New york State University (SUNY) is a university system in New York State. It has many branches.

Include State University of New York at Stony Brook, State University of New York at Buffalo and State University of New York at Albany.

history

New york State University was founded by Governor thomas dewey on 1948.

SUNY State University is one of the largest public higher education institutions in the United States. The school has 64 campuses with 370,000 students and more than 40,000 full-time teachers. The development course and management experience of such a large-scale school deserve our serious study.

First, the development of SUNY.

Before the 1940s, private higher education in new york was relatively strong, with 138 private colleges. The public higher education system is relatively weak in American states. There are no state-owned comprehensive universities in the state, but only 32 colleges, including ll Teachers College, 5 arts and sciences colleges, 6 agricultural technology colleges, 1 navigation college and 9 other types of colleges. These colleges are small in scale, and the state government has no clear educational objectives and development policies for these colleges.

After World War II, due to the development and changes of society, the original public higher education system has been far from adapting. New york State University was established with the approval of 1948 by the New York State Assembly. Its purpose is to ensure that taxpayers' money can be effectively used to establish a sufficient number of high-quality schools, and that as many students as possible can legally enter and afford universities.

SUNY's development has gone through the following process:

In the late 1940s, the original public schools were adjusted and merged. After the establishment of the new SUNY board of directors, 32 public colleges were merged into one system, and a series of adjustments were made to the original stalls, including the establishment of a four-year liberal arts college (C01KLOC-0/E8e), a professional college and a graduate school (S caution), the establishment of a research center, the merger of some neighboring colleges into universities, the curriculum adjustment and reform of normal colleges, and so on. Most importantly, the board of directors of 5UNY has made a master plan, which is to establish a community college within a certain distance of each community. The total number of students was initially 27,000.

In the 1960s, we expanded the autonomy of schools and further adjusted schools and colleges. In the early 1960s, under the viewpoint of "SUNY should be a whole", New York State further adjusted the relationship between the government and schools through legal means, and changed SUNY from the education department to the principal directly applying for funding from the governor. At the same time, it gives the principal greater management power. During this period, SUNY also made major adjustments to the layout of 17 school and established four university centers (or university branches, which can also be directly called universities); Tahe College which is about to expire 1 1 normal school; Merge some small Li Qing colleges and rename them; Some new community colleges have been established.

In the 1980s, a new round of internal adjustment was carried out to develop the connotation. In the early 1980s, the focus of SUNY's construction shifted from capital construction to how to establish a streamlined and efficient system, and adjust the tasks, settings and relationships of each campus in stages and batches, as well as the majors in the campus. The most important thing is to improve the annual budget planning network in the system. These adjustments have laid a solid foundation for 5UNY to become a unified large-scale public school system. During this period, the school began to pay attention to serving the national industry and commerce, strengthen scientific research, explore international cooperation, and recruit more minority students.

In the 1990s, we made great efforts to build a high-level school. 1995, SUNY's board of directors presented a report entitled "Rethinking SUNY". Among them, the most important thing is to continue to maintain the high-quality education standards that SUNY has always adhered to in the limited resources, strengthen the independent management right of each campus, and improve the administrative efficiency of SUNY system.

After decades of gradual development, SUNY has formed its current scale and system. Among the existing 64 campuses, 29 are managed by the state, 30 community colleges and 5 colleges established in private universities. SUNY's current president proudly said: "In New York State, there is at least one state university campus for local students every 50 miles."

Second, the main characteristics of SUNY management relationship

As an American university, SUNY's specific management style on a certain campus is no different from other schools. However, as a huge university system, its management relationship has its own characteristics. The relationship among states, ordinary schools and campuses. On the surface, the state government does not directly manage the university, but it can control and influence SUNY well. There are two main channels: first, the governor holds the right to allocate funds and appoint members of the school board and principals; Second, the ruling party expounded its education policy through the Governor and Parliament.

The management relationship between SUNY General School and 64 campuses is basically divided into three categories: the first category is 29 public colleges and universities, with only the board of directors and no board of directors, and the general school is much more in charge; The second category is five public colleges (or "contract colleges") built in private universities, which are managed by the general school and its affiliated universities; The third category is 30 community colleges, which have their own boards of directors, and the general schools are less in charge; The different sources of funds of the three types of schools are the main reasons for the formation of management relations.

Composition and management of funding sources of SUNY three types of schools. SUNY's total annual funding is about 4.7 billion dollars, of which the state government provides about161800 million yuan. Taking the annual budget 1995 as an example, the funding sources of various schools are as follows:

The state manages 29 colleges and universities: 43% is funded by the state government, 65,438+09% is tuition and other income, 65,438+06% is hospital and outpatient income, 65,438+03% is scientific research funds of the federal government and other institutions, and 9% is accommodation and other miscellaneous income. All the funds of the state government are distributed through SUNY ordinary schools.

