Shared Governance

Purchase College is the proud recipient of the 2016-2017 SUNY Campus Shared Governance Award.

Shared Governance is described by SUNY in the following way: “In a shared governance system, faculty, professional staff, administration, governing boards, and students participate in the development of policies and in decision making that affects the institution… By coming together with different constituent groups who have different opinions on how an institution should be governed, the shared governance process can become the desired way to help institutions implement changes.

Purchase College definition of Shared Governance 

(Adopted by Purchase College Senate, 24 September 2025)

Shared Governance refers to the formal and collaborative processes through which the SUNY Board of Trustees, Chancellor, College Council, College Senate, Purchase College administrators and professional staff, faculty, and students communicate, share responsibility, and take cooperative action on matters of importance to the mission, academic integrity, and sustainability of Purchase College.  Shared governance is a dynamic, participatory process intended to strengthen institutional effectiveness, ensure diverse voices are heard, and promote the collective success of the college.

Each constituency brings a distinct and valuable perspective, grounded in its respective responsibilities and areas of expertise:

  • The President serves as the chief executive officer of the institution, responsible with their executive leadership team for strategic leadership and final decision-making, in consultation with appropriate stakeholders.  Areas of primary focus include:
    • Strategic Planning and Institutional Vision
    • Budgeting and Financial Stewardship
    • External Relations and Institutional Advancement
    • Regulatory Compliance and Legal Oversight
    • Campus Operations and Infrastructure
    • Enrollment Management and Student Services Strategy
    • Assessment, Accreditation, and Institutional Effectiveness
    • Leadership Appointments and Organizational Structure
  • Faculty (those with academic rank or qualified academic rank) hold primary responsibility for fundamental academic matters, including curriculum, subject matter and methods of instruction, research, faculty status, and aspects of student life that relate to the educational process.  Areas of primary focus include:
    • Curriculum and Academic Program Development
    • General Education and Institutional Learning Goals
    • Program Review and Academic Planning
    • Methods of Instruction and Pedagogical Innovation
    • Faculty Status and Professional Evaluation
    • Academic Standards and Assessment
    • Professional and Scholarly Activities
  • Professional staff hold primary responsibility for the implementation of campus policies and standards necessary for effective institutional functioning. These responsibilities reflect their expertise, continuity, and student-facing operations.  Areas of primary focus include:
    • Student Support Services and Co-Curricular Learning
    • Enrollment Management and Student Records
    • Academic and Instructional Support
    • Operational and Administrative Systems
    • Communication and Community Engagement
    • Institutional Effectiveness and Data Management
    • Diversity, Equity, Inclusion, and Belonging (DEIB) Programs
    • Governance Participation and Committee Leadership
  • Students, through their elected representatives and committee participation, offer vital input on matters affecting the student experience and advocate for the student body’s interests.  Areas of primary focus include:
    • Input on Educational Experience and Curriculum
    • Co-Leadership of Campus Programs and Events
    • Budget and Fee Advisory Roles
    • DEIB and Campus Climate Leadership
    • Participation in Campus Policy Development

Shared governance at Purchase College is guided by mutual respect, transparency, and a sincere commitment to inclusive decision-making. Each group is able to provide input unique to their responsibilities which should be valued for their expertise on the issue at hand.

To maintain trust and accountability, the President and executive leadership team will review recommendations of shared-governance bodies and provide timely, relevant feedback. If action is taken contrary to the recommendations made by shared governance bodies, response to the recommendations will include an explanation of the rationale behind the decision. Similarly, when the President and executive leadership team seek the input of shared-governance bodies, formalized feedback in line with governance articles will be provided in a timely fashion.