The University of Montpelier I's 1969 statutes permitting maximum autonomy for the faculties of law and economics, medicine, and pharmacology resulted in a well-established division between the university's constituent parts and an unwillingness to pool resources to effect savings. (MSE)

A Swiss technological institute's 10 years' experience with resource allocation based on competitive research project selection, originally conceived to preserve flexibility in a staffing crisis and found to be an efficient research management tool, is outlined and discussed. (MSE)

The Biomedical Research Support Grant (BRSG) at The George Washington University Medical Center funds pilot projects submitted by the faculty. The procedures for allocating BRSG funds, their distribution in Medical Center departments, and their effect on attracting extramural funding over a five-year period are discussed.

An approach to institutional resource management is proposed that takes into account the student body resource as a contributor to the institution's functioning and well-being. Eight steps in managing it are outlined, covering institutional objectives, diversity, direction, recruitment and marketing, and student flow. (MSE)

This paper reports the results of a state equity analysis in North Carolina based on conditions in 1975-76 and 1982-83. Since the state funding mechanism in North Carolina does not adjust for variation in local fiscal capacity, the focus of the analysis is on fiscal equity in local funding provisions. (TE)

This research based theory suggests the concept of centrality (how closely a unit's purposes match those central to the organization) affects internal resource allocations, environmental power, institutional power, and resource negotiation strategies in colleges and universities. A figure, tables, an appendix, and 30 references are provided. (DCS)

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)

Director of Iowa State University's Media Resources Center argues that fiscal progress is the most reliable measure of functional progress or growth. How money is controlled to allow for allocation of funds and manipulation of service priorities is described as well as how service functions are managed. (MBR)

Considers role of states as middlemen between federal government and local public libraries in administration of Library Services and Construction Act funds. An audit of Illinois state library agencies, 1970 federal mandates, state control of federal funds, and state library agencies' use of funds are discussed. Eight references are cited. (EJS)

Alabama's public high school principals support the concept of minimum competency testing for students but are reluctant to allocate time and money to this effort at the expense of other curricular endeavors, according to a recent survey. (PGD)

The Israeli Planning and Grants Committee (PGC) was established in 1974 on the model of the British University Grants Committee, becoming the most powerful and dominant organization in higher education governance. Both government and universities will have to provide the framework of cooperation with the PGC to maintain its present position. (MSE)

Discusses effects of British methods of resource allocation to the colonial universities on the methods used by the successor states, primarily for Ghana and Nigeria, in terms of the national governments' announced intentions and beliefs. Concludes that although the West African systems are similar to the British system, they are very much local…

The American Indian Policy Review Commission's Health Task Force identified the following deficiencies in Indian health care: inadequate policy; inadequate appropriations; inadequate delivery systems; lack of responsiveness on the part of state and local agencies toward Indians; lack of oversight and accountability at all levels of Indian Health…

The instructional service component of academic departments is explored due to concern for the development of a budgetary plan that accounts both for the inherent differences in disciplines and the concomitant instructional methodologies affecting input and output properties and for operational differences among departments. (LBH)

Reasons for more intensive scrutiny of departmental operations and budgets are reviewed, along with the factors that have prevented such study. The means and procedures for such review are listed with comments and cautions about putting these procedures into operation. (LBH)