Discusses how the budgeting process at universities can be improved by applying certain principles: involve people whose authority derives from responsible expertise, understand human decision-making risks and guard against them, address questions of long-term importance to the institution, and structure positive budget incentives for all levels…

Examines two criticisms of the politics of collaborative learning. Argues that consensus can be a powerful instrument for students to generate differences, identify systems of authority that organize these differences, and transform the relations of power that determine who may speak and what counts as a meaningful statement. (MM)

Uses the example of Vermont's Middlebury College to explore the challenges and possibilities of achieving consensus about institutional change. Discusses why, unlike in this example, consensus usually fails, and presents four demands of an effective consensus process. Includes a list of "test" questions on successful collaboration. (EV)

Most decisions are made not by individuals but by groups. Knowing how the group process works and how information enters it can improve the quality of decisions, and can enhance the institutional researcher's role as data supplier and lead methodologist. (Author/MSE)

Explores ways to identify and meet the housing goals of college campuses. Stresses the participatory approach through open communication between stakeholders in order to resolve design issues before construction funds are spent. Provides an example of Lafayette College's (Pennsylvania) experience with this approach. (GR)

The participative model of institutional budgeting is compared briefly with two other common models, and its rationale is discussed. An explanation of nine basic principles of participative budgeting uses examples from a variety of colleges and universities, and concludes with the author's reflections on the approach, based on his experience. (MSE)

Discusses administration, leadership, and management in academic libraries. Factors that meet the work-related needs of librarians and that lead to successful management are suggested, including sufficient knowledge, a measure of control over work, participation in decision making, and a sense of ownership in library service. (three references)…

Presents relational and structural conditions necessary to successful collaboration between college faculty and administrators. Relational conditions include "refuse to play zero-sum games" and "the most important power in a college is the power to persuade." Structural conditions include "clarify the roles of players" and "prefer a matrix…

Recently, the Center for Higher Education Policy Analysis at the University of Southern California conducted a national study of public higher education governing board performance. 130 board members, presidents, coordinating board officials, governors, legislators, and education department staff were interviewed about ways to improve performance…

To offset declining enrollments, financial constraints, younger faculties, and high tenure ratios, some institutions are considering early retirement programs to facilitate faculty turnover. A University of Virginia faculty committee reviewed several early retirement options and selected a cost-effective bridging program with ample incentives and…

This report reviews the need for teaming skills in the engineering workplace and discusses why these same skills can contribute to improving the educational process. It also includes a team training workbook and a facilitator's guide that contain exercises and ideas to help develop effective teams. The report examines the evolution of teams in…

Most campus building projects are high-stakes ventures that, if not correctly planned, may be accompanied by cost overruns, schedule delays, unhappy stakeholders, diminished political goodwill, delays in new programs, or even the forfeiture of a donor gift. The key to managing complexity, reducing risk, and saving time and money lies in one…

It is recommended that institutions think carefully about their use of committees, examining the need, type, functions, size, membership, technical and clerical assistance, chairperson, powers, meetings, intercommittee relationships, minutes and reports, followup action, costs, and method for dissolution. A checklist of committee formation…

College administrators have an obligation to educate faculty and staff as consumers of retirement plan services. Employers can face liability if they limit plan participation to overly restrictive investment alternatives. A task force representing employees should be appointed to make vendor selections. (MSE)

Bringing together technical and administrative personnel for a problem-solving session preceeds the development of an institutional energy management plan. A "Master Plan Worksheet" model is included along with monitoring guidelines for successful plan implementation. (MLF)