Learning Resources

Abstract: From demographics and social change to politics and technology, many trends impact planning in higher education. SCUP’s Trends for Higher Education is designed to help you and your institution make sense of the most significant evolutionary forces.

This edition focuses broadly on change in higher education. We look through an array of different lenses to gain some perspective on issues and opportunities that appear to be on the horizon—or at our doors.

Abstract: In 2009 the Arizona University System (supporting over 130,000 enrollments) through its Board of Regents directed its board president and the presidents of Arizona State University, University of Arizona, and Northern Arizona University to create an operational plan that reflected the board’s vision, goals, and strategic directions. A primary objective was to transform the system (or enterprise) vision into concrete goals and outcomes that would directly connect to financial decision making at the system and university level. The backdrop for higher education planning and budgeting expectations included the continuation of severe reductions in state funding, rapidly increasing student tuition and fees, and a call for greater accountability. The planning processes were characterized by the integration of board and presidential discussions, inclusion of constituent debate, identification of strategic choices, and approval of outcomes focused on measuring performance. The integration ran across and within three organizations or levels that included the Arizona Board of Regents, its system administration, and the three universities.

Abstract: This research aims to identify factors related to university closures. While other studies have examined internal factors, few have investigated the impact that external factors, such as demographics, have on school survival. First, this research identifies 96 private baccalaureate and higher-level colleges and universities that have closed since 2000. Next, the closed schools are compared to a sample of 1,793 schools that remained operational over the same time period. Geographic and statistical analysis was completed to identify significant factors that differentiate closed schools. Economic and demographic census data were used to analyze the area around each school, and financial data were used to evaluate the financial health of the school itself. Many articles point to a trend away from rural colleges as the main reason for closure, but this research shows no significant difference in population density in the areas around schools that closed and schools that remained open. Internal factors like enrollment and expenses proved more significant.

Abstract: The passing of the Complete College Tennessee Act (CCTA) was a watershed moment in how the state’s institutions of higher education operated and would be funded. Under the act, state policy shifted to focus on degree production, efficiency, resourcefulness, and economic growth. This article examines how one public institution prepared itself in a fluctuating leadership climate to navigate a quickly evolving and complex planning environment. It discusses the background and fundamentals of CCTA as they relate to higher education funding, the implications for strategic planning and assessment at the university, and the promises and challenges of new accountability formulas for quality improvement in higher education.