Internal and External Resource Generation: Creative Strategies for Kinesiology Programs

This is an era in which academic units in higher education are expected to do more with less. State- and institutionally-appropriated funding streams are generally decreasing or stagnant. Federal grant funding is at its lowest level in years, and unlikely to rebound anytime soon. Institutions are restricting tuition increases to allow greater accessibility to students of limited means as well as to heed public demand for more accountability in the “educational product”. Enrollment growth adds pressure to academic units but rarely results in immediate resources directed to the affected units. To compound this problem, kinesiology is one of the fastest growing majors nationwide. With such mounting pressures on academic units and their leaders, creative entrepreneurial resourcefulness is not only rewarded, but required. This paper presents a series of successful and practical resource-generating strategies from the unique perspectives of units at several different institutions.

The Impact of Tuition Increases on Enrollment at Public Colleges and Universities

In this paper we review recent increases in tuition at public institutions and estimate impacts on enrollment. We use data on all U.S. public 4-year colleges and universities from 1991 to 2006 and illustrate that tuition increased dramatically beginning in the early part of this decade. We examine impacts of such increases on total enrollment and credit hours, and estimate differences by type of institution. We estimate that the average tuition and fee elasticity of total headcount is -0.0958. At the mean, a $100 increase in tuition and fees would lead to a decline in enrollment of about 0.25 percent, with larger effects at Research I universities. We find limited evidence that especially large tuition increases elicit disproportionate enrollment responses.