The City University of New York Performance Management Process (PMP) 2010

History Spring 2000 CUNY Master Plan for 2000-2004 approved by Trustees University performance objectives and indicators selected University goals and targets issued for 2000-2001 First college planning and assessment cycle began Fall 2008-Spring 2009 Presidential Evaluation process included Fall 2009-Spring 2010 10th cycle of performance management process

Rationale for the Process Transform system of colleges into an integrated University Ensure Master Plan guides plans/priorities of colleges while they retain own identity, mission, governance Introduce more accountability into system Recognize and acknowledge progress Ensure clarity about university and college priorities and expectations for the year

Planning for Success

6. Recognize High Performance Assessment Cycle Assessment Cycle 1. Set goals and objectives 2. Determine targets and performance levels 3. Implement strategies 4. Measure performance 5. Review the data 6. Recognize High Performance

Objectives (2010-2011) Strengthen CUNY flagship and college priority programs, and continuously update curricula and program mix Attract and nurture a strong faculty that is recognized for excellent teaching, scholarship and creative activity Ensure that all students receive a quality general education and effective instruction Increase retention and graduation rates and ensure students make timely progress toward degree completion Improve post-graduate outcomes Improve quality of student and academic support services Increase or maintain access and enrollment; facilitate movement of eligible students to and among CUNY campuses Increase revenues and decrease expenses Improve administrative services

University Goals & Targets 2010-2011

University Goals & Targets 2010-2011

Performance Gains

University Performance Gains Academic Years 2000-2001 to 2008-2009 25% 50% Total Headcount in Credit-Bearing Courses Transfer Enrollment 60% 260% Grants and Contracts Fundraising

University Performance Gains 2000-2009 Six-Year Graduation Rate from Baccalaureate Programs Percentage of AA/AS Recipients Transferring to CUNY Baccalaureate Programs Within One Year of Degree Completion Percentage Passing LAST Teacher Exam Percentage Passing NCLEX Nursing Exam

A Culture Change At CUNY THEN NOW Loose system of colleges Integrated University Focus on activities Focus on outcomes Confusion about priorities Clarity about priorities Outstanding performance often unnoticed Outstanding performance recognized CUNY Master Plan sat on shelf CUNY Master Plan a living document

Assessing Performance Performance data gathered, presidents submit year-end report. College performance evaluated by chancellery. Chancellor meets with each president to discuss past year performance and new goals and targets (including absolute and relative performance on each of nine PMP objectives). Presidents meet with their top executives to review past year performance and set new goals and targets.

Recognizing Performance When funds are available, chancellor recommends presidential raises according to college performance. When funds are available, pool for executive raises apportioned based in part on performance. When funds are available, each president distributes college allotment of “PMP incentive funds” to enhance the ability of successful units to sustain their achievements. The funds are intended for professional activities such as training and development, professional travel, materials for instruction and research, equipment, software, etc.

Using the Process to Improve Performance Student outcomes data is collected, studied by the colleges, and drives changes in pedagogy Annual college planning process stimulated - involving whole college community Some colleges tie performance plan to budget to ensure resources for stated priorities Several colleges issue annual performance report card to community

Transparency

www.cuny.edu/pmp

Campus PMP data are in the password-protected section of the OIRA website: http://oira.cuny.edu/

FUTURE

New University Targets for 2010-2011 Demonstrating excellence via external sources such as accrediting agencies Improving or maintaining sound financial management and controls Making progress within a declared capital campaign with fund-raising goals

Fostering a Culture of Evidence Fall 2010 11th cycle of performance management process Process continues to evolve in consultation with presidents, college executives, faculty, and students Increased focus on outcomes vs. process Challenges Full involvement of university community Responsive to Middle States accreditation Measuring student learning outcomes Using process to improve teaching and learning