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Facilities Management


  • TJ Barber, MCC
  • Tom Burkholder, CCSU
  • Martin Charette, QVCC
  • Sharon Pronovost, NWCC
  • Jeff Schlicht, WCSU
  • Tom Struble, SCSU
  • Jim Troup, NVCC
  • Keith Epstein, System Office Team Lead; 860-723-0061

Meeting Notes

Financial Aid Processing


  • Sandra Barnes, HCC
  • Rich Bishop, CCSU
  • Ralph Brasure, COSC
  • Greg DeSantis, HCC
  • Luis Guaman, NCC
  • Peter Harris, MCC
  • Jennifer Horner, ECSU
  • Margaret Malaspina, CCC
  • Noel Rosamilio, NVCC
  • Elena G. Schmitt, SCSU
  • John Shafer, MXCC
  • Melissa Stephens, WCSU
  • Sandra Vitale, TXCC
  • Steve McDowell, System Office Team Lead; 860-723-0622

Meeting Notes

Meeting Notes

Fiscal Affairs


  • Erika Steiner, System Office Team Lead; 860-723-0251
  • Brenda Whalen, CSCU
  • Mike Rooke, NWCC
  • Terry O'Brien, ECSU
  • Mark Rozewski, SCSU

Meeting Notes

May 24, 2017 (pdf)
June 29, 2017 (pdf)

Fiscal Affairs Sub Teams

Budget and Planning Group

  • Lisa Bigelow, President SUOAF Chapter CCSU
  • Regina Ferrante, Director of Finance Manchester CC
  • Jill McDowell, Director of Finance Gateway CC
  • Pam Mikaelian, Associate Director of Budget & Planning SO
  • Carrie McGee-Yurof, Director of Finance Norwalk CC
  • Melentina Pusztay, Director of Budget & Planning SO
  • Jared Ragusett, Ph.D., Assistant Professor of Economics CCSU


  • Brodeur, Tom - CCSU Purchasing Manager
  • Casamento, Charlene - CCSU Chief Financial Officer
  • Claffey, George - COSC Chief Information Officer
  • Forster, Chris - System Office Controller
  • Kelly, Jim - TRCC Fiscal Administrative Officer
  • Lundberg, Alessandra - QVCC Director of Finance & Administrative Svc.
  • Orlomoski, Robin - NWCC Fiscal Administrative Officer
  • Shea-Luzik, Cynthia - SCSU Manager - Procurement Services
  • Steiner, Erika - CSCU Chief Financial Officer

General Accounting

  • Michael Moriarty - Chief Financial Officer, Charter Oak State College
  • Gayle O'Neil - Director of Finance, Three Rivers Community College
  • Lisa Palen - Director of Finance, Naugatuck Valley Community College
  • Brian Wood - Director of Accounting, Central Connecticut State University

AP/AR/Banner Support/Expense Management

  • Chris Forster - Sub Team Lead - CSCU- Controller
  • Paul Creech - CCC - Department Chair Health Careers & Public Safety
  • Jody Dear - CSCU - Associate Director for Business Services
  • Kim Dragan - NWCC - Director of Financial & Administrative Services
  • Kyle Frant - CSCU - Financial Services
  • Jennifer Gray - ASCC - Director of Financial & Administrative Services
  • Madeline Santiago - CCC - Bursar


  • Jim Howarth - Sub Team Lead - ECSU - VP for Finance and Administration
  • Beata Winiarski - CCC Assistant Director of HR/Payroll
  • Carmen Yiamouyiannis - CCC Professor - Science
  • D'Lon Wilcox - CCSU Fiscal Administrative Assistant
  • Joanne Callahan - CCSU Assistant Director of Human Resources
  • George Whiting - ECSU Payroll Coordinator
  • Donna Gibson - MCC Operations Coordinator
  • Peggy Hayes - NWCC Payroll Officer
  • Yolanda Crowder - NVCC Payroll Clerk
  • Anthony Mitta - TRCC Assistant Director of Human Resources for Payroll and Contract Administration

Contracts & Sourcing

  • Sandra Bispham-Haywood, Director of Contracts, Procurement and Purchasing
  • Carrie Benyei, CCC Associate Fiscal Administrative Officer
  • Mark Case, WCSU Director of Administrative Services
  • Doug Ginsberg, CSCU Associate for Contract Compliance and Procurement
  • Steve Gorman, CSCU IT Contracts & Compliance Officer
  • Sharon Kromas, CSCU Associate for Contract Compliance and Procurement
  • Rick Piotrowski, CSCU Manager of Contract Compliance and Procurement Services
  • Mark Case, WCCU, Contracts
  • Carrie Benyei, CCC, Contract

