In this article, the authors describe a case in which school district officials used state regulations for new teacher mentoring programs as justification to cut funding and incrementally dismantle a model program. (Contains 1 table.)

Well-defined and clearly documented guidelines and areas of responsibility and strict adherence to procedures will eliminate considerable debate and disruptions during retrenchment. These concepts apply equally to faculty, staff, program, student, and other issues. University of Pittsburgh retrenchment guidelines on faculty treatment provide…

During 1992-93, the school of social work at the University of Illinois at Urbana-Champaign was confronted with proposals for elimination, merger, and consolidation. This case study examines the proposals and rationales behind the school's strategies to counter them. Implications for social work programs in similar circumstances are discussed.…

This case study demonstrates the process of exerting political influence in faculty's systematic efforts to save the outdoor recreation program at Seneca College (Ontario). A chart and explanatory list present a seven-stage plan for influencing political decision-making. (SAS)

The University of Minnesota's response to financial cutbacks due to unexpected reductions in state revenues is discussed. The public higher education system and each state agency submitted alternative retrenchment budgets. The University of Minnesota proposed three approaches for cuts at the 12 percent level: across-the-board reduction; closing…

The development of free tuition policy at the City University of New York is traced, focusing on four phases of the policy cycle: initiation, implementation, evaluation, and termination. This study was intended to add to general models of the policy termination process now in circulation. (MLW)

A University of Maryland at College Park administrator offers his perspective on a recent retrenchment process that resulted in program closings. He describes the dialog between administration and faculty and credits the faculty with important support and participation in difficult decision making. (MSE)

A University of Maryland at College Park faculty member describes the recent retrenchment process, focusing on the role of the faculty senate and the academic planning advisory committee in decision making. The administration is credited with conducting an open and decisive process. (MSE)

Substantial changes made in the college of education of the University of Tulsa, an urban private university, in the wake of declining enrollment and general questioning of institutional mission are chronicled, including the elimination of all but three programs and development of certification components in two areas. (MSE)

It is not enough for university governing boards and chief executives to decide the system must change; leadership must convince constituents that everyone has something to gain. When the University of Maryland's campuses could not reach consensus in paring programs, the system board stepped in to foster collaboration and cooperation. (Author/MSE)

The course of enrollments, events, and decision-making leading up to the 1980 dismissal of five faculty at Goucher College is outlined in terms of: financial exigency, termination of tenured appointments, ruptures in due process and faculty participation, and absence of a decision for program discontinuance. (MSE)

Four key criteria used in academic program review (quality, centrality to institutional mission, competition, and demand) are defined and discussed. They are then applied to the process of strategic planning for an unspecified private university. Decision-making matrixes and their use are illustrated. (MSE)

Describes and reflects on the experience of the University of Washington's Slavic languages program when faced with termination in 1995, including the initial response of faculty, staff, and students; the successful effort made to garner support from other institutions, alumni, business, and organizations; relations with the legislature;…

This case study shares the perspectives of two individuals who worked from within Laconia Developmental Services (a state institution in New Hampshire for people with developmental disabilities) to close it. One individual was institutional superintendent and the other served as a liaison officer among the state government offices, Laconia…

Planning by the University of Wisconsin system for rational management of projected enrollment and fiscal decline is considered. It is suggested that a change in a college or university's mission may be an instrument for enabling a particular institution to meet unusual problems of declining resources. The elimination and consolidation of courses…