Search

The article reports on growth and changes to the physical structure and academic environment of the University of Kansas in Lawrence, Kansas. Improvements include the addition of academic counselors, student-affairs officers, statisticians, and the renovations of many residence halls and academic spaces. Buildings have been added including a fitness center, a performing-arts center and the Dole Institute for Politics building. The university has attracted grant money through extensive programs in behavioral and drug-discovery research. Other topics include services for students, the physical plant, and the information-technology department.

The article presents an in-depth examination into the financial strategies of universities and colleges within the United States, particularly highlighting endowment management and spending trends for the 2007 fiscal year and projecting possible influences for 2008. The high return rates of 2007 are mentioned, however it is suggested that with the U.S. economy fluctuating, such gains are not expected nor planned for by colleges. The successful models of diversity-focused investment strategies are described, pointing out their lower risk and focus on the long term and the utilization of international markets.

Focuses on Michael C. Markovitz, co-founder of the Illinois School of Professional Psychology, a for-profit college. Biographical information; Traditional lack of academic respectability given to for-profit schools; Details on Argosy Education Group Inc., the largest for-profit provider of doctoral programs in the United States; Criticism of Argosy.

The article reports that universities and colleges in the United States have high debt loads that could hurt their fiscal solvency. Many colleges have raised their debt load as the value of their assets have plunged, making it likely that they will breach their bank loans. The author examines the ways that high debt will affect colleges, focusing on the fact that many institutions could violate the standards that the United States Department of Education uses to determine eligibility for federal student aid.

The article reports that a global financial crisis is hurting universities and colleges in the United States. The credit crisis is making it difficult for many colleges to get cash they need to pay their bills and cover the interest on their debts, even though bankers who work with colleges and academic medical centers claim that the higher education sector is doing better than other industries. The author examines methods that college administrators are using to mitigate the worst effects of the credit crisis.

The article explores the issue of rising tuition costs in colleges and universities in the United States. Questions are raised regarding the source of the inflation, citing several complex factors including the management of operating expenses of the school and the level of cost-burden put onto the student rather than on subsidies and grants. Additional discussion is given concerning colleges' broader financial management philosophies on their productivity and efficiency, the possible impact of the credit markets, and potential for government intervention.

The article focuses on Quinnipiac University and its plans to expand its campus. The expansion will put the college into a large amount of debt, and the college's reasons for undergoing such an endeavor are discussed and include the desire to increase the amount of student housing and the ability for professors to have their own offices. Comments from Patrick J. Healy, the senior vice president for finance administration at the school, are included and the president of the university, John L. Lahey, is also mentioned.

Focuses on the decision of U.S. universities and colleges to borrow money for their capital projects due to low interest rates brought about by the economic downturn as of November 2002. Value of bonds issued by colleges in 2001; Types of projects in which the money is used; Significance of low interest rates to colleges with small fund-raising operations.

Reports on financial strategies adopted by private colleges to deal with the rising cost of financial aid to students. Question on institution of policies; Approaches of different colleges; Rejection of students because of financial need; Evidence on the growth of spending on financial aid; Discount from gross revenues; Ratio of an institution's real spending capacity.

The article reports on the continuing investigation surrounding the financial problems of the U.S. for-profit college company Corinthian Colleges Inc. as of July 2014, focusing on the extent to which the U.S. Department of Education (DoE) was aware of its difficulties. Details are given noting how the DoE has dedicated staff and services to monitor for-profit colleges. Questions are then raised surrounding the DoE's statements that it was unaware of the school's negative financial conditions.

The article reports on ongoing financial problems at the for-profit company Corinthian Colleges and its campuses as of July 4, 2014. Details are given regarding an agreement between the U.S. Department of Education and the college network regarding temporary access to student aid funds, the need for the company to sell several campus locations, and questions regarding the status of current students if the colleges fail or are shut down.

