THE STATE UNIVERSITY of NEW YORK Board of Trustees Task Force on Efficiency and Effectiveness January 27, 2004 Task Force Members: • Vice Admiral John W. Craine, Jr. USN, (Ret.) • President Judson H. Taylor, former President, SUNY Cortland • Mr. Thomas J. Malone, Operations Manager, The Research Foundation • Mr. Craig W. Abbey, Consultant Task Force on Efficiency and Effectiveness Presentation to The State University of New York Board of Trustees January 27, 2004 Charge from Chairman Egan • Provide recommendations to: – Enhance efficiency and effectiveness of SUNY – Benchmark ourselves against other major higher education systems – Continue to streamline – Deregulate SUNY – Enhance quality throughout SUNY Task Force Direction • Review previous studies and reports • Baseline comparison 1994-2003 • Interview SUNY leadership • Analyze functions/roles for State University • Benchmark state systems and campuses • Develop a Best Practices program • Look for policies, laws and regulations that limit the University • Provide recommendations to enhance SUNY General Comments • We received universal support throughout SUNY • We conducted in-depth review of functions • Overall, we found SUNY to be an efficient and effective organization that’s providing its students with a quality education • This report addresses our recommendations to continue to enhance productivity throughout SUNY • Many recommendations have been implemented Review of Previous Studies • Reviewed findings/recommendations from “Rethinking SUNY”, “Realigning for Excellence”, Strategic Enrollment Management Review, the Enterprise Risk Management Report and other associated studies • These studies, particularly Rethinking SUNY, resulted in significant enhancements and efficiencies for SUNY -Impact will continue to be felt for years to come Major Enhancements since 1994 • Increased campus autonomy • Development of Mission Review/Memorandum of Understanding • Elimination of programs • New Budget Allocation Process • Vice Chancellor for Community Colleges • More emphasis on distance learning • Implementation of System-wide General Education requirement • Increased research, philanthropic and federal funding • Reengineered business services Baseline Data: 1994-95 and 2002-03 Baseline Findings 1994-95 to 2002-03 • Students – Headcount up 11,000 (2.8%) to 403,000 (410,000*) – Full-time equivalent (FTE) students up 25,000 (7.8%) – Average SAT score up 43 points to 1128 • Employees – Up 669 FTE at State-Operated Campuses excluding hospitals – 98.5% of new hires funded by non-State revenue – Campuses hired more flex/part-time employees – System Administration employees were reduced by 17.1% while University-wide program employees reduced by 1.4%, while adding new programs * - preliminary 2003-04 head count Price Indexes vs. Core Budget Growth (1994-95 to 2002-03) • HEPI measures cost of providing higher education • CPI measures cost of running a household 32.0% Cost of Providing Higher Education (HEPI) 21.1% Cost of Running a Household (CPI) 14.8% SUNY Core Budget per Student* *-Annual Average Full-Time Equivalent SUNY Enrollment (Students in Thousands) 10.2% Growth Since 1999-2000 1994-95 392 1995-96 383 1996-97 368 1997-98 367 1998-99 368 1999-00 372 2000-01 374 2001-02 388 2002-03 403 2003-04 410* *-Preliminary Estimate SUNY Learning Network Enrollments 1995-96 119 1996-97 450 1997-98 2000+ 1998-99 6000+ 1999-00 13000+ 2000-01 25000+ 2001-02 40000+ 2002-03 53000+ SUNY Sponsored Research ($ in millions) 1994-95 457.8 1995-96 455.2 1996-97 461.3 1997-98 472.1 1998-99 501.1 1999-00 555.1 2000-01 594.2 2001-02 700.9 2002-03 774.2 2003-04 862.3 *-2003-04 based on estimate. Patent Applications 1994-95 83 1995-96 58 1996-97 82 1997-98 86 1998-99 123 1999-00 150 2000-01 119 2001-02 125 2002-03 174 Philanthropic Support ($ in millions) 1999-00 186.8 2000-01 178.5 2001-02 203.2 2002-03 323.0* * - preliminary estimate Baseline Summary 1994-95 to 2002-03 Bottom Line SUNY is more effective and efficient and is providing more education at less cost to the State per student Recommendations from Leadership Discussions • Accelerate upgrade of SUNY Administrative Computer Systems • Include all relevant community college metrics in SUNY data warehouse • Standardize data submission definitions • Create strategic planning unit • Integrate system and campus visions and goals • Complete SUNY Impact Study utilizing a common set of economic measures • Demonstrate SUNY value to public officials • Reorganize System Administration to better align functions to increase flow of communication throughout staff Analysis of System Administration Functions Academic Affairs • Highly professional staff • Efficient course program approval process • Collaborative Mission Review process • Improved student quality • Graduation rates above national averages 6-Year Graduation Rates for Fall 1996 Cohort Cornell Contract 93 Geneseo 80 Binghamton 79 E.S.F. 71 Ceramics 70 Albany 62 Plattsburgh 58 Fredonia 58 Cortland 56 New Paltz 56 U. at Buffalo 54 Stony Brook 54 Oswego 52 Brockport 51 Maritime 51 Potsdam 45 Oneonta 43 Purchase 41 Buffalo State 38 Old Westbury 23 National Public Average = 43% SUNY Baccalaureate = 58% Cost of Attrition • From the Fall 1995 entering cohort, 7,916 students left without graduating. • These students consumed $138.8 million in state support without earning a degree Student Attrition 1996 4528 1997 2360 1998 1028 Cost of Longer Time to Graduation Years to Graduation • 68.1% of SUNY students who persist graduate in 4 years or less • The 31.9% who graduate within 6 years cost up to $48.6 million more in state support Years to Graduation < 4 1.5% 4 66.6% 5 26.2% 6 5.7% Academic Affairs Recommendations • Increase focus on campus retention goals • Verify accuracy of Institutional Research data • Prepare campus enrollment information earlier • Consolidate Master Plan for SED with Mission Review • Designate Mission Review by years it covers • Utilize rolling strategic plan for Mission Review Academic Affairs Recommendations • Include all SUNY functional areas in future mission reviews • Include SUNY-wide overarching goals in review • Establish a staff and faculty expertise database • Continue articulation and transfer efforts • Implement Teacher Education Transfer program • Provide Educational Opportunity Program stable funding University-Wide Programs • A diverse set of non-campus-based entities • Funding from federal, state and private sources • Several of these programs are outside of University mission University-Wide Program Recommendations • Consolidate business management under the CFO • Expand NY Network role • Change name of NY Network to SUNY TV • Continue to expand and enhance use of the SUNY Learning Network • Reexamine SLN tuition/fee structure Enrollment Management • Technologically up to date with latest purchases • Centralized application processing makes sense • Limited use of online application Online applications vs. other state systems School School % Online Applications University of Georgia 60% University of Maryland 45% Penn State 65% Oregon State University 60% Cal State Fullerton 70% SUNY 22% Pop. Growth Rates by Region, 1990-2000 Mohawk Valley -4.0% (Utica-Rome, Fulton-Montgomery CC, Herkimer CC) Southern Tier -1.7% (Alfred State, Ceramics, Cornell, Binghamton, Oneonta,Delhi, Corning CC, Broome CC) Western New York -1.5% (Buffalo Univ., Buffalo State, Fredonia, Erie CC,Niagara CC, Jamestown CC) Central New York -1.3% (Oswego, Cortland, ESF, HSC@SYR, Cayuga CC, Onondaga CC,) North Country 0.3% (Postdam, Plattsburgh, Canton, Jefferson CC,North Country CC, Clinton CC) Capital 2.6% (Albany, Cobleskill, Schenectady CC, Capital Hudson Valley CC, Adirondak CC, Columbia-Greene CC) Finger Lakes 3.3% (Brockport, Geneseo, Genesee CC, Monroe CC, Fingerlakes CC) Long Island 5.5% (Stony Brook, Old Westbury, Farmingdale, Suffolk CC, Nassau CC) Mid-Hudson 7.6% (Purchase, New Paltz, Sullivan CC, Ulster CC, Dutchess CC, Orange CC, Rockland CC, Westchester CC) New York City 9.4% (Maritine, Optometry, Fashion Institute, HSC@Brooklyn) International Student Growth 1995 39 3.8% 1996 50 4.5% 1997 60 4.9% 1998 57 4.7% 1999 77 6.2% 2000 77 6.1% 2001 113 8.6% 2002 117 8.9% Out-of-State Student Trend (total full-time undergrad and grad) International Other States Total Up 98% Up 45% Fall 1995 6187 7179 13366 Fall 1996 6255 7273 13528 Fall 1997 6672 7379 14051 Fall 1998 7503 7854 15357 Fall 1999 7968 8638 16601 Fall 2000 9031 9031 18062 Fall 2001 10817 9678 20495 Fall 2002 12270 10439 22709 Undergraduate Out-of-State Student Comparison, Fall 2002 University of Vermont 61% U Delaware 59% U New Hampshire 40% Michigan 32% University of Virginia 31% Maryland 25% UNC Chapel Hill 19% U Mass 19% U Conn 19% Penn State 15% Rutgers 10% Binghamton 7.2% Stony Brook 7.3% Univ. at Buffalo 7.3% Albany 6.5% Enrollment Management Recommendations • Provide overarching SUNY enrollment goals • Increase marketing to out-of-state/international students • Provide incentives for top students to apply • Assure user friendliness of on-line application • Share best recruiting practices • Assess campus capacity • Market campuses with excess capacity • Update SUNY/campus web pages • Provide Metropolitan Recruiting Center feedback • Continue to assess state employment trends • Utilize graduate employment information in marketing SUNY • Adjust application fee to support increased marketing and campus application processing