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EDITOR???S NOTES 1Nicolas A. Valcik 1. Why Is It Important to Analyze and Use Business and Human Resources Data? 5Raymond H. Wallace This chapter gives the audience a framework of how and why finance and human resources data are used, as well as the different analyses that colleges and universities are currently using, to determine institutional operational needs and effectiveness. 2. Using Personnel and Financial Data for Reporting Purposes: What Are the Challenges to Using Such Data Accurately? 13Nicolas A. Valcik, Andrea D. Stigdon This chapter discusses techniques that institutional researchers use to extract useful data from the human resources and financial information systems for basic and advanced reports. In addition the chapter discusses how institutional researchers must work with business affairs areas of operations in order to obtain accurate information. 3. A Beginner???s Guide to Integrating Human Resources Faculty Data and Cost Data 25Gary D. Levy Instructional expenses (primarily faculty compensation) account for a significant percentage of any institution???s overall costs or expenses. Institutional research offices have the potential to enhance institutional decision making by integrating human resources faculty data and institutional cost data. This chapter outlines issues related to sharing of cost and human resource faculty data and the institutional researcher???s role in integrating and presenting that data. The first steps in preparing integrated human resources faculty data and cost data are presented. 4. A Four–Step Faculty Compensation Model: From Equity Analysis to Adjustment 49Serge Herzog In today???s ever tightening budget for higher education institutions, it is important for senior administrators to have reliable and accurate data on the current value of faculty for compensation purposes. If an institution fails to compensate faculty members competitively and equitably, they will likely seek employment with another institution or an entity in the private sector. If an institution overpays its faculty members, the budget used for compensation may very well deplete institutional resources in other areas. This chapter offers a four–step process to identify possible inequities in faculty compensation and ways to implement salary adjustments to ensure fair financial rewards and market standards within the institution. 5. Formula Funding, the Delaware Study, and the University of North Carolina 65Sarah D. Carrigan The state of North Carolina uses formula funding as a portion of the budgeting process for the institutions in The University of North Carolina System. In this chapter, the author will discuss the state funding model and its relationship to and foundation on the Delaware Study. Given the central weight that the Delaware Study has on revenue projections across the system, UNC–Greensboro has developed a number of Delaware Study–related reports, used by the provost and academic deans for both instructional deployment needs and revenue allocation. The author illustrates several of these reports. 6. Budgeting for the Kentucky Educational Excellence Scholarship 79Melvin E. Letteer The state of Kentucky uses a very complex model to determine budgetary needs of financial aid for Kentucky high school graduates going to higher education institutions. This chapter discusses how the Kentucky Higher Education Assistance Authority forecasts future financial aid requirements for students in the State of Kentucky. 7. Using Return on Investment Models of Programs and Faculty for Strategic Planning 93Lawrence J. Redlinger, Nicolas A. Valcik The state of Texas currently uses formula funding to calculate state appropriations for public higher education institutions. This chapter discusses the methodology that The University of Texas at Dallas uses to analyze what programs are earning for revenue versus what the costs are for operating each program from state funds. 8. The Role Institutional Research Plays in Navigating the Current Economic Uncertainty 109Mary Beth Worley This final chapter reviews the previous chapters in relation to the current economic situation that universities and colleges are facing across the country. The author discusses how human resources and business data, used in the various models and methodologies discussed in this volume, are impacting the institutional decision–making process. INDEX 115