College rankings have become a powerful influence in higher education. While the determinants of educational quality are not clearly defined, college rankings designate an institution's standing in a numerical order based on quantifiable measurements that focus primarily on institutional resources. Previous research has identified the…

The perceived success of EDUCOM's Financial Planning Model (EFPM) and the relationship between success and organizational services--the integrator functions--that support EFPM's use are examined. The study finds that the integrator functions are significantly related to success. (Author/MLW)

The derivation of discipline cost indexes, developed to permit accurate interinstitutional comparisons of relative costs among disciplines, is explained using expenditure data from five peer institutions. How the indexes have been used in one research university's budget allocation process is then described. (Author/MSE)

A model is described that allows for assessment of alternative funding formulas for postsecondary education systems. Emphasis is on the extent to which marginal funding proposals can offer a viable alternative to traditional linear enrollment driven formulas. The model operates at a statewide level but may be useful at other levels. (MSE)

Following six years of across-the-board internal budget reallocations, Penn State initiated a rolling five-year planning and budget process. It provides for more selective budgetary decisions based on careful analysis of university priorities. (Author/MLW)

Based on 900 returns from a survey of all U.S. college and university presidents, priorities were found to reflect needs to deal with retrenchment. Priorities included: communicating institutional strengths to students, parents, public, and state legislatures; integrating program review results; resource allocation; faculty vitality and renewal;…

The role of institutional budgeting strategies in promoting institutional change is examined, looking specifically at two budget components (general-purpose lump sums and earmarked funds). Experiences of the University of Utrecht (Netherlands) with internal competition for reduced funds as a means for stimulating change are discussed. (MSE)