An approach to college budgeting that encompasses strategic as well as operational decisions is proposed. Strategic decisions focus on creation and maintenance of institutional capacity, whereas operational decisions focus on use of that capacity to accomplish specific purposes. Strategic budgeting must emphasize institutional assets and their…

Summarizes results of a national study of academic and student affairs that examined reasons for collaboration, number of institutions engaged in partnerships and types of collaboration, successful approaches, and barriers to and facilitators of collaboration. (EV)

Presents lessons illustrating that academic-student affairs partnerships must be more strategic if they are to be sustained. Successful partnerships take an opportunistic approach, commit ongoing financial resources, manage staff turnover, mitigate culture clashes, link to campus assessment, publicize their successes, obtain board-level support,…

Describes creation of a full partnership between academic and student affairs at a new institution, the Franklin W. Olin College of Engineering in Massachusetts. (EV)

Discussion of effective college admissions recruitment considers new methodology, including electronic media, student information systems, statistical technologies, and increased use of geodemographic tools. Stresses the importance, however, of traditional principles, such as personalization and timing of nonprofit marketing. (DB)

The hidden dimensions of leadership and of the costs associated with the implementation of new information systems should be carefully considered. They can help determine the short- and long-term success of new systems.

Accessibility is one of the pillars of the American system of higher education. It is traditionally held that higher education should be "readily and widely accessible to persons of a broad range of abilities, circumstances, and ages." A basic philosophy concerning access can be found in the report of the 1947 President's Commission on Higher…

Most states must assume more leadership in the supervision of institutions and the licensing of professional practitioners if the public and the good name of higher education are to be protected. (Editor)

A review of current planning imperatives, trends, and problems leads to a set of guiding principles. The 12 principles deal with: leadership, clear definitions, coordination, broad participation, financial commitment, clear procedures, written plans, flexibility, comprehensiveness, timely information, and evaluation. (LBH)

The Crisis Prevention Analysis model offers a framework for simple, straightforward self-appraisal by college administrators of problems in the following areas: fiscal, faculty and staff, support functions, and goals and attitudes areas. (MSE)

The University of Montana's University Planning Council is an illustration of the integration of the planning and budgeting process into the institution's decision-making process, with broad constituent participation. (MSE)

A carefully orchestrated capital budget, an essential element of corporate management, is particularly important for a small college with limited resources. A simple management system can be adopted to achieve institutional goals. (MSE)

If properly handled, reallocation can provide a rich opportunity for enhancing quality, but there is no easy way to reallocate resources. Planning will remain the key to resolving the thorniest issues of reduction. (Author/MLW)

The Center for Instructional Development uses elements of a comprehensive planning program in working with faculty and administrators to improve teaching and learning. Its organization, development process, and impact are discussed. (LBH)

Discusses the use of peer institutions as a component in college and university financial and budgetary decision making. The use of peer institutions to establish points of reference is an inevitable outcome of pressures for increased input and accountability. The key factors to be used in determining the extent of a peer-institution match are…