Funding the Operating Budget The Free Academy, CUNY as a System, and the CUNY Compact (original) (raw)
Related papers
2000
This document is a report on a comparison of unrestricted Education and General (E&G) expenditures at the City University of New York (CUNY) and other select universities, colleges, and community colleges between the 1990 and 1998 fiscal years. Unrestricted funding revenue is limited to public support and tuition. Revenue from private gifts, grants, contracts, endowment, educational service, and other auxiliaries were not included. The colleges and universities used for this comparison were chosen based on their Carnegie classification, urban mission, and student demographics. The report shows that spending at CUNY senior iour-year colleges declined 13% ($132 million) between 1990 and 1998, even though total senior college enrollments showed a 6% increase, and community colleges enrollments rose 17% during the same time period. Results indicated that most senior colleges in the state are spending about 2,000lessperfull−timeequivalentstudent(FTES),whilemostCUNYcommunitycollegesarespendingapproximately2,000 less per full-time equivalent student (FTES), while most CUNY community colleges are spending approximately 2,000lessperfull−timeequivalentstudent(FTES),whilemostCUNYcommunitycollegesarespendingapproximately1,200 less per FTES. Colleges, community colleges, and universities in other states showed better expenditure increases compared with their CUNY counterparts. Six out of 11 national senior colleges in the comparison group showed an increase in expenditures during the decade, with five of the colleges displaying double-digit percentage gains. The report provides statistics and tables showing comparisons between colleges. (MKF) Reproductions supplied by EDRS are the best that can be made from the original document.
2001
This document compares unrestricted funding revenue at City University of New York (CUNY) with other select universities, colleges, and community colleges from the 1990 fiscal year to the 1999 fiscal year. Unrestricted funding revenue is limited to public support and tuition. Revenue from private gifts, grants, contracts, endowments, educational services, and other auxiliaries are not included. The selected colleges and universities were chosen based on their Carnegie classification, urban mission, and student demographics. The report shows that: (1) unrestricted funding revenue at CUNY senior four-year colleges declined 15% ($154 million) between 1990 and 1999, even though enrollments and tuition both increased during the same time period; (2) unrestricted current fund revenue at the national senior college peer group rose 16% between 1990 and 1999; (3) enrollment-based state aid, maintenance of effort legislation and increased funds for facility improvements at Hostos, LaGuardia, and Kingsborough community colleges during the 1990s left the CUNY community college system with smaller funding losses than those experienced at the senior colleges; and (4) total unrestricted current fund revenue rose 4% at the community college peer institutions. (Contains 10 tables.) (MKF) Reproductions supplied by EDRS are the best that can be made from the original document.
Why the History of CUNY Matters: Using the CUNY Digital History Archive to Teach CUNY’s Past
Radical Teacher
This article describes the newly launched CUNY Digital History Archive (CDHA), a project of the American Social History Project/Center for Media and Learning at the CUNY Graduate Center. The CDHA is designed to provide open, online access to a rich array of digitized historical sources that detail the important history of the City University of New York (CUNY). The article reviews that history, focusing on the postwar expansion of the city’s tuition free municipal college system and the subsequent birth of the CUNY system in 1961. CUNY’s growth helped launch a student-led fight for open admissions at various CUNY campuses in 1969-70, which resulted in the dramatic expansion of the undergraduate student body, including the admission of large numbers of working-class students of color in the early 1970s. The article ends with a discussion of impact of New York City’s 1976 fiscal crisis, which led to the elimination of free tuition and a cutback in CUNY’s plans for expansion and growth...
