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.
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Planning for Higher Education Journal

Responsibility Center Budgeting and Management “Lite” in University FinanceLocked

Why Is RCB/RCM Never Fully Deployed?
From Volume 45 Number 3 | April–June 2017
Despite its promise of revenue generation, cost reduction, and a host of other benefits, what is it about RCB/RCM that leads universities to deploy it only partially?
Planning for Higher Education Journal

An Exploration of Administrative Bloat in American Higher EducationLocked
From Volume 46 Number 2 | January–March 2018
Administrative bloat, the ballooning growth of administrative functions and personnel in U.S. higher education, is the unintended consequence of several factors and can be mitigated to some extent through deliberate strategies.
Planning for Higher Education Journal

Institutional Expenditures and State Economic Factors Influencing 2012–2014 Public University Graduation RatesLocked
From Volume 46 Number 4 | July–September 2018
A better understanding of how to allocate different types of institutional expenditures for maximum return on investment may positively influence six-year graduation rates.
Planning for Higher Education Journal

Engaging Faculty Senates in the Budget Planning ProcessLocked
From Volume 39 Number 4 | July–September 2011
The opinions of faculty may add to the development of productive strategies during tough economic times.
Planning for Higher Education Journal

Financial PlanningLocked

Strategies and Lessons Learned
From Volume 38 Number 3 | April–June 2010
Financial planning is more important than ever as colleges and universities face serious if not unprecedented financial challenges.
Planning for Higher Education Journal

Improving Data to Tackle the Higher Education “Cost Disease”Locked
From Volume 38 Number 3 | April–June 2010
In seeking answers to the “cost disease,” it is particularly important to identify the policy levers that influence cost behaviors.
Planning for Higher Education Journal

What Drives Instructional Costs in Two-Year CollegesLocked

Data from the Kansas Study of Community College Instructional Costs and Productivity
From Volume 38 Number 3 | April–June 2010
In community colleges, who delivers instruction is more important in driving costs than what is taught.
Planning for Higher Education Journal

Best Practice in the Use of Federal Stimulus Funds in Institutions of Higher EducationLocked
From Volume 38 Number 3 | April–June 2010
Best practices achieve balance in policy, procedure, and the relationships of key players.
Planning for Higher Education Journal

Integrating Risk Management and Strategic PlanningLocked
From Volume 38 Number 2 | January–March 2010
Integrated risk management and strategic planning leverages the benefits of both processes and makes them mutually reinforcing.
Planning for Higher Education Journal

Strategic Management of College ResourcesLocked

A Hypothetical Walkthrough
From Volume 41 Number 2 | January–March 2013
Planning for Higher Education Journal

Understanding the Effects of State Oversight and Fiscal Policy on University RevenuesLocked

Considerations for Financial Planning
From Volume 41 Number 2 | January–March 2013
This article outlines the ways in which increased state oversight and restrictive state fiscal policies have affected public four-year college and university revenue structures, highlights how these policies introduce new considerations for institutional financial planners, and outlines some possible institutional responses.
Planning for Higher Education Journal

Employing College and University Credit Ratings as Indicators of Institutional Planning EffectivenessLocked
From Volume 41 Number 4 | July–September 2013
Credit ratings can be an integral component of the planning process, particularly as an implicit indicator of institutional planning effectiveness.
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