The article discusses "Trends in College Spending, 1999-2009," a report by the U.S. nonprofit Delta Project on Postsecondary Education Costs, Productivity, and Accountability regarding per-student spending at American colleges. It examines the differences between per-student spending at private, public, and community colleges and explores how decreases in federal aid to higher education have increased college tuition costs. Other topics include at trend by universities in depending on tuition for revenue, the increasing non-faculty staffs at colleges, and growth in the amount of students attending community colleges in the U.S.

The article discusses the results of a financial-responsibility test given institutions of higher education by the U.S. Department of Education. The results demonstrated that 114 private nonprofit degree-granting colleges failed the test due to their poor financial condition. A list of the schools is provided including Phillips Graduate Institute, Tiffin University, and the San Francisco Art Institute. Also discussed is the impact of the global economic crisis on these schools and their finances.

The article discusses Wartburg College, which carries nearly $100 million in debt. The school's debt load, which is twice the amount that it takes in annually from tuition and other sources of revenue, is threatening the school's accreditation and alarming some of its employees. The author examines the tensions that the institution's financial situation has created with people living in the city of Waverly, Iowa, where it is located. The ability of the school to meet debt payments in the future is examined.

The article profiles Lynne Munson, former deputy chairman of the U.S. National Endowment for the Humanities (NEH), and her criticism of endowment management at U.S. colleges and universities. A self-described "policy wonk," Munson explains that her interest in university endowments began during her time with the NEH but became a focus when her daughter was born in 2007 and she realized how much it could cost to send her to college in the future. She notes that she supports endowments and management of them to support growth, but she argues that the money should be used for public benefit such as lower tuition. Munson also supports creation of legislation to require public reporting about endowments.

The article discusses the effect of the U.S. mortgage crisis on higher education. It is reported that students who rely on private loans to finance their college educations may face more stringent requirements to qualify for funding. It is also reported that universities and colleges may be effected by increased reluctance of homeowners in the U.S. to borrow against their home equity to finance college educations. Efforts of some colleges to provide affordable housing for faculty are also discussed.

The article focuses on the licensing of inventions by universities and colleges. The number of institutions to raise their revenue from inventions to more than 10 million dollars increased in the fiscal year of 2006. New York University is mentioned for earning the most revenue, and the executive director of technology transfer, Abram Goldfinger, comments on the university's success. The expansion of companies from universities is discussed and Carnegie Mellon University is mentioned for having spin-off companies.

The article reports on a multimillion-dollar donation pledged to Columbia University by media tycoon John W. Kluge for undergraduate student financial aid. The gift from the Columbia alumnus and benefactor is the largest ever earmarked for student aid. Columbia president Lee C. Bollinger said he hopes the gift will not dissuade other donors from contributing to the university's fundraising efforts. The school announced that students from families meeting certain income guidelines will receive financial aid packages enabling them to attend Columbia without incurring debt.

Focuses on charitable gift annuities at universities and colleges as investments for donors in the U.S. Discussion on how annuities work; Recommendation of the American Council on Gift Annuities about rates; Reason for caution in promoting annuities.

Discusses the endowment trends at universities and colleges in the U.S. Problems with fund-raising; Challenges being faced by capital campaigns; Description of the changes in endowment values; Discussion on the efforts of colleges to change their investment mix.

The article discusses the March 1, 2015 release of names of higher education institutions that the U.S. Department of Education has placed on the heightened cash monitoring (HCM) list for scrutiny of administration of federal financial-aid funding. Topics include the relation of the list to financial-responsibility, the request for the list by the periodical "Inside Higher Ed," and the criteria for listing on the HCM.

The article presents statistics on U.S. private colleges that have failed a 2012-2013 academic year financial-responsibility test by the U.S. Department of Education, listing schools including Family of Faith College, Phoenix Institute of Herbal Medicine & Acupuncture, and Midwives College of Utah.

Reports on losses by colleges on investments in derivatives. Case of Odessa College; Focus on derivatives by Wall Street; Portfolio of declining value; Use of less exotic derivatives.

Presents the findings of the report in `Campus Trends, 1994.' Survey of 406 academic institutions; Effect of finance on academic programs; Reorganization of administration; Cost-cutting measures of colleges and universities; Implications.

