Plenary Session: 9:30 am-11:30 am, Room A-310
Personnel and Budget: 10:30 am -11:30 am, Room A-201
Present: G. Barabino, D. Cintrón, M. Driscoll, K. Foster, G. Gebert, D. Jeruzalmi, E. Koch, F. Lam, T. Liss, J. Mercado, Dee Dee Mozeleski, V.P. Nair, S. Rings, T. Scala, R. Stark, C. Stewart, M. Strzeszewski, W. Thornton, M. Trevisan, L. Zinnanti
Excused: K. Witherspoon
Approval of October 3 Minutes
The meeting commenced at 9:32 am and the Minutes of the meeting of October 3, 2018 were approved with the correction that Dee Dee Mozeleski was present at the meeting.
The search for the IDC-funded HR position in the Office of Grants and Sponsored Programs is still open, as the first candidate selected rejected the offer. It was not clear whether CUNY will extend the contract of the current CUNY staff person in the position beyond October 31.
A substitute appointment was made in Admissions. Mr. John Falls will help with scholarships immediately where more support is urgently needed due to recent attrition. A planned office restructuring within coming months will give this position more responsibility.
Two staff positions funded by the CUNY 2xTech Grant have been filled. Searches are now in progress for two Lecturer positions. These positions are funded by the grant for two years with the expectation that the College will be responsible for funding thereafter. It was asked whether, after the two years, the positions might be funded by Research Foundation funds, and/or whether the Lecturer positions might instead be Research Associate positions, to avoid permanent financial commitment to new lines if the College’s budget situation does not warrant this. The answer was that neither scenario would be acceptable to CUNY as the terms of the grant include the permanency of the new lines.
The Provost asked for and received the Review Committee’s approval for these actions.
Update on Middle States and the Strategic Plan
Two draft documents are in progress: the response to MSCHE (Monitoring Report) and the Strategic Plan. A draft of the Strategic Plan is expected to be circulated prior to the next meeting of the Faculty Senate. A draft of the Monitoring Report is anticipated by the end of November. However, both reports depend upon the College’s FY19 budget as Middle States will evaluate our plans according both to how they align with the College’s mission and fiscal situation. CUNY’s endorsement of the plans and commitment to support the College as needed in their implementation is also very important to Middle States.
Students, Majors, Revenue and Cost by Division– Kevin Foster
Dean Foster presented a data model for determining the cost of education versus revenue generated per credit by major, and by school/division. He discussed the discrepancies this data shows between cost of education, revenue generated, and historical funding levels among schools and divisions. His presentation also included data on College enrollment over the past decade; trends in student majors and major attrition; faculty to student ratios by major; average credits taught per faculty members by school and division; and cost of education by major by credit compared to national averages. Revenue generated by school/division takes into accounts IDC in addition to tuition. Some limitations of the model mentioned include its being currently unable to account for centers and institutes, the faculty of which do not having teaching responsibilities in the schools/divisions in which they are housed; the data on average credits taught per faculty member not being disaggregated from credits taught by adjuncts; and the absence of tuition paid by Medical School students in the graduate portion of their studies.
Proposed Budget Process
The Strategic Plan has written into it a budget model somewhat different from one we presently use. It both incorporates the College’s new OKR planning and management process and establishes a clear link between planning and resources as required by Middle States.
The plan is comprised of the following steps:
Step 0: Determining the appropriate level of funding for each unit of the College. For non-academic units this will be done with reference to nation-wide standards.
Step #1: Create a 5-year budget for each unit that maps onto the college’s strategic priorities. 5-year budgets are revisited each year ensure resource allocation continues to align College’s OKRs, strategic plan and mission.