This paper argues for increased universitywide research planning, with emphasis on collective identification of priorities, open communication at all levels, careful allocation of resources, and long-range strategic planning. (DB)

The buildings we erect, today as throughout history, reflect our priorities as people. As we invest in higher education institutions, we are affirming the university as a place where civilization will be preserved, learning will be highly prized, and the potential of every student will be served. (MSE)

Financial exigencies need not traumatize colleges and universities if administrators reassess missions and programs and evaluate all alternatives before beginning long-range planning. Higher education will have to adapt to a changing population, society, and needed skills. (MLW)

Higher education faces some difficult problems, caused by limited resources and declining enrollments, including planning for retrenchment, the competition between the private and public sectors, the protection of higher education's autonomy, and academia's role in school reform. But the end of growth can also mean a new opportunity for academic…

New managerial demands are seen for colleges and universities during the 1980s. Some observations: need for greater care in selecting presidents, use of management teams, upgrading of planning, development of information systems, increased consortial arrangements, incentives for better management, management decentralization, search for additional…

What academe needs in the 1990s is a new consciousness that ceases to view intellectual neighborhoods as geographic, cares about students at institutions other than one's own, entertains new responses to social and economic complexities, and cultivates professional manners that encourage civility. (MSE)

If accreditation is to fulfill its purposes of quality assessment and quality enhancement, its processes must succeed in evaluating institutional or program performance on stated objectives, and in motivating continuous planning for improvement. (MLW)

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)

Good planning is good management. Three separate but interrelated dimensions of planning are discussed: anticipating the future; establishing broad system-wide and/or institutional missions and goals; and establishing specific objectives, or actions, to be achieved by specific individuals and units of the institution. (MLW)

Downsizing--the planned reduction of faculty, staff, and programs--can help institutions control their own destiny while responding to enrollment decline. Strategies for downsizing include: maintaining academic quality, protecting job security, deciding what to cut, determining student/faculty ratio, and maintaining the physical plant. (MLW)

The role and tasks of college committees charged with planning for the end of mandatory faculty retirement in 1994 are discussed, and a variety of faculty development, tenure, and salary policy options to consider are outlined. (MSE)

No sector of higher education will be immune from serious economic pressures in the future, and the tension between humane policies and hard-nosed financial decisions will increase. General economic trends, factors specifically affecting higher education, prospects for various sectors of higher education, and planning for the 1980s are discussed.…

Current and future socioeconomic trends make it vital for colleges and universities to take a more active role in educating and reeducating U.S. workers. The problem of unemployment among workers lacking certain skills and among new entrants is discussed. (MLW)

Accreditation must resume its status as a voluntary system that responds to, rather than demands response from the institutions and programs it was and is intended to serve. Some suggestions are offered that allow institutions to be active rather than reactive to accreditation. (MLW)

Contingencies and considerations in managing a campus facility renewal or construction project are provided for administrators. They concern relationships among and between contractor, crew, campus community, and the outlying community; costs; expectations; planning and design; and the timing and scheduling of construction. (MSE)