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  "documentTitle": "Syracuse University Diagnostic Report",
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      "text": "PERSPECTIVES\nFunding for both academic and non-academic programs should be aligned with the strategic plan; differential investment is needed in programs deemed strategically important\nImproved enablers are needed; for example:\n- Clear, transparent understanding of the University's academic and non-academic investments\n- Mechanism for measuring student demand for classes\n- Process for regular measurement and evaluation of class and academic & non-academic program offering\n- Clear priorities and university-wide themes for deans and administrative department heads to invest in\n- Understanding of higher education environment and areas of \"market\" growth",
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      "text": "Funding for both academic and non-academic programs should be aligned with the strategic plan; differential investment is needed in programs deemed strategically important.",
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      "text": "Number of undergraduate majors",
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      "text": "Syracuse offers more majors in more schools of undergraduate instruction than peers\nWhile demand for credit hours and degrees has shifted, direct costs grew faster than credit hours delivered in 9 out of 11 schools\nCross-school academic resource allocation decisions have been based on pre-RCM funding levels\nNon-academic resource allocation has been ad hoc as evidenced in widespread and varying investments (e.g., community engagement programs)",
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      "text": "Number of undergraduate majors: 126",
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      "text": "KEY FACTS AND DATA",
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      "text": "\"There is reluctance to tell people no and make hard tradeoffs with everyone in the room.\"\n\"We need to focus on investing where there is the biggest bang for your buck.\"\n\"We can't be everything to everyone. Where do we emphasize?\"",
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      "text": "There is reluctance to tell people no and make hard tradeoffs with everyone in the room.",
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      "kind": "source-note",
      "text": "Source: Bain interviews, US News & World Report",
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