Learning Resources

Abstract: Succeeding at integrated planning at colleges and universities is a challenge. Many planning models do not work in higher education because they are not designed for higher education. Planning processes designed for corporations or non-profits do not account for the complex environment of higher education nor its unique challenges.

Many institutions struggle to leverage planning into lasting change because they create plans in a vacuum. They do not grasp the institution’s strategic issues or create a sound value proposition. They are not prepared for good planning.

To provide guidance on where to prioritize efforts, SCUP partnered with the Baker Strategy Group in 2015 to conduct a study with more than 2,200 leaders who plan at colleges and universities, and ran quantitative analysis on their responses. Several themes emerged around planning challenges and how to respond, which are explored in this report.

Abstract: A reprint of the 1976 article with a new 2015 introduction by the author.

Original abstract: Drawing on his experience as Provost for Planning at West Virginia University, Raymond M. Haas deals in the following article with the importance of a proper charge to the Planning Office as a means of achieving integrated planning. He further proposes that the role of the Planning Office should be clearly coordinative in the nature--to the point where its only responsibility for actual planning should be in planning the planning process. Finally, he argues that "... integrated planning can be achieved only when planning is a regularly scheduled activity which occurs frequently, and which produces results that manifest themselves in the allocation, reallocation, and effective use of resources within the institution." The author's remarks have been adapted from his presentation at the Society's 11th Annual Conference in Washington, D.C.

Abstract: Until very recently, the idea of higher education as an economic catalyst has focused almost exclusively on land-grant colleges and research universities. In little more than a decade, the perceived economic development role of higher education has expanded from a narrow field of large elite research institutions to include small liberal arts colleges, many of which traditionally saw their role as a refuge from economic forces rather than as an active creator of them. Liberal arts colleges, and, in particular, public liberal arts colleges, now confront an entirely new set of expectations from the regions in which they are located.
Almost every college has some kind of catalytic role to play in its regional economy. However, in order to be accepted as an effective partner, a college’s economic development responses must be perceived as credible by the larger community, and in order to sustain campus support, they must be seen to add real value to the institution itself. This article provides an overview of the key issues that a liberal arts campus must address as it prepares to enter the economic development arena.

Abstract: This article presents a rigorous methodology for objectively analyzing whether a college or university should drill for natural gas on property it owns, either at its own expense or by contracting with a for-profit exploration and production company. It describes the acquisition of gas well production data and the utilization of that data in a mathematical model to forecast likely production from a new well. In addition, the article describes the financial analysis used to assess the likely fiscal impact of drilling a well and summarizes the non-quantitative factors that should also be considered in making a decision whether to drill for gas.

Abstract: College and university credit ratings directly affect institutional budgeting and planning. Hence, they should be of special concern to those charged with institutional planning. This article underscores the critical role that the ratings issued by two major rating agencies play in institutional finances and planning. Because rating agencies take into account a broad range of criteria, credit ratings remain a robust indicator of creditworthiness and can serve as signaling devices regarding institutional market positioning. Therefore, decision makers should be aware of the importance of ratings as they seek to compete for students and resources in the short run and plan for the long term.

Abstract: College and university leaders currently face the most challenging fiscal, monetary, and legislative climate in memory. Leaders must manage the academic and financial resources of the enterprise with far more deft than their predecessors. For many campuses, additional resources will need to be created from within the existing financial boundaries of the institution. The overhead coverage matrix presented in the article is positioned as a tool to assist in making decisions related to strategic resource management. To demonstrate the utility of the overhead coverage matrix, a hypothetical example of resource planning is presented as a walkthrough.

Abstract: This article surveys the impact of state oversight and fiscal policy on universities’ revenue structures with special attention to tuition and state appropriations. It highlights the difficulties that arise for financial planners who face increasing state oversight, diminishing state support, and significant reliance on increases in tuition and fees. It also considers the impacts of restrictive state fiscal policies on financial planning. The author suggests that as institutional planners seek out the factors affecting revenues, it is sensible for them to consider the consequences of state oversight and state fiscal policy in their assessment of the internal and external fiscal environments.

Abstract: Looking for tools to help make your next planning or campus project easier? SCUP’s Resource & Budget Planning Advisory Group generated practical analyses of and insights toward tools and processes that can help you today and with projects to come. Integrated Resource and Budget Planning at Colleges and Universities is the culmination of several years of discussions, face-to-face roundtables, conference calls, and virtual meetings. There is a bit of opinion and some original research, but this publication is mostly very practical descriptions, analysis, and insights into tools and processes. We hope you find it to be informative, interesting, and useful. Each chapter will give you a tool that was crafted by experienced, on-campus peer-practitioners.

Abstract: Since the creation of the Kentucky Community and Technical College System (KCTCS) in 1998, we have transformed the lives of more than 500,000 Kentuckians by providing them with the skills and education they need to succeed in today’s economy. KCTCS has become the largest provider of higher education and workforce training in Kentucky by focusing on workforce and transfer education and college and workforce readiness. For most Kentuckians, higher education begins at one of our system’s 16 colleges because we provide students with a quality and affordable education right in their own community. We are well on our way to achieving our vision to be the nation’s premier community and technical college system. This article describes the KCTCS approach to budgeting.