30 community colleges: state tax allocation accounts for 365,438+0%, community funding accounts for 25%, tuition accounts for 28%, and federal and other funds account for 65,438+06%. State taxes are distributed directly through the State Appropriations Committee.

5 "contract college": the state government only allocates the students' head fees, and other funds come from private universities and tuition fees, but the college can enjoy other public resources of private universities according to the contract.

The board of directors is the leading body of the school. The board of directors of SUNY General School is composed of 16 people, of whom 15 people are appointed by the governor with the consent of the state legislature, and their personal term of office is seven years; 1 is a student representative with a term of one year. The chairman and vice-chairman of the board of directors are appointed by the governor. The main functions and powers of the board of directors are: to allocate the annual budget of each campus; Approve the president of the general school, report to the governor for appointment, appoint the vice president, assistant to the president, and the presidents of 29 public campuses; Formulate relevant policies and regulations according to law; Decide on infrastructure and important procurement projects. The board of directors meets once a month and submits an annual report to the governor and state legislature every year. Directors should also visit schools frequently.

Management of ordinary schools. The headmaster is responsible to the board of directors and is the executor of the board's decisions. In daily management, the headmaster still bears great responsibility in formulating policies and raising funds and personnel.

The general school department has about 200 staff members. The main institutions are the principal's office, the provost's office, the finance office, the infrastructure investment office and the information center. The most important of these are the provost and the finance office, which are responsible for academic development planning, policy, evaluation and budget allocation respectively.

Most of the staff of the general school are engaged in planning, situation analysis and policy formulation, so as to propose solutions to various problems to the governor or parliament through the general school.

Third, some analysis of SUNY.

SUNY has a large scale and a short history, but after 50 years of construction, it has made great achievements. Its advantages are mainly reflected in:

1. The large capacity of the school has created many opportunities for reading. Due to the reasonable school layout and low-fee policy, it has attracted a large number of students and trained a large number of talents, which has made great contributions to the social development of New York State.

2. The disciplines are complete and the comprehensive strength is constantly enhanced. Due to the large scale of the school, 5UNY*** offers 5000 courses, which can fully meet the needs of society. At the same time, due to years of internal adjustment and talent accumulation, four "leading" schools with high teaching and research level, such as Stony Brook University, Buffalo University, Albany University and Binghamton University, have been formed, which has promoted the perfection of the whole system. 1999 three of the four "top universities" rank among the top 50 public universities in the United States. Due to effective planning and mutual influence, most of the 30 community colleges are rated as community colleges with good environment in the United States.

3. Conducive to the adjustment and enjoyment of resources. Take teaching and scientific research as an example: junior students in community colleges can directly transfer to other schools in SUNY to study for a bachelor's degree; Teachers can teach across schools, and students can choose courses across schools; Schools * * * develop teaching management software to standardize management and reduce costs; Make full use of the "Research Foun-Foundation", which has a loose relationship with schools, and adjust the research direction, planning and funding allocation of schools to avoid duplication; In addition, the school also purchases teaching equipment for all schools to reduce prices and save money.

4. Form a relatively benign self-circulation. Due to the large number and scale of campuses, most campuses have formed a self-centered community environment. The public facilities and logistics system of the school are socialized, but the property right still belongs to the school, and the income belongs to the school. In particular, the level and popularity of the four major medical centers are very high, which has created considerable economic benefits for the school.

Main problems and improvement measures of SUNY;

1. There are different views on SUNY mode. For example, some senior managers and professors in Buffalo Campus believe that the unified and huge university system still restricts the flexibility of running schools to some extent. If you want to set up a major, you must report it to the general school and the state education bureau. The complicated procedures and lengthy time are extremely inconsistent with the rapid development trend of world economy and science and technology.

2. Administrative efficiency needs to be further improved. Over the years, SUNY's internal management system has been criticized as bureaucratic and inefficient. To this end, the school put forward measures such as streamlining the organization, expanding the management power of each campus, and redesigning the management process. At present, SUNY's headquarters has been reduced from 500 to more than 200; A new "technical plan for system management" is being formulated.

3. Reduce dependence on state funds and improve resource utilization. In order to cope with the increasingly tight public budget of the state government, SUNY requires schools to expand cooperation with enterprises and increase funding sources. In the future, the fees for undergraduates will be raised. In terms of resources, the school is still studying and developing distance teaching to reduce costs and improve teaching quality.