Human Resources


  • Jay Brower, WCSU
  • Kim Carolina, NVCC
  • Fred Cratty, WCSU
  • Gregg Crerar, SCSU
  • Angelo Glaviano, MxCC
  • Brian Kauffman, QVCC
  • Diane Mazza, SCSU
  • Eddie Miranda, MCC
  • Anastasia Pych, MxCC
  • Steve Weinberger, System Office Team Lead; 860-723-0252

Meeting Notes

Information Technology


  • Lois Aime, NCC
  • Lynn Bonesio-Peterson, CCSU
  • Jarrod Borek, QVCC
  • Garry Bozylinski, ECSU
  • George Claffey, COSC
  • Diane Clokey, ACC
  • Larry Davenport, TRCC
  • Jon Derman, CSCU System Office
  • Jeremy Espeseth, QVCC
  • Roger Ferraro, CCC
  • Barry Grant, MCC
  • William Lugo, ECSU
  • Larry Salay, GCC
  • Annie Scott, MxCC
  • Joe Tolisano, System Office Team Lead; 860-723-0125

Meeting Notes

Institutional Research


  • Sue Anderson, NVCC
  • Michael Ben-Avie, SCSU
  • Caitlin Boger-Hawkins, NWCC
  • Mike Broderick, COSC
  • Paula Bunce, CCSU
  • Yvonne Kochera-Kirby, CCSU
  • Mark Lynch, GCC
  • Qing Mack, ACC
  • David Nielsen, MCC
  • Laura Qin, TRCC
  • David Pettigrew, SCSU
  • Jenny Wang, CCC
  • William Gammell, System Office Team Lead; 860-723-0054

Meeting Notes

Students First Steering Committee


  • President Mark Ojakian, CSCU
  • President Joe Bertolino, SCSU
  • President Zulma Toro, CCSU
  • President Jim Lombella, ACC
  • President Paul Broadie, HCC
  • Holly Palmer, BOR Student Advisory Committee Chair
  • Dan Barrett, WCSU, Faculty Senate Chair
  • Michael Buccilli, GCC, Director of Counseling and Student Services

Community College Consolidation Committee


  • President Michael Rooke, NWCC Committee Chair
  • President Cathryn Addy, TXCC
  • President Paul Broadie, HCC
  • President Daisy Cocco De Filippis, NVCC
  • President Carlee Drummer, QVCC
  • President Gena Glickman, MCC
  • President Mary Ellen Jukoski, TRCC
  • President Dorsey Kendrick, GCC
  • President David Levinson, NCC
  • President Jim Lombella, ACC
  • President Wilfredo Nieves, CCC
  • President Anna Wasescha, MXCC

