Learning Resources

Abstract: A budget model shapes the way a campus operates in a fundamental way. Redesigning a campus budget model could actually happen relatively quickly from a technical standpoint. However, extensive engagement, collaboration, and conversation are key to a successful implementation. In this article, the authors chart the budget model redesign process at UC Riverside, which followed a uniquely grassroots approach. Changing the budget model at UC Riverside was about changing mind-sets, incentives, and behaviors—not just about the numbers. UC Riverside’s phased approach to its redesign process may be instructive to other higher education institutions considering undertaking such a major change initiative.

Abstract: As colleges and universities plan efforts to improve financial reporting and analysis, which often entail making costly investments in new systems and tools, they should first evaluate whether to redesign the institution’s chart of accounts. The chart of accounts is the DNA of financial reports and is used to track financial activity across the institution. This article proposes a planning, evaluation, and design process for a new chart of accounts and identifies key considerations for leaders undertaking this effort.

Abstract: This article presents a range of approaches for linking budgeting to planning. After briefly discussing the natures of planning and budgeting, it presents four conceptual categories of ways to link the two. The article defines these as structural, adaptive-incremental, devolved, and holistic/advanced. No one approach will be correct for all institutions. Even where there is a system in place to link planning and budgeting, this is unlikely to be enough unless there is firm, skilled, aligned, and distributed leadership to keep the system on track toward institutional goals.

Abstract: In 2009 the Arizona University System (supporting over 130,000 enrollments) through its Board of Regents directed its board president and the presidents of Arizona State University, University of Arizona, and Northern Arizona University to create an operational plan that reflected the board’s vision, goals, and strategic directions. A primary objective was to transform the system (or enterprise) vision into concrete goals and outcomes that would directly connect to financial decision making at the system and university level. The backdrop for higher education planning and budgeting expectations included the continuation of severe reductions in state funding, rapidly increasing student tuition and fees, and a call for greater accountability. The planning processes were characterized by the integration of board and presidential discussions, inclusion of constituent debate, identification of strategic choices, and approval of outcomes focused on measuring performance. The integration ran across and within three organizations or levels that included the Arizona Board of Regents, its system administration, and the three universities.

Abstract: As efforts to stimulate innovation spring up across campuses, institutions need a comprehensive planning framework for the integrated planning of initiatives that support innovation. The campus can be viewed as an Innovation Landscape, and settings for collaborative creative activity—both physical and virtual—can infuse the campus fabric and become part of the daily experience of users. The Innovation Landscape Framework is a tool to help coordinate physical planning with organizational initiatives, engage a wide range of stakeholders, and enable a more widespread culture of innovation.

Abstract: Establishing the need for both academic program and facilities expansion is key to the success of any long-range planning process. Analyzing return on investment (ROI) is a beneficial yet underutilized metric to use in validating those needs. In a time when public funding is decreasing, it is advantageous to develop capital improvement plans that demonstrate how to achieve maximum financial benefits from the investment in major construction and renovation projects. This article demonstrates how a comprehensive master facilities planning process at Central Piedmont Community College in Charlotte, NC, will help persuade county officials to support a $687 million capital campaign resulting in a positive ROI to students, the institution, and the community.

Abstract: Much like routine dental exams, accreditation reviews can create anxiety and generate short-term institutional activity that simulates long-term healthy habits. Authentic, ongoing planning and assessment aligned with accreditation standards reduces anxiety and produces successful results through holistic, efficient, and sustainable efforts. This session shares how one institution efficiently integrated and aligned planning and assessment activities with accreditation standards and cycles. We'll discuss how you can adapt a similar process at your institution so your institution can avoid redundant activities while achieving optimal institutional wellbeing.

Abstract: Campuses are increasingly interested in “greening” as a response to climate change, in recognition of a resource-challenged future, and based on a desire to prepare current and future generations for a world faced with new environmental, social, and economic threats. But where to start? We often look to our facilities personnel to lead the charge with energy efficiency measures and LEED-certified buildings, but how do we institutionalize sustainability and make it part of the fabric of the university? A useful tool for beginning this process or coordinating existing efforts is the creation of a campus sustainability plan that can serve as both a strategic planning document and an implementation guide with specific action items, benchmarks, and accountability strategies. This article provides a script for anyone looking to take on this task and includes a case study from a large public institution with the aim of assisting others in this endeavor and easing their transitions to more sustainable campuses.