committee on fiscal affairs

Committee on Fiscal Affairs

Oct 4, 2021 5:15 PM - 6:30 PM EDT

Table of Contents

I. ACTION ITEMS:

A. Approval of the Minutes of the Meeting of June 7, 2021 ........................................2

B. POLICY CALENDAR:

1. Baruch College

a. Authorize a Contract with Kone, Inc. for Escalator MaintenanceServices............................................................................................................10

2. Kingsborough Community College

a. Authorize a Contract with Dreamland Security Services, Inc. to Provide Unarmed Guard Services................................................................................12

3. CUNY Central Office

a. Authorize a Contract with Veolia ES Technical Solutions, LLC to Manage Hazardous Waste and Emergency Response Needs....................14

b. Authorize a Contract Extension with Admissions US, LLC....................16

c. Authorize the Other Eligible Uses Component of the University’s CRRSAA and ARPA Allocation Plan..............................................................18

d. Approve the Fiscal Year 2022–2023 Budget Request..............................23

II. INFORMATION ITEMS:

A. Progress Report on CUNYfirst 9.2 Upgrade and Next Generation Administrative Systems Requirements Documentation......................................................................41

B. Fiscal Matters Information Report...........................................................................68

BOARD OF TRUSTEES THE CITY UNIVERSITY OF NEW YORK

COMMITTEE ON MINUTES OF THE MEETING FISCAL AFFAIRS JUNE 7, 2021

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The meeting was called to order by Secretary Gayle M. Horwitz at 3:38 p.m. The following people were present: Committee Members: Hon. Fernando Ferrer, Chair Hon. Robert F. Mujica, Jr., Vice Chair Hon. Henry T. Berger Hon. Lorraine A. Cortés-Vázquez Hon. Ken Sunshine Faculty Member: Prof. John Verzani, faculty representative Student Member: Ms. Nicole Agu, student alternate COP Liaison: President Karol V. Mason Ex-Officio: Hon. William C. Thompson, Jr. Trustee Observers: Hon. Martin Burke Hon. Juvanie Piquant Observer: Prof. Ned Benton, faculty alternate Trustee Staff: Senior Advisor to the Chancellor and Secretary of

the Board Gayle M. Horwitz General Counsel and Senior Vice Chancellor

Derek Davis

University Staff: Chancellor Félix V. Matos Rodriguez Interim Executive Vice Chancellor and University

Provost Daniel Lemons Executive Vice Chancellor and Chief Operating

Officer Hector Batista Senior Vice Chancellor and Special Counsel

Glenda G. Grace Senior Vice Chancellor and Chief Financial Officer

Matthew Sapienza Vice Chancellor Brian Cohen Deputy Chief Financial Officer Christina Chiappa University Executive Budget Director Catherine

Abata University Executive Registrar Vivek Upadhyay Senior Advisor and Deputy Chief of Staff to the

EVC&COO Mitch Gipson University Director of Capital Budget Gwen

Perlman University Director of Financial Aid Elaine

Pimentel Chief Procurement Officer Martin Sturla

Statement of Secretary Gayle M. Horwitz: “On March 7, 2020, Governor Cuomo issued Executive Order 202 declaring a State of Emergency in response to the COVID-19 outbreak. On March 13, 2020, Governor Cuomo issued Executive Order 202.1, which included a suspension of law allowing the attendance of meetings telephonically or other similar service. Article 7 of the Public Officers Law, to the extent necessary to permit any public body to meet and take such actions authorized by the law without permitting in public in-person access to meetings and authorizing such meetings to be held remotely by conference call or similar service, provided that the public has the ability to view or listen to such proceeding and that such meetings are recorded and later transcribed. In accordance with the Executive Order, this committee meeting is being held via videoconference with a live stream found at the CUNY Board of Trustees’ website. We are also testing out a new closed captioning feature today which you can see on the bottom of your screen.

http://www1.cuny.edu/mu/forum/2019/12/18/cuny-board-of-trustees-and-chancellor-matos-rodriguez-appoint-general-counsel-and-senior-vice-chancellor-of-legal-affairs/



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A copy of the calendar (agenda) is also available online at the CUNY Board of Trustees website. Additional items may be added during the meeting. As a reminder, please mute your audio so we can ensure that everyone can hear.” The agenda items were considered and acted upon in the following order: Committee Chair Ferrer stated, “Given that all Board members are participating remotely via Zoom and we are unable to see everyone all at once, I will announce the resolutions and ask for members to respond only if you would like to abstain or oppose an item, otherwise your vote will be recorded as a Yes vote. If you are voting no or abstaining, please state your name and vote. Additionally, if you wish to second an item or have any questions, please state your name first for the record and let us try to avoid speaking over one another.” I. ACTION ITEMS:

A. APPROVAL OF THE MINUTES OF THE MEETING OF MAY 3, 2021. Moved by Committee

Chair Fernando Ferrer and seconded by Trustee Henry Berger, the minutes were unanimously approved as submitted.

B. POLICY CALENDAR:

1. Baruch College

a. Authorize a Contract with Kone, Inc. for Escalator Maintenance Services. Committee

Chair Ferrer requested the Committee’s approval to authorize a Contract with Kone, Inc. for Escalator Maintenance Services at Baruch College. Committee Chair Ferrer noted, “Baruch College requires full escalator maintenance services for all ten (10) escalators located at 55 Lexington Avenue. Maintenance services include all inspections, adjustments, tests, parts replacement, and repairs necessary to keep the escalators continuously used at their initial performance ability (same speed, safety, and efficiency) and as initially specified by the equipment manufacturer or most recent upgrade specifications. The University is seeking approval from the Board of Trustees to approve a contract with Kone, Inc., in the amount of $782,250 over a five (5) year period.” Committee Chair Ferrer made a motion to table the resolution. Trustee Lorraine Cortés-Vázquez seconded, and following discussion, the motion carried.

2. Borough of Manhattan Community College

a. Authorize a Contract with Core Facility Services, LLC to Provide Building

Maintenance Services. Committee Chair Ferrer requested the Committee’s approval to authorize a Contract with Core Facility Services, LLC to Provide Building Maintenance Services at Borough of Manhattan Community College (BMCC). Committee Chair Ferrer, “The College requires preventive maintenance and operating services for its leased space at 70 Murray Street and is not permitted to use in-house staff for these activities. The University is seeking approval from the Board of Trustees to authorize a contract with Core Facility Services, LLC in the amount of $1,804,785 over a period of two (2) years.”



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A discussion about the contract followed, including lease provisions. Moved by Committee Chair Ferrer and seconded by Trustee Berger, and following discussion, the item was unanimously approved for submission to the Board.

b. Transfer MacKenzie Scott Gift Funds on behalf of Borough of Manhattan Community College to the Borough of Manhattan Community College Foundation, Inc. Committee Chair Ferrer requested the Committee’s approval to transfer MacKenzie Scott Gift Funds on Behalf of Borough of Manhattan Community College (BMCC) to the Borough of Manhattan Community College Foundation, Inc. Committee Chair Ferrer noted, “On December 15, 2020, MacKenzie Scott selected BMCC as one of the recipients of her groundbreaking philanthropic initiative, The 2020 Fund, and awarded the College with a gift of $30 million. Ms. Scott placed no restrictions on the Gift but requested that the funds be used to benefit BMCC and its students, subject to the priorities, guidance, and approval of the BMCC President. The Board of Trustees accepted the gift on December 30, 2020. BMCC is seeking permission to immediately transfer $15 million of the Gift to Borough of Manhattan Community College Foundation, Inc. The funds transferred to the Borough of Manhattan Community College Foundation, Inc. will be separately maintained in a restricted account, named the BMCC President's Fund for Excellence and Innovation. In honor of fulfilling Ms. Scott's wishes, the College will ensure that the fund is used only for specific enumerated projects approved by the BMCC President.” A discussion about the gift funds followed, including who oversees the expenditure strategy and process, and restrictions of foundation funds. Moved by Committee Chair Ferrer and seconded by Trustee Berger, and following discussion, the item was unanimously approved for submission to the Board.

3. Lehman College

a. Authorize the Purchase of Audio Visual Equipment and a Contract with Mason

Technologies, Inc. for Services related to Upgrading Lehman College Classrooms to Networked Digital Hyflex Technology. Committee Chair Ferrer requested the Committee’s approval to authorize the Purchase of Audio Visual Equipment and a Contract with Mason Technologies, Inc. for Services Related to Upgrading Lehman College Classrooms to Networked Digital Hyflex Technology. Committee Chair Ferrer noted, “The COVID-19 public health emergency has demonstrated the need to equip classrooms, lecture halls, and meeting rooms with upgraded technology to transform them into wireless, collaborative, multi-modal teaching, learning, and meeting spaces to support in-person and remote classes and meetings. Lehman College is seeking approval from the Board of Trustees to utilize an existing CDW Government LLC contract to purchase audio visual equipment for one hundred and seventy two (172) general classrooms and four (4) large lecture halls in the amount not to exceed $5,692,771. The College is also seeking approval to enter into a contract with Mason Technologies, Inc. in the amount of $1,998,989 over a one (1) year period to provide one-time labor costs for programming services and associated software not included in the University's current contract with CDW Government LLC (CDW) but is necessary for installing the networked system. This new equipment will provide flexible education and learning options for Lehman's faculty, students, and those within the community with disabilities, medical or related



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needs for accommodation, and fully participating in classes and meetings. Lehman College will utilize a portion of their Coronavirus Response and Relief Supplemental Appropriations Act (CRRSAA) funds for this critical initiative.” A discussion about the contract followed, including the procurement process, modality of classroom space, development of the cost structure, surveillance specification in regards to microphone and camera installation, Wi-Fi infrastructure. Trustee Berger expressed concern about the procurement process. Moved by Committee Chair Ferrer and seconded by Trustee Berger, and following discussion, the item was unanimously approved for submission to the Board.

b. Authorize a Program Fee for Health Careers Preparation Post-Baccalaureate Certificate Program (HealthBridge). Committee Chair Ferrer requested the Committee’s approval to authorize Program Fees for Health Careers Preparation Post-Baccalaureate Certificate Program (HealthBridge) at Lehman College. Committee Chair Ferrer noted, “Lehman College received approval for the HealthBridge Pre-Health Professions Post-Baccalaureate Certificate Program (HealthBridge) from the University Board of Trustees on June 29, 2020, and from the New York State Education Department on November 20, 2020. The certificate has two phases, an optional Foundational phase and an In-Depth phase. The HealthBridge Certificate will provide a cost-effective, highly supportive post-baccalaureate program in seven pre-professional areas that enable students to take a few courses in the Foundational phase to determine their interest in the program, and if interested enrollment in the In-Depth stage. The In-Depth stage requires significant resources to support the success of the matriculated post-baccalaureate students, which includes intensive advising, preparation for standardized admission tests, personal statement workshops, internship and clinical advising and placement, and institutional committee recommendation letters. Upon enrollment in the In-Depth phase, the college will charge a program fee of $2,500. However, students will not be charged a program fee for the Foundational stage. The certificate is awarded following the successful completion of the In-Depth phase. The University is seeking approval from the Board of Trustees to adopt a schedule of program fees for students enrolled in the In-Depth phase of the post-baccalaureate certificate program HealthBridge at Lehman College of $2,500, a one-time fee collected during the first semester of enrolling in the In-Depth phase for resident and non-resident, full-time and part-time students. The fees will be used exclusively to support the extra-curricular needs of the HealthBridge student, including, but not limited to, advising, clinical and internship support, test preparation support, and application support.” A discussion about the proposed program fee followed, including the cost of the program in connection to stimulus funds and the MacKenzie Scott Gift. Moved by Committee Chair Ferrer and seconded by Trustee Berger, and following discussion, the item was unanimously approved for submission to the Board.



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4. CUNY Central Office

a. Authorize a Contract with CampusLogic, Inc. to provide a Comprehensive Student Financial Success Platform (SFS). Committee Chair Ferrer requested the Committee’s approval to authorize a Contract with CampusLogic, Inc, to provide a Comprehensive Student Financial Success Platform (SFS) at Central Office. Committee Chair Ferrer noted, “Every year, the U.S. Department of Education (“DOE”) selects a percentage of students who applied for the Free Application for Federal Student Aid (“FAFSA”) in that award cycle to provide documentation that verifies information submitted on the FAFSA application. The current verification process at the University is manual and thus the University is seeking a robust FAFSA verification tool to administer and manage the verification process in a largely automated fashion. The University is seeking approval from the Board of Trustees to enter into a contract with CampusLogic, Inc, for a period of three (3) years in the amount not to exceed $3,279,725.” A discussion about the contract followed, including the calculation on savings and expectation on personnel loss. Moved by Committee Chair Ferrer and seconded by Trustee Berger, and following discussion, the item was unanimously approved for submission to the Board.

b. Renew the University Enterprise License for IBM SPSS Statistical Software.

