A DESCRIPTIVE STUDY OF SELECTED RESOURCE REALLOCATION/RETRENCHMENT PLANS

The intent of this study was to describe the resource reallocation/retrenchment plans collected from the universities in the Big Eight Conference. The review of related literature included (1) a discussion of advantages and disadvantages that differing types of postsecondary institutions have in coping with decline, (2) traditional management methods used to respond to the problems of decline, and (3) the use of resource reallocation as an alternative response to the problems of decline. The information for this study was gathered from plans sent by administrators of the eight universities, and by a structured telephone interview with the eight participants. Based upon the findings of this study, it was found: (1) The majority of resource reallocation plans contained primary areas and statements that were contained in a previously developed comparison plan. (2) The majority of plans contained primary and secondary statements of both a general and specific nature. (3) The primary areas were of greater concern than the secondary areas in the related literature and outside resource reallocation plans. (4) The majority of plans and processes were formal. (5) The majority of plans and processes were initiated and developed by officials within the universities. (6) The plans and processes were to assist in establishing academic program priorities. (7) The interviews revealed that it had not been necessary to utilize financial exigency plans at half of the universities. (8) Five of the eight plans and processes were not expected to affect the university budget, but may affect college budgets. (9) Six of the eight universities had prepared for the advent of personnel problems by having an appeals procedure. (10) Students would be directly affected in curricular programs if the plans and processes were enacted. (11) The plans and processes either had a positive or no effect on state funding. (12) The development and existence of the plans and processes had a positive effect on the decision-making process. (13) The plans and processes had not been evaluated either internally or externally at six of the eight universities. (14) The plans and processes had currently met with general approval from higher authorities