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Learning Resources

T​he power of SCUP is its community. We learn from one another, sharing how we’ve achieved success…and, maybe more importantly, what we’ve learned from failure. SCUP authors, produces, and curates thousands of resources to help you prepare for the future, overcome challenges, and bring planning together at your college or university.
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Integrated Resource and Budget Planning at Colleges and UniversitiesLocked
Published 2011
This book is the culmination of several years of discussions, face-to-face roundtables, conference calls, and virtual meetings by SCUP’s Resource & Budget Planning Advisory Group. Each chapter is a tool crafted by experienced, on-campus peer-practitioners.
Planning for Higher Education Journal

An Analysis of Closed Colleges and UniversitiesLocked
From Volume 44 Number 4 | July–September 2016
If administrators can identify warning signs early, it is hoped that they will be able to take informed and beneficial action to save their institution.
Planning for Higher Education Journal

SymbiosisLocked

Community Colleges Strengthen Mission by Engaging Their Host Communities through Innovative Partnerships
From Volume 45 Number 1 | October–December 2016
Partnership opportunities are broad and plentiful—only limited by an institution’s imagination.
Planning for Higher Education Journal

Fiscal Structure and Public College and University Credit RatingsLocked

An Exploratory Analysis
From Volume 45 Number 3 | April–June 2017
By understanding how fiscal structure affects institutional credit ratings, leaders can better respond to today’s variable economic conditions.
Planning for Higher Education Journal

Integrating Board, System, and University Planning and Performance During a Period of Rapidly Declining State Funding CommitmentLocked
From Volume 45 Number 3 | April–June 2017
Even in the most difficult financial times, integrating planning and budgeting throughout the organization creates opportunities for success.
Planning for Higher Education Journal

Planning at Mesa Community CollegeLocked

Integrated and Informed for Our Improvement
From Volume 45 Number 3 | April–June 2017
Within the span of a year, it’s possible to make significant progress toward achieving and institutionalizing integrated planning and budgeting.
Planning for Higher Education Journal

So, You Need a New Chart of AccountsLocked
From Volume 45 Number 3 | April–June 2017
Designing a new chart of accounts provides an opportunity to review and improve current practice and positively affect institutional financial data use and reporting.
Planning for Higher Education Journal

Juggling ChainsawsLocked

Managing the Tensions between Strategic Planning and Decentralized Budgeting
From Volume 45 Number 3 | April–June 2017
The numerous benefits of these processes can be realized only when the institution recognizes and plans for the different, sometimes conflicting perspectives they bring to high-stakes discussions.
Planning for Higher Education Journal

Redesigning a Budget Model with a Grassroots ApproachLocked
From Volume 45 Number 3 | April–June 2017
While redesigning a campus budget model could happen relatively quickly from a technical standpoint, time spent in extensive engagement, collaboration, and conversation is key to successful implementation.
Planning for Higher Education Journal

Organizing Financial Information to Support University Planning and AnalysisLocked
From Volume 45 Number 3 | April–June 2017
Before investing in complex and costly new technologies, first consider whether your institution would benefit from a redesigned chart of accounts.
Planning for Higher Education Journal

Beyond the HeadlinesLocked

The Mechanics of a Tuition Reset
From Volume 45 Number 3 | April–June 2017
Might a tuition reset be right for your institution? This article is a behind-the-scenes look at the yearlong process of a tuition reset at Rosemont College.
Planning for Higher Education Journal

No-Brainer or Brain-Twister?

Linking Planning and Budgeting
From Volume 45 Number 3 | April–June 2017
While there is no one right way to link planning and budgeting, there is good practice: what works to influence behavior in the direction of institutional goals, supported by strong leadership.
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