A confidential survey revealed these complaints: governing boards too often are oblivious to financial problems; multicampus boards are remote and uninterested; there is too little time to do everything; inherited staff do not always cooperate; women presidents have a special problem in the hostess role. (Editor/LBH)

Changes occuring in the student body of small private liberal arts colleges between 1975 and 1983 include shifts in college choice factors, the perceived importance of the school in getting a job after graduation, and cost considerations. Colleges must carefully develop new markets before crises occur. (MSE)

A small, Catholic college curtailed expenses without damaging programs by involving faculty, administration, and trustees in a detailed contingency planning process that resulted in a report stressing quality over quantity and outlining short- and long-term strategies for institutional planning. (MSE)

Some misconceptions about the Wilson College Case are discussed, including: the case did not become precedent in law because the degree was superceded by a consent decree; the judge was not a villain; the college was not bankrupt; and the old board did not act wisely. (Author/MLW)

Trustees, it is suggested, should keep an eye out for burgeoning short-term debt, over-optimistic income estimates, hidden enrollment problems, student attrition, and loss of special revenue sources. The absolute size of a college is seen as a factor in making the decision to close. (MLW)

Berea College keeps to its original ideals "to furnish the facilities for a thorough education to all persons of good moral character, at the least possible expense, and all the inducements and facilities for manual labor which can reasonably be supplied by the board of trustees." (MLW)

The aftermath of a Pennsylvania judge's overturning the trustees of Wilson College's decision to close is described. A new board and new president found themselves confronted with a public relations handicap--Judge Keller's decision was almost universally perceived as governmental intrusion. (MLW)

A model for long range planning is discussed including: identification of institutional strengths, establishing mission and goals, resources needed, resources available, resource allocations, periodic evaluation, and revising plan based on evaluation. Presidential leadership and faculty involvement are necessary for completing the task. (MLW)