Changing Times, Changing Mission?
Saved in:
| Title: | Changing Times, Changing Mission? |
|---|---|
| Language: | English |
| Authors: | Levin, Bernard H. |
| Peer Reviewed: | N |
| Page Count: | 38 |
| Publication Date: | 1992 |
| Document Type: | Reports - Research Speeches/Meeting Papers |
| Descriptors: | Access to Education, Budgeting, Budgets, Change Strategies, College Planning, Community Colleges, Economic Change, Educational Finance, Educational Trends, Expenditures, Financial Exigency, Full Time Equivalency, Resource Allocation, School Funds, Tuition, Two Year Colleges |
| Abstract: | To determine the effects of changes in state funding on patterns of spending among institutions within the Virginia Community College System (VCCS), an analysis was performed of audited operating expenditures, enrollment, and staffing for the decade between 1980 and 1990 for each of the 23 VCCS colleges. The analysis found that from 1981-82 to 1990-91 there was a 55% increase systemwide in the ratio of "education and general" (E&G) expenditures to full time equivalency students (FTES), with appropriations for FY90 amounting to $1.2 million less than inflation adjusted FY80 levels. One response to the financial pressure was to raise tuition, and tuition revenue over the study period increased from 22% of actual E&G expenditures to 24%. In addition, from 1985-86 to 1990-91 there was a 53% decline in FTES expenditures in instructional equipment, while other methods VCCS presidents used to compensate for reduced resources were staff reductions, increased use of part-time faculty, increased student/faculty ratio, reduced expenditures for academic support, and reduced expenditure for operation and maintenance. However, while the presidents significantly increased the student/faculty ratio, they also applied a relatively constant percentage of E&G funding to instruction. Recommended tactics for coping with financial pressures include restricting enrollment, evaluating programs based on delivery cost, and rethinking the mission of the community college. (MAB) |
| Entry Date: | 1994 |
| Accession Number: | ED361056 |
| Database: | ERIC |
| Abstract: | To determine the effects of changes in state funding on patterns of spending among institutions within the Virginia Community College System (VCCS), an analysis was performed of audited operating expenditures, enrollment, and staffing for the decade between 1980 and 1990 for each of the 23 VCCS colleges. The analysis found that from 1981-82 to 1990-91 there was a 55% increase systemwide in the ratio of "education and general" (E&G) expenditures to full time equivalency students (FTES), with appropriations for FY90 amounting to $1.2 million less than inflation adjusted FY80 levels. One response to the financial pressure was to raise tuition, and tuition revenue over the study period increased from 22% of actual E&G expenditures to 24%. In addition, from 1985-86 to 1990-91 there was a 53% decline in FTES expenditures in instructional equipment, while other methods VCCS presidents used to compensate for reduced resources were staff reductions, increased use of part-time faculty, increased student/faculty ratio, reduced expenditures for academic support, and reduced expenditure for operation and maintenance. However, while the presidents significantly increased the student/faculty ratio, they also applied a relatively constant percentage of E&G funding to instruction. Recommended tactics for coping with financial pressures include restricting enrollment, evaluating programs based on delivery cost, and rethinking the mission of the community college. (MAB) |
|---|