Student Life/Public Safety Recommendations • System Administration should receive copies of annual campus fire safety inspections • Require uniform reporting of crime statistics International Programs • Student study abroad has increased significantly • International student enrollment is 3.7% - below national average of 4.3% • Campus support for international students varies greatly • Expand focus to more countries • Joint degree program with Turkey is promising Study-Abroad Students, 1995-2002 1995-96 2046 1996-97 1957 1997-98 2373 1998-99 2300 1999-00 3213 2000-01 3294 2001-02 3648 International Program Recommendations • Set System-wide and campus goals for international students • Increase emphasis on student study-abroad programs • Increase use of faculty and students in Center for International Development projects • Expand marketing efforts to Asia and neighboring countries – Canada and Mexico Community College Recommendations • Continue articulation and transfer reforms-- focus on upper division programs course changes • Review online course equivalency models from other states • Rewrite C.C. Student Goals Survey to include transfer information • Review course/program availability at upper division colleges • Encourage participation in National Benchmark Project Budget and Finance • Tremendous budget expertise within SUNY • Impressive staff management of limited resources • Numerous recent organizational enhancements centrally aligning budget functions • Numerous other enhancements Budget and Finance Recommendations • Continue to assess management options for hospitals • Update BAP model • Implement a predictable tuition policy • Continue to consolidate financial responsibility • Implement a centralized procurement process • Expand central payroll processing Energy Management Recommendations • Very well managed • An exemplary area for SUNY-- $22M savings • Move SUCF Energy office into System Administration - action complete • Increase campus awareness of energy usage • Increase participation in energy buying groups Human Resources Recommendations • Develop a System Administration career progression plan • Expand Employee Relations staff Audit Recommendations • Augment staff to conduct internal investigations • Analyze Enterprise Risk Assessment Report Philanthropy • Gifts up 72.9% in 2003 since 1999-2000 • $789 million raised by State-operated colleges • $102.5 million raised by Community Colleges • New Philanthropic guidelines should help future development activities *-2003 philanthropy figures are preliminary and subject to revision. Philanthropy Recommendations • Communicate opportunity for central funds management • Continue to set philanthropic goals in collaboration with campus presidents • Assist campuses in tracking alumni and regularly updating alumni rosters to expand outreach Benchmarking Recommendations • Implement campus benchmarking program • Share benchmarking data on a regular basis Best Practices Recommendations • Create a Best Practices program • Formally recognize campuses for innovation • Create Best Practices awards • Update website/publication quarterly • To date: 130 Best Practices identified totaling over $7.5 million saved or avoided Best Practices Examples • UB saved $30,000 via web-based parking registration • Optometry saved $25,000 with online course catalog • Delhi saved $411,000 per year via electric to steam heat • Brockport saved $150,000 by partnering with DOT on • Potsdam reduced solid waste disposal cost by partnering with 2 other colleges and saved $25,000. • Stony Brook outsourced elevator maintenance saving conversion road paving $150,000 • Empire State saved $137,500 by centralizing academic support and providing services online Deregulation Recommendations • Collate laws, policies and regulations that inhibit efficiency and effectiveness • Review what can be changed internally • Develop collective strategy • Highlight overall fiscal impact with elected officials Summary • Rethinking SUNY and subsequent studies have stimulated significant improvements throughout the State University • Through innovation and effective fiscal controls our campuses and System Administration have enhanced quality • Implementation of the recommendations in this report along with the establishment of the Best Practices and Benchmarking programs will advance further the original goal of Rethinking SUNY, “… a more efficient and responsive State University of New York.” Next Steps • Work with Chancellor and his staff to address and quantify these recommendations • Prioritize and develop plans to implement recommendations • Request periodic formal progress reports to Board on status of these recommendations making this a continuous effort