Finding themselves suddenly in a highly competitive business, college and university managers must develop novel strategies. Considered are ways in which they can avert financial ruin while preserving the images of their institutions. Available from: Peat, Marwick, Mitchell and Co., 345 Park Ave., New York, NY 10022. (Author/LBH)

In times of declining enrollments and rising costs, small colleges suffer more than larger institutions. Managerial ingenuity, backed by budgetary discipline, can keep them solvent. For journal availability see HE 509 330. (Author/LBH)

Declining public fiscal support and declining student enrollment require community colleges to re-examine their multiple roles and consider specializing in an area of strength, such as career, transfer, pre-professional, or middle college programs. A pluralistic approach by each college preserves the optimum opportunity for survival of the…

In the fall of 1985, Goshen College needed an immediate turnaround in enrollment and a long-range strategic marketing plan. To accomplish these goals they needed to get faculty involved; 10 steps to begin are provided. (MLW)

A number of cases have been litigated challenging the basic administrative right of a board of education to close a school. The suits are discussed based on the nature of the challenge against the school board. (MLF)

Describes a Pennsylvania county school district's efforts to restore summer school despite budget restrictions and declining enrollments by combining forces with 14 other schools. Five local superintendents developed a plan for a countywide remedial program charging students $60 tuition for each 2-hour course taken. (MLH)

When Southern Nazarene University enrollment decreased by 9 percent between 1984 and 1985, a select committee was charged with studying every part of institutional life to make recommendations that would result in budget reduction. Eight professors received notice of dismissal. (MLW)

This paper is a quantitative assessment of the argument that enrollment declines have contributed to increases in per pupil expenditures in public education. It analyzes changes in resource levels per pupil in Michigan from 1970 to 1980 and the extent to which they are related to changes in enrollment. (TE)

Economic factors in education are among the important causes of poor student performance. The time that students must work to support themselves has increased greatly to the extent that students are stretched thin between their desire to graduate as rapidly as possible and their need to have an income. (MLW)

From a Catholic perspective, discusses tuition tax credits and the issue of parental choice in the context of the long-running debate over the place of nonpublic schools in the United States, and the problems of declining enrollment and increasing costs facing such schools. (CMG)

Reporting on the results of the 1982 SPRE survey, this article, using seven tables, compares programs in the 1978 and 1982 survey, looks at various degree options available to parks and recreation students, discusses trends in minority and female student representation, and looks at changes in faculty levels. (JMK)

The nature of financial and enrollment problems facing graduate social work education are outlined, and it is suggested that traditional approaches to these problems are likely to prove ineffective. Approaches suggested include serious curricular review and revision to reflect fiscal and political realities, refinancing, improved revenue sources,…

Focuses on the changes caused in community colleges by open access policies and the resultant influx of underprepared students. Recommends that community colleges accept a decline in student enrollment in exchange for improvement in student achievement. (DMM)

While the number of students will decline in the next 20 years, their variety in age, background, and ability will increase. The challenge of the 1980s is less to teach these students subject matter than to teach them to use the tools available to find their own paths in a changing society. (MSE)

Superintendents say that managers of decline are unafraid to take risks, make cuts, or face up to conflicts; and that managers of growth identify needs, set objectives, remain flexible but maintain a strong sense of direction, and prevent unwise innovations. (Author/MLF)