Incentive-Based Budgeting Systems in Public Universities

Edited by Douglas M. Priest, Associate Vice Chancellor for Budgetary Administration and Planning, and Associate Professor of Educational Leadership and Policy Studies, Indiana University, US, William E. Becker, Professor of Economics, Indiana University, Bloomington, US, Adjunct Professor, School of Commerce, University of South Australia and Editor, Journal of Economic Education and Editor, Economic Research Network Educator, Don Hossler, Vice Chancellor for Enrollment Services and Professor of Educational Leadership and Policy Studies and Edward P. St. John, formerly Professor of Education, Leadership and Policy Studies, Indiana University and Director, Indiana Education Policy Center and Consulting Editor for Research in Higher Education, US

• Contents: 1. Why Incentive-Based Budgeting Systems in the Public Sector and Why Now? Part I: Overview 2. The Case, if Any, for Responsibility Center Budgeting 3. The Efficiency of Responsibility Center Management within State Universities 4. Revenue Flux and University Behavior Part II: Case Studies 5. Responsibility Center Budgeting and Management at Indiana University 6. Responsibility Center Budgeting at the University of Toronto 7. Activity-Based Budgeting at the University of Michigan Part III: Effects and Lessons 8. Budget Incentive Structures and the Improvement of College Teaching 9. Reward Structures and Faculty Behavior Under Responsibility Center Management 10. Using Performance Indicators to Evaluate Decentralized Budgeting Systems and Institutional Performance 11. Incentive-Based Budgeting: An Evolving Approach Index

'The collection of papers in Incentive-Based Budgeting Systems in Public Universities is sure to warm the hearts of university presidents, budget directors, department chairs, faculty, and others who have long suspected that budgeting and education, research and service must somehow be related. It will also serve as a reference for those who have their doubts. . . The benefit of a volume such as Incentive-Based Budgeting Systems in Public Universities is that it provides the reader with the background and basis for thinking about alternatives to the status quo as applied to higher education finance. When the issues are as complex as budgeting in higher education, and when much of the potential audience is likely to be dubious that change might be effective, the discussion must be comprehensive enough to encourage further investigation while keeping an open mind. Incentive-Based Budgeting Systems in Public Universities meets these criteria.'