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dc.contributor.authorStephens, Jennifer Hodges
dc.date.accessioned2014-07-04T04:30:18Z
dc.date.available2014-07-04T04:30:18Z
dc.date.issued2013-12
dc.identifier.otherstephens_jennifer_h_201312_phd
dc.identifier.urihttp://purl.galileo.usg.edu/uga_etd/stephens_jennifer_h_201312_phd
dc.identifier.urihttp://hdl.handle.net/10724/30026
dc.description.abstractPublic higher education in the U.S. has become more privatized over the last half-century. One way it has adapted to this privatized environment is through the use of a new funding model, the public-private venture (PPV). PPVs are increasing rapidly in Georgia’s higher education system, and yet little is known about the implications of their use. This issue is significant because billions of dollars are invested in Georgia alone. Leaders must be able to utilize privatized financial tools, and understand the best conditions for their use. With the goal of contributing to the literature about how PPVs are used, there are four research questions that guide this study: 1) how has the PPV model been used in an urban public university?, 2) what are the internal and external forces that cause a public university to use the PPV model?, 3) what is gained and lost by using this model?, and 4) what strengths and challenges have resulted from the implementation of PPVs? A qualitative case study was conducted on the Georgia Institute of Technology, and specifically, three of its housing facilities – two of which are PPVs, and one which is a non-PPV. Six findings about the breadth and extent of PPV use at this institution included: 1) the need to determine control, responsibility, oversight and autonomy, 2) a balance of risk and debt, 3) how closely to follow the market model, 4) the effects of decreased state support, 5) the connection between strategic planning and the use of PPVs, and 6) the creation of new, even more privatized financial models. The seventh and most significant finding was the identification of three, distinct pressures present in the public-private venture model – control, responsibility and oversight – or a “triangle of pressures.” This newly-introduced concept emphasizes the three pressures that must be carefully balanced against each other when engaging in partnerships that involve both public and private entities in public higher education. A trend of privatization in the academy is here for the foreseeable future and leaders should carefully consider the implications to their institutions, their state systems, their students, and plan accordingly.
dc.languageeng
dc.publisheruga
dc.rightspublic
dc.subjectPublic Higher Education
dc.subjectPublic-Private Venture
dc.subjectGeorgia Institute of Technology
dc.subjectHousing
dc.subjectFinancial Model
dc.subjectControl
dc.subjectResponsibility
dc.subjectOversight
dc.subjectRisk
dc.subjectDebt
dc.subjectMarket Model
dc.subjectDecrease in State Support
dc.subjectStrategic Planning
dc.titlePublic-private ventures in Georgia's public higher education
dc.title.alternativea case study of the Georgia Institute of Technology and its use of different financial models for three housing facilities
dc.typeDissertation
dc.description.degreePhD
dc.description.departmentInstitute of Higher Education
dc.description.majorHigher Education
dc.description.advisorKaren Webber
dc.description.committeeKaren Webber
dc.description.committeeErik C. Ness
dc.description.committeeJames C. Hearn


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