Course scheduling is tied integrally to two of an institution’s most expensive resources—facilities and faculty. Managing schedules involves more than just cracking a complex logistical code each semester—it’s also a potential bane or boon to the operating budget.
Appalachian State University (N.C.): Policy says that faculty should generally not be paid extra for teaching courses on top of normal course loads. It mentions making other arrangements, such as a course reduction the following semester.
California State University: Overload assignment may not exceed 25 percent of a full-time position.
From cashing in on beer sales at football games to providing community members with a safe way to trash old electronics for a fee, administrators are looking beyond tuition and endowments to make up for budget shortfalls.
The world of intellectual property is not the easy goldmine it may appear to be from the outside. There is a business behind selling scholarly works, whether they fall into the patent or copyright realms of IP--both forms are citizens of the university world, though with completely different issues and revenue streams.
While trademark would not generally be considered scholarly material that is serving the public good, the $4.6 billion a year it generates for institutions does help them remain more healthy and visible.
That total makes it the second largest category of licensed merchandise in the country, behind only Major League Baseball, says Andrew Giangola, vice president of Strategic Communications at Collegiate Licensing Company, a sports marketing company that represents nearly 200 colleges and universities.
The U.S. economy has been through major changes in the last several years, and the effects are being felt on campus. In many cases, this turmoil shows up publicly in the form of a credit-rating downgrade. On some campuses, a change in the credit rating has no effect on the day-to-day operations; on others, it can be devastating.
The coming change in how student loan default rates are calculated may mean bad news for some colleges and universities.
With the new calculations, the rate at which a group of students later defaults on loan payments will increase for most institutions, and schools with a particular default rate for three consecutive years will lose the ability to give Pell Grants. That’s why many are seeing this as the ideal time to look at how default prevention services are managed.
Five years after the Great Recession’s official end, higher ed endowments and fundraising are finally recovering, but there is no rising financial tide that’s lifting all boats—especially smaller ones that depend heavily on tuition.