{"id":45,"date":"2023-09-12T21:18:55","date_gmt":"2023-09-12T21:18:55","guid":{"rendered":"https:\/\/community.macaulay.cuny.edu\/report\/home\/"},"modified":"2025-10-10T18:50:47","modified_gmt":"2025-10-10T18:50:47","slug":"investing-in-honors-2022-2023","status":"publish","type":"page","link":"https:\/\/community.macaulay.cuny.edu\/report\/investing-in-honors-2022-2023\/","title":{"rendered":"Investing in Honors: 2022-2023"},"content":{"rendered":"\t\t
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Investing in Honors<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Macaulay HONORS COLLEGE <\/p>

2022-2023<\/p>\n

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A MESSAGE FROM THE DEAN<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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As my first academic year as Dean comes to a close, I am happy to report that we have begun to move the college toward a vision for New York\u2019s Honors College. 2022\u20132023 has been a year of accomplishments and beginnings. A new leadership team is taking shape at the college and many high-impact initiatives have been funded and are launching or will be launching in the new year. As we begin the last phase of implementation of the Macaulay Strategic Plan 2020\u20132025, we look both backward at our accomplishments and forward to a bold vision for the next chapter of the college\u2019s history. CUNY has unveiled its new strategic plan, CUNY Lifting New York, which dovetails with the Macaulay\u2019s values, and brings even clearer focus to our continuing work to promote the four pillars of the existing plan: academic excellence, student success, community, and institutional and operational effectiveness.<\/p>

Underpinning our work is the organizational and operational health of Macaulay, and three related themes needing immediate attention: 1) strengthening the college\u2019s leadership structures, 2) developing external partnerships and securing funding for strategic initiatives, and 3) diversifying the college\u2019s revenue streams. These tie together much of what we have accomplished this year and lay the groundwork for continued success in the coming year.<\/p>

First, we have taken several steps to strengthen the college\u2019s leadership structure to sharpen our focus on achieving college and university\u2019s strategic goals, facilitate inclusion and belonging, and improve transparency across the consortium. With 14 members on the previous Macaulay Dean\u2019s cabinet, most of whom were HEO Directors and Associate Directors, building a Senior Leadership Team<\/strong> composed of divisional leaders was of utmost importance. With three new Associate Deans joining the college in 2023, Macaulay will be organized into four administrative divisions: Academic Affairs, Student Success and Equity, Advancement and Communications, and Finance and Administration. The Associate Deans will provide leadership and strategic direction to their divisions, and are expected to pursue resources and realign divisional priorities. We have also created the Dean\u2019s Advisory Council <\/strong>which will bring together, for the first time, representatives of important constituencies across the consortium, including campus Honors Directors, Macaulay Academic Advisors, students from the Scholars Council, faculty, and directors and managers at Macaulay central. The decision to create this structure was, in part, a response to the results of a Staff Survey administered in 2019 that indicated that staff were unclear about who had direct access to information and about the logic behind the composition of the Cabinet.<\/p>

Second, we secured $6.2 million in funding from external partners for programmatic initiatives to advance the college\u2019s strategic goals. These focus on expanding access to honors education, graduate school, and career pathways for low-income and underrepresented students; community wellness and resilience; and inclusion and belonging. These new program initiatives infuse the college with much-needed new resources, lift staff morale, improve the overall health of the organization, and expand access for additional cohorts of high achieving students.<\/strong><\/p>

Third, we have made significant strides in diversifying our revenue streams. In addition to these philanthropic gifts, we have secured grants from City Council and the Manhattan Borough President\u2019s Office, ramped up our space rental with local entities such as ABC Studios and New Plaza Cinema, bringing our total non-tax levy revenue for the year to more than $8 million.<\/strong><\/p>

With new leadership in place and an infusion of programmatic resources, we are poised to begin a dialogue in the community around Renewing the Macaulay Vision, reaffirming Macaulay\u2019s role as New York\u2019s public honors college, educating in and for the public interest and serving as a launchpad for new generations of New York\u2019s leaders.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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At the heart of Macaulay\u2019s mission lies the creation of outstanding learning experiences, in and out of the classroom, that cross the lines between disciplines, inspire students to think broadly, and prepare them to be leaders and changemakers in their chosen fields. New programs, as well as Macaulay\u2019s signature Opportunities Fund, support students for whom cost might be a barrier to taking advantage of important experiential learning opportunities.\u00a0<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t

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FOCUSING ON STUDENT LEARNING<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Joining the college\u2019s leadership this year is Dr. Roblin Meeks, who\u00a0has an impressively rich, twenty-year record of progressive academic, administrative, and leadership experience in\u00a0diverse higher education settings, including previous executive leadership appointments at two CUNY colleges.\u00a0<\/p>

Over the course of his career, he has built a record of achievements in the design, development, and implementation of a wide variety of academic programs serving undergraduate and graduate students, adults, and professionals, accomplished through careful attention to the needs of the populations he has served. He has a pragmatic data-driven approach to administration and a clear vision of the power of higher education, especially public higher education, to have a positive, transformative impact on students and their communities.\u00a0<\/p>

