Northeastern University (Massachusetts) has reduced its size by one-fifth, cut $60-million from its budget, eliminated 700 jobs, dropped or merged several programs, frozen salaries, and cut other costs in a successful retrenchment effort. Many agree the "rightsizing" was handled in a fair, humane way; others are angered. (MSE)

The intended audience for this primer includes new academic administrators and faculty members who seek involvement in campus governance and need a greater understanding of administrative processes, particularly those related to budgets and budgeting. After reading this publication, readers will have a better understanding of the budget process at…

This report examines the change process at a regional university in achieving a higher level of excellence in all its programs and activities. Results from 30 interviews are discussed in explaining how this university endured a major retrenchment and survived and thrived while simultaneously contributing to the surrounding community's economic…

The lessons from the corporate experience of the 1980s, carefully applied, can strengthen the university in support of its mission. Those experiences, sifted and shaped for higher education, can help with the difficult tasks of downsizing, rightsizing, restructuring, streamlining, and decentralizing that confront the university in the 1990s. (MSE)

Effective college planning in a period of reduced resources requires that a comprehensive long-range plan, based on consensus, be in place before budgeting begins, so essential resources will not be damaged. The starting point for planning is a well-stated conception of the institution and of its subsystems and their interactions. (MSE)

This study examined how closely 11 accepted principles for managing budgets were followed at 98 public college campuses during the first half of the 1990s, a period of budget problems. The colleges reviewed were in six states: California, Florida, Massachusetts, New York, Texas, and Wisconsin. The study found that (1) planning was not inclusive,…

A discussion of the ways in which college retrenchment planning is institution specific and political looks at how four institutions have shaped different retrenchment strategies. Challenges inherent in each strategy are examined, and practical suggestions are made for campus leaders facing retrenchment. (MSE)

This essay examines the administration of public multi-campus universities, focusing in particular on central administration and the State University of New York (SUNY) system and on responses to the need for fiscal austerity. Before treatment of the main topic begins, the essay offers a look at five reasons for the suspicion and resentment that…

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)

The predominantly African American University of the District of Columbia is beset by a perennially shrinking budget, the city's severe financial problems, board pressure to increase tuition substantially, decreased degree output, weak political support, and competition from many private universities within the city. These may be compounded by…

This paper addresses the problem of shaping new strategies in the face of current enrollment declines at many colleges and universities. It describes an approach that applies a long term planning model that can incorporate the short-term realities of lower enrollments and budget constraints with projections for new strategic initiatives. The paper…

This report addresses the issue of maintaining adequate controls within a streamlined or restructured financial affairs environment at an institution of higher education. It presents a new paradigm for control structures designed to more effectively meet administrators' needs--both in terms of cost and risk management. The first section: (1)…

A University of Maryland at College Park administrator offers his perspective on a recent retrenchment process that resulted in program closings. He describes the dialog between administration and faculty and credits the faculty with important support and participation in difficult decision making. (MSE)

The process at the University of Maryland at College Park to cut its budget substantially over two years is described. Key principles were avoidance of across-the-board cuts, maintenance of commitments, faculty involvement, openness, and ongoing communication within the institution. Advisory committee, college senate, and off-campus lobbying…

Based on data gathered on-site at 13 colleges and universities, this volume offers an in-depth analysis of how colleges and universities have been affected by hard times, how they have risen to the challenges, and what their responses mean to the public and its support for higher education. Part 1 describes the study itself in detail and reports…