A case study of Sullins College, which in 1975 requested that the state of Virginia investigate the feasibility of incorporating the college into the state's public higher education system, is presented. This small, private, two-year college in southwest Virginia had been struggling for several years to maintain its small enrollment. Historical information about the predominantly women's college, its environment, enrollment trends, and financial conditions are briefly examined. The college's request to the state occurred at a time when the public institutions were competing actively for a diminishing share of state revenues, and state takeover of Sullins College might have prompted other private colleges facing difficulties to make similar appeals. Additionally, some state-supported institutions already had surplus student space. The focus of the feasibility study was institutional accessibility in terms of demographic trends, accessibility to programs of study in the region, and the costs of acquiring Sullins College. The alternative to defining Sullins College's mission in terms of the traditional two-year or four-year liberal arts curriculum and regional audience was to focus on a specialized curriculum aimed at a broader potential student population than that of the greater Bristol region. Three alternative uses of Sullins College were examined: a state school of the arts, a middle college, and an early admissions college. The state decided against the acquisition of Sullins College. Wellmore Coal Corporation purchased the college and planned to use the facilities as a cultural center and a private day school. (SW)