Joint Meeting: SPS – FPS Minutes

October 21, 2013

Present: James Llana (SPS Chair), Robert Pignatello (FPS Chair), Ricardo Anzaldua, Jane Bowers, Kim Chandler, Jay Hamilton, Karen Kaplowitz, Patricia Ketterer, Thomas Kucharski, Virginia Moreno, Carina Quintian, Mariani Mewengkang (Recorder), Alison Blachut

1. Approval of Minutes from August 12, 2013. Jane asked that a correction be made to the minutes. On page two, the second line in the second paragraph reads “$200,000 includes the Director’s salary which is funded through OTPS.” The salary is actually funded through Aux Corp. The changes will be made in the minutes and redistributed. The committee approved of the minutes with the changes.

2. Report on Space. Rob informed the committee that the University has provided John Jay with six different vendors who are experienced space consultants/planners. Several of these vendors have partnered with Scott Paige. It would be ideal to choose one of those vendors since Scott is familiar with John Jay, but the decision will ultimately be made by the University. Rob then discussed the “Scope of Work” document. (Attached) He would like some feedback before a final version is presented to the University. Rob would like the SPS/FPS committee to be involved in these discussions. This project has a timeframe of 2 -5 years. We will also need to consider how we will resolve space issues once our leases with Westport, BMW, and 54th Street end. Our lease with Westport will likely be renewed as the University is already talking to Westport’s managers. Our lease with BMW will be up in 2015, and in 2018 our lease with 54th Street will end. Rob would like to push the University to begin this project by the spring semester. He is also suggesting that final comments and feedback be done by November. Once we have the final draft we can finally engage with the vendors. But it will be the University who will engage in discussions with the vendors. Tom asked if it would be possible to begin addressing the space concerns for people in his department. There are many grant applicants in the psych. department who have no room. Rob said that we will need to look at ways to repurpose space. Interviews will be conducted so we can see how space is currently being utilized. Karen suggested that the college write a proposal to the borough president to explain John Jay’s space needs. She also asked for an update on our 20/20 proposal. Rob told her that a decision won’t be made until November, but so far he is hearing good things.

3. Enrollment Report for Fall 2013. Richard provided the committee with the enrollment numbers. (Attached) Tom said that the report does not give any specifications about the “mix” of students. He would like to know what the mix of students is. Pat told the committee that revenue for fall is on par with the predictions made earlier this year. She thinks spring will be okay, but there are still variables to consider as lots of things can happen between fall and spring. The implementation of CUNY First is something to keep in mind, as well as summer transfer elements. Because of this we should still be cautious about vacancies and overspending. Jane said that as enrollment numbers unfold we will have a better feel of how things will go.

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Rob also discussed the measures John Jay will take to make the transition to CUNY First easier. Special areas will be set up so students can get their new ID information. There will also be information about CUNY First throughout the campus. Pat also urged everyone to get their new ID before the conversions occur in April.

4. Report on Budget. The year-end surplus is better than what was originally projected. In August a 1.6 million dollar surplus was forecast, but we actually ended up with a 2.4 million dollar surplus. This was possible because we under spent on our energy allocation which allowed us to save $230,000. We also did not spend as much as we thought we would on adjuncts and in OTPS funds. Kim told the committee that we need to make efforts to fill out paperwork on time. In order to have payments processed in a timely fashion, the paperwork must first be submitted on time. Rob then discussed the issue of students who use credit cards to pay their tuition. The college used to absorb the fees associated with using a credit card. Since the University could not charge the students directly for the fee a third party was used. But that practice will no longer be allowed. We need to decide whether or not we should still allow students to use credit cards. John Jay gets between $8 to $9 million dollars in credit card tuition. If we do not allow students to pay with a credit card we could face a potential loss in enrollment. The University will make a decision that will be implemented in 2014. Pat mentioned that 20% of our students use a credit card to pay. She also suggested that perhaps John Jay can offer our own payment plan. Tom asked if there have been any changes to our policies regarding veteran tuition. Rob said that nothing has changed. Rob told the committee that an email will be sent to the John Jay community explaining how the money we generate from filming and space rental is being used. The email should give a better understanding of how decisions regarding the Aux Corp funds are made, who sits on the Aux Corp committee, and what the money is used for. Rob also said that we need to find ways to address the University regarding the fact that John Jay gets less than the other CUNYs. Karen shared a letter she and Ned wrote to the Interim Chancellor requesting more funding for John Jay. Karen told the committee that she and Ned received approval from the Faculty Senate to write this letter. (Attached) Tom asked if some of the surplus money will be reconstituted for College Assistants. Rob said that we will need to look at the mid-year budget first. If we are able to do so, College Assistants should be the first place the surplus goes to. We should have an idea of how the mid-year budget looks after the Budget ESM Retreat on Monday, October 28, 2013.

