Features of microcomputer systems and software that can be useful in administration of research grants are outlined, including immediacy of reporting, flexibility, accurate balance availability, useful coding, accurate payroll control, and forecasting capabilities. These are contrasted with the less flexible centralized computer operation. (MSE)

Basic algebraic formulas for calculating research program budgets are explained, using time-tested examples of cost-sharing, fringe benefit, and indirect cost calculation. The method is suggested as a tool for teaching both novice research administrators and researchers. (MSE)

Campus activities programmers are offered suggestions to make the budgeting process clearer. They include knowing funding sources, understanding distribution of funds, monitoring encumbered funds, developing a system to keep track of how funds are spent, avoiding overspending and handling re-appropriations, setting aside reserves, and asking for…

The use of quantitative techniques for research and development management in large U.S. industrial firms is reviewed, current patterns of technique familiarity and usage are described, and suggestions for the direction of project management systems are given. (MSE)

Research administrators must establish and maintain control over discretionary spending, assure all deliverables are completed on time, and assure adequate and controlled funding for grants and contracts. Steps and approaches for accomplishing these tasks are outlined, including planning, tracking, and reporting techniques. (MSE)

This paper defines, develops, and displays a mathematical modeling formulation for exploring decisions available to the higher educational administrator in evaluating discrete educational program budgets (instructional, service, and administrative) for possible future funding alternatives. Complex budget reduction strategies can be…

The importance of expertise and experience in university budgetary management is discussed. A short survey of higher education institutions indicated that program administrations were not knowledgeable about budgetary processes and procedures and were not interested in developing such expertise. It is suggested that there is a need for…

This manual is intended to be used as a guideline for establishing a high quality child care program. It is based on New York State regulations and on widely accepted practices that support early childhood development. Chapter 1 gives an overview of the start-up process and includes a checklist of major tasks. Chapter 2 discusses assessment…

Each college foreign language department needs to use its limited resources with long-term goals in mind. Strategic planning requires the department to make sense of innovations in technology, present and future costs, enrollment trends, product life cycles, student characteristics, methodology, programmed or non-programmed needs, and vendors. In…

Organization and management of financial resources in the University of Maryland medical school's department of medicine are described, including development of realistic budgets, accounting for sources of income and expenses, uses of subsidies and incentives for more efficient administration, financial reporting, annual administrative retreat,…

This book, which is intended as a resource/reference guide for experienced financial managers and course planners, examines accepted methods and new approaches for using financial information in continuing education. The introduction reviews theory and practice, traditional and new methods, planning and organizational management, and technology.…

This monograph presents recommendations for college and university trustees regarding endowment spending policies. The recommendations include how to set investment goals, assess the reasonableness of investments, and judge when to use endowment funds for high priority needs. A systematic method for determining how much to spend annually from…

Data for an examination of budget analysis in continuing education were collected using personal interviews with the continuing program directors at four institutions. The institutions represented public and private, degree and nondegree continuing education programs. Despite practitioner-oriented data to draw upon, a literature review identified…