SCUP
 

Learning Resources

Where planning comes together. 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.

FOUND 16 RESOURCES

REFINED BY:

  • Tags: Budget Planningx

Clear All
ABSTRACT:  | 
SORT BY:  | 

Delivered
July 15, 2021

Pivot! Planning During a Pandemic and Staying on Course

In this session, we'll share best practices and lessons learned in virtually adapting the cycle of planning and budgeting processes to an uncertain, volatile, and virtual environment.
Abstract: The pandemic hit during a crucial part of Saint Paul College's annual planning process, forcing processes, events, training, and decision-making to move to a totally virtual environment. In addition to pivoting operations, Saint Paul College also faced uncertain financial conditions. In this session, we'll share best practices and lessons learned in virtually adapting the cycle of planning and budgeting processes to an uncertain, volatile, and virtual environment.

Member Price:
$35 | Login

Non-Member Price:
$50

Published
December 2, 2020

Book Review: How University Budgets Work

This book serves as a primer for establishing a baseline by which academic leaders can participate in conversations regarding finances at their institutions.

From Volume 49 Number 1 | October–December 2020

Abstract: by Dean O. Smith
Johns Hopkins University Press
Baltimore, MD
2019
200 Pages
ISBN 9781421432762

Member Price:
Free | Login

Member-only Resource

Join now to have access

Published
July 17, 2020

Academic Deans Reveal Their Leadership Styles

Annual Budgeting Becomes an Exercise in How Authority is Enacted

Academic deans adopt one of three approaches when developing the annual budget report for their colleges: distributed authorship, delegated authorship, or dominated authorship. Depending on the approach they select, deans can include and collaborate with their senior teams—or exclude, ignore, and alienate them. Their choice demonstrates how they lead.

From Volume 48 Number 4 | July–September 2020

Abstract: Few studies have investigated how academic deans enact their authority in Responsibility Center Budgeting (RCB), despite its widespread adoption. In this article I explore findings from a study that investigated how deans crafted a confidential annual budget report at an American university. Ultimately, deans adopted one of three approaches to crafting the report: delegating, distributing, or dominating authorship. Deans who distributed authorship collaborated with their senior teams to establish a shared sense of priorities for their colleges. In contrast deans who delegated and dominated authorship ignored and alienated members of their senior team during the budget review, engendering confusion and frustration.

Member Price:
Free | Login

Member-only Resource

Join now to have access

Published
March 5, 2020

A Guide for Optimizing Resource Allocation

Link Assessment, Strategic Planning, and Budgeting to Achieve Institutional Effectiveness

By connecting assessment, strategic planning, and budgeting processes, the real needs and priorities of an institution are revealed. Colleges and universities can adapt the provided, step-by-step framework to their own institutional structure and methods.

From Volume 48 Number 2 | January–March 2020

Abstract: The article presents a framework for integrating assessment, strategic planning, and resource allocation at all levels of an institution. For that purpose, data are collected from academic departments and non-academic units. They are then integrated with strategic planning metrics into an assessment report that identifies the resources that need to be allocated, and to evaluate progress toward developing a strategic plan. The framework can be applied at the departmental or unit level, as well as at the institutional level. It provides valuable input for the budget process and can be used for updates in strategic planning.

Member Price:
Free

Non-Member Price:
Free

Delivered
July 14, 2019

2019 Annual Conference | July 2019

Planning and Budget Alignment

Put the Annual Plan in the Driver's Seat

Abstract: We will explore how to yield better results by leading the budget process with annual planning rather than forcing planning within allocated budgets. This session will illustrate how to establish a thorough process that builds strong annual plans, which drive a transparent and fully-inclusive budget process for improved campus engagement in strategic planning. You will gain tools to develop a planning and budget alignment process at your institution that is data-informed, inclusive, transparent, and aligns with accreditation standards.

Member Price:
Free

Non-Member Price:
Free

Delivered
July 14, 2019

2019 Annual Conference | July 2019

Strategic Scheduling to Stay Within Budget

Abstract: Course schedules are often "rolled over" without understanding their impact on instructional budgets. Real-time scheduling and budget data allows for strategic decisions that balance student needs with institutional capacity. This session will demonstrate a process to develop a strategic scheduling and budget plan and make real-time, data-informed schedule adjustments that support institutional, departmental, and program budget goals. You will learn how to develop planning strategies that align scheduling with budget goals and how to make day-to-day decisions that maximize your ability to meet student needs.

Member Price:
Free

Non-Member Price:
Free

Delivered
July 14, 2019

2019 Annual Conference | July 2019

Data-Informed Faculty Staffing and Budgeting by Programs

Abstract: Institutions usually spend more on providing courses for some academic programs than others. Stakeholders need to decide where and how to allocate resources to support instruction. This session introduces recent best practices using the Delaware Cost Study data to facilitate 1) the identification of under-resourced academic programs and 2) decision making in faculty budgeting and staffing. You will leave this session ready to re-evaluate the metrics you use to support instructional budgeting decisions so you can identify under-resourced programs and accurately understand faculty hiring needs.

Member Price:
Free

Non-Member Price:
Free

Delivered
July 14, 2019

2019 Annual Conference | July 2019

Integrating Assessment, Strategic Planning, and Budgeting Processes in Higher Education

Abstract: This session introduces best practices for linking assessment, strategic planning, and budgeting processes in higher education and offers a framework developed by the American University of Beirut to integrate these processes. We aim to address the disconnect between assessment, strategic planning, and budgeting processes in higher education and give practical advice on how to bridge this gap based on best practices. You will be able to use our provided framework and best practices to evaluate and improve the level of integration between assessment, strategic planning, and budgeting processes at your institution.

Member Price:
Free

Non-Member Price:
Free

Published
April 1, 2017

Planning at Mesa Community College

Integrated and Informed for Our Improvement

Within the span of a year, it’s possible to make significant progress toward achieving and institutionalizing integrated planning and budgeting.

From Volume 45 Number 3 | April–June 2017

Abstract: In an era of heightened accreditation expectations, declining resources, and increasing competition, tools such as integrated planning and budgeting, evidence-based decision-making (EBDM) processes, an overarching continuous quality improvement (CQI) framework, and up-to-date technology solutions for managing planning processes are no longer optional. While Mesa Community College (MCC) has a long history of planning, the integration of planning and budgeting was limited and our planning system was outdated (as in beyond end-of-life outdated). Additionally, planning and budgeting processes lacked EBDM practices and an overarching CQI framework. MCC’s Strategic Planning Committee set about remedying all of these issues and did so within the span of a year.

Member Price:
Free | Login

Member-only Resource

Join now to have access