5. President’s Planning Priorities for Year. The President sent a letter to the Interim Chancellor in early September regarding John Jay’s priorities. (Attached) There was a discussion about the need to focus on academic success. Many John Jay students are registering for 18 credits a semester. While we do want our students to register for 15 credits a semester, or 30 a year to be on track for a 4-year graduation rate, many of the students who end up enrolling for 18 credits do not end up completing those courses. These students usually end up withdrawing from a course. It was asked if there is an advantage in terms of revenue if our students do not register for 15 credits a semester. While it is true that we can make more money if students were registering for

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fewer credits, we run the risk of students dropping out due to lack of academic momentum.

6. PMP Goals and Targets. Jim told the committee that CUNY has made changes to the PMP process which will be implemented next year. Rather than a broad set of targets, the University will suggest about ten targets they want us to focus on. We will also be asked to pick our ten areas that we would like to focus on. This will raise the accountability bar because there will be more intense focus on each of the targets chosen.

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Revised (October 1, 2013)

John Jay College Space Needs Analysis Scope of Work

Background/ Description of College

Founded in 1964 as a college to educate police officers in sciences and liberal arts, John Jay College of Criminal Justice has transformed into the preeminent national and international leader in educating for justice- a broadly envisioned educational experience embracing social, economic, and political and criminal justice. The College is currently housed in six (6) different buildings of which 3 are owned by CUNY/DASNY and 3 are leased spaces on the west side of Manhattan:

• New Building: 524 West 59th Street, 327,222 net assignable sq. ft., CUNY/DASNY owned • Haaren Hall: 899 Tenth Avenue 228,308 net assignable sq. ft., CUNY/DASNY owned • North Hall: 445 West 59th Street 198,695 net assignable sq. ft., CUNY/DASNY owned • BMW Building, 555 West 57th Street 31,776 net assignable sq. ft., leased • Westport Building, West 56th Street 32,256 net assignable sq. ft., leased • 619 West 54th Street 14,711 net assignable sq. ft., leased

Our new building was in the planning and construction stages for over 20 years. As a result, the consolidated campus was programmed and designed for a much smaller institution. The new building was planned for 9,767 FTE’s and 375,000 Net Assignable Square Feet. By the time the new building opened in 2011, our enrollment was approximately 15,000 students or 11,750 FTE’s. The new building was not able to provide us with an expansion for the Library or for the Athletic/ Physical Education Departments, additional Assembly spaces, expanded Student Services and Administrative Departments such as Student Financial Services in addition to falling short in terms of Science Laboratory and research space.

Through our transformation to become a true senior college, needs have grown and changed and there has been a significant impact on our space requirements as a result of hiring more faculty and staff through the compact and other central office investments. The number of full-time faculty members has substantially exceeded our original plan and we have established new academic support and student service programs that require spaces not programmed nor provided in the new building plans. We have phased out the associate degree programs, expanded the baccalaureate and graduate programs with new Science tracks, new Majors such as English, Economics, Gender Studies, Philosophy, History, Law & Society and implemented the gen-ed program which has resulted in a change in the size, use and distribution of our classrooms. Support programs such as the Academic Advising Center, Honors Program, Office for Undergraduate Research and the Pre-Law Institute have grown along with the attendant space needs.

Currently all of the spaces listed above are occupied by the College, but in two years, we will have to vacate North Hall (upon completion of the renovations in Haaren associated with the backfill project). We anticipate the continued use of the leased spaces (Westport, BMW and 54th

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Street) in order to bridge some of our space deficiencies even though they modestly contribute to the space shortfalls and come with restrictions of occupancy (classrooms not permitted) or office use restriction (no faculty departments use due to influx of students). Some of those leases are expiring within the next 2 years and it is unclear whether they will be renewed or new space will be leased. It is the College’s desire to consolidate all leased space in one location if possible.

Space Assessment Services Required

The College is seeking a Consultant to develop a plan for space use effective Fall 2014 or soon after, when John Jay’s North Hall closes. Thus, the plan shall include recommendations and a workable solution to the space and functionality issues presently affecting the College including critical decisions which must be made for Fall 2014. The following scope is based on the City University’s strategic outline and addresses the College’s most immediate needs for the current enrollment and the next 2-5 years.