Committee Chair Ferrer requested the Committee’s approval to authorize the Renewal of the University Enterprise License for IBM SPSS Statistical Software. Committee Chair Ferrer noted, “IBM's SPSS software is a statistical analysis software for social scientists that has been a mainstay of statistics-based academic research, widely used at the University since being licensed as an enterprise educational software offering in 2009. The University's Office of Academic Affairs recently surveyed its campuses and found strong support for continued access to SPSS software. Students and faculty at the University use SPSS to display data easily, formulate hypotheses for further study, and perform procedures to explain relationships between variables, build clusters, identify patterns, and make predictions. This software provides University students hands-on experience with some of the most cutting-edge software in the research fields. The existing contract with IBM will expire on July 31, 2021. The University is seeking approval from the University Board of Trustees to enter into a new agreement with IBM, in the amount of $1,660,674 for three (3) years. The proposed contract will include student and faculty home use of SPSS software at no extra charge.” Moved by Committee Chair Ferrer and seconded by Trustee Berger, and following discussion, the item was unanimously approved for submission to the Board.



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c. Approve an Agreement with the Institute for State and Local Governance related to Next Level Efficiencies for RE-investment and Innovative Projects. Committee Chair Ferrer requested the Committee’s approval to approve an Agreement between The City University of New York - Central Office and the CUNY Institute for State and Local Governance for 2022-2025 Next Level Efficiencies for Re-Investment & Innovation Projects. Committee Chair Ferrer noted, “In March 2018, the University entered into an agreement with the CUNY Institute for State and Local Governance, the (ISLG), in an amount not to exceed $5.6 million for four years to assist the University in meeting goals of increasing student retention and graduation rates, in part by reallocating funding from its administrative functions while at the same time creating efficiencies in operations and improve processes to serve students better. Additionally, performing certain services would result in greater efficiencies and cost savings for the University. As part of the services to be performed under the Original ISLG Agreement, the University launched the Efficiencies for Re-investment and Innovation initiative (ERI) (formerly known as the Administrative Excellence Initiative) in Fiscal Year 2018. The Efficiencies for Re-investment and Innovation initiative (ERI) builds on work conducted for the University over the past four years in the following functional areas: Human Resources, Procurement, Information Technology, Enrollment Management, Transfer and Adult and Continuing Education. The University seeks to continue its engagement with the ISLG to develop and implement a strategic plan under ERI across multiple areas, to institute best practices, achieve savings and improve efficiency. It will assist with prioritizing initiatives that foster the efficient and effective delivery of systems, services, and technologies integral to the University’s function. The University is seeking the approval from the Board of Trustees to enter into a new four year agreement, beginning on July 1, 2021, with the ISLG to continue its work under the ERI and perform additional work and other services at a total cost not to exceed $7.1 million.” A discussion about the agreement followed, including faculty concerns relating to declining enrollment, modes of course delivery, and evaluation of facilities optimization. Moved by Committee Chair Ferrer and seconded by Trustee Berger, and following discussion, the item was unanimously approved for submission to the Board.

d. Authorize the FY 2022 University Operating and Capital Budget. Committee Chair Ferrer requested the Committee’s approval to authorize the FY 2022 University Operating and Capital Budget Allocations. Committee Chair Ferrer noted, “The FY2022 New York State (“State”) Enacted budget, and New York City (“City”) Executive budget have appropriated $3.8 billion in operating funding for the senior colleges, community colleges, system administration and shared services operations, and academic programs; and $321.2 million in recurring State capital funding from the prior year and $146.5 million in new State capital appropriations, $2.81 billion in State capital reappropriations, and $172.8 million in the City fiscal years 2021 and 2022 capital budget. The Coronavirus Response and Relief Supplemental Appropriations Act (“CRRSAA”) and the American Rescue Plan Act (“ARPA”) provides the colleges with $360.5 million and $398.7 million, respectively, to cover costs and lost revenue resulting from the COVID-19 pandemic. The University is seeking approval from the Board of Trustees to adopt the appropriated operating budget allocations by campus and program set



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forth in the attached documents for the Fiscal Year 2022, beginning July 1, 2021, in a total amount of $3.8 billion, and to adopt the capital budget allocations pursuant to Exhibit A, for projects authorized by The City University Construction Fund to address critical maintenance, infrastructure, and programmatic initiatives in support of the University’s mission. The University is also requesting the Board of Trustees adopt the FY2022 CRRSAA and ARPA allocation plan set forth in the attached CRRSAA and ARPA plan document. Additionally, the University is requesting that the Chancellor or his designee to be approved to make necessary adjustments to the FY2022 CRRSAA and ARPA allocation plan up to five percent of the allocations provided to ensure that students, faculty and staff are receiving the benefit of these resources in the mostly timely and efficient manner and to report such changes back to the Board of Trustees Committee on Fiscal Affairs as part of the quarterly reporting of the budget condition, and the University is also requesting that the Chancellor, or designee, is hereby authorized to modify up to five percent of the allocations of State and City appropriations for the University, within the parameters of the State and City budget legislation. Any modifications above these levels will require Board approval.” Senior Vice Chancellor and Chief Financial Officer (SVC&CFO) Matthew Sapienza provided additional information on the budget proposal via a presentation. A discussion about CUNY’s financial plan followed, including mental health services, tuition increase, student advocacy, hiring freeze, funding sources, stronger advocacy during the budget process at both the city and state level, structural deficits at the college campuses, allocation methodology, student grants, criteria for campus space planning, other FY2022 & FY2023 eligible uses, community college enrollment, and fiduciary oversight. Members of the Committee expressed reservation about the FY2022 CRRSAA and ARPA allocation plan. Trustee Berger made a motion to amend the resolution by deleting the $385 million component of the FY2022 CRRSAA and ARPA allocation plan. Motion not seconded; motion failed. Committee Chair Ferrer noted, “I'm looking forward to the follow-up conversations on this because they are not immaterial to what we're dealing with.” Chairperson William Thompson, Jr. concluded by making a comment to point out that before any of those dollars are spent or move forward, this topic needs to come back to both this Committee and to the full Board for follow-up as work needs to be done over the upcoming months pertaining to the pot of dollars. Moved by Committee Chair Ferrer and seconded by Prof. John Verzani, and following discussion, the item was unanimously approved for submission to the Board.



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II. INFORMATION ITEM:

A. Fiscal Matters Information Report SVC&CFO Sapienza reported on the CFA Financial Matters Information Items the University received for June 2021.

Committee Chair Ferrer moved to adjourn the meeting. The motion was seconded by Trustee Berger and the meeting was adjourned at 5:48 p.m.

Board of Trustees of The City University of New York

RESOLUTION TO

Authorize a Contract with Kone, Inc. for Escalator Maintenance

Services

Baruch College

October 4, 2021 WHEREAS, Baruch College (the “College”) of the City University of New York (the “University”), requires full escalator maintenance services for all of its ten (10) escalators located at 55 Lexington Avenue; and WHEREAS, These services include all inspections, adjustments, tests, parts replacement, and repairs necessary to keep the escalators in continuous use at their initial performance ability (same speed, safety, and efficiency) and as originally specified by the equipment manufacturer or most recent upgrade specifications; and WHEREAS, These services are required to properly maintain and operate the equipment at the College; and WHEREAS, The College issued an Invitation for Bids to invite responses from interested, qualified contractors for these maintenance services; and WHEREAS, The College received three (3) bids in response to the solicitation; and WHEREAS, The College has determined that Kone, Inc. is the lowest, responsive and responsible bidder pursuant to law and University policies. NOW, THEREFORE, BE IT RESOLVED, That the Board of Trustees of the City University of New York (the “Board of Trustees”) authorize the General Counsel or his designee, and that they hereby are, and

each of them hereby is authorized to sign and deliver a contract to Kone, Inc. permitting the University, in the name of and on the College’s behalf, which, among other things, authorizes expenditures and purchases not to exceed $1,096,250 over a period of five (5) years, together with all agreements, documents and other instruments related thereto, and to take any and all such other actions, as such officer so acting may deem necessary or appropriate, and that such signature by such duly authorized officer of the University shall be conclusive evidence of his or her authority to perform all such acts and to sign and deliver all such documents and instruments on behalf of the University; and BE IT FURTHER RESOLVED, That any material changes to the terms and conditions of such contract hereby approved by the Board of Trustees shall be submitted to the Board of Trustees for its consideration and approval. EXPLANATION: The College requires full escalator maintenance services for all of its ten (10) escalators located at 55 Lexington Avenue. Maintenance services include all inspections, adjustments, tests, parts replacement, and repairs necessary to keep the escalators in continuous use at their initial performance ability (same speed, safety, and efficiency) and as originally specified by the equipment manufacturer or most recent upgrade specifications. The proposed contract ensures continuity of services and ongoing maintenance and repair services to the escalators at this location. These services are vital to the operation of the College, as well as to the health and safety of its students, faculty, and staff. The contract prices are also fixed for the term of the agreement, therefore there will be no price adjustments over the next five years.


RESOLUTION TO

Authorize a Contract with Dreamland Security Services, Inc. to Provide

Unarmed Guard Services

Kingsborough Community College

October 4, 2021 WHEREAS, Kingsborough Community College requires unarmed guard service for its 70-acre campus located at 2001 Oriental Boulevard; and WHEREAS, Kingsborough Community College has been supplementing its Public Safety Office with temporary unarmed guard officers since 2000; and WHEREAS, Kingsborough Community College currently has a reduced workforce of 20 campus peace officers on its campus, with the Public Safety Office being staffed with 39 campus peace officers prior to COVID-19; and WHEREAS, The College received approval from the University to hire an additional 10 Campus Peace Officers (CPOs) and 5 Campus Security Agents (CSAs) to replace the officers that separated from the College; and WHEREAS, Until these CPOs and CSAs are hired and trained, Kingsborough Community College is seeking to supplement its campus peace officer staff with 12 unarmed guard officers for fiscal year 2021-2022, and anticipates decreasing the utilization of the temporary unarmed guard service during the contract period as the full-time officers and agents are hired; and WHEREAS, The Kingsborough Community College issued a competitive mini-bid based on the Office of General Services Contract No. PS68261, Award No. 23106 to invite responses for Designation for Solicitation; and

WHEREAS, Dreamland Security Services, Inc., was the responsive and responsible bidder offering the lowest bid price in response to the solicitation; and WHEREAS, Dreamland Security Services, Inc. is a NYS/NYC certified MBE/DBE/LBE minority privately owned and locally operated security guard services provider. NOW, THEREFORE, BE IT RESOLVED, That the Board of Trustees of The City University of New York authorize the General Counsel or his designee, and that they hereby are, and each of them hereby is, authorized to sign and deliver a contract with Dreamland Security Services, Inc., to provide unarmed guard service to Kingsborough Community College permitting the University to make expenditures and purchases not to exceed $3,000,000 over a period of five (5) years, together with any and all agreements, documents, and other instruments related thereto, and to take any and all such other actions, as such officer so acting may deem necessary or appropriate, and that such signature by such duly authorized officer of the University shall be conclusive evidence of his or her authority to perform all such acts and to sign and deliver all such documents and instruments on behalf of the University; and BE IT FURTHER RESOLVED, That any subsequent material changes to the terms and conditions of the aforesaid contract shall be submitted to the University Board of Trustees for its consideration and approval. EXPLANATION: It is vital that Kingsborough Community College have unarmed security guard service at its campus. Unarmed guard service will ensure that the College has enough officers to staff posts, which is critical to the health and safety of Kingsborough Community College’s students, staff, and faculty.


