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The NYS Minority and Women Owned Business Enterprise Program (MWBE)

The NYS Minority- and Women- Owned Business Enterprise Program (MWBE) is for businesses owned by women and/or minorities in New York State. Any business that is owned, operated, and controlled primarily by women or minority group members is eligible.

SASA is committed to expanding our MWBE participation and source and exceeding good faith efforts and outreach standards. Nineteen SASA campuses manage their MWBE compliance commitments with AXI System. In the most recent 2 year State Fiscal Year window, from April 1, 2018-March 31, 2020 these SASA members have spent over $12.7 million with 132 MWBE businesses and have received 394 MWBE bids or proposals as we aggressively pursue additional MWBE inclusion opportunities.

SASA’s Commitment to MWBE partners

  • Regionalized spending figures
  • Spend by sector
  • Existing good faith efforts outreach metrics, # of invites, opportunities

What is an Auxiliary Organization?

Auxiliary organizations are non-profit, separately organized legal entities, created to support student success and the educational mission of SUNY by providing program and service support not normally furnished by the state budget. SUNY established auxiliaries to complement the core academic programs at each campus. Auxiliary organizations perform essential functions associated with postsecondary educational institutions, which under NYS law are difficult, cumbersome, or legally restricted and not supported by state funding. Auxiliary organizations enhance budgetary flexibility, manage risk and exposure, shield against liability, and increase investment opportunities.

What are the typical functions of Auxiliaries?

  • Associated student body programs, student unions, and recreation centers
  • Commercial services such as bookstores and dining services
  • Programs that support externally funded grants and contracts, sponsored research, and special projects
  • Philanthropic foundations that manage endowments, bequests, trusts, gifts, and fundraising
  • Real estate transactions and public-private partnerships
  • Childcare centers
  • Aid to instruction such as programs that support academics, e.g., student enterprises, entrepreneurial ventures, commercial agriculture, and radio and TV stations

What is the relationship between an Auxiliary and the University?

Auxiliaries are self supporting. They have an agreement with SUNY outlining their functions and responsibilities to the University, including their scope and operations and other contractual issues. Their annual budgets and program offerings are approved by each university’s president to ensure compliance with the Board of Trustees and campus policies. Auxiliaries’ activities and affairs are conducted under the direction of governing boards, and they work cooperatively with the Chancellor’s Office to integrate their operations with the campus community. They are subject to NYS Not-for-Profit Corporate Laws and SUNY policies and regulations.

 

 

How do Auxiliaries operate and what are the advantages?

Over the last decade, state financial support for the individual universities has declined dramatically. As a result, auxiliaries are even more important as they fulfill their missions through funding. With the ability to act as business entities, auxiliaries can provide greater flexibility and partnership opportunities. For example, auxiliary partnerships with business and industry are critical in providing internships and other real-world learning experiences for students as well as research and service opportunities for faculty. Auxiliaries operate with “private sector” efficiency, flexibility, and adaptability, making them attractive and valuable to their universities. As 501(c)(3) nonprofit public benefit corporations, they have their own governing boards, financial structures, and personnel. They can manage endowment funds outside of state investment restrictions, e.g., invest in equities to maximize returns, purchase and sell property, and provide seed money or loans for the development of university projects. Also, they can enter into public and private partnerships that support the university, which shifts project risk and enables financing flexibility.

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