Reports on the returns gained by colleges and universities on their investments in 1992-93. Average total return for major endowments; Performance as greater than the inflation rate; Investments in small and mid-sized companies.

Describes the impact of a tax law in the offices of college fund raisers. Significant gifts expected by various colleges; Letters to wealthy alumni, parents and friends; Allowance for donors to take a deduction for the full fair market value of donations; Alternative minimum tax; Retroactivity of the law.

Reports on Walter H. Annenberg's gift to 3 universities. University of Pennsylvania; University of Southern California; Harvard University; Amounts; $100 million to Peddie School; Citizenship responsibility; Level of philanthropy for colleges and universities; Gift to black colleges; Nature of communication. INSET: Major private gifts to higher education since 1967..

Reports on a 4.9 per cent gain in voluntary gifts received by colleges and universities. 1.6 per cent gain when adjusted for inflations; Statistics from the report `Voluntary Support of Education, 1992'; Discouraging dependence on private philanthropy to fill budget gaps; Favoring of elementary and secondary schools by foundations; Growth in alumni gifts; Top fundraisers.

Reports on the introduction of an accounting rule on colleges and universities' accumulated costs for their employees' health insurance and other retirement benefits. Liability to a college's balance sheet; Curtailment or cancellation of retiree benefits; Reexamination of benefit programs; Financial Accounting Standards Board; Exemption of public colleges.

Cites figures from the US Equal Employment Opportunity Commission which found employment of non-teaching professionals in higher education grew by 4.5 percent from 1989-90 to 1991-92. While colleges continued to increase the number of people employed full-time, they also continued a nearly 20-year trend of adding more accountants, coaches, counselors, lawyers, systems analysts and other professionals. Rise in overall employment; Other statistics; Comments.

Presents figures from a report by the National Association of College and Business University Officers which found major college and university endowments earned an average total return of 12.7 percent in the fiscal year that ended June 30. The final report, due in early 1993, should include responses from more than 400 institutions. Composition of most endowments; Comments from investment managers and financial officers.

Focuses on some universities which took advantage of favorable financial conditions to float municipal bonds for capital construction and re-fund some bonds issued at higher interest rates during the early 1980s. Example of Ohio State University; Information from Securities Data Company Inc. on $6.8 billion in bonds issued in the first three quarters of 1992; `Clinton factor' causes slight increase in interest rates recently; Demand for bonds among consumers; Comments.

Reports on how colleges and universities are dealing with recession-induced constraints in state budgets that await them in 1991-1992. Consequences of the recession that are already evident at universities; Move by financially ailing Northeastern states like New York to limit state student-aid awards; Tuition increases in Indiana.

Reports on the results of a referenda pertaining to higher education finance in the U.S. Comment of California State University System acting chancellor Ellis McDune regarding the curtailing of projects for its 20 campuses; Approval of the college-savings program which will help families finance their children's college education in Arkansas; Approval of the creation of the Coordinating Commission for Postsecondary Education in Nebraska.

Describes how universities and colleges help create investment funds to back new companies in hopes of earning solid returns and spinning off companies based on the products of college research. Schools involved in traditional venture capital partnerships, such as the University of Alabama at Birmingham and Texas A&M University; How the funds work; Returns gained from investment in such funds.

The article reports on criticisms against the aggressive pursuit of federal and state research grants by the Florida Institute of Technology (FIT) in 1990. Officials from the higher education sector and some legislators argued that the approach of FIT diverts funds away from public universities and colleges that are in dire need of grant money.

The article discusses the profit margins of distance education programs at U.S. colleges and universities through examination of the scholarship program shared between the coffee shop chain Starbucks and Arizona State University (ASU). Details are given outlining the specifics of how Starbucks employees will receive access and a discount to enroll in ASU's distance programming. Commentary is given noting that ASU's scholarship offer suggests its distance education program is very profitable.

The article focuses on college reinvention through massive open online courses (MOOC's). The authors explain that traditional college education is being replaced by apprentice-based educational programs and on-the-job training, explore the popularity of MOOC's such as those offered by educational company Udacity, and discuss why many students benefit more from classroom instruction. They analyze the socioeconomic challenges that higher education institutions have faced in recent decades, including low student enrollments and cuts in state financing.