Community College Consolidation Subcommittee


  • President Michael Rooke, NWCC Committee Chair
  • President Mary Ellen Jukoski, TRCC
  • President David Levinson, NCC
  • Vicki Bozzuto, GCC
  • Gennaro DeAngelis, ACC
  • Rose Ellis, HCC
  • Duncan Harris, MCC
  • Steve Minkler, MXCC
  • Alfred Williams, QVCC
The overall guiding principle has been keeping Students First; meaning that students are at the center of any proposed strategies; that teaching, learning and high quality academic programs are prioritized; and that student support services are preserved and enhanced.
Local autonomy is critical but must be balanced with the opportunity to leverage system-wide decision-making that can lead to savings, economies of scale, efficiencies and improved services for students. Each campus will have a leader responsible for the important work of making community connections, fundraising and daily operations.
The system office is in regular communication with NEASC, which has offered its guidance and support throughout this process. A team of college presidents, college academic, student and administrative deans and system office staff is working with NEASC to make sure that the final model addresses all the standards. Additionally, they will review how any changes may impact program accreditations in order to preserve the system's strong academic offerings.
CSCU does not determine how much the state allocates to each of the three constituent groups: Connecticut Community Colleges (CCC), Connecticut State Universities (CSU), and Charter Oak State College (COSC). CSCU is legally prohibited from moving funds among these groups. The CSCU System Office, which advocates for all institutions, has argued for years that the colleges need more funding, but the State has been unable to provide additional support. The CCCs and CSUs receive approximately the same amount of state funding, and the FTE enrollments for each are relatively close. For the community colleges, including fringe benefits, the state allocation amounts to 60% of their funding versus 40% for the universities; as a result, cost savings will need to make up for the loss of a greater proportion of the community colleges' revenue.
The targets are based on the costs attributed to non-teaching wages and fringe benefits. The System Office made high-level estimates about opportunities for efficiencies, improved contracting rates, increased revenue, and potential workforce reductions to be realized through consolidation. The administrative consolidation savings represent 5-20% in cuts to the administrative areas. The community college consolidation assumed significant reductions in leadership and (non-academic) management and fiscal affairs (65-80%) and cuts of 10-15% in other non-academic areas.
The savings target as currently set is $41M ($13M administrative consolidation + $28M community college consolidation). Although not all of these savings are expected to be generated from a reduction in workforce (e.g. the purchasing consolidation is expected to result in better purchasing power and therefore lower costs) the majority would be personnel related. President Ojakian has stated that he is expecting retirements and general attrition to account for much of this reduction, with layoffs as a last resort. However if $40M in savings is to come from personnel, we estimate about $100,000 per person, including wages and fringe benefits, or a reduction of about 400 employees.
Student facing includes all teaching faculty, advisors, counselors, registrars, admissions and financial aid personnel, bursars, etc. Non-student facing includes certain finance, human resources, facilities, and information technology positions (non-instructional). In this case, consolidating the function(s) should not impair the student experience, student support, or quality of education. Which positions will be on campus and which will be consolidated has not yet been decided, and each planning team will put forward their recommendations on the best structure for sustainability.
The majority of system office costs are for services that are shared among the colleges and universities; duplicating these services on the campuses increases costs. For example, over 50% of total system office expenses are for Information Technology, which runs the operations throughout the system, such as Banner, Blackboard, etc. Staff in the Finance and Academic Affairs Departments at the System Office support the Banner System for the community colleges, so there is no need for such staff at all 12 campuses. The majority of these staff members are in collective bargaining units. Shared services are expected to grow as a result of the consolidations, but that does not mean more staff will be at the System Office. Some functions may be best performed in a co-located approach but housed on one of the campuses rather than in Hartford.
Increasing revenue is critical and will require work with local, state and federal funders as well as continued and expanded partnerships with employers. CSCU currently benefits from significant campus investments by business and industry, particularly in key areas such as manufacturing, nursing and other technical fields. In addition, each campus and particularly their students are the recipients of significant support from their foundations and local community foundations that support local educational initiatives. These efforts must continue and be expanded but the onus on the system is to find a way to sustain itself on the state allocation and tuition revenue so that those resources can continue to support students through scholarships and promote program innovations.

In order to design and implement these strategies, a broad group of stakeholders will be engaged through a planning process commencing in May 2017 with the goal of initial implementation by July 1, 2018, and full implementation by July 1, 2019.

Six administrative teams have been established with representation of staff and faculty from the 17 campuses as well as System Office leaders. These teams include: Information Technology, Human Resources, Fiscal Affairs, Financial Aid Processing, Institutional Research and Assessment, and Facilities Management. The charge to each team is to identify a sustainable structure for providing these services to the campuses while leveraging and optimizing both human and financial resources. Recommendations will be made to a system-wide Steering Committee led by President Ojakian and composed of representation from the university and college presidents, faculty, staff and students.

In addition to the six administrative teams, a community college consolidation team, led by President Michael Rooke, has been formed of the twelve community college presidents to propose a new structure under one centrally managed college. A subcommittee of the presidents and deans of administration and academic and student affairs will fine tune the model to ensure that it meets the needs of individual campuses, as well as those of NEASC and other professional program accrediting bodies. The recommendations of the committee will be made to President Ojakian after an opportunity for public comment both by individuals within the system and the leadership bodies from the collective bargaining and constituent units. The final recommendations from the Steering Committee and the community college consolidation team will be brought by President Ojakian to the Board of Regents for review and approval.

Dear CSCU Community,

Since becoming President, it has become clear to me and our Board of Regents that the current structure of our system is not viable in the long term. In 2011, our system was consolidated to leverage our collective talent and ensure the continued access, affordability, and student success that our institutions deliver. For a variety of reasons, we have not realized the power that comes with developing a system in which interrelated and interdependent entities come together around a common goal.  I believe the time is now to fully embrace the potential of our system.