RESOLUTION TO

Authorize a Contract with Veolia ES Technical Solutions, LLC to

Manage CUNY’s Hazardous Waste and Emergency Response Needs

Central Office

October 4, 2021 WHEREAS, The City University of New York (“the University”) is required by the Resource Conservation and Recovery Act and other local, state and federal laws to properly manage and remove hazardous waste generated onsite (the “Services”); and WHEREAS, The University is required to have the Services available on an ongoing basis; and WHEREAS, The University’s current contract for these Services is scheduled to expire on December 31, 2021; and WHEREAS, The University is expanding the Services to now include onsite and field support services to better manage potentially hazardous situations and contamination on campuses, and WHEREAS, The University is depending on the expertise of a specialized all-encompassing hazardous waste management vendor to perform the Services; and WHEREAS, The University issued a Request for Proposals (“RFP”) on July 26, 2021 to procure the Services, effective January 1, 2022; and WHEREAS, Six (6) vendors responded to the RFP and were evaluated by a committee comprised of both college and Central Office personnel (the “Evaluation Committee”) and

WHEREAS, The Evaluation Committee selected Veolia ES Technical Solutions, LLC as the most responsive vendor to enter into a contract to provide the Services under the RFP. NOW, THEREFORE, BE IT RESOLVED, That the Board of Trustees of The City University of New York (the “Board of Trustees”) authorize the General Counsel or his designee, and that they hereby are, and each of them hereby is, authorized to execute, seal, and deliver a contract with Veolia ES Technical Solutions, LLC permitting the Unviversity to make expenditures and purchases under the Contract not to exceed $7,122,414.10 over a period of five (5) years, together with any and all agreements, documents, and other instruments related thereto, and to take any and all such other actions, as such officer so acting may deem necessary or appropriate, and that such execution by such duly authorized officer of CUNY shall be conclusive evidence of his or her authority to perform all such acts and to execute and deliver all such documents and instruments on behalf of CUNY; and BE IT FURTHER

RESOLVED, That any material changes to the terms and conditions of such contract hereby approved by the Board of Trustees shall be submitted to the Board of Trustees for its consideration and approval. EXPLANATION: The University must have the Services conducted in a safe and compliant manner within a 90 day cycle (for campuses that are large quantity generators) or a 180 day cycle (for campuses that are small quantity generators). Failure to remain compliant with the disposal of hazardous waste can lead to public corrective action penalties and fines up to $70,117 per day from the United States Environmental Protection Agency and the New York State Department of Environmental Conservation. The contract will assist the University in staying compliant and will provide best management practices related to waste disposal. Most Services will be completed at least monthly and closely monitored. The contract will provide classification, segregation, bulking, packaging, labeling, storage, transportation, and disposal services of the materials listed; emergency response services; onsite waste and laboratory safety- related support services; training; and decontamination, remediation, and other field services as required, located at the University and its twenty-five constituent colleges. Waste shall include, but not be limited to, flammable solvent waste, mixed-halogenated solvent waste, halogenated solvent waste, corrosive liquid waste, electrical ballasts and building materials containing polychlorinated biphenyls, reactive and un-stable waste, non-regulated waste, asbestos containing materials, empty drums, mercury waste, acid neutralization tank waste and lead paint chips, compressed gas cylinders (all sizes), solution containing toxic metal ions, paint waste, waste oil, and Centers for Disease Control and Prevention Select Agents (“CDC Select Agents”). These wastes will be in the form of bulk liquids, bulk solids, and small containers (1gram to 4 Liters) that need to be consolidated into lab packs.


RESOLUTION TO

Authorize a Contract Extension with Admissions US, LLC

Central Office

October 4, 2021

WHEREAS, The City University of New York requires a customer relationship management (“CRM”) tool to manage communications, track interactions, streamline complex processes, and ensure continuity of student services across various units on campuses throughout the enrollment lifecycle from admissions through to graduation; and WHEREAS, The University has been using a subscription based CRM software product since 2009 which was procured as a single source with the approval of the New York State’s Comptroller’s Office; and WHEREAS, The contract for the subscription with Admissions US, LLC will expire on October 14, 2021; and WHEREAS, The University plans to renew the subscription with Admissions US, LLC for a period of two (2) years while the University completes a competitive solicitation process currently underway to award a new multi-year contract for customer relationship management subscription software and related services. NOW, THEREFORE, BE IT RESOLVED, That the Board of Trustees of The City University of New York authorize the General Counsel or his designee, and that they hereby are, and each of them hereby is, authorized to execute, seal, and deliver a contract Admissions US, LLC (the “Contract”) and permitting the University to make expenditures and purchases under the Contract not to exceed $3,200,000 over a period of two (2) years, together with any and all agreements, documents, and other instruments related thereto, and to take any and all such other actions, as such officer so acting may deem necessary or appropriate, and that such execution by such duly authorized officer of the University shall be conclusive evidence of his or her authority to perform all such acts and to execute and deliver all such documents and instruments on behalf of the University; and

BE IT FURTHER RESOLVED, That any subsequent material changes to the terms and conditions of the Contract shall be submitted to the Board of Trustees for its consideration and approval. EXPLANATION: Products available under the subscription are currently used by twenty-four (24) CUNY campuses to administer the University’s admission and enrollment management systems. The Office of the New York State Comptroller has approved an exemption from advertising for this single source procurement for a period of two (2) years while the University completes the competitive solicitation process to award a new multi-year contract for customer relationship management subscription software and related services.


RESOLUTION TO

Authorize the Other Eligible Uses Component of the University’s CRRSAA and ARPA Allocation Plan

October 4, 2021

WHEREAS, The Coronavirus Response and Relief Supplemental Appropriations Act (“CRRSAA”) provides the colleges with $360.6 million institutional aid to cover expenses and lost revenue resulting from the COVID-19 pandemic; and WHEREAS, The American Rescue Plan Act (“ARPA”) provides the colleges with $398.7 million in institutional aid to cover expenses and lost revenue resulting from the COVID-19 pandemic; and WHEREAS, The City University of New York (“the University”) plan to utilize the CRRSAA and ARPA funds in Fiscal Years 2021, 2022 and 2023 was approved by the Board of Trustees in July 2021 and includes specific categories of uses for student support and retention, reopening, revenue loss, mental health services, online program development and faculty professional development and Other Eligible Uses; and WHEREAS, At a meeting of the Board of Trustees’ Fiscal Affairs Committee in June 2021, the University presented a plan to the Committee which outlined how colleges were to spend their remaining federal stimulus institutional funds and committed to present a separate plan on the Other Eligible Uses category for approval; and WHEREAS, As part of the annual financial planning process, colleges have been asked to develop a plan for $385.8 million in the Other Eligible Uses category. NOW, THEREFORE, BE IT RESOLVED, That the Board of Trustees of the City University of New York approve the college plans for the Other Eligible Uses category of the CRRSAA and ARPA funds set forth in the attached document; and

BE IT FURTHER RESOLVED, That the Board of Trustees authorize the Chancellor or his designee to make necessary adjustments to Other Eligible Uses category plan up to five percent of the allocations provided herein to ensure that students, faculty and staff are receiving the benefit of these resources in the most timely and efficient manner and to report such changes back to the Board of Trustees Committee on Fiscal Affairs as part of the quarterly reporting of the colleges’ budget condition; and BE IT FURTHER RESOLVED, That the University will provide quarterly reports to the Board of Trustees’ Committee on Fiscal Affairs on expenditures related to the CRRSAA and ARPA funds. EXPLANATION:

CUNY’s colleges are the recipients of federal stimulus funding to help partially offset financial hardship brought on by the pandemic. At a meeting of the Board of Trustees’ Fiscal Affairs Committee in June 2021, the University presented a plan to the Committee which outlined how colleges were to spend their remaining federal stimulus institutional funds. There were specific categories of use that the colleges were required to meet, and a campus discretionary category called “Other Eligible Uses”. University management committed to the Board Fiscal Affairs Committee that they would present a separate plan on the “Other Eligible Uses” category to the Board Fiscal Affairs Committee, at a subsequent meeting, for approval. The colleges were required to submit a spending plan for this category to the University Budget Office, which after review, is now being presented for the consideration of the Board of Trustees.

Total Other Eligible Uses

Available Revenue Loss

Faculty Professional Development Indirect Costs

Information Technology

Costs

Online Program

Development Reopening

Student Support and

RetentionBaruch College 36,393 16,827 1,559 73 - 14,551 3,002 380 Brooklyn College 39,521 12,915 348 2,573 4,968 3,408 6,914 8,394 City College 26,698 8,493 - - 2,159 - 1,000 15,045 Hunter College 45,347 14,201 799 - 15,000 1,000 6,347 8,000 John Jay College 31,682 16,090 2 - 1,926 1,275 6,050 6,339 Lehman College 33,795 8,734 44 - 14,526 - 7,716 2,775 Medgar Evers College 8,896 3,564 157 - 1,450 - 481 3,244 NYC College of Technology 21,348 13,370 - - 5,000 - 1,978 1,000 Queens College 31,806 21,297 - - 8,168 - 340 2,000 College of Staten Island 22,578 16,027 200 - 2,000 - 3,518 833 York College 10,092 6,592 - - - 800 400 2,300 Senior Colleges Total 308,154 138,109 3,109 2,646 55,198 21,033 37,746 50,311

Graduate Center 67 67 - - - - - - CUNY School of Law 200 154 - - - - - 47 Newmark School of Journalism 8 - - - - - 8 - School of Professional Studies 26 26 - - - - - - School of Public Health 139 139 - - - - - - School of Labor 36 36 - - - - - - Grad. and Prof. Schools Total 476 421 - - - - 8 47

BMCC 38,695 35,647 - - - 1,000 2,048 - Bronx CC 10,977 - - - 577 - - 10,400 Guttman CC 528 528 - - - - - - Hostos CC 5,283 5,283 - - - - - - Kingsborough CC 2,848 2,848 - - - - - - LaGuardia CC 5,328 5,328 - - - - - - Queensborough CC 13,505 13,505 - - - - - - Community Colleges Total 77,164 63,139 - - 577 1,000 2,048 10,400

University Total 385,793 201,670 3,109 2,646 55,775 22,033 39,802 60,758

Proposed Campus Uses - Fiscal Years 2022 and 2023

City University of New YorkFY2022 and FY2023 Federal Stimulus Funds Plan - Other Uses Details

($000)





Costs

Online Program


Student Support and

RetentionBaruch College 32,220 16,827 776 73 - 11,689 2,752 103 Brooklyn College 23,777 8,075 225 1,493 2,268 2,143 4,120 5,452 City College 13,677 3,320 - - 1,322 - 1,000 8,035 Hunter College 22,701 10,701 - - 10,000 - 2,000 - John Jay College 18,373 10,252 2 - 1,519 440 3,334 2,825 Lehman College 19,917 5,881 44 - 8,499 - 4,116 1,377 Medgar Evers College 1,622 - - - 1,100 - - 522 NYC College of Technology 11,163 6,685 - - 3,000 - 978 500 Queens College 31,806 21,297 - - 8,168 - 340 2,000 College of Staten Island 11,016 7,815 100 - 1,000 - 1,824 278 York College 5,200 3,200 - - - 300 400 1,300 Senior Colleges Total 191,471 94,053 1,147 1,566 36,876 14,572 20,865 22,391

Graduate Center 67 67 - - - - - - CUNY School of Law 200 154 - - - - - 47 Newmark School of Journalism 8 - - - - - 8 - School of Professional Studies 26 26 - - - - - - School of Public Health 139 139 - - - - - - School of Labor 36 36 - - - - - - Grad. and Prof. Schools Total 476 421 - - - - 8 47

BMCC 16,105 13,557 - - - 500 2,048 - Bronx CC 10,753 - - - 353 - - 10,400 Guttman CC 528 528 - - - - - - Hostos CC 1,746 1,746 - - - - - - Kingsborough CC 2,848 2,848 - - - - - - LaGuardia CC 5,328 5,328 - - - - - - Queensborough CC 13,505 13,505 - - - - - - Community Colleges Total 50,812 37,511 - - 353 500 2,048 10,400


Proposed Campus Uses - Fiscal Year 2022

City University of New YorkFY2022 Federal Stimulus Funds Plan - Other Uses Details

($000)





Costs

Online Program


Student Support and

RetentionBaruch College 4,172 - 783 - - 2,861 250 278 Brooklyn College 15,744 4,840 123 1,080 2,700 1,265 2,794 2,942 City College 13,021 5,173 - - 838 - - 7,010 Hunter College 22,646 3,500 799 - 5,000 1,000 4,347 8,000 John Jay College 13,309 5,838 - - 407 835 2,716 3,514 Lehman College 13,878 2,852 - - 6,027 - 3,600 1,399 Medgar Evers College 7,274 3,564 157 - 350 - 481 2,722 NYC College of Technology 10,185 6,685 - - 2,000 - 1,000 500 Queens College - - - - - - - - College of Staten Island 11,562 8,212 100 - 1,000 - 1,694 556 York College 4,892 3,392 - - - 500 - 1,000 Senior Colleges Total 116,682 44,056 1,962 1,080 18,322 6,461 16,882 27,920

Graduate Center - - - - - - - - CUNY School of Law - - - - - - - - Newmark School of Journalism - - - - - - - - School of Professional Studies - - - - - - - - School of Public Health - - - - - - - - School of Labor - - - - - - - - Grad. and Prof. Schools Total - - - - - - - -

BMCC 22,590 22,090 - - - 500 - - Bronx CC 224 - - - 224 - - - Guttman CC - - - - - - - - Hostos CC 3,537 3,537 - - - - - - Kingsborough CC - - - - - - - - LaGuardia CC - - - - - - - - Queensborough CC - - - - - - - - Community Colleges Total 26,352 25,628 - - 224 500 - -


Proposed Campus Uses - Fiscal Year 2023

City University of New YorkFY2023 Federal Stimulus Funds Plan - Other Uses Details

($000)


RESOLUTION TO

Approve the Fiscal Year 2022-2023 Budget Request

October 4, 2021 WHEREAS, The City University of New York (‘the University’) seeks to continue its strong commitment to provide the people of New York City and State with affordable access to educational services of the highest quality; and WHEREAS, The University plays an active role in the State’s and the City’s efforts to respond to the COVID-19 pandemic and jumpstart New York’s economic resurgence; and WHEREAS, The University continues its public service mission by expanding workforce training and helping address societal inequities by creating access to economic opportunities for all; and WHEREAS, The University is dedicated to protecting public resources and ensuring streamlined operations in order to deliver better services and channel resources toward the expansion and strategic development of the academic programs and services that are needed to fulfill its mission, and WHEREAS, The current State tax levy operating budget is $3.0 billion and the City tax levy operating budget is $1.2 billion. NOW, THEREFORE, BE IT RESOLVED, That, subject to the availability of resources, the University seeks additional operating funds for FY2022-2023 of $313.3 million from the State and $103.0 million from the City as an investment in the University as it continues to assist the State and City with the rebuilding of the New York economy; and

BE IT FURTHER RESOVLED, That, subject to the availability of resources, the University seeks $1.247 billion for capital projects to provide up-to-date facilities to further our mission, as part of a five-year capital plan totaling $5.675 billion. EXPLANATION: The Fiscal Year 2022-2023 Budget Request was crafted with the single purpose of keeping the University’s strength and resiliency at the forefront, as the University partners with the State and City of New York to continue to combat the effects of the pandemic, rebuild our economy, prepare our students and invest in our facilities for the future challenges ahead.

