In an age where every penny counts, some universities are pulling out all the stops to collect parking ticket debts. Colleges are deploying a full arsenal of weapons, including the use of high-tech equipment to scan parking lots for violators, and the enlistment of collection agencies to hunt down deadbeats.
In a state known for horse racing, it's fair to say lawmakers have pressed the University of Louisville to gallop into a brighter research future. That encouragement began more than a decade ago, when Kentucky's "bucks for brains" program started matching private dollars given to universities in support of research and faculty recruitment.
When investment returns were going gangbusters years ago, most colleges paid little attention to whether they’d have quick access to cash if a severe economic downturn occurred. The pitfalls of that oversight are now clearer than ever, and a major rating agency is asking colleges to produce ever-more detailed reports about their “liquidity” positions.
Signs of the economic downturn are evident many places you turn in higher education these days: in the exploding demand for student financial aid, the imposition of faculty and staff furloughs, and an upturn in the number of nonprofit colleges being transformed into for-profit institutions.
It’s no secret that for-profit institutions lavishly outspend their public counterparts in marketing. Just look out for their billboards along busy roadways, commercials airing on cable television, or prominent ads on popular websites.
This tends to cause general consternation among community college leaders, many of whom believe their institutions could just as easily serve students looking elsewhere for career advancement or retraining. So why – amid ever-increasing advertising blitzes by for-profit institutions – are some community colleges slashing their marketing budgets?
Maybe punishing every evil company is less practical than supporting corporations that seek to do good. Rather than divest from tobacco companies or those that engage in ethically dubious business in Sudan, Dickinson and Middlebury colleges are trying to steer investment dollars toward companies and managed funds with strong environmental and social records.
Like so many small private colleges, Dana College, a small Lutheran institution on the outskirts of Omaha, has long been precariously close to its death.
“I’ve worried about the college as long as I’ve known the college,” says Myrvin Christopherson, a 1961 alumnus who was Dana’s president from 1986 until 2005. During those 19 years, not only did he weather several years of budget deficits and a fire that destroyed the college’s Old Main, but he also increased the college’s endowment from $1 million to more than 10 times that. “It was always able to pull through.”
SAN FRANCISCO – Colleges do a relatively good job of preventing cashiers and low-level employees from stealing, but they’re largely inept when it comes to monitoring mid- and upper-level managers who are the most likely to perpetrate significant fraud at an institution, an expert on such crimes said at the National Association of College and University Business Officers annual meeting here Sunday.