Learning Resources

Abstract: Private higher education institutions are those entities owned and operated by the private sector, while public institutions are those established, supported, and controlled by a governmental agency, most often a state. Key differences exist between private and public institutions that affect budgeting in critical ways. Such differences include governance, governmental support, student tuition and fees, student financial aid, constituent support, and accounting regulations.However, when all is said and done, both public and private institutions must be careful to fulfill their fiduciary responsibilities because higher education overall is essential to the public interest.

Abstract: Since the creation of the Kentucky Community and Technical College System (KCTCS) in 1998, we have transformed the lives of more than 500,000 Kentuckians by providing them with the skills and education they need to succeed in today’s economy. KCTCS has become the largest provider of higher education and workforce training in Kentucky by focusing on workforce and transfer education and college and workforce readiness. For most Kentuckians, higher education begins at one of our system’s 16 colleges because we provide students with a quality and affordable education right in their own community. We are well on our way to achieving our vision to be the nation’s premier community and technical college system. This article describes the KCTCS approach to budgeting.

Abstract: Space budgeting processes assist administrators in managing and allocating academic space, but there are many external and internal factors to consider. Once these factors are identified, space budgeting processes can be tailored to encourage desired behaviors that meet institutional goals. Increased understanding of space budgeting strategies can also lead to more effective solutions and increased opportunities for institutions to survive during difficult times.

Abstract: Monica Ponce de Leon, dean of A. Alfred Taubman College of Architecture and Urban Planning at the University of Michigan, puts forth her concerns about material consumption and limitations in green building by offering ideas toward a more sustainable future in the world of building design and construction. Through her own work as well as various examples of real-world architectural issues, she illustrates the importance of implementing legislative mandates, increasing the presence of digital technology, and updating old models in construction practices in order to ensure a fundamental transformation of the industry.

Abstract: The study presented in this article examines human walking capacities to better understand how design of the physical environment affects the experiential quality along campus walks. The study centers on the idea of a quarter-mile (10-minute) walking radius, the variables encountered, and how these affect the perception of time and experiential quality. Data collected from 48undergraduate students who participated in six quarter-mile walks on the campus of The University of Georgia suggest that there is a positive correlation between experiential quality, the perception of time, and campus design.

Abstract: University strategic planning is typically well structured with attention to both process and outcomes. However, plans are frequently not implemented in an equally process-driven manner. As a result, the product of planning efforts may not lead to the anticipated change or may even remain “on the shelf.” This article describes how Philadelphia University is using “action research” during strategic plan implementation in order to optimize campus commitment, facilitate organizational learning, and support the sustainability of change.