Fiscal Year 2023 Budget Request

Senior Colleges Community Colleges TotalStudent Success

Enhancing Access and Enhancing LearningInnovative Pedagogy 7,700,000 5,000,000 12,700,000 Graduate Education 20,000,000 20,000,000 Investment in Full-time Faculty 53,014,400 25,437,600 78,452,000 Online Educational Resources 4,000,000 4,000,000 College Readiness 3,953,000 1,947,000 5,900,000 Serving Adult Learners 650,000 450,000 1,100,000

Embracing the Future of Work/Advancing Social MobilityInternships 6,700,000 3,300,000 10,000,000 Applied Associate Degrees 1,745,000 7,107,000 8,852,000 Career Engagement and Development Centers 6,500,000 2,500,000 9,000,000 Workforce Innovation Initiatives 6,500,000 3,500,000 10,000,000

Student Well-beingStudent Wellness 6,850,000 8,900,000 15,750,000 Child Care 2,500,000 1,800,000 4,300,000 Mental Health Services 3,500,000 2,000,000 5,500,000 Expand Campus Health Services 1,675,000 825,000 2,500,000

Optimizing InfrastructureFacilities Maintenance and Enhancements 10,000,000 5,000,000 15,000,000 Guttman Community College 20,000,000 20,000,000 Sustainability and Reducing CUNY’s Carbon Footprint 1,105,000 250,000 1,355,000 Establish Emergency Response Team 1,000,000 1,000,000

Mandatory NeedsFringe Benefits 96,716,000 16,081,000 112,797,000 Energy 4,130,000 1,172,000 5,302,000 Building Rentals 2,203,000 4,934,000 7,137,000 Collective Bargaining Costs 40,800,000 - 40,800,000 Salary Increments 15,315,000 5,496,000 20,811,000 OTPS Inflation 2,343,000 1,649,000 3,992,000

Total Programmatic Request 133,392,400 92,016,600 225,409,000 Total Mandatory Needs Request 161,507,000 29,332,000 190,839,000 GRAND TOTAL 294,899,400 121,348,600 416,248,000

FY2023 University Operating Budget Request

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FY2022 Enacted

FY2023 Request Change ($) Change (%)

Senior CollegesState Support $1,691.8 $1,986.7 $294.9 17%City Support $53.3 $53.3 $0.0 0%Student Tuition $608.7 $608.7 $0.0 0%Scholarships/Waivers $160.6 $160.6 $0.0 0%Federal $187.9 $187.9 $0.0 0%Subtotal $2,702.2 $2,997.1 $294.9 11%Programs Supported by Fee Income/Tuition $187.0 $187.0 $0.0 0%

Total Senior Colleges¹ $2,889.2 $3,184.1 $294.9 10%

Community CollegesState Support $320.3 $338.7 $18.4 6%City Support $474.6 $577.6 $103.0 22%Student Tuition $145.1 $145.1 $0.0 0%Scholarships/Waivers $31.6 $31.6 $0.0 0%Federal $125.0 $125.0 $0.0 0%

Total Community Colleges $1,096.6 $1,218.0 $121.3 11%

University-wideState Support $2,012.0 $2,325.3 $313.3 16%City Support $527.9 $630.9 $103.0 20%Student Tuition $753.8 $753.8 $0.0 0%Scholarships/Waivers $192.2 $192.2 $0.0 0%Federal $312.9 $312.9 $0.0 0%Subtotal $3,798.9 $4,215.1 $416.2 11%Programs Supported by Fee Income/Tuition $187.0 $187.0 $0.0 0%

Total University $3,985.9 $4,402.1 $416.2 10%

*Includes technology fee, adult and contiuing education programs, and campus specific programs.Note: State Support includes TAP; Federal Funding, Scholarships/Waivers. Amounts based on FY20 actuals

University-wide Funding by Source ($ millions)The City University of New York

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Student Success

Enhancing Access and Enhancing Learning

Invest in CUNY’s continued excellence in our undergraduate and graduate degree programs as well as enhancements of teaching staff and resources to strengthen classroom learning

Innovative Pedagogy New pedagogical innovations (e.g. “flipped” courses) where students are more actively involved with the course material can to lead to better learning outcomes. CUNY proposes to redesign at least 1,000 course sections within the next two years and embed academic support (e.g. teaching assistants, peer tutors) in 2,500 gateway course sections as well.

Graduate Education Strengthen CUNY’s MA and PhD program offerings as a way to increase affordability and access to graduate-level education. This includes hiring 75 new faculty members and investing in the development of an online education platform to host courses. The University will also invest additional funds for doctoral stipends to ensure our PhD graduate-level students are compensated to meet their living and academic-related expenses while they complete their studies.

Investment in Full-Time Faculty Increase the number of full-time faculty positions on staff and reduce reliance on a part-time teaching workforce. This allows for greater stability in course offerings, faculty/student mentoring and creates a career pathway for our faculty. Undertake initiative to convert approximately 3,000 adjunct faculty lines to 500 full-time lecturer positions, which will allow for staffing stability in the University’s academic divisions and provide a defined career pathway for part-time teaching faculty.

CUNY’s faculty have made numerous and important contributions in their respected fields and continued investment further solidifies the University’s research program. Additional cluster hires in the sciences along with start-up and seed funding will grow and support the University’s research pipeline.

Online Educational Resources The State has provided $4M in the creation of Online Educational Resources (OER) that allow students to obtain course materials inexpensively. This request is for the City to match the $4M amount and greatly benefits our community college students where textbook and course material expenses can create a barrier to learning.

College Readiness Expand investment in CUNY’s current roster of P-16 initiatives that bolster the preparedness of elementary, middle school and high school students for college-level learning. These initiatives include programs such as CUNY on Track, College Now, Early College/P-Tech Schools and various teacher training and career support programs.


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Serving Adult Learners CUNY plans to provide outreach and services to students who are returning to higher education after having spent time in the workforce. New York State currently has 1.8 million adults with some college but no degrees, and almost half of these adults live in New York City. CUNY will widen its doors to adult and returning students so they can earn the degrees that will boost their careers and improve the lives of working class families. New recruitment and marketing strategies, as well as adult-friendly programs and supports such as customized industry-specific curricula, personalized academic and career counseling, and credit for prior learning and licensure will be implemented to achieve this goal.

Embracing the Future of Work/Advancing Social Mobility

Internships Internships provide invaluable work experience for our students and further prepares them for finding jobs after graduation. CUNY plans to expand our successful CUNY Corps programs that have provided student interns with opportunities to work on projects supporting our city’s small businesses, public health organizations, community-based nonprofits, government agencies and schools.

Applied Associate (AAS) Degrees Terminal associate degrees in specific fields allow students to start working right after they graduate. For many technical and professional careers, an AAS is an attractive pathway to being able to learn the skills needed to start a career. CUNY is looking to expand enrollment in current AAS programs in areas such as healthcare and medical technology. This would involve new faculty hires as well as realigning course offerings to the latest knowledge with an eye towards students’ job readiness and workforce preparation.

Career Engagement and Development Centers CUNY’s career centers are often the resource gateway for connections and networking support for students looking for professional work opportunities while in school and after they complete their degrees. With continued efforts to strengthen the University’s connections to New York City’s government and corporate leaders, the career centers are in need of additional funds to increase recruiting and employer outreach, enhance subscriptions to job sites and increase career counseling services.

Workforce Innovation Initiatives The University has made inroads in creating industry partnerships such as the CUNY Futures in Finance, a comprehensive workforce development initiative to cultivate and train CUNY students for careers in the financial industry. It was established in partnership with financial firms Bloomberg LP, Centerbridge Partners and Goldman Sachs. Further investment in other initiatives such as this one will provide talented CUNY students with training, mentorship and access to other industries. In addition, CUNY is looking to expand workplace opportunities for women and underrepresented groups, particularly in the fields of Science, Technology, Engineering and Math (STEM) and will look to continued partnerships with tech industry leaders to promote our students into careers in their chosen fields.


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CUNY launched its Upskilling Challenge that began a year ago to provide students, alumni and New Yorkers with free opportunities to train in areas that are highly demanded by employers. In addition to more than 30 curated offerings from partners like Microsoft, Google, General Assembly, and Salesforce, CUNY is looking to introduce new courses and programs with additional funding.

Student Well-Being

Student Wellness Our students encounter obstacles not only inside the classroom but outside of it as well. CUNY already offers a myriad of services to students and further support is needed to address the other expenses of being able to pursue a degree in higher education: housing, food, Metrocards to cover transit expenses, and having staff who can help screen students not only for financial aid but to see if they qualify for city and state benefits.

Child Care Many of our students are also parents of young children and expanding child care services at our colleges would remove one of the factors that can affect degree completion progress.

Mental Health Services The federal stimulus funds have enabled the University to expand mental health service offerings to our students. State and City continued funding will allow the services and staff to stay in place as well as offer the same services to students in the graduate and professional schools.

Expand Campus Health Services CUNY’s student wellness centers provide critical information and health services to students who may not have other options available. Through increased resources and partnerships with community-based health clinics, the University will be equipped to address the health needs and concerns of our students.

Optimizing Infrastructure

Facilities Maintenance and Enhancements The University is requesting additional operating funds to maintain the various infrastructures of our colleges. The University’s multiyear capital budget has enabled CUNY to create new state-of-the-art facilities and to renovate and upgrade existing facilities. However, these facilities regular maintenance and enhancements in order to sustain their ongoing functionality. CUNY colleges have had to defer routine maintenance for years because of fiscal pressures. The result has led to facility degradation in the near term and significantly increased facility operating and routine maintenance expenses.

Guttman Community College The newest member of the University’ community college family has out-grown the leased space that has been in use since its founding. A new home will provide a pivotal anchor for a college that has re-imagined what community college student success looks like.


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Sustainability and Reducing CUNY’s Carbon Footprint CUNY is committed to reducing our energy usage and carbon footprint and requests funds for sustainability initiatives as well as to invest in more ways to improve the University’s environmental impact.

Establish Emergency Response Team The University is continuing to re-think our operations resulting from the pandemic as well as weather storm events due to climate change, and it has become clear that an emergency response team is needed to coordinate future critical issues that will impact the safety and well-being of our students, faculty and staff.

FY2023 University Capital Budget Request

Capital Budget

CUNY’s capital request reflects a new environmental reality in New York City. COVID has changed the way we work and learn and buildings we use have to be updated to reflect it. Hurricane Ida further illuminated the need to prepare for harsh weather conditions generated by climate change. The number one priority is the implementation of HVAC upgrades on campuses identified by the engineering consultant we recently hired. CUNY requests $150 million to address HVAC Systems that will improve energy efficiency, upgrade ventilation systems and enhance indoor air quality - specifics equipment upgrades include air handling units, HVAC controls, heating and cooling systems, building supply and exhaust fans. In addition, CUNY requests another $50 million to address window upgrades throughout the university. The second new initiative is an emergency response team. CUNY needs internal capacity to address emergencies such a building generators, tree pruning, and pumping equipment, etc. CUNY needs the ability to be proactive rather than reactive in certain situations. The request is for $10 million dollars to complement the operating request for staff. CUNY also needs to update the technology in more classrooms for both in class experiences as well as improved remote experiences. Therefore CUNY is requesting another $20 million university wide for both Senior and Community Colleges to address the need for Smart Classrooms and Digital Technology upgrades.These requests are on top of CUNY’s campus by campus request to upgrade our aging facilities.

