Learning Resources

Abstract: If you want to ensure planning makes a real difference for your college or university, one of the best things to do is link it to resource allocation and assessment processes. It's also one of the hardest things to do.

This collection of SCUP resources will help advance the connections between planning, budgeting, and assessment at your institution. It includes:

• An adaptable framework one university used to link assessment, strategic planning, and budgeting
• Four models for linking budgeting and planning, each based on the budget model your institution employs
• A step-by-step outline for developing a linked planning and budgeting process
• Advice for linking planning to a decentralized budgeting model

Abstract: Effectively managing the financial fallout from the COVID-19 pandemic is critical to institutional survival. This session will focus on retrenchment and even delve into the taboo issue of financial exigency; there are numerous factors to consider when carving up a budget and, if not done carefully, retrenchment can permanently damage an institution. Join us to discuss short-term, medium-term, and long-term approaches to retrenchment and find out which solutions can most benefit your institution in this time of financial uncertainty.

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.

Abstract: An Optimizing Academic Balance (OAB) analysis provides colleges and universities with effective tools to use in making strategic academic decisions needed to stay competitive in the context of institutional mission, program quality, market potential, cost, and revenue. The Association of Independent Kentucky Colleges and Universities recently completed a three-year statewide OAB project with the participation of 13 higher education institutions. The results supported the colleges and universities in making tough decisions.

Abstract: Data analytics related to student and institutional performance have evolved quite rapidly—and continue to advance—as the field of data science captures more attention across the higher education sector. And while data-informed decisions can help institutional leaders achieve their goals, there are increasing examples of analyses or visualizations that, when presented without the proper framework, result in misinterpretation and inaccurate conclusions. Context is critical, and erroneous deductions may lead to decisions that adversely affect student performance, program development, and policy changes.

Abstract: This research project investigates whether co-located institutions, specifically, and competing institutions of higher education, more generally, could use the concept of “collaborative planning” to achieve mutual success. Collaborative planning is a conceptual framework from urban planning that emphasizes “partnership,stakeholder involvement, collaboration, and consensus-oriented decision-making” as core principles of planning (Vandenbussche, Edelenbos, and Eshuis 2017). It is an effective tool for transcending competition, negotiating disagreements, and achieving increased institutional collaboration and innovation.

Abstract: Determining where to invest in terms of academic programming and staffing can oftentimes be difficult due to competing interests by academic programs as well as a lack of resources. This session will describe how one university sought to improve academic planning and resource allocation within their academic units, and the software solution they used to do it. We'll discuss the university's example and broader best practices for reviewing metrics in research, finances, benchmarking, and predictive modeling as well as staffing and resource allocation related to academic planning.

Abstract: FLEXSpace—The Flexible Learning Environments eXchange—and the Learning Space Rating System (LSRS) are tools that can help you plan, design, assess, and improve learning spaces on your campus. In this session, you will learn about the newly released FLEXspace 2.0 along with the LSRS. We'll cover the features and benefits of both tools and how they can be incorporated into the planning process. Come learn how to use these tools to inform designs and support end users from planning through post occupancy.

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.

Abstract: FLEXSpace—The Flexible Learning Environments eXchange—and the Learning Space Rating System (LSRS) are tools that can help you plan, design, assess, and improve learning spaces on your campus. In this session, you will learn about the newly released FLEXspace 2.0 along with the LSRS. We'll cover the features and benefits of both tools and how they can be incorporated into the planning process. Come learn how to use these tools to inform designs and support end users from planning through post occupancy.