The article presents a case study of the economic effects of distance education on the business school at the University of Massachusetts at Amherst, with particular focus given to the fact that forty percent of the Isenberg School of Management's revenues come from its online program. The popularity of online master of business administration (MBA) classes is also touched on.

The article reports that several American for-profit higher education companies have experienced decreases in revenues and enrollments during the 2011 fiscal-year. The article cites the reluctance of students to take on loan debt and Congressional investigations into the practices of for-profit universities as reasons for the decline. A chart depicting changes in revenue, enrollment, and income for several companies is presented including the Apollo Group and Career Education Corporation.

The article discusses a project of the Association of Governing Boards of Universities and Colleges on strategic finance for universities. The project is designed to help presidents and trustees to understand their financial model by rigorously identifying direct and indirect expenses and developing strategies for new opportunities. These include addressing of untapped demand and addressing of social needs. It notes the increased attention to the program in 2010 as a result of the recession.

The article discusses the situation of Ithaca College, which misread the enrollment climate and accepted too many applicants for 2009-2010. Enrollment is dependent on how many acceptances are offered by the college and on how many of those result in students enrolling. Because their enrollment was 20 percent larger than they expected, many extra costs arose. These include paying some students to defer enrollment for a year, thus adjusting future admissions, additional costs for financial aid, hiring of extra instructors, and building a temporary residence hall in a six-week time frame at a cost of $2.5 million. The National Association for College Admissions Counseling notes that Ithaca did not have an early-decision option, which gives a college more control over enrollment.

The article reports on plans for ITT Educational Services to buy Daniel Webster College in New Hampshire for an undisclosed sum. The company, which runs ITT Technical Institutes nationwide, will assume all the college's debt, and the college will keep its name and its accreditation, according to college president Robert E. Myers.

The article discusses the use of swap contracts by universities and colleges in order to reduce their borrowing costs and keep their debt costs predictable. The author claims that changes in the bond market and interest rates have made this practice volatile and costly. An explanation of the economics of swap contracts is presented.

The article reports on licensing revenues for U.S. universities and colleges. The author focuses on intellectual property rights for vaccines, drugs, and medical services at schools such as New York University and Northwestern University. Other topics include technology transfer on active licenses, start-up companies, and income for higher education.

The article reports that the Higher Education Price Index, a widely used measure of colleges' costs, rose nearly 4 percent for the 2008 fiscal year. Experts at the Commonfund Institute, which maintains the index, noted that broader economic trends could lead to higher costs for colleges in the months to come. The increase in the index is higher than the 2007 rise, but lower than the 2006 increase, which was higher than normal because of increased prices for utilities and materials in the aftermath of Hurricane Katrina.

The article reports on vice chancellor Thomas J. Mitchell and his efforts at the University of California at Irvine to raise money and attract and keep fund raising staff. His strategies for hiring and maintaining staff have included giving personality tests to applicants, providing career maps to new hires, and regular surveys of employees about their interactions with departments they deal with. Other topics in the article include a resume database kept by Irvine, recruiting techniques used by Irvine and competing schools, talent management practices, and university fund raising campaigns.

The article discusses how the U.S. economy is effecting the financial health of colleges and universities. It is believed that schools remain in good stead financially in spite of changes in the national economy. However, in a report released by Moody's Investor Services, the company warns of long-term effects like an increase in the scrutiny of schools' finances. Standard and Poor believes that schools may see lower returns on their investments as a result of the downturn and increases in costs like energy and insurance. Another aspect to consider that will impact colleges, is the change in student population which will increase, but not as highly as was once thought.

The article reports that trustees and alumni of Antioch College in Ohio have reached an agreement that would keep the college from closing, although donors to the college have criticized the deal. Donors claim that the agreement does not give the college enough independence within the structure of Antioch University, of which it is part. According to the article, donors who had offered to make donations to the college would not actually provide any money until they were assured that the college's governing board would have more authority. The article discusses the role of alumni in attempting to keep the college open.