SUNY Resource Allocation Methodology (RAM) Draws Campus Support
Would Significantly Benefit Albany
By Joel Blumenthal
President Hitchcock has registered her "strong support" for a proposed new Resource Allocation Methodology (RAM), in a Jan. 26 letter to SUNY Chancellor John Ryan.
President Hitchcock
As previously reported in University Update (1/28/98), the technical development of the new RAM is a joint effort of the State University Business Officers Association, the Academic Officers (ACAO) and System Administration staff, at the request and direction of the Board of Trustees.
Driven largely by enrollment, like the old 40-cell "benchmark" that has not been used for more than a decade, the RAM is based on a 12-cell matrix of high, medium and low cost disciplines. It also suggests that different levels of instruction will receive varying percentages of their total cost from state tax dollars.
"Every version of the new RAM that has been formulated thus far shows that the University at Albany would benefit from the new formula, and has been underfunded relative to other campuses by all the previous methodologies," said Executive Vice President Carl Carlucci. If enacted as currently proposed, Carlucci added, this campus would receive several million dollars more each year from the State University operating budget.
Hitchcock, in her letter to Ryan, said, "While there are technical issues that continue to be discussed and adjusted, I completely support the notion that SUNY should allocate state tax dollar appropriations to the campuses largely based on enrollment and in a mannner that is predictable and easily understood."
Instead, she noted, for the past several years, campus budgeting "has been by proportion and special agreement. The result is that some campuses were able to negotiate favorable terms and some were not so fortunate . . . Those campuses that were positioned to take advantage of this arrangement not only enhanced their physical infrastructure but also received permanent increases in their operating budgets."
According to University associate vice president for Financial Management and Budget Kathryn K. Lowery, one of the major differences in the proposed methodology is that it will distribute the state tax portion of the appropriation only. Individual campuses will retain all tuition revenues, in addition to Income Fund Reimbursable (IFR) revenues.
"I heartily endorse the concept that each campus will retain in entirety all tuition and other revenues that it generates," Hitchcock wrote. "In order for campuses to truly manage their own resources they must be able to predict the results of their actions."
"We entirely endorse the concept of matrix funding for enrollment," she said. "The combined effect of the high, medium and low cost categories for disciplines with the percent of state funding by level produces an equitable allocation methodology across the system. . . . As we begin to implement this credible and understandable allocation methodology, I hope we can also move forward with with an agenda of increasing the total resources so that the national prominence we seek can become a reality."
Although enrollments at Albany "have increased dramatically over the past decades, this campus has not been the recipient of associated budget increases," said Hitchcock. ". . . It will only be through implementation of the new RAM that the University at Albany will finally be able to receive funding commensurate with its enrollments."
Besides enrollment, other major areas of funding in the RAM include a mission-related component (core support, program-related adjustments, research, sponsored program support and public service); and a performance component.
The RAM Committee preliminary report was formally submitted to Vice Chancellor for Finance and Business Brian Stenson last fall. Since its release, a series of briefings has been held for campus presidents, academic and administrative vice presidents, the Faculty Senate, the Board of Trustees, legislative staff and Division of Budget staff.
If the trustees approve a final RAM proposal as scheduled this spring, implementation could begin as soon as this July.
Albany Programs Rank Among Elite: U.S. News & World Report
By Christine Hanson McKnight
In its first-ever rating of public affairs programs, U.S. News & World Report magazine has ranked the University's Rockefeller College graduate programs in public administration, criminal justice, information technology, and public finance and budget among the country's elite.
U.S. News listings, announced Friday, ranked Rockefeller College's master's in public administration program tied for 11th in the nation (among 248 public affairs programs) with Duke University and the University of Wisconsin-Madison.
In related specialty listings, Albany's program in criminal justice policy was ranked No. 3 in the nation, information policy and management was No. 4, public management was tied with American University at No. 7, and public finance and budget was ranked No. 9.
