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This book will help new administrators (department chairs, directors, deans) understand and become more proficient in their financial management role within the institution. Highly accessible, practitioners will be able to put the book's guidance to immediate use in their work. It is also grounded in the latest knowledge base and filled with examples from across all types of institutions, so that it makes an ideal text for a courses in graduate programs in higher education leadership and administration. Specifically, the book: • provides an understanding of the basics of budgeting and fiscal management in higher education • defines the elements of a budget, the budget cycle, and the steps for creating a budget • suggests ways of avoiding common pitfalls and problems of managing budgets • contains effective strategies for dealing with loss of resources • includes end-of-chapter reflection questions and an expanded glossary of terms Written in plain language this volume provides practical approaches to many complex problems in fiscal management. This new edition of the book contains new information in every chapter reflecting both the most recent developments in higher education and feedback from readers of the earlier edition. The information on the current higher education financial environment has been updated, and the case studies have been revised. Readers will be introduced to Bowen's theory of resources and expenses as an important way to understand budgetary decision making in colleges and universities. Special attention is paid to the use of restricted funds, the budget implications of faculty appointments and the challenges caused by personnel policies for staff. In addition, greater attention is given to development and implementation of repair and replacement programs in auxiliary enterprises. The challenges that arise when budget problems are postponed are also discussed. The volume contains a number of suggestions for practitioners with new budgeting and fiscal responsibilities.
A budgeting handbook for academic administrators and faculty is presented. Economic and political influences on budgeting are considered, along with sources of funds for public and private colleges, and the chronology of the budget process. Multiyear summaries of the budget process in different types of colleges are included. Some major policy issues facing public colleges and state officials are identified, and the use of analytical tools and financial reporting to alter budget outcomes is addressed. A hypothetical college is used to introduce fund accounting, and six budgeting approaches are summarized. Additional topics include: how participants can influence the budget process, the relationship of the capital budget to the annual operating budget, sources of flexibility in the budget process, budget planning for reallocation and retrenchment, policy issues for endowment management, cost analysis procedures, the instructional workload matrix, enrollment forecasting, the nature of indirect costs associated with sponsored programs, and a range of mathematical models used in budgeting. Appendices include strategies for increasing revenue and decreasing expenditures, and documents of the American Association of University Professors and the National Association of College and University Business Officers. (SW)
Financial incentives play an important role in the behaviour of public institutions of higher education. This title examines alternative uses of these financial incentives, and reviews the consequences of their implementation. The book explores areas including: faculty behaviour in an incentive-based environment; effects on teaching; evaluation of decentralized approaches to budgeting; efficiency implications at the state level; and the ramifications of revenue flux on institutional behaviour. Case studies from the University of Toronto, the University of Michigan and Indiana University are also presented, and the volume concludes with recommendations regarding possible implementation strategies.
An accessible handbook for anyone who needs to understand a university budget—perfect for the non-finance higher ed professional. To understand how universities function, it is critical to understand how their budgets work. In this useful volume, Dean O. Smith provides a concise explanation of university budgets—why they're important, how they are prepared, what information they provide, and how they are monitored. Translating technical jargon into layman's terms, How University Budgets Work emphasizes practical matters and best practices. Writing for a non-specialist audience, Smith covers major aspects of university budgets ranging from their preparation and alignment with strategic plans to their implementation at the departmental level. Offering time-tested advice from his many years in higher administration, he also touches on • expenditure monitoring • projections • allocations • revenue • incentives • financial reserves • end-of-year accounting The companion book to the more rigorous University Finances, also by Smith, How University Budgets Work is a unique introductory guide for the extended academic community. Ultimately, this logical, accessible book provides a working knowledge of how university budgets are produced and implemented, one that enables faculty members and administrators to become more effective in their roles within the university.
This book is designed to help college/university faculty and academic administrators become more constructive and knowledgeable participants in the budgetary process. Chapter 1 introduces budgets and the budgetary process, with an explanation of the importance of budgeting in policy making, Chapter 2 discusses economic and political contexts of budgeting and describes the framework for the budgetary process both on and off campus. It addresses the importance of enrollments as a major factor in resource issues, sources of funds, how state and local governments differ with respect to wealth and willingness to tax wealth, and other issues. Chapter 3 identifies factors that distinguish the budgetary process of one institution from that of another, focusing on capital budgets and operating budgets, budget cycles, participants in budgeting, and chronology of budgetary processes. Chapter 4 describes how participants influence the operating and capital budgetary processes. It discusses the need for flexibility, the relationship between risk and budgets, and how changes in institutional character can influence the budgetary process. Chapter 5 discusses budgetary planning for reallocation and retrenchment, emphasizing that the least disruptive strategies are those that are implemented in anticipation of fiscal stringency rather than in the midst of a financial crisis. An appendix describes several approaches to budgeting, such as zero base budgeting and performance budgeting. (Each chapter contains references.) (JDD)
State budgeting for higher education is a complex, multifacted process which is influenced by conditions outside both state government and higher education including the historical traditions, political culture, economic and demographic aspects of a state. Noted is the need of higher education to compete with other policy areas for resources and yet retain its autonomous nature. This monograph addresses the following budgeting concerns: environmental factors framing the state budget process for higher education; how these factors affect state budgeting; the primary elements of the state budget process for higher education; how the state higher education budget links resources with state objectives; accountability; costs, productivity, and quality; affordability; economic development; minority and nontraditional students; independent higher education; and the implications of what we know about state-level budgeting for higher education. It is emphasized that all participants, from the state level agency to the department within an institution should be aware of the overall picture of state budgeting for higher education. Includes 190 references. (LPT)
The fiscal roller coaster of the 1970s and 1980s prompted many institutions of higher education to tighten their budgets by reducing, consolidating, and merging programs, which reduced human resources and operating costs. The "fiscal woes" lamented by the higher education community has not led to any broad-based support but rather has heightened the public debate over the efficiency and effectiveness of higher education. For higher education to reclaim the public's trust, it must undergo a fundamental restructuring—a shift from an institutional acquisition entrepreneurial model to a student-centered learning model. As more institutions begin to shift their focus to student learning, the question for student affairs practitioners becomes: How will student services change during restructuring? This volume of New Directions for Student Services focuses on budgeting as a policy tool for restructuring. Each chapter is written from the perspective of the changing conditions in higher education, that is, moving beyond cost containment through reductions and combinations toward accountability and effectiveness through restructuring. This is the 70th issue of the quarterly journal New Directions for Student Services. For more information on the series, please see the Journals and Periodicals page.