrity and Investigation has been established to monitor the firms selected for CUNY- coordinated projects. The second initiative, the “state-of-good-repair” effort, began in 2007 with a survey completed by each college for all buildings over 5,000 square feet. Details for bringing each building up to a state of good repair were collected and analyzed by a consultant who then attached a dollar amount to the necessary maintenance and upgrades. The criteria and protocols were established in coordination with facilities counterparts at SUNY to ensure consistency and to demonstrate the overarching need at all of New York State’s public higher education institutions. The results showed CUNY’s needs were more than $4 billion over a 10-year period; a portion of which were included in the University’s 2008 through 2013 five-year capital request. The study demonstrated to state and city officials CUNY’s significant needs, which in turn led to $500 million in state Critical Maintenance appropriations to individual senior colleges, and $500 million in state appropriations to CUNY-wide lump sum projects. The community colleges received more than $200 million in Critical Maintenance appropriations, composed of 50/50 matching funds from the city and state. Most importantly, 415 projects have been initiated at the senior colleges and another 77 projects at the community colleges. The individual projects are identified and prioritized in close consultation between CUNY central and campus personnel. Examples include: restoration of the Shepard Hall façade at City College; escalator upgrades at Hunter College; Ingersoll Hall HVAC and Science Building HVAC projects at Brooklyn and Queens Colleges, respectively; and central plant upgrades at Lehman College. At the community colleges, projects include Phases I and II of the campus-wide utility upgrades at Bronx, the first two phases of the replacement of the Center 3 façade at LaGuardia, central boiler plant replacement and HVAC upgrades at Kingsborough and BMCC, electrical upgrades at 91
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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 and 96: MISSION PART FOUR In June 2011 Sust
Page 97: MISSION PART FOUR database. CUNYfir
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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