Despite dire forecasts, most of the small colleges slated to close in the early 1970s are still operating. Small colleges contribute to higher education by adding diversity and offering competition to an otherwise all-embracing state system. (MLW)

Examines national survey results on consideration given to rural colleges in state funding formulas. Reports on various modes of recognition for small size and rural environments. Gives synopsis of funding formulas for 50 states. Concludes that most states do not meet fiscal responsibility for low-cost, two-year postsecondary, rural education.…

Evangelical colleges have been unaffected by the academic revolution in which faculties, organized into departments, have increasingly obtained hegemony over a large and growing portion of the academic enterprise. These colleges are tuition-dependent, with relatively weak departments, allowing greater flexibility. Oral Roberts University, Berea…

A capital campaign to build facilities for a new nursing division at Aurora College is described. Three suggestions are provided: draw up a detailed plan, there is no substitute for personal contact, and hard work is essential. (MLW)

The sequence of events and implications of the disciplinary dismissal of three faculty members of Philander Smith College are discussed with relation to the AAUP's 1940 Statement of Principles. It is concluded that faculty rights were violated by the administration and governing board. (MSE)

In a small college, application of management by objectives concepts for planning and management have been used in three areas: personnel, programs, and budget. Interrelationships of these areas are discussed. Procedures are explained and results are illustrated so that these concepts can be used in other circumstances. (MSE)

Under the leadership of a new president, Arkansas College engaged in a year-long evaluation and planning process. The "Small College Academic Management Project" (SCAMP), aimed at dispersing academic decision-making authority while maintaining the necessary decision-making accountability relationships, is described. (MLW)

The experience of a small liberal arts college in trying to develop a usable and understandable planning, management, and evaluation (PME) system is described. PME tasks in small colleges center upon selecting starting points, demonstrating how different procedures can facilitate operations and decision making, and educating people. (Author/MLW)

While the political activities of the small college and religious institution occur in a unique cultural context, they cannot be avoided. Politics and power can be best understood in ways that contribute to, rather than detract from, the work of those in student affairs in these kinds of institutions. (Author)

This case study of faculty culture focused on the dynamics of a small, rural, two-year branch campus of a large state university. It reports descriptive themes concerning the isolation and rural location of the campus, its diminutive size, faculty role perspectives, and factors related to faculty role implementation. It provides a portrait of this…

Bradford College (Massachusetts), a small liberal arts college, used creative planning to revitalize the institution despite fiscal constraints. Decisions and actions since 1981 are reviewed in terms of first steps (revitalizing faculty affairs), finding a new president, reorganizing the curriculum, planning noncurricular changes, and developing…

The Alternative Learners Program at College Misericordia is described. The program was founded 10 years ago by Joseph P. Rogan, and was one of the first for learning-disabled students. Learning strategies include tutoring, note-taking services, and talking computers and calculators. (MLW)

Reviews the reasons for conducting institutional assessments regardless of college size. Identifies the elements of institutional effectiveness and translates them into six questions with quantifiable answers, which when tallied produce an overall assessment of program effectiveness. (DMM)

Berea College and its hometown, Berea, Kentucky, undertook to coordinate their separate comprehensive plans for facilities and land use. The effort resulted in savings, conservation of staff time, integrated planning decisions, and understanding and cooperation among organizational entities. (MSE)

The American Technological University's pursuit of external funding through grants and contracts is described, and recommendations for staffing, policy, and practice related to sponsored programs are made. (MSE)