Based on observations and research on contingency planning, as well as interviews with ten college and university presidents, the author develops several steps to illustrate the retrenchment pattern now being followed or anticipated by a variety of institutions. (Author/LBH)

Financial exigency can be avoided with understanding, courage and determination, and cooperation and planning on the part of administrators. Warning signs of impending danger and a checklist of 99 ways to avoid it are presented. (MLW)

As budgets and enrollments shrink in colleges and universities throughout the country, percentages of tenured faculty have been limited to stretch financial resources. An alternative approach for financial flexibility is presented. (Editor/PG)

Discusses relationships between sources of income (tuition, gifts, endowment, facilities) and changes in enrollment, facilities, program, and capital growth. Describes measures colleges have taken to meet increased need for more capital support. Emphasizes need for new sources of income to defray debts if colleges are to survive. (JT)

The real threat to the quality of life on campus today and in the future is not so much the financial depression but the psychological depression in the academic spirit, suggests this college president. He notes that every problem also represents an opportunity for change. (LBH)

A Federally financed and insured revolving loan fund to finance higher education for all citizens. (Editor)

A plan that would consider the private non-profit educational institution as a profit-making concern and tax it accordingly. (Editor)

Guidelines for evaluating existing programs and procedures for eliminating the ineffective and unproductive. (Editor/IR)

Several newly-appointed presidents were interviewed regarding these questions: Is the college or university presidency what he expected it to be? How does the new president feel about the job? What are the most difficult and disappointing aspects of the job?

Adapted from a paper on the surplus of doctorates in education, given in March 1970 to the American Association for Higher Education. (IR)

A financial analysis of intercollegiate athletics indicates that the programs are excessively deficit-producing and that the financial crisis would exist even if women's athletics were not a factor. Sources of revenues and expenditures are examined and cost control alternatives are suggested. (JMD)

Can institutions of higher education continue the tradition of open access and quality instruction as financial resources become increasingly scarce, or must they choose between educational opportunity and quality? The way these problems are handled within the University of Wisconsin System are discussed. (Author/LBH)

Federal support for graduate education has given way to a period of skeptical probing and budget tightening. (Editor)

Defines financial exigency depicting its budgetary, programatic and procedural symptoms. Suggests ways administrators and faculty can reduce the chances that a college or university will get into such a state or, once there, how its impact can be minimized. (Editor/JT)