A. Conduct a Review of Existing Instructional Space Utilization

1. Provide a detailed assessment of the entire College’s existing and projected within the next 5 years instructional space utilization including all Academic classrooms, open and instructional laboratory spaces. The College will provide courses and enrollments by Department for the 2013-2014 academic year and projected enrollment for the next five years. Based on that information the consultant will propose the optimal classroom and lab portfolio based on the current and future enrollment.

B. Prepare Current Space Needs Analysis

1. The college will provide current and projected enrollment and staffing by department, including academic and non-academic departments, grant funded research spaces and Centers. The consultant will determine the amount of space required by each department or operation. The Consultant will compare the space needed to the current space inventory to identify which departments have excess or deficits of space.

2. Determine Classroom needs (number, size and type) as they relate to enrollment and academic programming trends and projections.

3. Make recommendations on broad space needs that cut across departments especially in research space in the Sciences, Anthropology, Psychology Departments, Grant funded research activities across the College and the Centers and Institutes.

4. Identify space needs for other programmatic needs including research, cross disciplinary activities, student activities and support, athletics and any other needs that emerge from discussions and analysis.

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5. Identify and propose recommendations to address immediate space needs for departments and functions presently in North Hall that are not able to be relocated due to lack of space in the Campus once North Hall is vacated.

C. Program Development- Visionary Session

1. General a. Consultant to conduct a meeting with leadership and selected College faculty to develop the direction and the College’s goals and objectives in relation to the space plan and program requirements. b. Consultant to prepare and hold a ‘town hall’ information meeting with College community to discuss the proposed space analysis and findings.

2. Classrooms

a) Provide options for reducing demand for space per FTE such as delivering hybrid and

on-line courses, scheduling classes at low demand times (late in day and on weekends). b) Develop options for creating new classrooms: division of larger classrooms for gen ed

and overall reduced classroom size instruction requirements.

D. Opportunities and Constraints for Campus Design

a) The College is interest in options for the consolidation of all leased spaces with additional space provided to satisfy existing and projected long term space shortage.

b) Possibility of reallocation of similar/common space functions such as departments with excess offices to be reallocated to other departments.

c) Work with CUNY’s Real Estate staff in order to evaluate leasing options and address the current lease restrictions on occupancy for classroom use and student traffic.

E. Final Recommendation

The Consultant shall determine the most efficient use of all spaces and develop a plan for implementation. The recommendations from consultants should include absorbing the remaining functions at North Hall, potential consolidation or expansion of leases and the feasibility for several Fall 2014 options. Recommendations should include feasibility, timeline for implementation and estimated cost as well as any constraints associated with the recommendation. The options should include:

a) Reorganization of College space to distribute according to department needs;

b) Combination or reorganization of leased space that will combine all three leases and provide the additional space to house all expanded uses and programs.

F. Interim and Final Presentation and Executive Summary

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Interim project reports shall be provided on a regular basis to the College and its Strategic Planning Subcommittee. Final Presentation and Executive Summary will be presented to the College President and leadership as well as to the Strategic Planning Subcommittee for review, comment and evaluation of the findings and recommendations from the Consultant.

October 21, 2013

William P. Kelly, Ph.D.

Interim Chancellor

The City University of New York

Dear Chancellor Kelly:

We write in our capacities as the President of the John Jay Faculty Senate and as the Chair of the Faculty

Senate’s Fiscal Advisory Committee and do so at the direction of our Faculty Senate, which is the official

voice of our College’s faculty. We write both to congratulate you on your appointment as Interim

Chancellor and to ask for your help. John Jay was reaccredited by the Middle states Commission on

Higher Education in June 2013 and we received a glowing report. However, as part of its actions, the

Commission is requiring that we shortly submit a progress report that documents “further

implementation of an integrated strategic planning process linked to budgeting and resource allocation

(Standard 2)” and “sufficient numbers of appropriately prepared and qualified faculty with roles and

responsibilities clearly defined (Standard 10).”

We are not surprised by these requirements because we identified these critical needs in our Self-Study

Report and they were discussed during our meetings with the site visit team.

