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Planning for Higher Education Journal

Published
April 1, 2017

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College Affordability and Institutional Pricing Policies

Institutions would do well to make their complex pricing policies more clear to students and families to help them understand how a higher education is more affordable than most people believe.

From Volume 45 Number 3 | April–June 2017

Abstract: The complexity of college pricing policies makes it difficult for students and families to understand how much they will have to pay and which colleges will fit their budgets. Colleges and universities should be able to explain their pricing and aid policies and why they have chosen them. Both financial aid and the high returns on a postsecondary education make college more affordable than most people believe. Colleges should take responsibility for clarifying this confusing issue.

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Planning for Higher Education Journal

Published
April 1, 2017

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So, You Need a New Chart of Accounts

Designing a new chart of accounts provides an opportunity to review and improve current practice and positively affect institutional financial data use and reporting.

From Volume 45 Number 3 | April–June 2017

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.

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Planning for Higher Education Journal

Published
October 1, 2015

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Disruptive Transition to an Integrated Organizational Planning and Resource Allocation Model

This is the story of how Glendale Community College in Arizona took intentional steps to integrate its strategic and operational plans with resources and assessment to develop a holistic approach to planning and implementation.

From Volume 44 Number 1 | October–December 2015

Abstract: The Glendale Community College integrated strategic planning model represents a significant paradigm shift at the institution. Rather than focus exclusively on the production of a strategic plan, the college now seeks to vertically integrate planning at the departmental, divisional, and college levels and horizontally integrate planning with resource allocation and assessment across the organization. This disruptive innovation allows the college to remain true to its mission and ensures the allocation of resources to strategic priorities linked to student success.

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