This case study part of the State Structures for the Governance of Higher Education study, focuses on governance and related issues in New York's higher education system. The study's overall purpose was to examine differences among states in their governance structures, and to determine if differences in performance were related to governing structures and whether structure affects strategies of state policymakers. The study is based on analysis of documents and on interviews conducted in 1995 and 1996 with state officials, education administrators, faculty, and staff. The first section provides information on state governance, including demography and the political context. Section 2 examines the structures of the state's higher education system, including the role of the State Coordinating Agency, public higher education in New York, private higher education, the role of the State Higher Education Services Corporation, and collective bargaining within the state system. Section 3 examines the processes of governance and coordination, including planning, budgeting, the program review process, and information on system performance. Concluding observations identify 19 specific findings about the system and a final section briefly describes five continuing issues. Appended is a list of national advisory committee members. (Contains 15 references).