When a new administration came to Michigan's Wayne County Community College (WCCC) in 1985, the college evidenced several characteristics of a failing institution: poor media image, continuing budget deficits, declining enrollments, and probationary accrediation status. To address these problems and the demoralization that had accompanied them, the new administration attempted to reorganize the institution to create a professionally sustaining environment conducive to student learning. To create a psychological climate for change and establish a basis for trust and dialogue, the following actions were taken: (1) the administration met with faculty and staff groups to determine their assessment of the condition of the college; (2) a statement of values was developed to serve as a normative standard and guide for the professional lives of the faculty; (3) participatory structures were developed to involve administrators, faculty, and staff in decision making; (4) district administration was redesigned and strengthened to establish clear lines of authority and accessibility of services; (5) WCCC's mission was redefined to emphasize quality and standards; (6) a strategic planning process was introduced to clarify the challenges facing WCCC and fashion appropriate solutions; (7) a system of program review and evaluation was developed, resulting in the creation of new programs and the deletion of others, the redesign of course offerings, and the establishment of degree standards; and (8) mandatory basic skills testing and course placement was introduced, along with a remedial/developmental program and a range of student support services. As a result of these efforts, WCCC currently enjoys a positive image in the media, enrollment increases of almost 10% over the past two semesters, and a return to full accreditation status. (EJV)