New university-wide initiativesHVAC Updates - $120Million Senior/$40 Million CC, Based on consultant studies of campus HVAC this is a request to fund HVAC Systems updates that will improve energy efficiency, upgrade ventilation systems and enhance indoor air quality - specific equipment upgrades include air handling units, HVAC controls, heating and cooling systems, building supply and exhaust fans. There are also existing college requests for upgrades this will work to address.

Window Replacements $50 Million Senior/$10 Million CC, the consultant studies also highlighted the outdated windows throughout the university that need replacement. There are also existing requests for upgrades this will work to address it. Smart Classroom and Digital Technology Upgrades to classrooms $8Million Senior/$2 Million CC, to provide the technology for both smart classrooms and to enhance online education. Equipment includes cameras, projection screens as well and cabling, power upgrades as well as some building construction.Emergency Equipment $10 Million to purchase emergency equipment for the proposed new unit. Recent experience shows CUNY needs internal capacity to address emergencies. Types of equipment planned include flexible generators, tree removal, and pumping equipment. CUNY needs the ability to be proactive rather than reactive in certain situations. We are too reliant on consultants to come in during emergencies.

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FY2023 University Capital Budget Request

Next Generation Academic Administrative Systems $175 million The PeopleSoft Enterprise Resource Planning (ERP) system called CUNYfirst has been in production at the university for over a decade. During that time the University has continued to maintain, upgrade and expand the system to meet increasingly complex business requirements. CUNYfirst supports the financial, HR and student administration functions in the University. CUNY is currently upgrading the system to version 9.2 of the PeopleSoft, the latest and supported version of the software, to further enhance and improve features and functionality for our constituents. The system has and continues to operate in a traditional architecture, running the applications and databases in the CUNY datacenter. CUNY seeks to begin its transformation to modern, cloud based architectures and leverage the Software-as- a-Service system model for our academic administration systems. This transformative project will migrate the university’s core ERP functions to modern cloud solutions providing CUNY with the opportunity to improve its agility, simplify system administration, empower users and provide access to software vendors’ latest enhancements, innovations and long-term support benefits. CUNY seeks to complete this complex project well before, 2032, the announced Oracle end-of-life date, for the current PeopleSoft system.

The request includes two components to address the need for Next Generation Academic Systems. The first to enhance and extend the portfolio of existing services and the second initiates CUNY’s IT roadmap and planned transition to cloud based systems.

Campus Specific Requests

Most of CUNY’s request is a similar to last year where priorities were not funded. The state of good repair on all campuses remain the priority as buildings and systems continue to age,

Select new building requests are also included in the request for consideration.

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CUNY Five-Year Capital Plan RequestFY 2022-2023 through FY 2026-2027

FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 Five Year TotalSENIOR COLLEGESCUNY-Wide Senior Colleges $268,418,934 $357,369,556 $321,250,657 $300,149,356 $318,115,656 $1,565,304,159CUNY Information Technology Initiatives $128,000,000 $82,000,000 $80,000,000 $30,000,000 $30,000,000 $350,000,000Baruch College $11,000,000 $4,000,000 $50,000,000 $30,000,000 $0 $95,000,000Brooklyn College $39,945,000 $50,850,000 $135,800,000 $120,550,000 $0 $347,145,000City College $43,348,702 $30,000,000 $31,600,000 $50,000,000 $50,000,000 $204,948,702CUNY Law $1,700,000 $4,500,000 $0 $0 $0 $6,200,000Graduate Center $1,340,000 $3,952,000 $0 $0 $0 $5,292,000Graduate School of Journalism $5,500,000 $0 $0 $0 $0 $5,500,000Graduate School of Public Health $0 $0 $0 $0 $0 $0Hunter College $241,050,000 $16,950,000 $18,500,000 $29,650,000 $19,200,000 $325,350,000John Jay College $17,490,000 $16,950,000 $3,285,000 $0 $0 $37,725,000Lehman College $15,750,000 $29,100,000 $0 $0 $3,000,000 $47,850,000Macaulay Honors College $2,600,000 $0 $0 $0 $0 $2,600,000Medgar Evers College $2,000,000 $49,500,000 $30,000,000 $259,350,000 $16,150,000 $357,000,000NYC College of Technology $34,234,000 $22,700,000 $22,800,000 $50,000,000 $0 $129,734,000Queens College $40,000,000 $88,200,000 $78,450,000 $0 $0 $206,650,000School of Labor & Urban Studies $0 $0 $0 $0 $0 $0School of Professional Studies $0 $0 $0 $0 $0 $0College of Staten Island $67,192,125 $111,492,807 $110,942,869 $148,296,356 $19,999,219 $457,923,376York College $68,700,000 $56,300,000 $129,000,000 $20,000,000 $0 $274,000,000Total Senior Colleges $988,268,761 $923,864,363 $1,011,628,526 $1,037,995,712 $456,464,875 $4,418,222,237

COMMUNITY COLLEGESCUNY-Wide Community Colleges $88,494,591 $91,994,605 $114,494,605 $133,494,605 $162,494,603 $590,973,009Borough of Manhattan Community College $2,200,000 $15,600,000 $10,000,000 $0 $0 $27,800,000Bronx Community College $25,505,409 $6,000,000 $12,641,582 $9,150,000 $7,200,000 $60,496,991Guttman Community College $0 $100,000,000 $75,000,000 $0 $0 $175,000,000Hostos Community College $117,300,000 $105,000,000 $41,000,000 $0 $0 $263,300,000Kingsborough Community College $8,500,000 $5,300,000 $4,650,000 $4,650,000 $0 $23,100,000LaGuardia Community College $4,400,000 $35,900,000 $12,400,000 $29,600,000 $0 $82,300,000Queensborough Community College $12,250,000 $19,800,000 $1,500,000 $0 $0 $33,550,000Total Community Colleges $258,650,000 $379,594,605 $271,686,187 $176,894,605 $169,694,603 $1,256,520,000

University Total $1,246,918,761 $1,303,458,968 $1,283,314,713 $1,214,890,317 $626,159,478 $5,674,742,237

Reso 'A' Total

Grand Total

$144,152,237

$5,818,894,474

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Project Cost Five Year

College / Project Total

Capital Renewal Senior Colleges

CUNY-Wide Senior CollegesCapital Infrastructure and Equipment (Seniors) $243,590,158 DC $28,248,334 DC $46,335,456 DC $51,335,457 DC $56,335,456 DC $61,335,456 $243,590,159

HVAC Upgrades $120,000,000 DCE $25,000,000 DCE $75,000,000 DCE $20,000,000 $0 $0 $120,000,000Window Replacements $50,000,000 D $10,000,000 D $20,000,000 D $20,000,000 $0 $0 $50,000,000Smart Classroom/Digital Technology $8,000,000 D $2,000,000 DCE $4,000,000 DCE $2,000,000 $0 $0 $8,000,000Emergency Equipment $10,000,000 E $10,000,000 $0 $0 $0 $0 $10,000,000Health and Safety $124,999,999 DC $15,000,000 DC $20,000,000 DC $25,000,000 DC $30,000,000 DC $35,000,000 $125,000,000Facilities Preservation $124,999,999 DC $15,000,000 DC $30,000,000 DC $35,000,000 DC $25,000,000 DC $20,000,000 $125,000,000Science Lab Upgrades $249,999,999 DCE $50,000,000 DCE $50,000,000 DCE $50,000,000 DCE $50,000,000 DCE $50,000,000 $250,000,000MEP Infrastructure Upgrades $124,999,999 DC $15,000,000 DC $20,000,000 DC $25,000,000 DC $30,000,000 DC $35,000,000 $125,000,000ADA $24,999,999 DC $5,000,000 DC $5,000,000 DC $5,000,000 DC $5,000,000 DC $5,000,000 $25,000,000C. of O. / P.A. Program $22,999,999 DC $5,000,000 DC $1,000,000 DC $1,000,000 DC $8,000,000 DC $8,000,000 $23,000,000Energy Conservation / BuildSmartNYProgram $33,999,999 DC $5,000,000 DC $2,000,000 DC $2,000,000 DC $10,000,000 DC $15,000,000 $34,000,000

Upgrade Bathroom Facilities $5,049,999 DC $1,000,000 DC $1,000,000 DC $1,000,000 DC $1,000,000 DC $1,050,000 $5,050,000Science and Technology Equipment $26,999,999 E $5,000,000 E $5,000,000 E $5,000,000 E $5,000,000 E $7,000,000 $27,000,000CUNY TV Upgrades $9,999,999 E $2,000,000 E $2,000,000 E $2,000,000 E $2,000,000 E $2,000,000 $10,000,000CUNY Capital Equipment Purchases $99,999,999 E $20,000,000 E $20,000,000 E $20,000,000 E $20,000,000 E $20,000,000 $100,000,000Minor Repairs $49,999,999 DCE $10,000,000 DCE $10,000,000 DCE $10,000,000 DCE $10,000,000 DCE $10,000,000 $50,000,000Feasibility Studies/Master Plans $9,999,999 D $2,000,000 D $2,000,000 D $2,000,000 D $2,000,000 D $2,000,000 $10,000,000CUNY-DASNY Program Administration $224,663,999 DC $43,170,600 DC $44,034,100 DC $44,915,200 DC $45,813,900 DC $46,730,200 $224,664,000

SubTotal $268,418,934 $357,369,556 $321,250,657 $300,149,356 $318,115,656 $1,565,304,159CUNY Information TechnologyNext Generation Academic Administration Systems $74,999,999 E $75,000,000 $0 $0 $0 $0 $75,000,000

CUNY Next Generation Academic Administration Systems – Cloud Migration

$100,000,000 $0 D $50,000,000 D $50,000,000 $0 $0 $100,000,000

Equipment Life Cycle Replacement $25,000,000 E $5,000,000 E $5,000,000 E $5,000,000 E $5,000,000 E $5,000,000 $25,000,000

Network Infrastructure/Telecommunications $50,000,000 DCE $10,000,000 DCE $10,000,000 DCE $10,000,000 DCE $10,000,000 DCE $10,000,000 $50,000,000

Identity Management System Replacement $5,000,000 DCE $3,000,000 DCE $2,000,000 $0 $0 $0 $5,000,000

Educational Technology Initiative $94,999,999 E $35,000,000 E $15,000,000 E $15,000,000 E $15,000,000 E $15,000,000 $95,000,000SubTotal $128,000,000 $82,000,000 $80,000,000 $30,000,000 $30,000,000 $350,000,000

Baruch College17 Lexington Ave Phase 2 $30,000,000 CE $5,000,000 $0 $0 $0 $0 $5,000,000Library Modernization $9,500,000 DCE $4,000,000 $0 DCE $4,000,000 $0 $0 $8,000,00017 Lexington Ave Phase 3 $30,000,000 $0 D $4,000,000 CE $26,000,000 $0 $0 $30,000,000

Newman Vertical Campus Exterior Mitigation $22,000,000 D $2,000,000 $0 C $20,000,000 $0 $0 $22,000,000

SubTotal $11,000,000 $4,000,000 $50,000,000 $0 $0 $65,000,000Brooklyn CollegeIngersoll Hall Upgrades $66,500,000 DC $23,200,000 $0 $0 $0 $0 $23,200,000Main Quad Rehabilitation $30,000,000 C $3,500,000 C $8,400,000 C $15,800,000 $0 $0 $27,700,000Boiler Replacement $22,000,000 C $13,245,000 $0 $0 $0 $0 $13,245,000

SubTotal $39,945,000 $8,400,000 $15,800,000 $0 $0 $64,145,000City CollegeAaron Davis Hall Theater Renovations $22,600,000 CE $18,650,000 $0 $0 $0 $0 $18,650,000

FY 2022-23

Phase Need

FY 2023-2024

Phase Need

FY 2024-2025

Phase Need

FY 2025-2026

Phase Need

FY 2026-2027

Phase Need

Five-Year Capital Plan FY 2022-2023 through FY 2026-2027 Details Senior Colleges, Professional & Graduate Schools

10



FY 2022-2023

Phase Need

FY 2023-2024

Phase Need

FY 2024-2025

Phase Need

FY 2025-2026

Phase Need

FY 2026-2027

Phase NeedCampus ADA Upgrades $18,000,000 C $8,145,191 $0 $0 $0 $0 $8,145,191NAC Library Upgrades $6,000,000 D $1,000,000 CE $5,000,000 $0 $0 $0 $6,000,000Marshak Building Rehabilitation $304,422,000 D $5,000,000 DCE $20,000,000 DCE $20,000,000 DCE $20,000,000 DCE $20,000,000 $85,000,000Steinman Hall HVAC Upgrades Ph. I $29,500,000 C $5,553,511 $0 $0 $0 $0 $5,553,511Shepard Hall Rehabilitation $70,000,000 $0 $0 D $10,000,000 D $30,000,000 CE $30,000,000 $70,000,000Campus-Wide Roof Repairs $20,700,000 DC $5,000,000 DC $5,000,000 DC $1,600,000 $0 $0 $11,600,000

