Deciding how to spend the nation's education dollars is a tremendous responsibility. It's easy to forget that this responsibility falls primarily to district leaders (sometimes with input from principals). Sometimes those decisions go well and schools beat the odds on student outcomes. Other times, they do not, and student outcomes lag. Sometimes…

Chapter 1: In response to tightened budgets and concerns about higher education costs, governments have introduced rules to limit the use of publicly funded aid, particularly at for-profit colleges. In this paper, we use an event study framework to estimate how tuition, enrollments, and loan use changed at for-profit colleges that became…

How does one maintain high goals for instruction with dwindling funds? On a district level, the ability to do more with less is just not possible. It is the capability to reposition available resources that achieves critical goals. One way to visualize this concept is to think of a stretched elastic band. When that band is extended, it changes its…

This case represents a multitude of leadership dilemmas created by financial exigencies and the difficult decisions that must be made during times of economic austerity. Under the best of circumstances, deciding between programmatic elimination and/or employee termination is agonizing, onerous, and filled with political and social ramifications.…

Offers colleges and universities some strategies when reallocation of funds is necessary. Discussion focuses on the use of facilitating teams to help department chairpersons, active promotion of reallocation in funding proposals, use of analytical databases in decision making, use of program audits, taxation policies, decentralization of decision…

Analysis of the relationship between performance data and changes in faculty size of 40 departments in a College of Arts and Sciences during a time of financial stress found that the rational choice model was applied to decision making. There was a systematic relationship between objective, evaluative data and policy decisions. (MLW)

It is proposed that the primary method for college budget reduction should be horizontal, across-the-board cuts by percentage applied to all programs and departments. It is argued further that vertical budget cuts embody imperfect procedural justice and should be considered only in extreme situations. (MSE)

The experiences of the University of Montreal in using a rational-analytic framework to allocate resources at a time of budget costs are discussed. The following characteristics for rational decision-making are identified and applied to the University of Montreal: whether goals were known, whether alternative methods of resource allocation were…

A method for analyzing expenditures and revenue, and a matrix for use in decision making about program choice and more productive use of resources, is outlined. Institutional integrity (internal and external cohesion) is preferred to emphasis on competition. (MSE)

Fifty alumni association administrators offer tips on how they save money or make their programs more cost effective in a variety of administrative areas including event programing, staffing, postal services, support of chapters, looking for new sources of revenue, fees for services, publications, planning ahead, and sharing resources. (MSE)

Maintaining a quality college alumni program on a small budget requires careful analysis of services and may involve painful decisions. This process should begin with a broad, strategic review of mission, programming, audiences, and services. Finding other funding sources and increasing cost-consciousness can also help keep some activities funded.…

A budget reduction formula is proposed that relates financial planning to program evaluation, faculty resources, and departmental activity levels. The formula is flexible, can be manipulated to describe each academic unit's intrinsic characteristics, and can redistribute to reflect changing institutional priorities. (Author/MSE)

A method is presented for determining the optimal number of conditions to use in multivariate-multifacet generalizability designs when resource constraints are imposed. A decision maker can determine the number of observations needed to obtain the largest possible generalizability coefficient. The procedure easily applies to the univariate case.…

The creation of "Higher Education Corporations" in the United Kingdom is discussed within the context of what one Polytechnic has done in creating a Decision Support System to address the problems found in resource management, cost control, and competitive bidding. A summarization is included of the actions taken by the Polytechnic in…

Reallocation of positive reductions in staffing and urgent retrenchments will require a consistently open process. A forced-choice decision-making environment will focus greater attention on the legitimacy and trustworthiness of the decision-making process. (Author/MLW)