Learning Resources

Abstract: State institutions of higher education in Connecticut are experiencing a dramatic and unprecedented period of change: the consolidation of four universities and 13 community colleges into Connecticut State Colleges & Universities (CSCU) and the creation of a new administrative structure. This article charts the early stages of this process, presenting events as they unfolded during Governor Dannel Malloy’s first term beginning in January 2011, through his November 2014 reelection, until his state budget was passed in June 2015. Advocates of systemness in higher education are challenged to balance the promise of centralized leadership and localized prerogative in designing and implementing policy. Systemness offers the promise of synergy and innovation within and across the system guided by common purpose and vision. This article discusses five specific implementation processes and challenges: a systemwide credit transfer articulation program; Southern Connecticut State University’s early Transform CSCU 2020 initiatives; an ongoing effort throughout CSCU to develop a systemwide identity; the potential impact of budget constraints on systemness; and difficulties selecting and developing administrators and leaders.

Abstract: Energy efficiency projects can save colleges substantial capital, which helps them hedge against rising operating budgets. By creating a green revolving fund (GRF), a university can support sustainability projects into perpetuity. GRFs are internal financing mechanisms for energy efficiency and resource reduction projects that return achieved cost savings to the fund for future projects. This article illustrates the GRF establishment and management processes through case studies of Catawba College’s Green Revolving Fund and Denison University’s Green Hill Fund. The article further elaborates on additional GRF benefits and culminates with 10 easy-to-follow steps to creating a fund on your campus.

Abstract: College and university credit ratings directly affect institutional budgeting and planning. Hence, they should be of special concern to those charged with institutional planning. This article underscores the critical role that the ratings issued by two major rating agencies play in institutional finances and planning. Because rating agencies take into account a broad range of criteria, credit ratings remain a robust indicator of creditworthiness and can serve as signaling devices regarding institutional market positioning. Therefore, decision makers should be aware of the importance of ratings as they seek to compete for students and resources in the short run and plan for the long term.

Abstract: The article discusses the challenges that community colleges face in increasing college degree completion in an era of budget reductions and fiscal constraints. The analysis draws on data collected in the 2011 Survey of Access and Finance in which responses were obtained from all 51 members of the National Council of State Directors of Community Colleges (NCSDCC).

Abstract: Continuing its efforts to provide engaging spaces for students and promote collaborative education, Southwestern Michigan College had a new vision for what the campus library should be. An interior renovation of the existing library created an inviting atmosphere that is more conducive to today’s active learning. A new space plan encourages social interaction and group activities while providing dedicated areas for quiet study and tutoring. New finishes and updated furnishings revitalized the outdated facility with a warm, contemporary aesthetic. The design team worked closely with the college administration and library staff to achieve their goals within a short time frame and with limited resources.

Abstract: The study presented in this article investigated the state of the diversity budget at the nation’s flagship institutions during an economic recession. The sample included higher education administrators who oversaw a diversity budget at their respective institution and who were familiar with the state of budget cuts. Results indicate that 53 percent (17) of diversity units have experienced some type of cut in their operating budget. While many experienced some form of budget cut, when compared with other areas within the institution, the amount of the cut in diversity areas was not as significant as that in other areas.

Abstract: Looking for tools to help make your next planning or campus project easier? SCUP’s Resource & Budget Planning Advisory Group generated practical analyses of and insights toward tools and processes that can help you today and with projects to come. Integrated Resource and Budget Planning at Colleges and Universities is the culmination of several years of discussions, face-to-face roundtables, conference calls, and virtual meetings. There is a bit of opinion and some original research, but this publication is mostly very practical descriptions, analysis, and insights into tools and processes. We hope you find it to be informative, interesting, and useful. Each chapter will give you a tool that was crafted by experienced, on-campus peer-practitioners.

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.