Drawing on the authors' extensive experience at Stanford University as well as the work of others, this book offers the first systematic approach to fiscal and human resource planning at colleges and universities. It shows how decision models can and should become an integral part of the planning process. The uses and misuses of planning models in general and the principles and methodologies for developing them are discussed. Specific models useful at Stanford and elsewhere are described that have covered such problems as: medium- and long-range forecasting; estimating resource requirements and variable costs of programs; financial equilibrium; faculty appointment, promotion, and retirement policies; enrollment prediction; and applying value judgments to financial alternatives. The final chapter discusses the applicability of the Stanford-based planning models to other schools. Extensive tables appear throughout. Included in the 12 appendices are: other modeling projects at Stanford; a budget model for need-based financial aid programs; matrix calculation of final allocation coefficients; a brief technical description of the Stanford Investment Simulator; computer printout from a sample session with the University Planning Model; and a case study from the University of Northern California. (LB)