Over the last several years because Connecticut is facing serious fiscal difficulties, our state funding has declined by 12.4%. Forty one percent (41%) of our total revenue comes from state appropriations which for the community colleges is 60% of their overall funding. We are facing at least a $35 million decrease for the next fiscal year and that assumes $700 million in from labor savings.  These reductions follow successive years of budget cuts, rescissions, lapses, and holdbacks that have eaten away at the state revenues that fund our institutional missions.

Every year the leadership at our schools has struggled to balance their individual budgets. Our institutions have few areas to trim expenses given that 80% of our total spending is dedicated to personnel costs and 95% of our fulltime staff is represented by bargaining units.   It has become abundantly clear that our operational costs are outpacing our revenues creating a true structural deficit. 

Cutting costs has helped the system to address immediate budget shortfalls but these strategies will not lead to long-term sustainability. Further, these cuts have reduced student services that they need to succeed.  We have asked students to bear a portion of the cost of their education through tuition and fee increases, but we cannot charge them the double digit increases required to balance the budget without compromising affordability. 

So today, we find ourselves facing enormous challenges.  For these reasons, I was charged by the Board of Regents to develop a management plan to put our system on a predictable and sustainable path for the future. Now is the time to make tough decisions that will involve difficult choices and change is always hard. We need to look at our organization and determine how it can be reconfigured to ensure that resources are focused on teaching and learning and we're putting our students first. 

We have to ask ourselves, are we really serving our students well if we continue to make cuts each year? Does it really make sense to continue "business as usual" and risk the high quality learning our students expect and deserve? Aren't we doing a disservice to our state if we don't preserve academic excellence and prepare our students for the competitive workforce that awaits them? How can we improve graduation and retention rates if we aren't spending vital resources on student services?

The overall guiding principle in our deliberations has been keeping Students First; meaning that students are at the center of any proposed strategies; that teaching, learning and high quality academic programs are prioritized; and that student support services are preserved and enhanced. We cannot balance our budget on the backs of our students nor can we continue incremental cost cutting that only limits our long term success.

Therefore, I am recommending to the Board two strategies for immediate implementation. The first is an administrative consolidation across all institutions and system office of non-student facing/administrative personnel.   I am proposing integrating operations such as IT, Human Resources, Purchasing and Contracts, Facilities and other "back office" functions. The target savings of this recommended strategy is approximately $13 million. This will eliminate redundancies across our campuses, leverage the expertise of our talented staff, and allow better coordination and consistency of non-student facing activities.

This integration starts with pooling the talent currently spread across our institutions statewide both virtually and on campuses. For instance, institutional research which provides analysis of both individual campus and aggregate system trends will benefit from tapping into the expertise of staff system wide rather than limiting their focus to individual campuses. In human resources, staff can be pooled not just to provide daily support on our campuses but to share their expertise in labor relations, hiring and promotion and disciplinary actions with their sister institutions.  A restructured system office can coordinate functions centrally while administrative staff will conduct daily campus activities.

Secondly, I am proposing an operational consolidation of our 12 community colleges into one that is centrally managed and maintains the unique mission, geographic locations and local community connections. This will require a phased in approach for the consolidation of leadership and management. The savings target for this recommendation is approximately $28 million.  This strategy calls for the significant reduction of campus leadership and management in addition to the administrative consolidation called for in the first recommendation.   

What I am proposing to you today is the first step towards a sustainable path forward. To be clear, reductions in faculty and student-facing functions such as advisors are not included in either of these strategies.  And when resources are saved through these proposed strategies, we can reinvest them in faculty and staff who facilitate student engagement and success. 

As I have said repeatedly, all options have been on the table. We examined the closing of community college campuses and the operational consolidation of our universities. We looked at regional consolidation of the universities and colleges and elimination of system office. Those options did not meet our guiding principles, were not feasible for long-term growth, or were potentially more costly.

That said I want to be very clear. We are currently operating on the assumption that for the next fiscal year we will have a decrease in state funding of at least $35 million. If however, there is no SEBAC agreement and our deficit increases, we will have to revisit and possibly adopt those strategies.

Though I am not proposing the consolidation of our universities and colleges, I want us to look for potential regional partnerships between our universities and our colleges. Are there ways they can collaborate on academic programming or student engagement?  I want us to look at ways to leverage our online institution, Charter Oak and see if there are ways to better serve our students. 

