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

2. History
Spring 2000
CUNY Master Plan for approved by Trustees
University performance objectives and indicators selected
University goals and targets issued for
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

3. 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

4. Planning for Success

5. 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

6. Objectives ( )
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

7. University Goals & Targets 2010-2011

8. University Goals & Targets 2010-2011

9. Performance
Gains

10. 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

11. 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

12. 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

13. 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.

14. 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.

15. 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

16. Transparency

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

20. FUTURE

21. 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

22. 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