Learning Resources

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.

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: 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: From launching new degree programs to assessing learning outcomes, academic planning happens every day—even if it’s not in a documented academic plan. Use this assessment to determine how robust academic planning is at your institution . . . and identify areas for improvement.

Abstract: Using ordered response models often employed in public finance, we explore the possible determinants of public college and university credit ratings based on the fiscal structure of a number of institutions that are members of the Western Interstate Commission for Higher Education (WICHE). We argue that by understanding the role of fiscal structure in the determination of institutional credit ratings, leaders can respond appropriately to variable economic conditions. They can also begin to manage and plan the ways in which their operations and fiscal structure impact their debt costs through credit ratings.

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.

Abstract: This article provides an overview of the process for the design of a new institutional chart of accounts. It includes some background as to the nature and purpose of a chart of accounts and also speaks to the details of the design process. Implications for data security and usability through design are highlighted, and practical tips on the process to ensure inclusion are featured.

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: Tri-County Technical College in northwestern South Carolina developed a proactive academic program strategy to determine which programs will be offered in the future, including where, how, and when. The process also evaluates which existing programs will be maintained or grown. Business and industry have long used product strategies to determine what will be delivered to market to best meet consumer needs; similarly, Tri-County created a program strategy to be more responsive in meeting employer and community needs. The approach is necessarily nimble, responding to labor market changes, political interests, governance assessment requirements, and the need for continuous program improvement. Using this proactive approach, academic programming decisions can strategically impact curriculum design, enrollment management, learner support and engagement, student transitions programming, and facilities design. Processes and tools were co-created by faculty and staff and incorporated into their roles, negating the need for initial buy-in. Overall, an effective program strategy improves both student access and success while helping the college be more nimble in meeting emerging labor market needs.