In order to move forward with these options, I will create implementation teams for specific areas. Building a sustainable organizational model will be a monumental task, but a critical one for our system's future. These are difficult decisions, where absolutely nothing was taken lightly. But I truly believe we have a responsibility to our students and our talented staff to preserve the high quality learning environment that is unique to our institutions. Doing nothing is not an option. Our system as it is will not survive. Our institutions deserve the opportunity to grow and be even greater than they are today but with a stable sustainable future.

I want to personally thank all of our CSCU students and their families for investing in their education and our system. Now it is our turn to directly address our challenges and position our system for a stable future. By doing so, we can continue to provide affordable, innovative and rigorous programs and services that allow our students to achieve their personal and career goals and continue providing the educational experiences they deserve.

Mark E. Ojakian

May 17, 2017

Dear CSCU Community,

The Students First planning process is now underway! The administrative consolidation planning teams will begin their work immediately and I look forward to engaging in their discussions throughout the summer.

The six administrative teams have been assembled with representatives selected by the collective bargaining units and constituent unit leadership groups as well as faculty and staff volunteers and subject matter experts from the campuses and System Office. We anticipate additional individuals may be added to the teams as the work progresses to add expertise. The charge to each team is to identify a sustainable structure for providing these services to the campuses while leveraging and optimizing both human and financial resources.

In addition to the six administrative teams, a community college consolidation team, led by President Michael Rooke from Northwestern Community College and comprised of the twelve community college presidents has been formed to propose a new structure under one centrally managed college. A subcommittee of the presidents and deans of administration and academic and student affairs will fine tune the model to ensure it both meets the needs of individual campuses as well as NEASC and other professional program accrediting bodies.

I am happy to share the webpage that we've created to house the information on the planning process. You will find the listing of the administrative planning team members as well as members of the Steering Committee, Community College Consolidation committee and subcommittee. I am working with the Student Advisory Committee to identify students to participate in this effort as well.

As the teams conduct their work, notes from their meetings will be posted to the site as well as all messages I send out about the process. You will also find a FAQ on this page and links to videos from some of the town hall meetings.

Though the teams couldn't accommodate all who were interested, I want to thank all of you who volunteered and I continue to welcome your thoughts and ideas by email to Additionally I will provide an opportunity for system-wide feedback on the draft recommendations before they are presented to the Board of Regents so that all who are interested can weigh in their suggestions and concerns.

Again thank you all for your engagement in this process. I am confident together we can keep students first.

Past Letters

Dear CSCU community,

I want to thank all of you who participated in our campus town hall meetings. It was a great opportunity to hear about your concerns and to continue to learn about the vital role that our institutions play both with our students and in our communities. I appreciate your questions, candor and offers of assistance. In the next week you will receive a Frequently Asked Questions (FAQ) document to share responses to your many questions as well as an update on the membership of the planning teams and the timeline for getting the work started.

Again, thank you for welcoming me to your campuses. I encourage you to continue sending you good ideas to this address. I am confident that together we can move our system forward.

Mark E. Ojakian

Dear CSCU community,

I am writing today to provide a brief update on the Students First planning process. We are busy forming teams in six key areas to design and implement the administrative consolidation strategy. Many of you have reached out to volunteer and the Community College Governance Assembly and labor unions representing the community colleges, SUOAF and the CSU Faculty Leadership Group are identifying representatives to serve in addition to subject matter experts from the campuses and system office. We will make an announcement on the teams in early May after all the recommendations have been received.

In addition, I mentioned that I would be forming a Steering Committee to join me in reviewing all recommendations and savings projections from the teams. I am pleased to report that the following individuals have agreed to serve on the Steering Committee:

  • President Joe Bertolino, Southern CT State University
  • President Zulma Toro, Central CT State University
  • President Jim Lombella, Asnuntuck Community College
  • President Paul Broadie, Housatonic Community College
  • Holly Palmer, BOR Student Advisory Committee Chair
  • Dan Barrett, Western CT State University, Faculty Senate Chair
  • Michael Buccilli, Gateway Community College, Director of Counseling and Student Services

Lastly, I am pleased to announce that President Mike Rooke has agreed to lead the effort on the community college consolidation strategy working closely with the presidents and management of the colleges. That work is getting underway as we speak and there will be future opportunities for campus community feedback into that planning process as well.

I hope to see many of you at the upcoming Town Halls. The input we've received from the 6 sessions held to date has been very helpful and we look forward to hearing your ideas about how to make our system the best it can be.