SubTotal $43,348,702 $30,000,000 $31,600,000 $50,000,000 $50,000,000 $204,948,702CUNY LawSpace Reconfiguration $5,000,000 D $500,000 CE $4,500,000 $0 $0 $0 $5,000,000Access control and public address safety system enhancements $1,200,000 DCE $1,200,000 $0 $0 $0 $0 $1,200,000

SubTotal $1,700,000 $4,500,000 $0 $0 $0 $6,200,000Graduate CenterSecure Automatic Door Access $1,062,000 D $60,000 CE $1,002,000 $0 $0 $0 $1,062,000

UVC Sanitizing Lighting for Rooms and HVAC $1,110,000 D $60,000 CE $1,050,000 $0 $0 $0 $1,110,000

Solar Photovoltaic Skylights $1,000,000 D $100,000 CE $900,000 $0 $0 $0 $1,000,000Auditorium Stage Expansion and Revitalization $1,500,000 D $500,000 CE $1,000,000 $0 $0 $0 $1,500,000

Food Service Upgrades $1,500,000 CE $620,000 $0 $0 $0 $0 $620,000SubTotal $1,340,000 $3,952,000 $0 $0 $0 $5,292,000

Hunter CollegeEast/West Buildings: HVAC Upgrades $3,500,000 D $1,000,000 DCE $2,500,000 $0 $0 $0 $3,500,000

East and West Building Elevator Upgrades $8,750,000 D $550,000 DC $2,750,000 C $2,700,000 C $2,750,000 $0 $8,750,000

Thomas Hunter Hall Infrastructure Upgrades $30,000,000 DC $5,000,000 DC $3,700,000 DC $4,300,000 $0 $0 $13,000,000

West Building Energy Project $58,000,000 C $2,500,000 C $2,500,000 C $6,000,000 C $26,900,000 C $19,200,000 $57,100,000Main Campus Roofs and Plazas $13,000,000 D $2,000,000 C $5,500,000 C $5,500,000 $0 $0 $13,000,000

SubTotal $11,050,000 $16,950,000 $18,500,000 $29,650,000 $19,200,000 $95,350,000John Jay College

Haaren Hall Envelope and Lobby Upgrades $23,625,000 D $3,390,000 C $16,950,000 E $3,285,000 $0 $0 $23,625,000

Library Upgrades Ph. I $25,000,000 CE $14,100,000 $0 $0 $0 $0 $14,100,000SubTotal $17,490,000 $16,950,000 $3,285,000 $0 $0 $37,725,000

Lehman CollegeOld Gym - Window Replacement $6,000,000 C $3,000,000 C $4,800,000 $0 $0 CE $3,000,000 $10,800,000Campus-Wide Emergency Power System Upgrade (Phase II) $11,300,000 C $6,500,000 C $9,800,000 $0 $0 $0 $16,300,000

Library Upgrade Ph. II $11,800,000 D $2,000,000 $0 $0 $0 $0 $2,000,000Campus-Wide Technology Infrastructure Upgrade Ph. I $3,250,000 C $3,250,000 C $6,000,000 $0 $0 $0 $9,250,000

Carman Hall Univent and Fan Coil Replacement $6,000,000 $0 C $7,500,000 $0 $0 $0 $7,500,000

Pedestrian Bridge $8,500,000 D $1,000,000 C $1,000,000 $0 $0 $0 $2,000,000Carman Hall Plaza and MER Roof Replacement $3,900,000 $0 $0 $0 $0 $0

SubTotal $15,750,000 $29,100,000 $0 $0 $3,000,000 $47,850,000Macaulay Honors CollegeMulti-purpose Space Upgrades $2,600,000 DCE $2,600,000 $0 $0 $0 $0 $2,600,000

SubTotal $2,600,000 $0 $0 $0 $0 $2,600,000Medgar Evers CollegeCarroll St. Building Mechanical Upgrades Phase II $30,000,000 DCE $1,000,000 DCE $12,000,000 $0 $0 $0 $13,000,000

Founders Auditorium Expansion $11,000,000 DC $1,000,000 C $2,500,000 CE $7,500,000 $0 $0 $11,000,000SubTotal $2,000,000 $14,500,000 $7,500,000 $0 $0 $24,000,000

New York City College of Technology

11



FY 2022-2023

Phase Need

FY 2023-2024

Phase Need

FY 2024-2025

Phase Need

FY 2025-2026

Phase Need

FY 2026-2027

Phase NeedVoorhees Hall Infrastructure Upgrades (Phase 2) $34,050,000 DC $11,834,000 $0 $0 $0 $0 $11,834,000

Pearl Building Renovations, Floors 4-6 $50,000,000 DC $6,000,000 CE $22,700,000 CE $18,800,000 $0 $0 $47,500,000Voorhees Third Floor Renovation $16,400,000 DC $16,400,000 $0 $0 $0 $0 $16,400,000

Voorhees Hall Remaining Floor Renovations $54,000,000 $0 $0 D $4,000,000 C $50,000,000 $0 $54,000,000

SubTotal $34,234,000 $22,700,000 $22,800,000 $50,000,000 $0 $129,734,000Queens CollegeBoiler Plant Refurbishment $33,500,000 DC $8,500,000 C $6,000,000 C $7,000,000 $0 $0 $21,500,000Central Chiller Plant (Ph. 2 & 3) $48,000,000 D $8,000,000 C $16,000,000 $0 $0 $0 $24,000,000Steam Distribution System Upgrade $22,600,000 C $4,000,000 C $9,900,000 $0 $0 $0 $13,900,000Klapper Hall Mechanical Upgrade $34,500,000 DC $11,500,000 C $10,000,000 C $10,000,000 $0 $0 $31,500,000Electric Distribution Campus-Wide $36,000,000 $0 C $10,300,000 C $25,450,000 $0 $0 $35,750,000Remsen Hall Upgrades Phase II $45,000,000 D $5,000,000 D $20,000,000 D $20,000,000 $0 $0 $45,000,000

Fitzgerald Gymnasium Renovation Phase I $35,000,000 D $3,000,000 DC $16,000,000 C $16,000,000 C $0 DC $0 $35,000,000

SubTotal $40,000,000 $88,200,000 $78,450,000 $0 $0 $206,650,000Craig Newmark Graduate School of JournalismServer and Storage | Resiliency and Replacement $1,500,000 E $1,500,000 $0 $0 $0 $0 $1,500,000

Radio and Television Studio Redesign $2,000,000 DE $2,000,000 DE $0 DE $0 DE $0 DE $0 $2,000,000

Classroom Educational Technology Redesign $2,000,000 DE $2,000,000 DE $0 DE $0 DE $0 DE $0 $2,000,000

SubTotal $5,500,000 $0 $0 $0 $0 $5,500,000School of Labor & Urban StudiesNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0College of Staten IslandAccess and Circulation Upgrades $55,682,751 DC $12,600,000 DC $20,645,363 C $13,390,388 $0 $0 $46,635,7512M Building Renovation $65,514,500 DC $7,350,000 DC $33,047,175 C $18,917,325 $0 $0 $59,314,5001P Building Electrical Distribution $8,213,625 DC $8,213,625 $0 $0 $0 $0 $8,213,625Controls and HVAC Campus-Wide $36,373,950 $0 D $5,300,269 C $8,400,000 C $21,634,856 $0 $35,335,125Central Plant Upgrades $53,568,375 $0 $0 D $7,235,156 C $21,000,000 C $19,999,219 $48,234,375

SubTotal $28,163,625 $58,992,807 $47,942,869 $42,634,856 $19,999,219 $197,733,376York CollegeACore Building Roof Repair $10,000,000 DC $10,000,000 $0 $0 $0 $0 $10,000,000MBPAC Lower Level and Mechanical Upgrades $7,000,000 DC $7,000,000 $0 $0 $0 $0 $7,000,000

Campuswide Security Camera Upgrade $1,000,000 DCE $1,000,000 $0 $0 $0 $0 $1,000,000Classroom Building Mechanical Systems Upgrade $5,000,000 D $500,000 CE $4,500,000 $0 $0 $0 $5,000,000

ACore Plaza ADA Ramps and Landscaping $2,000,000 D $200,000 C $1,800,000 $0 $0 $0 $2,000,000

SubTotal $18,700,000 $6,300,000 $0 $0 $0 $25,000,000Capital Renewal Senior Colleges $669,240,261 $743,914,363 $677,128,526 $502,434,212 $440,314,875 $3,033,032,237

Strategic Initiatives Senior CollegesCUNY-Wide Senior CollegesNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0CUNY Information TechnologyNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Baruch CollegeSite Acquisitions $30,000,000 $0 $0 $0 A $30,000,000 $0 $30,000,000

SubTotal $0 $0 $0 $30,000,000 $0 $30,000,000

12



FY 2022-2023

Phase Need

FY 2023-2024

Phase Need

FY 2024-2025

Phase Need

FY 2025-2026

Phase Need

FY 2026-2027

Phase NeedBrooklyn CollegeRoosevelt Hall $415,000,000 $0 D $42,450,000 C $120,000,000 C $120,550,000 $0 $283,000,000

SubTotal $0 $42,450,000 $120,000,000 $120,550,000 $0 $283,000,000City CollegeNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0CUNY LawNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Graduate CenterNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0HunterHunter Science and Health Building $300,000,000 CE $230,000,000 $0 $0 $0 $0 $230,000,000

SubTotal $230,000,000 $0 $0 $0 $0 $230,000,000John JayNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0LehmanNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Macaulay Honors CollegeNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Medgar EversAcademic Success Center $283,000,000 $0 D $30,000,000 $0 C $236,850,000 E $16,150,000 $283,000,000Bedford Building Addition $50,000,000 $0 D $5,000,000 C $22,500,000 C $22,500,000 $0 $50,000,000

SubTotal $0 $35,000,000 $22,500,000 $259,350,000 $16,150,000 $333,000,000New York City College of TechnologyNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0QueensNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Craig Newmark Graduate School of JournalismNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0School of Labor and Urban StudiesNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0College of Staten IslandInterdisciplinary High Performance Computing Center $299,190,000 D $39,028,500 D $52,500,000 C $63,000,000 C $105,661,500 $0 $260,190,000

SubTotal $39,028,500 $52,500,000 $63,000,000 $105,661,500 $0 $260,190,000YorkAcademic Village/Conference Center $290,000,000 C $50,000,000 C $50,000,000 C $129,000,000 E $20,000,000 $0 $249,000,000

SubTotal $50,000,000 $50,000,000 $129,000,000 $20,000,000 $0 $249,000,000Strategic Initiatives Seniors $319,028,500 $179,950,000 $334,500,000 $535,561,500 $16,150,000 $1,385,190,000

Capital Renewal and Strategic Initiatives Senior, Professional & Graduate Schools $988,268,761 $923,864,363 $1,011,628,526 $1,037,995,712 $456,464,875 $4,418,222,237

1313

Project Cost Five YearCollege / Project Total

Community Colleges First Year State Match FY 21-22 $41,793,000

Capital Renewal Community Colleges

CUNY-Wide Community CollegesCapital Infrastructure and Equipment (CC) $234,973,009 DC $7,994,591 DC $30,494,605 DC $50,494,605 DC $65,494,605 DC $80,494,603 $234,973,009HVAC Upgrades $30,000,000 DCE $30,000,000 $0 $0 $0 $0 $30,000,000Window Replacements $10,000,000 DCE $10,000,000 $0 $0 $0 $0 $10,000,000Smart Classroom/Digital Technology $2,000,000 DCE $2,000,000 $0 $0 $0 $0 $2,000,000Health and Safety $97,000,000 DC $12,000,000 DC $20,000,000 DC $20,000,000 DC $20,000,000 DC $25,000,000 $97,000,000Facilities Preservation $97,000,000 DC $12,000,000 DC $20,000,000 DC $20,000,000 DC $20,000,000 DC $25,000,000 $97,000,000ADA $29,000,000 DC $3,000,000 DC $5,000,000 DC $6,000,000 DC $7,000,000 DC $8,000,000 $29,000,000C. of O. / Public Assembly Program $29,500,000 DC $3,000,000 DC $5,500,000 DC $6,000,000 DC $7,000,000 DC $8,000,000 $29,500,000Energy Conservation $29,500,000 DC $3,000,000 DC $5,500,000 DC $6,000,000 DC $7,000,000 DC $8,000,000 $29,500,000Science Lab Upgrades $12,000,000 DCE $1,500,000 DCE $1,500,000 DCE $2,000,000 DCE $3,000,000 DCE $4,000,000 $12,000,000Minor Repairs $20,000,000 DCE $4,000,000 DCE $4,000,000 DCE $4,000,000 DCE $4,000,000 DCE $4,000,000 $20,000,000

