Endangered small, private colleges can take steps toward survival, including mission clarification, expanding services to existing and potential clienteles, introducing management by objectives, and developing public relations and fund raising. Long-range options include avoiding the postsecondary mainstream and striving for efficiency of…

Institutional advancement is defined as the craft of securing understanding and support from internal and external constituencies for all the programs and activities of the college, and selling is seen as the means for achieving institutional advancement goals. The making of friends who become donors is discussed. (MLW)

Since the late 1960s, Messiah College, a small, church-related college in rural Pennsylvania, has operated an urban satellite campus in Philadelphia in collaboration with Temple University, a public institution in that city. The campus makes accessible to students of both institutions the best of both private and public, urban and rural, and small…

Many liberal arts colleges will survive or disappear depending on how well they can analyze their problems and apply solutions. What is needed is a College Futures Planning Center that could provide at minimal cost consulting and support services to private colleges seriously desiring to contend with decline. (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)

Presents management models showing the evolution of public expectancy as reflected in legislated policy: the petty cash model, the public utility model, and the business model. Discusses the John A. Walker Community Center at Wilkes Community College (North Carolina) as an example of the integrated planning/resource development (i.e., business)…

A bibliography intended to provide resources to those involved in planning on the small college campus is provided. Sources and types of information available include case studies, theoretical models, application and evaluation strategies, research reports, technical guides, and philosophical speculations. (MLW)

Practical steps for designing and implementing a planning process for small colleges are described, including designing for desired changes and measuring the changes accomplished. Focus is on the achievement of desired change rather than acceptance of uncontrolled change. (This article was excerpted from a handbook by Miller and Louis J. Vaccaro.)…

Offers advice to administrators and faculty in small colleges on planning, building, and managing campus computer networks. Also included are observations about the network as a strategic asset, funding and staffing issues, and planning for unexpected results. (Author/MSE)

A study of successful strategies used by several hundred small, private, liberal arts colleges for fund raising, a fund-raising model developed from the results, and suggestions for enhancing fund-raising capabilities in this sector are reported. (MSE)

A simple, flexible approach of planning for small colleges is presented after which action can be patterned. Alternative methods are described for carrying out the important activities found in most processes designed to generate a long-range institutional plan. A rationale for planning is offered along with a discussion of what planning can do…

A study to provide some measurable benchmarks of the advancement process at small colleges is described. Data are presented on budgets, spending per function, professional staff, chief advancement officer, support staff, recruitment costs, fund-raising revenues and costs, and developing institutions. (MLW)

The decision on the most appropriate size for liberal arts colleges should not be made on economic grounds. Analysis of literature shows that economic benefits through economies of scale are too debatable to play an important role. Fixed costs may be offset by less institutional complexity in small colleges. (Author/MSE)

Strategies employed by Hood College to bolster its enrollment and survive are discussed. They include eliminating some underenrolled or duplicative courses, launching new programs of study, adoption of a core curriculum, making planning an integral part of every department, improving budgeting, improving student services, and professionalizing…

Essential requisites for managing institutions in a retrenchment economy include: a clear-cut institutional mission, effective student recruiting, adequate self-knowledge, and competent and dynamic leadership. Practical implications of these conditions for administrators and institutional researchers are discussed. (Author/SF)