Financing Public Education in New York City and the Rest of the State. IESP Policy Brief No. 01-11
2011
New York City (NYC) is home to the largest school district in the U.S., with over one million students and more than 1,600 schools. While it is only one of approximately seven hundred school districts in New York State (NYS), the city educates about one-third of the state’s students. In recent work examining school finance during Mayor Bloomberg’s first two terms, Stiefel and Schwartz (2011) compared NYC’s funding sources with those for the rest of the state in entirety. 1 The NYS statistics presented in that chapter were, therefore, averages for all other school districts in the state including the fiscallystressed “Big Four” (Buffalo, Rochester, Syracuse and Yonkers), rural districts with their own, unique challenges, and relatively wealthy suburban districts. This brief builds upon that research – describing the changes in revenues for the city, other large urban districts, wealthy downstate counties surrounding NYC, and the
A new model for financing public colleges and universities
On the Horizon, 2010
PurposeThe purpose of this paper is to suggest public service corporations as a new means of helping to finance comprehensive public colleges and universities based on a well‐documented assumption that the current shared responsibility for financing public colleges is broken.Design/methodology/approachThe paper focuses on financing comprehensive public colleges and universities, and explicitly does not focus on research, community, or proprietary institutions. The paper draws heavily from national data and literature on college finance and productivity, and uses New Jersey's state colleges and universities as primary examples.FindingsThe paper asserts that a new funding rationale for public colleges is imperative or these institutions will fail the principal mission of broad access for middle‐income students. Citing examples from New Jersey and other states, and drawing on work of other policy analysts, the paper proposes creation of new public service corporations not only as a...
A Study of State Tax Appropriations for Capital Needs in U.S. Public Higher Education
Facilities Manager, 2012
Facilities Manager | march/april 2012 | 25 University, University of Louisiana-Lafayette, Louisiana State University, and the University of Colorado at Boulder. This creative solution was done to create more room on their space-challenged campuses for expanded teaching and re-This study investigated the relationship of key issues related to capital and operating budget practices of state tax appropriations and policies at the state level, including new facilities construction, renovation, replacement and renewal which may exist between and among states by governance structure. Recognized "good practices" in capital planning and allocation processes and funding mechanisms recommended by experts were also examined. The statewide governance typology developed by Aims McGuinness that distinguishes between governing and coordinating boards was used to see if tighter state control in the form of consolidated governing boards might equate to higher levels of good practices.
In the spring of 2016, about 50 members of the Professional Staff Congress (PSC) of the City University of New York (CUNY) were arrested in front of Governor Cuomo's office. 1 The spirit of PSC members, both the hundreds rallying across the street and the 50 who participated in the "die-in", was somber but steadfast. Participants understood that both the affordability and quality of a CUNY education was being undercut by government policies of disinvestment. This crisis was rapidly eroding the working conditions of faculty and staff and the learning conditions of students who are disproportionately from the poorest communities across the city. Questions of justice and the survival of a meaningful public higher education animated the actions of those present at the rally. Every part of the bargaining unit was represented. Students and community groups also lent their support. This action was part of a larger campaign waged by the PSC to defend the fiscal viability and h...
Corporate Control at York University - Open Letter to York University Community
This Open Letter to the York University Community was written in November 2016 to denounce the York University Board of Governors’ manipulation of the search process for a new President. It documents major issues with corporate control over the York University Board of Governors and undemocratic practices. Boards of Governors play an essential part in ensuring public accountability of universities, as publicly funded institutions. At York University, Board By-laws stipulate that Board members must broadly represent the public community and be reflective of the community at large. In practice, the Board co-opts external members exclusively from the world of big business. In 2016, in all 21 external York University Board members came from the world of big business and big finance. Regardless of the individual merits of the individual Board members, as a group they represent a very narrow set of perspectives, a world of big banking and big executive compensation packages, whose legitimacy and integrity has been deeply questioned time and again in the last decade. Given such a huge gap between their financial situation and the realities of York University’s cash-stressed students, one has to question whether such Governors have the necessary breath of understanding to serve a university. A university is not a profit-making institution. It cannot be run like a business corporation. It must nourish a broad range of knowledge creation and dissemination, not only in business, but in the sciences, the arts, and the humanities.