Under the leadership of Dr. Meeks, Academic Affairs will renew its focus on student learning and academic success\u2014or as he puts it \u201cthe school part of the school.\u201d He will oversee the transition of Academic Advising into Academic Affairs including the creation of a new Director of Academic Advising position. He will also be responsible for the implementation of several of our new strategic initiatives, notably the Gray STEM Scholars and Friedman Transfer Scholars programs.\u00a0<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Preparing Students for STEM Careers and Graduate School<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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With an investment of $1.86 million over 5 years from the Gray Foundation<\/b>, Macaulay will develop a STEM research mentoring program to improve success in graduate school, particularly for low income, first generation, and underrepresented students in graduate and medical school. This project, inspired by the successful\u00a0Meyerhoff Scholars<\/a>\u00a0developed at University of Maryland \u2013 Baltimore County (UMBC), will also uniquely introduce as program partners John Jay College\u2019s successful\u00a0PRISM<\/a>\u00a0Undergraduate Research Program and\u00a0Mount Sinai Institute for Health Equity Research<\/a>\u00a0to Macaulay.\u00a0Learn more about the Gray STEM Scholars program.<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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SUPPORTING STUDY ABROAD AND EXPERIENTIAL LEARNING\u200b<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Study Abroad and Study Away came roaring back this year with 156 students traveling to 26 different countries on 6 continents to study everything from Art and Architecture, Economics, Public Health, and Tropical Ecology, to Innovation and Platform Strategies in the Service Industry. Of these students, 67 secured competitive enhanced opportunities funds awards for their programs.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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\"...I was able to have a holistic experience...and immerse myself in culture that was not on the syllabus\"<\/div>\n\t\t\t\n\t\t\t\t\t\t
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Expanding Paid Internships and Career Preparation<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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We are making strides toward our goal of increasing the number of employer-paid internships by 2025. The number of employer-paid internships posted in Handshake grew this year from 4,300 to 9,113 and the number of students participating in employer-paid internships grew marginally from 253 to 261. However, because overall internship numbers dropped from 538 to 479, this represents an 8 percentage point increase in the portion of internships that are employer paid. This decrease in overall numbers is made up of Opportunities Fund Internships and unpaid internships, which were down from 175 to 147. Taken together with the dramatic increase in study abroad participation, we understand this as a rebalancing following the COVID disruptions of experiential learning.<\/p>

To reach our target of 375 opportunities by 2025, we partnered with the Hospital for Special Surgery, the Legal Aid Society and the 9\/11 Museum to offer opportunities for rising sophomores and rising juniors. Lastly, we received an investment of $499,063 over 18 months to launch the \u201cCUNY Honors Business Hub\u201d <\/b>to enhance career services for Honors business majors who may not have awareness or preparation for the range of business careers available to them following graduation.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Enhancing Career Support Through Data-Driven Solutions<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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With an investment of $300,000 over two years from the Booth Ferris Foundation<\/b>, we will engage Lightcast, an organization specializing in compiling employment information from multiple public sources. Lightcast has access to real-time data from over 40,000 sources, contributing to a database with over 1 billion job postings and billions of other data points, which, combined with curated input from dozens of other statistical sources provides the most complete view possible of the fast-changing labor market. With the robust information gained on the employment outcomes of our alumni, we will engage Opportunity Network, specializing in career fluency curriculum, to work with our Career Services team and our academic advisors to enhance our career preparation programming.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Student Success<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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As the Honors College of the largest urban university system in the country, Macaulay is committed to upholding the principles on which we were founded\u2014the promise of CUNY to provide a first-rate education to all students, especially New Yorkers who are the first in their families to go to college and those who come from low-income backgrounds.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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REFINING OUR RECRUITMENT AND ADMISSIONS STRATEGIES\u200b<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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This year we saw fewer overall applications to Macaulay, but we were nonetheless successful in increasing the percentage of applications from low income and first-generation students by continuing our targeted outreach to new-to-us New York City high Schools.<\/p>

As we emerge from the pandemic era and continue test-optional admissions, we are establishing new baselines for the different segments of our enrollment funnel. With support from the Gray Foundation, we have engaged a strategic enrollment management consultant to provide guidance to help us formulate new strategies for robust high school pipelines for students majoring in STEM and public health. This work is ongoing.<\/p>

To supercharge our focus on student success for the years ahead, we created the new position of\u00a0Associate Dean for Student Success and Equity\u00a0to deepen synergies between student services and enrollment management; to champion the college\u2019s efforts to enhance inclusion and belonging; and to realize Macaulay\u2019s vision to attract and nurture students who represent the full diversity of CUNY and New York City.<\/p>

There are three strategies for increasing access for high achieving students: expanding the top of our freshman enrollment funnel through new relationships with New York City high schools and expanded social media marketing; piloting new career success programs for STEM, Business, and Public Policy majors, and institutionalizing a transfer pathway from the CUNY community colleges, described in greater detail below.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Achieving ever higher graduation rates<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Macaulay continues to have some of the highest graduation rates among honors colleges nationally. However, we believe there is always room to improve. This year we began a multi-year examination of factors that contribute to academic challenges faced by students through a systematic collection of qualitative data during the college\u2019s academic review process. We will use the results to inform programmatic responses and to continue improving student outcomes. We also began a process to update and clarify academic policies to better support student success while upholding our high academic standards.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Building Transfer Pathways<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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We have just welcomed our third pilot cohort of the Bridge Scholars Program with 15 students from Borough of Manhattan Community College to John Jay College and this year we secured the remainder of the funding necessary for the fourth and final cohort, which will be admitted in 2024.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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\"Macaulay put me on a path to success...\"<\/div>\n\t\t\t\n\t\t\t\t\t\t
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\u2013Romario Ricketts '21<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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