Also, in other U.S. News rankings released Friday, Albany's Ph.D. program in sociology was tied for 21st with Ohio State University and Johns Hopkins University, its psychology Ph.D. program was ranked 53rd (with its clinical psychology specialty ranked 20th) and the School of Education was ranked No. 49.
Frank Thompson, interim provost of Rockefeller College and dean of its Graduate School of Public Affairs, said the rankings were evidence of the College's excellence in a number of areas.
Frank Thompson
"They point out that we're one of the premier places in the nation, and indeed the world, in which to study public policy and management," he said. There are two major reasons for Rockefeller College's strong showing, he added.
First, Thompson said, the College has an "extraordinarily strong faculty that is committed to teaching, public service and research that can be applied to society's problems." Second, it has developed and nurtured excellent working relationships with government and nonprofit organizations in Albany. Sustaining those close partnerships, he said, will be a key to Rockefeller College's continuing excellence.
"Albany is one of the great laboratories for the study of government in this country, and Rockefeller College is at the center of that," Thompson said. "We have developed terrific relations with state and local government, the nonprofit sector and the business community, and that has allowed us to stay connected to the real world of public policy and management, achieving the right blend of theory and the practical."
Thompson said that one of the areas in which Rockefeller College has achieved distinction is student internships, not only in the state legislature, but also in the executive branch of government and the non-profit sector.
Rockefeller College has an enrollment of approximately 1,200 graduate students and 600 undergraduates and about 90 faculty members. The College is comprised of the School of Criminal Justice, Graduate School of Public Affairs, School of Information Science and Policy and the School of Social Welfare.
Cyril H. Knoblauch, interim dean of Albany's College of Arts and Sciences, said the sociology and psychology departments' rankings "were evidence that both were among the premier academic programs in the nation � a powerful reminder about one of the University's flagship departments."
James T. Fleming, dean of the School of Education, noted that the School's 49th ranking positioned it favorably among the nation's 191 schools of education. "We are one of the few universities of moderate size with a School of Education placing that high in these national standings," he said, adding that the quality of teaching and research by the 50 faculty members remains "extraordinarily high."
Evaluation Team Looks at UAS
By Vinny Reda
Last March at a University Auxiliary Services (UAS) board of directors meeting, student and administrative board members began an impromptu discussion on questions involving food quality and service on campus. Were there real problems, or just the usual complaints to be found at large institutions?
After some discussion, Leo Neveu, associate vice president for Finance and Business and the University�s Controller, made a suggestion: hire a consulting firm to come look, taste, interview and evaluate the dining experience at the University and report back to the board. Steven Schwab, then a sophomore student board representative, formally and enthusiastically proposed a resolution, which the board passed.
The first result began this month when a team from Marriott Consulting Services made its initial study of the existing on-campus food service over a four-day period.
"What they did on this first trip was to get an overview of the scope of the UAS operation � how the meals are provided, and where and when they�re provided," said Julia Filippone, director of the Office of Business Development. "This fact-finding will help them draw up an overview for us that will evaluate immediate concerns, as well as current attributes, and make written recommendations on meal plan options and pricing."
Filippone said the University wanted an immediate focus by Marriott on the meal plans because, if change is to be implemented by the next academic year, it will have to be instituted soon enough to be printed and sent out to incoming and returning students.
That time-line decision will largely be made this week, when the team returns, she said. "We will hold a series of discussions with them to discuss their initial recommendations and to see if it is feasible to implement changes by the next academic year � and, if so, at once, or by phasing them in."
Later this year, a far more extensive study, covering a six-week period, will be undertaken by the consulting firm. "All of UAS�s food operations � food service, fast-food shops � as well as check-cashing, the book store and other campus services � will be looked into thoroughly," said Filippone.
At that time, Marriott�s people will conduct random surveys and also utilize focus groups, involving students, faculty and staff.
"All of these efforts are designed to making the services on campus more customer-driven, although naturally within the parameters of fiscal constraints," said Filippone. "I think everyone agrees that UAS has to be an important partner in the quality of life on campus."