John Jay's comparative underfunding is the result of historical events and policy decisions not within its

control: when John Jay was established in the 1960s, like all the other newly created colleges, it was

allocated a base budget substantially smaller than the base budgets of the older CUNY colleges; then a

decade later during the City's fiscal crisis, John Jay was targeted for closing and when we succeeded in

our fight to stay open, we were forced to close many of our majors and to sustain a major base budget

reduction. Subsequently, our enormous enrollment growth was funded by lump sums rather than

additions to our base.

It is virtually impossible for us to do integrated planning because of the severe and historical

underfunding of our base budget, and we cannot add “sufficient numbers” of full-time faculty for the

same reason. Furthermore, our transition to a senior college with a full range of liberal arts majors

cannot be fully realized given our budget realities. And so we are writing to you for your help.

Comparative Underfunding of Instruction

John Jay College is comparatively underfunded relative to other CUNY senior colleges.1 For example, as

of Spring 2012, the CUNY senior colleges not including John Jay had a total of 3,270 faculty members

and 84,008 FTE students, for an average of 38.92 faculty lines per thousand FTE students. John Jay had

346 faculty members and 11,752 FTE students, or 29.44 faculty lines per 1,000 FTE students.2 In other

words, John Jay’s rate was 76% of the average rate of the other senior colleges combined. This means

that John Jay students, who pay the same tuition as students in other CUNY senior colleges, had a

significantly reduced opportunity for access to full-time faculty members for instruction, advising, and

mentoring.

We recognize and appreciate that over the past decade John Jay College has been able to hire many new

faculty members. Our total number of faculty increased from 222 in 2002 to 346 in 2012 - a 56 %

increase. However, during the same period our enrollments increased 51% from 7,806 FTEs to 11,752

FTEs. As a result, there has been no material change in our number of faculty members per 1,000 FTE

students, which is a critical factor in our students’ access to full-time faculty members.

Similarly, when we look at page 33 of the FY 2012 CUNY College Expenditure Analysis released by the

University in March 2013, we see that John Jay College has the lowest level of “Student Instruction

Related Tax Levy Expenditure” per FTE of all of the CUNY senior colleges. The other senior colleges,

taken together, expended $9,908 per FTE, while John Jay could expend only $8,638 per FTE, which is

only 87% of the senior college average. Once again, while John Jay students pay the same tuition as

students in the other senior colleges, the level of expenditure to support their instruction is significantly

lower.3

By using the FY 2013 and 2014 Compact allocations, John Jay is able to continue to add new faculty.

However, because of the shortage in operating funds, we could prioritize the faculty hiring only by

freezing 38 administrative vacancies and by deeply cutting OTPS purchases and hourly staffing

compared to the previous year. The effect of these reductions is to undercut our ability to provide core

instructional services and core administrative services as we staff a new building and implement critical

elements of the CUNYFirst system as a fourth-wave campus.

Appendix 2 presents data from Table I of this year’s Senior College allocation letter to the college

presidents. Among the Senior Colleges, John Jay receives the lowest Initial Tax Levy Allocation per FTE,

which includes Base Budget Adjusts and Compact funding. The average funding per FTE for the senior

colleges, excluding John Jay, is $9,374. This compares to the allocation per FTE for John Jay - $8,013.84 –

which is 85% of the senior college average. 4

1 Baruch, Brooklyn, City, Hunter, John Jay, Lehman, Queens and York.

2 The number of faculty lines is based on the 4/19/2013 payroll. The FY2012-2013 FTE enrollments are from p.13 of

the FY2014 Senior Allocation Memo. 3 A possible explanation is that we choose to spend relatively more on operations; however, John Jay has the

highest combined cost (both total and cost-per-FTE) for energy and building rentals which distorts the comparison. 4 This validates the observation in footnote 3. Even when instructional and operational allocations (before

centrally-administered expenditures that include lease and energy) are combined, JJCCJ is relatively underfunded.

This year, our historical levels of underfunding are further exacerbated by two additional factors which

involve tuition waivers for students receiving TAP financial aid and for students who are military

veterans.

TAP Waivers

The University is rightly committed to not implementing the tuition increase for those students who

demonstrate a financial need that exceeds the NYS TAP Award cap. Therefore, eligible students receive

a waiver for the difference in the incremental increase in tuition. Because of the demographics of the

John Jay student population, the amount of our waivers is now more than $3.4 million annually.

The University addresses the shortfall in revenue by reducing our revenue target. In this way we are held

harmless for not collecting the full tuition increase from our students. However we are adversely

impacted because the amount of the tuition increase is the base for the Compact funding calculation

and is used to determine the amount of new funding the college receives each year.

