Learning Resources

Abstract: The costs of distributed/distance learning (DDL) have been the subject of many studies and reports. The Technology Costing Methodology (TCM) project, sponsored by the Western Cooperative for Educational Telecommunications and funded by the Fund for the Improvement of Postsecondary Education, involves the National Center for Higher Education Management Systems and pilot cost studies at 20 colleges and universities to develop and validate a generally agreed upon set of principles and practices for the costing of DDL courses. This article describes the TCM project, illustrates the application of the costing methodology (including capital costs), and concludes with a demonstration of how actual TCM cost data can be interpreted and used to make decisions regarding the best uses of DDL.

Abstract: This article explains the various steps taken by Cornell University to create a Freshmen Campus on their North Campus. It first explores the reasoning about the decision to create a Freshmen Campus and then explains the process whereby the plan was developed. It compares the developed new physical plan to other campuses as well. Within the article are planning guidelines for designing new freshmen residence halls and dining facilities.

Abstract: The Oregon University System has developed a resource allocation model intended to equitably distribute state funding based on university mission and enrollments by level of instruction. The methodology is grounded on identifying and achieving the median of peer university funding. A primary feature of the model is that dollars (general fund and tuition and fees) follow the student to his or her enrolling university and are not redistributed to other system programs and universities. The model rewards campuses for meeting or exceeding system and university objectives. Accountability for achieving key indicators and stimulating resident participation is the key ingredient of budget decision making. Ultimately, the peer-based methodology has provided significant latitude to the universities in planning their enrollment and program strategies but within a framework of board, gubernatorial, and legislative anticipation and expectation.

Abstract: Many institutions have developed learning communities and first year programs in order to facilitate student success, increase engagement and promote connections. Do we know if these outcomes are being accomplished? How should we go about finding out? Using multiple methods, one university carried out a comprehensive study of these efforts. Lessons were learned about both what works among learning communities and first year programs and how to best go about asking the question.

Abstract: This paper contains a management model for pricing and enrollment planning. It is assumed that the institution maximizes its long run quality reputation through the accomplishments of its alumni. The model yields rules for optimal pricing decisions with respect to the “sticker price,” the average scholarship per student, and enrollment. It identifies the optimal mix between the sticker price and the average scholarship, a measure of the institution’s financial ability to support students, and an average cost pricing rule. The model also reveals that pricing rules based on the theory of the firm are inappropriate for higher education and can lead to financial distress.