SubTotal $88,494,591 $91,994,605 $114,494,605 $133,494,605 $162,494,603 $590,973,009Borough of Manhattan Community CollegeFire Alarm Replacement $21,800,000 D $1,200,000 DC $10,600,000 C $10,000,000 $0 $0 $21,800,000Replacement of Obsolete Electrical Systems $6,000,000 DC $1,000,000 C $5,000,000 $0 $0 $0 $6,000,000

SubTotal $2,200,000 $15,600,000 $10,000,000 $0 $0 $27,800,000BronxElevator Upgrades $7,000,000 DC $3,500,000 $0 DC $3,500,000 $0 $0 $7,000,000Campus-Wide Fire Alarm Replacement $24,000,000 DC $4,005,409 $0 $0 $0 $0 $4,005,409Campus-Wide Roofing $13,991,582 DC $6,000,000 C $3,000,000 DC $4,991,582 $0 $0 $13,991,582Technology Infrastructure Modernization $11,000,000 DC $3,000,000 C $3,000,000 C $3,000,000 C $2,000,000 $0 $11,000,000Carl Polowczyk Hall Envelope Rehabilitation $7,500,000 $0 $0 D $550,000 DC $3,550,000 C $3,400,000 $7,500,000Guggenheim Hall Envelope and Infrastructure Renovation $8,000,000 $0 $0 D $600,000 DC $3,600,000 C $3,800,000 $8,000,000

Colston Hall HVAC Upgrade $9,000,000 DC $9,000,000 $0 $0 $0 $0 $9,000,000SubTotal $25,505,409 $6,000,000 $12,641,582 $9,150,000 $7,200,000 $60,496,991

Guttman Community CollegeNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Hostos Community College500 Grand Concourse Second Floor & Basement Renovations $20,000,000 CE $12,300,000 $0 $0 $0 $0 $12,300,000

Retaining Wall Reconstruction $7,000,000 C $5,000,000 $0 $0 $0 $0 $5,000,000Campus-Wide Roofing $5,000,000 $0 DC $5,000,000 $0 $0 $0 $5,000,000

SubTotal $17,300,000 $5,000,000 $0 $0 $0 $22,300,000Hunter College Campus SchoolsNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Kingsborough Community CollegePool Structural Rehab $2,500,000 C $2,500,000 $0 $0 $0 $0 $2,500,000Pavement Repairs and Resurfacing $2,000,000 DC $2,000,000 $0 $0 $0 $0 $2,000,000Replace Roof/HVAC Roof Equipment & Provide A/C at G Building $10,000,000 D $1,000,000 CE $3,000,000 CE $3,000,000 CE $3,000,000 $0 $10,000,000

Facade Rehab Campus-Wide $6,600,000 D $1,000,000 C $2,300,000 C $1,650,000 C $1,650,000 $0 $6,600,000Lighthouse Rotunda Upgrades $2,000,000 DCE $2,000,000 $0 $0 $0 $0 $2,000,000

SubTotal $8,500,000 $5,300,000 $4,650,000 $4,650,000 $0 $23,100,000

Five-Year Capital Plan FY 2022-2023 through FY 2026-2027 DetailsCommunity Colleges

$41,793,000 State match to existing City community college funding

FY 2022-2023Phase Need


FY 2024-2025

Phase Need



14

Project Cost Five YearCollege / Project Total



FY 2024-2025

Phase Need



LaGuardia Community CollegeReplacement of Shenker Hall Roof $22,000,000 D $2,200,000 C $9,900,000 C $9,900,000 $0 $0 $22,000,000Façade Upgrades, E Building and Shenker Hall $28,200,000 D $2,200,000 C $26,000,000 $0 $0 $0 $28,200,000HVAC Upgrades, Shenker Hall $32,100,000 $0 $0 D $2,500,000 CE $29,600,000 $0 $32,100,000

SubTotal $4,400,000 $35,900,000 $12,400,000 $29,600,000 $0 $82,300,000Queensborough Community CollegeRoof Reconstruction for Various Buildings $14,700,000 DC $3,400,000 C $11,300,000 $0 $0 $0 $14,700,000Fire Alarms in Medical Arts/Technology Buildings $3,600,000 DC $1,600,000 $0 $0 $0 $0 $1,600,000Campus-Wide Windows Replacement Phase 1 $5,250,000 DC $5,250,000 $0 $0 $0 $0 $5,250,000Kurt Schmeller Library Renovation $12,000,000 D $2,000,000 C $8,500,000 CE $1,500,000 $0 $0 $12,000,000

SubTotal $12,250,000 $19,800,000 $1,500,000 $0 $0 $33,550,000

Capital Renewal Community Colleges $158,650,000 $179,594,605 $155,686,187 $176,894,605 $169,694,603 $840,520,000

Capital Renewal City Portion$420,260,000

Strategic Initiatives Community Colleges

CUNY-Wide Community CollegesNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Borough of Manhattan Community CollegeNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Bronx Community CollegeNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Guttman Community CollegeNew Building Initiative $175,000,000 $0 DC $100,000,000 CE $75,000,000 $0 $0 $175,000,000

SubTotal $0 $100,000,000 $75,000,000 $0 $0 $175,000,000Hostos Community CollegeAllied Health and Sciences Building Complex $250,006,000 DC $100,000,000 C $100,000,000 CE $41,000,000 $0 $0 $241,000,000

SubTotal $100,000,000 $100,000,000 $41,000,000 $0 $0 $241,000,000Hunter College Campus SchoolsNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Kingsborough Community CollegeNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0LaGuardia Community CollegeNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0Queensborough Community CollegeNo five-year request in this cycle

SubTotal $0 $0 $0 $0 $0 $0

Strategic Initiatives Community Colleges $100,000,000 $200,000,000 $116,000,000 $0 $0 $416,000,000

Strategic Initiatives City Portion$208,000,000

Capital Renewal and Strategic Initiatives Community Colleges $258,650,000 $379,594,605 $271,686,187 $176,894,605 $169,694,603 $1,256,520,000

$79,325,000 $89,797,303 $77,843,094 $88,447,303 $84,847,302

$50,000,000 $0 $0 $0 $0

15

CUNYfirst: PeopleSoft 9.2 Upgrade OverviewCUNY Board of Trustees

Click to edit Master title styleTechnology Priorities Over the Past 18 Months:

2CUNYfirst: PeopleSoft 9.2 Upgrade Overview

• Upgrade the CUNYfirst system from PeopleSoft V9.0 to PeopleSoft V9.2 which extends the use and support of the PeopleSoft software to 2032, the Oracle announced end-of-life date for PeopleSoft system. This upgrade provides CUNY with user and technology benefits and time to procure and implement a new cloud-based Software-as-a-Service system

• Migrate CUNYfirst functionality to a core suite of Software-as-a-Service solutions running in the cloud, including: Human Capital Management (HCM), Financials (FIN), and Student Information System (SIS).

Click to edit Master title styleExamples of PeopleSoft 9.2 Upgrade Benefits

Modern User Interface and Search Capability• Screens and Tiles with a modern look and feel• Mobile friendly • System-wide, enhanced search capabilities (“Google-like”)• User customizable to fit their needs• Improved business process support

Enhanced Technical Capability• Reduces development time and delivery of new functions• Improved system performance• Securely works with latest browsers and operating systems• Oracle support through 2032 ensures software updates and security patches


Click to edit Master title styleA Proven And Structured Governance Model

4

• Scope, requirements, and end results

• Design feedback• Assist in finalizing design• User acceptance testing• System sign off• Liaison with college functional

teams and councils

• Resolve project budget, resource and timeline issues

• Issue escalation• Liaison with IT Steering

Committee• Liaison with business owners

and designated college executives

• Executive sponsor• Resolve issues related to

project priorities • Communicate with college

executives

Business OwnersBursar, Admissions, Finance,

Registrar, Academics, HR

University CIOBrian Cohen

University EVC and COOHector Batista

CIS Upgrade Project Team

CUNYfirst: PeopleSoft 9.2 Upgrade Overview

Click to edit Master title stylePeopleSoft 9.2 Upgrade Timeline

5

At the October 2020 meeting of the Board’s Committee on Fiscal Affairs, Gartner presented this timeline for the Administrative Systems’ Strategy which also included the 9.2 upgrade effort.


Click to edit Master title stylePeopleSoft 9.2 Upgrade – Launch Dates and Progress

On Track for December 2021:• Finance 9.2 upgrade• Human Resources 9.2 upgrade

On Track for March 2022:• Student Information System 9.2 upgrade

6

2020 2021 2022

Q3 Q4 Q1 Q2 Q3 Q4 Q1

CUNYfirst DatabaseSplit and Upgrade

Financials Upgrade

Human ResourcesUpgrade

Student Information System Upgrade


DatabaseSplit

DatabaseUpgrade

AnalysisCompleted

User Testing and Training

DevelopmentCompleted

AnalysisCompleted

AnalysisCompleted

DesignCompleted Go Live

DesignCompleted

DevelopmentCompleted Go Live

DesignCompleted

DevelopmentCompleted Go Live

SystemTests



SystemTests

SystemTests

Completed MilestoneMilestone Completed Project

User Interface ImprovementsComparing current CUNYfirst interface to more modern interface after PeopleSoft 9.2 Upgrade


Click to edit Master title styleEmployee Perspective — Screens and Tiles with a modern look and feel replacing menu driven screens


Smartphone

PC

Click to edit Master title styleStudent Perspective — Screens and Tiles with a modern look and feel replacing menu-driven screens


Smartphone

PC

Click to edit Master title styleEnhanced search capabilities


Smartphone

PC

Click to edit Master title styleCustomizable Interface — Add, Remove, Reorganize


Click to edit Master title styleImproved Business Process Support


Smartphone

PC

Click to edit Master title styleQuestions?


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© 2021 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This presentation, including all supporting materials,

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October 25, 2021

CUNY HCM & Financials Modernization Progress Update

Board of Trustees Briefing

DRAFT

2 © 2021 Gartner, Inc. and/or its affiliates. All rights reserved.

RESTRICTED DISTRIBUTION

CUNY HCM & Financials Modernization Board of Trustees Briefing

Agenda

CUNY Administrative Systems Modernization

HCM and Financials Modernization Progress Update

Cloud Software Market Perspective and Insights

Appendix

Gartner Research “Magic Quadrants” for HCM and Financials Solutions

Sequencing of Administrative Systems Modernization



HCM and Financials Modernization Progress to Date

FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30

CY 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

9.2 Upgrade

Phased Implementation SaaS Solution for HR & FIN

Procure

SaaS for SISImplement SaaS SIS

Continued operation of CUNYfirst HR, FIN, SIS

Continued

operation of

CUNYfirst SIS

SIS Rollout subsequent waves

Continued operation of CUNYfirst SIS, phased out

in waves

Migration to SaaS for next-gen administrative systems

Migration pre-requisites

Other CUNY initiatives

Key:

SIS

Require

ments

SaaS Procure-

to-Pay

Database

Split

SaaS Student

Success (EAB)

Employee Onboarding

Mobile-enabled, updated

user experience & search,

new staff productivity tools

Administrative Systems Cloud Migration Strategy Roadmap

Presented to Board of Trustees in Oct. 2020

Business process analysis and simplification,

ongoing data cleansing

Program

initiation

Procure SaaS Solution

for HR & FIN

Gather & validate

HCM and FIN

requirements

Area of Focus: HCM and Financials

SaaS Course Sched

& Mgmt



CUNY Administration Systems Modernization

▪ CUNY is currently undertaking a comprehensive effort to modernize CUNYfirst as it nears the end of its useful life. A

phased approach for conducting this modernization initiative was presented to the Board of Trustees in October 2020

(Administrative Systems Cloud Migration Strategy Roadmap):

▪ The objective of this presentation is to update the Board of Trustees on progress to date with Phase 2 (Migrate CUNYfirst

functionality to SaaS solutions) and next steps.

Administrative Systems Cloud Migration Phasing

1

Upgrade CUNYfirst from

PeopleSoft 9.0 to PeopleSoft

9.2

▪ Upgrade to the most current version of PeopleSoft to provide new capabilities (e.g., mobile),

improve the user experience, and ensure that CUNYfirst can continue to support the University

2

Migrate CUNYfirst

Functionality to Software-

as-a-Service (SaaS)

Solutions

▪ Migrate CUNYfirst functionality to a core suite of Software-as-a-Service solutions running in the

cloud, including: Human Capital Management (HCM), Financials (FIN), and Student

Information System (SIS).



Key Benefits of HCM and Financials Modernization

▪ Successful procurement and implementation of a best-in-class, cloud-based SaaS solution for HCM and Financials will

deliver wide-ranging benefits for CUNY, including:

□ Address critical system functionality needs for both CUNY Human Resources and Finance, including:

□ Improve user experience: provide a modern, next-generation user interface with advanced self-service capabilities and tools, access

to the latest software updates and innovations, and enhance access to data, reporting, analytics and related insights.