Dear CSCU Community,

Last week I recommended to the Board of Regents two management strategies to help address our system's fiscal challenges. One strategy is consolidation of administrative functions and the other is an organizational consolidation for our community colleges. The Board approved both strategies along with the savings target for each. These strategies are intended to deal with our structural deficit which only increases in the next few years and threatens the affordability and accessibility of our institutions.

As I've learned from my first Town Hall meetings, there is significant uncertainty and some confusion about the strategies. So first, I would like to provide some clarification. The consolidation will integrate administrative, not instructional or student support, functions across all institutions as well as the system office to eliminate redundancies and ultimately run more efficiently. The target savings of this recommended strategy is approximately $13 million. The second approved strategy is an operational consolidation of leadership and management of our 12 community colleges. The savings target for this recommendation is approximately $28 million. To be clear, reductions in faculty and staff that directly serve students are not included in either of these strategies and no campuses or student support or academic programs are being closed.

I believe these strategies support our common goal of providing our students with the high quality learning experience they need and deserve. It is a critical step to putting our system on a sustainable and predictable path forward and ultimately enhances teaching, learning and the high quality academic programs we provide our students.

Now our attention turns to the important work of finalizing the design of "Students First" and initiating its implementation. To move forward with these strategies, I am establishing implementation teams for specific administrative areas: Fiscal Affairs, Facilities, Human Resources, Information Technology, Institutional Research, and Financial Aid Processing. Shortly I will be announcing the creation of a separate implementation team to address the community college management consolidation.

Each team will be led by a system office manager in the selected functional area with teams made up of subject matter experts from the campuses. In addition, members, either elected or nominated representing the faculty, professional staff and other campus employees, will be invited to participate.

The teams will be charged to assess the current organizational structure, inventory campus activities, ascertain staff skills available through the system, identify technology supports needed to facilitate streamlining of processes, and document opportunities to integrate functions. I will establish a Steering Committee representing college and university presidents to join me in reviewing all recommendations and savings projections from the teams.

The process for each implementation team will be shared on this website including:

  • written documents that include the charge, meeting procedures, and schedule,
  • list of members,
  • meeting times, dates and locations, and;
  • meeting minutes.

Individuals are encouraged to provide their suggestions to Your input as CSCU community members will be critical to designing this plan and helping to move the system forward.

The work of each team will start immediately with members identified and recommended to my office and meetings starting in April. An implementation framework and timeline will be presented to the Board of Regents by their June meeting so we will be working as quickly as possible to get each team established.

As I said in my open letter to the CSCU community last week, building a sustainable organizational model will be a monumental task, but a critical one for our system's future. But we must act now in order to thrive in the future.

Thank you in advance for your hard work and support. Together we can give our institutions the opportunity to grow and be even greater than they are today with a stable financial future.


Mark E. Ojakian Signature
Mark E. Ojakian
Asnuntuck CC Tuesday, April 18
Capital CC Friday, May 5 Watch Online
Central CSU Tuesday, April 25
Charter Oak SC Monday, May 1 Watch Online
Eastern CSU Thursday, April 27
Gateway CC Wednesday, April 19 Watch Online
Housatonic CC Thursday, May 4 Watch Online
Manchester CC Thursday, April 13 Watch Online
Middlesex CC Monday, May 8 Watch Online
Naugatuck Valley CC Monday, April 24
Northwestern CT CC Tuesday, May 2 Watch Online
Norwalk CC Monday, April 17 Watch Online
Quinebaug Valley CC Wednesday, April 26 Watch Online
Southern CSU Wednesday, April 19
Three Rivers CC Wednesday, April 26 Watch Online
Tunxis CC Tuesday, April 11 Watch Online
Western CSU Thursday, April 20

Administrative Consolidation - System Wide

Objective: A single administrative infrastructure to eliminate redundant functions system wide and provide shared services to all universities and colleges

  • Consolidate "back office" functions such as purchasing, human resources, information technology, and facilities for the universities, colleges and system office
  • Reduce number of non-student facing personnel
  • Leverage subject matter expertise across system
  • Savings target approximately $13M of total administrative costs (4% cut)
Requires 1-2 years for implementation and realization of target savings; some implementation costs will be incurred

Organizational Consolidation - Community Colleges

Objective: One centrally managed college with campuses statewide

  • Phased in consolidation of leadership and management
  • Retains unique mission of colleges and local community connections
  • Savings target approximately $28M (20% cut)
  • Requires 1-2 years for implementation and realization of target savings; some implementation costs will be incurred
  • Similar initiatives across the country