The table in Appendix 3 compares the Base Compact Investment of the senior colleges and shows that in

FY 2014, John Jay received 67.1% of the revenue from the tuition increase, which is significantly lower

than the senior college average of 78%. If John Jay had received the same amount as the average, our

allocation would have been $480,000 greater than it was. This impact increases each year as the

amount of tuition that is waived increases. When we look at the history of the Compact allocation, we

see that John Jay has been underfunded by $810,000 as compared to the average of the senior colleges.

The tables in Appendix 4 and 5 provide the same analysis for all of the CUNY senior colleges.

Veterans’ Waivers

Last year, John Jay realized that it was not charging the correct tuition rate for out-of-state students who

are military veterans. Those veterans who lived out of state were charged the non-resident tuition

rate. In response, CUNY decided to waive the difference between the in-state and out-of -state tuition

rates for those veterans who live out of state. This is an unfunded waiver and therefore John Jay loses

the revenue. The impact of the waivers for the veterans attending John Jay is a reduction of $225,000 in

revenue each year based on FY 13 enrollment. As we attract more veterans, we could lose increasing

amounts of revenue.

Our Request

We ask you to authorize adjustments that would mitigate the comparative underfunding of John Jay

compared to the other seven senior colleges. This is an absolutely critical need because we must

demonstrate and document to the Middle States Commission that we are engaging in “further

implementation of an integrated strategic planning process linked to budgeting and resource allocation

(Standard 2)”and that the University will support our efforts to have “sufficient numbers of

appropriately prepared and qualified faculty with roles and responsibilities clearly defined (Standard

10).” This is also an absolutely critical need because the health of our College depends on these actions

and because simple justice to our students requires funding that does not have either an intended or

unintended deleterious impact.

We also ask that you authorize steps that would mitigate the effect on our budget of both the TAP

waivers and the veterans’ waivers.

We wish you every success during your tenure as Interim Chancellor of our great University and we

thank you in advance for the help we so fervently seek for our students and our College.

Sincerely yours,

Karen Kaplowitz Ned Benton

Karen Kaplowitz Ned Benton

President, Faculty Senate Chair, Faculty Senate Fiscal Advisory Committee

c. President Jeremy Travis

Appendix 1

Faculty Lines per 1,000 FTE students

CUNY Senior Colleges

Senior College Campus FTEs FAC FAC/FTEK

City 11,994 540 45.02

Lehman 7,899 345 43.68

Brooklyn 12,281 499 40.63

Queens 14,963 588 39.30

Hunter 17,041 664 38.96

York 6,130 196 31.97

Baruch 13,701 438 31.97

John Jay 11,752 346 29.44

Total 95,761 3,616 37.76

TTL not JJC 84,009 3,270 38.92

John Jay 11,752 346 29.44

The number of faculty lines is based on the 4/19/2013 payroll. The FY2012-2013 FTE enrollments are

from p.13 of the FY2014 Senior Allocation Memo.

Appendix 2

Initial Tax-Levy Allocation per 1,000 FTE students

CUNY Senior Colleges

Senior College Campus Dollars FTEs Rate Per Fte

City 134,227,000 11,643 11528.9

Lehman 82,656,000 8,234 10038.9

Brooklyn 117,692,000 12,210 9638.9

Hunter 154,197,000 16,566 9307.9

Queens 125,483,000 14,794 8481.9

Baruch 116,425,000 13,869 8394.8

York 48,624,000 5,816 8360.9

John Jay 89,553,000 11,175 8013.8

Senior Colleges Excluding JJCCJ 779,304,000 83,131 9374.4

JJCCJ 89,553,000 11,175 8013.8

Appendix 3

C O M P A C T I N VE S T M E N T C A L C U L A T I O N

FY 2014 FY2013 Rev Target

FY 2012 Average Enrollment

Rev from FA2013 Tuition Increase

Tuition Waiver over $5,000

Base Compact Investment (= net Revenue)