□ Increase efficiency and reduce costs: simplify system administration, provide modular access to additional functionality, efficiently

scale software to include additional users, expand automation across end-to-end business processes, increase end user productivity,

and achieve cost savings.

HCM Functionality

▪ Core HR

▪ Time and Attendance

▪ Leave Management

▪ Payroll Administration

▪ Benefits Administration

▪ Recruiting

▪ Onboarding

Financials Functionality

▪ Core Financials

□ General Ledger

□ Accounts Payable

□ Accounts Receivable

▪ Planning and Budgeting

Note: Bold text denotes new system functionality for CUNY as part of a SaaS solution.



Gartner Support Activities Detail

▪ To continue supporting CUNYfirst modernization, Gartner proposes to assist CUNY with a strategic set of activities outlined in the table

below that support the University’s objectives for implementing a modern SaaS solution for HCM and Financials while addressing critical

Organizational Change Management planning and readiness activities.

Proposed HCM and Financials Roadmap Support Approach Overview

HCM and Financials

Requirements, RFP and

Procurement Support

▪ Develop and document functional requirements for Financials

▪ Develop technical requirements for a cloud-based SaaS solution that reflect the University’s IT policies, standards, objectives and

required system integrations

▪ Develop a comprehensive RFP bid package that clearly communicates the University’s goals for HCM and Financials and its unique

needs and requirements for both solution functionality and implementation services

▪ Provide vendor response evaluation toolkit, including training guidance for CUNY response evaluators

▪ Provide an independent assessment of RFP responses submitted by vendors and support vendor selection processes

Note: All procurement-related activities will be led by CUNY Procurement with Gartner support, as required

Organizational Change

Management and

Governance Planning and

Readiness

▪ Conduct analysis of representative CUNY stakeholder groups to assess anticipated change impact of HCM and Financials solution

▪ Assess readiness of representative CUNY stakeholder groups for HCM and Financials Solution, including anticipated training needs

▪ Develop a plan for effectively engaging representative CUNY stakeholder groups impacted by implementation of a modernized

solution for HCM and Financials

▪ Develop governance structure and key roles and responsibilities for HCM and Financials Roadmap internal and external stakeholders

Business Process

Improvement /

Simplification

▪ Assess opportunities for pre-implementation process improvement, including documented process issues, and develop prioritized list

▪ Work with CUNY stakeholders to develop rapid process improvement plans and provided targeted support for prioritized opportunities



Requirements Gathering Process

▪ CUNY and Gartner have conducted a comprehensive, collaborative process for requirements gathering and validation for

HCM, which will help to ensure that the selected software solution and implementation services will meet CUNY’s

needs. It will also ensure that CUNY’s requirements are clearly articulated to the vendor market and that the proposed

solutions and associated scope of work will be well-defined and understood.

Level of Effort

– 30+ workshops for HCM

– 40+ stakeholders

– 1,366 requirements across functional areas

The same process steps and a similar level of effort is planned for Finance, Planning and Budgeting



2021 2022 2023Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

CUNY HCM and Financials RoadmapDRAFTHCM & FIN

Steps to

Implementation

Org. Change

Mgmt.Key Decision/

Milestone

Roadmap Legend

Process and

Data

Requirements

Development

Conduct RFP

Evaluation

Select Solution &

Implementation

Partner

Establish PMO, Negotiate

Contract, Obtain Contract

Approvals and Onboard VendorsImplement Solution

Conduct Data Quality Preparation

Release HCM

and FIN RFP

Initiate Solution

Implementation

Develop OCM Plan Governance Structure and Ongoing

Stakeholder Engagement for Modernization Readiness

Conduct Stakeholder Analysis and Assess

Readiness for HCM and FIN Solution

Develop RFP for Cloud-Based

SaaS HCM and FIN Solution and

Implementation Services

Finalize HCM and

Financials Scope

Document Technical and

Compliance Requirements

`

Identify, Plan and Support Prioritized Business Process

Improvement/Simplification Opportunities

Develop Financials

Functional Requirements

Requirements

Start

Original

Milestone

Requirements

Complete

Procurement

StartProcurement

Complete

Note: Contracting and approval timeframes are estimates and

may vary substantially based on internal and external factors.



HCM and Financials Modernization Next Steps

Next Steps Key Activities

1. Complete System Requirements for

HCM and Financials

▪ Develop and document the University’s functional requirements for

Financials (HCM functional requirements were developed previously)

▪ Develop and document the University’s technical and compliance

requirements for a cloud-based SaaS solution for HCM and

Financials

2. Develop and Release RFP for HCM and

Financials Solution and Implementation

Services

▪ Develop and release a single RFP for an integrated HCM and

Financials SaaS solution and implementation services

3. Conduct Thorough RFP Response

Evaluation and Vendor Selection

▪ Conduct thorough evaluation process to select the SaaS solution and

implementation partner that is the best fit for CUNY

4. Prepare for Solution Implementation ▪ Work closely with CUNY stakeholders (including both Central Office

and campus stakeholder groups) on prioritized change management,

governance and business process improvement activities associated

with implementing an HCM and Financials SaaS solution



Higher Education Institutions are Increasingly Moving to the Cloud

▪ CUNY joins many other leading higher education institutions who are moving critical software applications to the cloud,

including implementing cloud-based, software-as-a-service (SaaS) HCM and Financial Management solutions.

▪ Arizona State University

▪ Brown University

▪ Carnegie Mellon University

▪ Cornell University

▪ Ohio State University

▪ Penn State University

▪ Stanford University

▪ Texas A&M University

▪ Georgetown University

▪ Georgia State University

▪ Louisiana State University

▪ Massachusetts Institute of

Technology

▪ University of Arizona

▪ University of Arkansas

▪ University of Kentucky

▪ University of Miami

▪ University of Notre Dame

▪ University of Pennsylvania

▪ University of Pittsburg

▪ University of Southern California

▪ University of Texas

▪ University of Virginia

▪ University of Wisconsin

▪ Washington State University

▪ Yale University

Partial List of Institutions Partial List of Vendors

Note: Partial lists included above are based on information available in the public domain of higher education institutions that are moving or have moved to

cloud-based software solutions, and representative software vendors.



Appendix

• Gartner Support Activities Detail

• Gartner Research “Magic

Quadrants” for HCM and Financials

Solutions



Appendix: CUNY Can Anticipate Proposals from Major Software Vendors

Gartner Research Magic Quadrants for HCM and Financial Mgmt. Software

Note: For questions related to this research, please contact: [email protected]

HCM FINANCIALS



Many Higher Education Institutions are Starting Cloud Migrations with HCM and Financials, with Student Information to Follow

▪ Sequencing implementation of HCM and Financials ahead of Student Information Systems (SIS) is consistent with current

market trends observed by Gartner

▪ Cloud solution capabilities for HCM and Financials Management are mature, with multiple years of implementation

experience and customer feedback, while SIS capabilities continue to mature.

▪ Most major software vendors have established systems integrator partner networks to support the configuration,

implementation, support and integration of their software along with other components, such as SIS, when CUNY goes to

market for that capability.

“To date, many institutions have focused much of their modernization efforts on

moving human capital management (HCM) and financial management to the

cloud/SaaS; as we continue to see a slow and steady rise in hosted migrations for SIS

systems.”

Gartner Source: Yanckello, R 2020, Market Guide for Higher Education Student Information Systems.,

<https://www.gartner.com/document/3991972?ref=solrAll&refval=300158838>

Gartner Perspective on HCM, Financials and SIS Modernization Sequencing



Gartner Contacts

Keith Brill

Managing Partner

Gartner Consulting

Telephone: +1 917 216 6049

[email protected]

Meg Collins

Senior Managing Partner

Gartner Consulting

Telephone: +1 203 520 5407

[email protected]

Dan Gaffey

Senior Director

Gartner Consulting

Telephone: +1 914 589 0217

[email protected]

October 4, 2021 - Fiscal Matters Information Report

1

College Number and Dollar Value of Grants Received between July 1,

2020 and June 30, 2021

Name of Donor/Agency Who Provided the Largest Grant, Amount, and Purpose

Baruch College 38 grants totaling $5.50M Bank of America in the amount of $1M for degree completion and career preparedness for Black & LatinX students.

Borough of Manhattan CC

126 grants totaling $11.5M NYSED/Office of P-12 Education for $2.09M for training grants on campus.

Bronx Community College

49 grants totaling $11.9M US Department of Education for $3M for Student Support.

Brooklyn College 52 grants totaling $9.8M National Institutes of Health for $474K for BP-ENDURE: Brooklyn Neural NETS (Neuroscience Education and Training for Scientists).

College of Staten Island 46 grants totaling $12.44M National Institute of Health (NIH) for $2.77M for Supports Research: Priming with High-Frequency Transspinal Stimulation to Augment Locomotor Training Benefits in Spinal Cord Injury.

Craig Newmark Grad School of Journalism

25 grants totaling $5.0M Anonymous Foundation and Craig Newmark Foundation for $1M each. The grant from Anonymous Foundation was for the Dean's Opportunity Fund, and the Craig Newmark Foundation grant was for Invest in the Future of Journalism $5 million campaign.

Guttman CC 4 grants totaling $0.9M USED/Office of Postsecondary Education for $473K for Education. Hostos CC 26 grants totaling $6.7M U.S. Department of Health and Human Service for $2.15M for Student Support and Training. Hunter College 206 grants totaling $45.0M National Institute of Health (NIH) for $1.7M for research. John Jay College 128 grants totaling $29.7M NYC Mayor's Office of Criminal Justice for $5.11M. The funds were awarded to John Jay's Research &

Evaluation Center to provide project management and technical assistance, retain subcontractors, and lead a study design to identify the effect of the MAP program.

Kingsborough CC 28 grants totaling $4.9M United States Department of Labor for $1.19M for Job Scholars Training Program. LaGuardia CC 93 grants totaling $16.2M Goldman Sachs Foundation for $2.06M for 10,000 Small Businesses. Lehman College 37 grants totaling $9.1M National Institutes of Health for $1.68M for Research. Macaulay Honors College

1 grant totaling $0.3M National Science Foundation and will be used for understanding Substellar Atmospheres: Constraining Physical Properties and Testing Models for Brown Dwarfs and Exoplanets.

Medgar Evers College 66 grants totaling $11.0M USED/Office of Postsecondary Education for $600K for the Predominantly Black Institution Program.

New York City College of Technology

19 grants totaling $3.5M NY State Education Department for $839K to improve retention, completion, and non-traditional enrollment of Career Technical Education associate degree students.

Queens College 69 grants totaling $20.8M U.S. Department of Energy for $7.43M for research. Queensborough CC 74 grants totaling $8.7M US Department of Labor (DOL) for $5M for Training Grants on Campus. School of Professional Studies

25 grants totaling $29.3M ACS/NYC Administration for Children Services for $13.86M for training.

School of Public Health and Health Policy

34 grants totaling $12.6M NIAID for $3.44M to integrate rapid serologic assessment and extension of follow-up in an existing national cohort study of SARS/COV2.

The Graduate Center 66 grants totaling $9.9M National Institutes of Health (NIH) for $1.86M for Research. York College 9 grants totaling $3.2M New York State Education Department for $1.26M for training.

October 4, 2021 - Fiscal Matters Information Report

2

College Description of Waivers and Fees City College Art: material fee increase for 7 classes (Art 29520, Art 39500, Art 39510, Art 39520, Art 39522, Art 49510, Art 49598) from $40 to $50. Fee

will be used for medium and large format color inkjet and color laser printing, foamcore mounting, media (flash). Increase due to rise in costs; fee has not been increased in 15 to 20 years. Art: new material fees for 2 classes (Art 10800, Art 10900), in the amount of $28 and increase in 1 class (Art 26000) from $25 to $28. Fee will be used to purchase wood, glue, cardboard, and polystyrene. Increase due to rise in costs. Art: new transportation fee for 8 classes (Art 31038, Art A6440, Art A6500, Art B7000, Art 21036, Art 21038, Art B7400, Art A6430) of $25 to pay for trips to museums and other art institutions. Art: increase in material fee for 3 classes (Art 21067, Art 21068, Art 39590) from $10 to $15 and a new $15 fee for 1 class (Art 39568). Fee will be used to pay for paper, toner, and media and has not been increased in 15 to 20 years. Art: decrease in material fee for 5 classes (Art 39540, Art 39552, Art 39560, Art 49540, Art 49552) from $40 to $15 and new fee for 3 classes (Art 39544, Art 49558, Art 49560) of $15. Fee will be used for lab incidentals including small tools, blades, paper, markers, tape, and production items. The decrease is due to no costs for printing or documentation. Art: new material fee for 1 class (Art 39580), of $50 which will be used to pay for sculpture prototyping materials, sketchbooks, markers. Art: new material fee for 1 class (Art 49590), of $50 which will be used to pay for extensive color inkjet and laser printing for portfolios.

Changes in take effect for the Spring 2022 semester.

committee on fiscal affairs

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