Cover image for The governance of the City University of New York : a system at odds with itself
The governance of the City University of New York : a system at odds with itself
Gill, Brian P., 1968-
Personal Author:
Publication Information:
Santa Monica, Calif. : RAND, 2000.
Physical Description:
xiii, 68 pages : illustrations ; 23 cm
General Note:
"This research was conducted for the Mayor's Advisory Task Force on the City University of New York"--P. iii.

Format :


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LD3835 .G6 2000 Adult Non-Fiction Non-Fiction Area

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This report, commissioned by the Mayor's Advisory Task Force on the City University of New York (CUNY), examines CUNY's system of governance and concludes that it is dysfunctional from the top to the bottom. Battles for leadership among CUNY's stakeholders have become increasingly rancorous. Lines of responsibility are tangled and poorly defined. CUNY colleges often act more like independent institutions than like complementary members of a system. Despite this independence, competition fails to lead to improvement, because incentives for institutional and individual performance are weak.Although many university systems around the country are plagued by similar structural problems, CUNY's problems appear to be especially severe. Policymakers are demanding improvement in CUNY's performance of its educational mission, but they should be aware that substantial improvements in educational outcomes are unlikely to be achieved and sustained without basic reforms of governance.

Table of Contents

Prefacep. iii
Figures and Tablesp. vii
Summary of Findingsp. ix
Acknowledgmentsp. xi
Acronyms and Abbreviationsp. xiii
Chapter 1 Introductionp. 1
Historical Overviewp. 1
A Snapshot of CUNY and Its Colleges Todayp. 4
Formal Channels of Authority at CUNYp. 10
Organization of This Reportp. 12
Chapter 2 The Regents of the University of the State of New Yorkp. 15
Program Registrationp. 16
Institutional Policy Approvalp. 16
Institutional Policy Approval: Analysisp. 17
Conclusion: The Influence of the Regents, Past and Futurep. 17
Chapter 3 The Cuny Board of Trustees and Central Administrationp. 21
Composition and Appointment of Trusteesp. 21
Formal Functions of Board and Chancellorp. 22
The Division of Central Decisionmaking at CUNYp. 23
Analysis: The Dysfunctionality of Central Decisionmaking at CUNYp. 24
Conclusionsp. 26
Chapter 4 A View of the Colleges from the Central Administrationp. 29
The Formal Structure of the Universityp. 29
The Culture of Collegiate Independencep. 30
The Failure of CUNY-Wide Academic Planningp. 31
The Goldstein Reportp. 31
The Response at the Collegesp. 33
The Academic Program Planning Policyp. 34
Analysis: A Retreat from Universitywide Planningp. 35
Conclusionp. 36
Chapter 5 A View from the College President's Officesp. 39
The Formal Structures of College Governancep. 39
Analysis: Procedural Obstaclesp. 40
Analysis: Faculty Entrenchmentp. 41
Analysis: The Norm of Equalityp. 43
Conclusionp. 45
Chapter 6 Recommendationsp. 47
Central Leadership and Local Autonomy: Accountability for Outcomesp. 47
The Necessity for Consensus at the Topp. 51
Reform of CUNY's External Accountability Structurep. 52
A. Methodologyp. 55
B. Imputing SAT Scoresp. 59
Bibliographyp. 63