% of Compact Invest to Tuition Increase

Base Compact if CUNY Avg

Increase in Funding

Baruch $116,413 13,865 $6,375 ($1,278) $5,097 80.0%

Brooklyn $92,136 12,210 $4,890 ($1,097) $3,793 77.6%

City $84,356 11,643 $4,790 ($1,200) $3,590 74.9%

Hunter $129,162 16,567 $7,324 ($1,300) $6,024 82.3%

John Jay $79,917 11,175 $4,399 ($1,449) $2,950 67.1% $3,349 $399

Lehman $58,569 8,234 $3,253 ($748) $2,505 77.0%

Medgar Evers $30,195 5,177 $1,703 ($671) $1,032 60.6%

NYCCT $67,349 11,565 $4,164 ($1,482) $2,682 64.4%

Queens $107,966 14,794 $5,686 ($1,018) $4,668 82.1%

Staten Island $67,510 10,785 $3,919 ($1,091) $2,828 72.2%

York $34,282 5,816 $2,099 ($779) $1,320 62.9%

Graduate Center $26,119 3,648 $1,468 $0 $1,468 100.0%

Law School $4,720 569 $316 $0 $316 100.0%

School of Journalism $1,632 174 $101 $0 $101 100.0%

SPS $4,562 837 $431 ($36) $395 91.6%

Total $904,888 8,471 $50,918 ($12,149) $38,769 76.1%

Appendix 4

FY 2013 FY2012 Rev Target

FY 2011 Avg Enrollment

Rev from FA2012 Tuition Increase

Tuition Waiver over $5,000

Base Compact Investment

% of Compact Invest to Tuition Increase

Base Compact if CUNY Avg

Increase in Funding

Baruch $111,175 13,397 $6,516 ($1,023) $5,109 78.4%

Brooklyn $88,245 12,203 $4,987 ($930) $3,763 75.5%

City $80,710 11,460 $4,720 ($1,009) $3,433 72.7%

Hunter $123,081 16,015 $7,381 ($1,031) $5,915 80.1%

John Jay $76,442 11,356 $4,364 ($1,198) $2,909 66.7% $3,399 $490

Lehman $55,850 8,384 $3,438 ($754) $2,481 72.2%

Medgar Evers $28,806 5,157 $1,898 ($591) $1,195 63.0%

NYCCT $64,512 11,139 $4,108 ($1,115) $2,751 67.0%

Queens $102,897 15,242 $5,935 ($956) $4,630 78.0%

Staten Island $64,296 10,607 $3,874 ($826) $2,820 72.8%

York $33,027 5,485 $2,034 ($570) $1,343 66.0%

Graduate Center $25,005 3,601 $1,489 $0 $1,401 94.1%

Law School $5,312 522 $351 $0 $330 94.0%

School of Journalism $1,035 162 $97 $0 $91 93.8%

SPS $4,191 802 $407 $0 $383 94.1%

Financial Aid Inc $3,039

TTL $864,584 8,369 $51,599 ($10,003) $41,593 77.9%

Appendix 5

FY 2012 FY2011 Rev Target

Rev from SP 11 Tuition Increase

Rev from FA 11 Tuition Increase

Total Tuition increase

Tuition Waiver over $5,000

Compact Investment

% of Compact Invest to Tuition Increase

Base Compact if CUNY Avg

Increase in Funding

Baruch $100,096 $5,028 $6,497 $11,525 ($445) $1,534 13.3%

Brooklyn $79,552 $3,969 $5,129 $9,098 ($404) $1,280 14.1%

City $72,985 $3,503 $4,526 $8,029 ($439) $1,215 15.1%

Hunter $110,462 $5,701 $7,367 $13,068 ($448) $1,680 12.9%

John Jay $69,012 $3,469 $4,482 $7,951 ($521) $1,198 15.1% $1,218 $20

Lehman $50,150 $2,630 $3,398 $6,028 ($328) $1,008 16.7%

Medgar Evers $25,750 $1,446 $1,868 $3,314 ($257) $550 16.6%

NYCCT $57,793 $3,143 $4,061 $7,204 ($485) $1,231 17.1%

Queens $92,303 $4,803 $6,206 $11,009 ($416) $1,624 14.8%

Staten Island $57,746 $3,014 $3,895 $6,909 ($359) $1,097 15.9%

York $29,771 $1,529 $1,975 $3,504 ($248) $647 18.5%

Graduate Center $22,530 $1,139 $1,471 $2,610 $0 $286 11.0%

Law School $4,721 $257 $333 $590 $0 $175 29.7%

School of Journalism $874 $70 $90 $160 $0 $25 15.6%

SPS $3,502 $301 $388 $689 $0 $25 3.6%

Lump Sum $3,005

TTL $777,247 $40,002 $51,686 $91,688 ($4,350) $16,580 15.3%

Total Difference in COMPACT Funding $910