Cutting programs and laying off staff is one of the hardest parts of a community college president's job. Not only is it emotional for everyone involved, but the political fallout can be damaging as well. How campus leaders arrive at the difficult choice to cut staff and programs, and how they communicate their decision to stakeholders, can make a…

Bradford College, located 35 miles north of Boston in Haverhill, Massachusetts, was exactly the type of institution in greatest jeopardy of closing. It was too small, with an enrollment that never exceeded five hundred students. Such institutions tend to have high attrition rates because they have limited numbers of courses, majors, facilities,…

Many small institutions face difficulties, and the person who bears the brunt of dealing with those challenges is the college president. While each situation is unique, presidents can learn from the experiences of others, and at the very least, commiserate with each other regarding the challenges they face, especially when their institutions are…

Colleges survive sometimes because they are able to merge with another institution (a for-profit company, another private college, a state university). The change at the College of Charleston was shaped in the 1970s, when the college did not "merge" with a state institution--it "became" a state institution, which grew.. and…

Private colleges that have prospered have done so by enhancing revenue, not by decreasing expenses. The private college president of today is becoming more a salesperson, delegating operational duties to subordinates while focusing on fund-raising and public-image concerns because of the chronic need for more money. (MLW)

College presidents respond to an article by Richard Nolan challenging college and university presidents and chancellors to transform their campuses for survival and competitive advantage in the information age. Respondents include Richard D. Breslin, David M. Clarke, Joseph Cronin, Thomas Ehrlich, Donald N. Langenberg, Harold McAninch, and Donald…

An interview with Marie McDemmond, president of Norfolk State University (Virginia) and the first woman to head a Virginia public university, examines her response to the university's hidden fiscal crisis, her conception of shared leadership, her experience as a woman administrator, controversies over her spending choices, and administrative…

The role of the college/university president in institutional advancement was examined in a national study. There were interviews with nine presidents and surveys done by 27 chief executive officers. Five areas of investigation are: demographic characteristics of institutional advancement programs; how presidents perceive their role in…

Students, their families, and the public want better service from higher education institutions. Some institutions may have to revamp various operations to improve substantially. Key to re-engineering is the president's ability to communicate the need to improve the institution's competitive position and performance. Enrollment retention levels…

A strategic planning model for enrollment-dependent private colleges is offered. Essential components include an active, creative admissions office, a market-sensitive academic program, a financial buffer, a disciplined budget system, and coordinated leadership from the president, academic programs, admissions, and the finance office. (MSE)