Learning Resources

Abstract: Using a case study, this article describes a method by which higher education institutions construct and use multiple future scenarios and simulations to plan strategically: to create visions of their futures, chart broad directions (mission and goals), and select learning and delivery strategies so as to achieve those broad directions. The four scenarios described in this article are written by combining two assumed “external” sets of future trends and conditions with two “internal” sets of institutional policies. Simulation of future college enrollment under each scenario enables planners not only to mitigate uncertainty and explore implications of different numbers of students but also to analyze the characteristics of these students to design educational content and delivery that is learning centered and, therefore, likely to be effective. The simulations also frame fiscal issues for a broad range of future conditions, thereby alerting planners to long-range strategies and options such as distance learning, partnering, and differential pricing, among others, that might not otherwise have been pursued.

Abstract: The increased attention to costs in recent years at colleges and universities draws attention to the matter of whether all costs are reflected and accounted for in the institution’s internal and external financial reports. One category—capital costs—is thought by some to be overlooked at times. The possible neglect of capital costs in institutional planning and in financial reporting has its basis in a theoretical debate on how nonprofit institutions view capital. In order to justify capital as an essential, reportable cost to a nonprofit, it is necessary to see how capital is viewed in the for-profit firm. Even if capital is an essential cost to higher education, accounting and measurement difficulties may arise. This study explores these issues and examines the literature relevant to this topic.

Abstract: The planning and urban design of a new University of California campus reveals the principle issues and guiding values that will shape the 21st-century campus.

Abstract: Will head-to-head competition among degree programs lead to greater quality or less? States are pursuing several policies that increase market competition, such as funding distance education and virtual universities. Planning professionals need to understand what factors mediate whether competition does, in fact, occur, such as the market size, product similarity, the role of profitability, and various student and provider behaviors (e.g., faculty attitudes and institutional leadership). Although no single (or simple) answer is possible, planners should have several ways to assess whether new competition will improve or harm their program’s quality.