The implications of closing for Mount Saint Mary College were studied by a consulting team, the New Hampshire College and University Council. Options were considered, trustees consulted, and efforts and plans made to make the final year successful. Student, parent, and administrator satisfaction are reported. (Author/LBH)

External assistance in the form of consultation is seen as a major ingredient in the design and conduct of institutional advancement programs at many small colleges. Suggestions to help small college institutional advancement personnel to make the best possible use of consultants are provided. (MLW)

A small consulting firm, the Registry for College and University Administrators, places retired college presidents in interim positions, usually after an administrator has left suddenly. Interim presidents have been placed at 19 institutions in seven years, mostly at small, private colleges. Almost always, the underlying mission is to lay a strong…

Instead of hiring outside consultants for each institution's problems, these colleges set up their own three-person permanent consulting team. Among its accomplishments are: averting a financial crisis, aiding a recovery from financial crisis, reorganizing for steady states, and launching statewide planning. (Author/LBH)

A synthesis of critical advancement concerns is presented: leadership-based advancement; clarity of purpose; marketing to advance; selling the small college; comprehensive financial development; the advancement process; and using consultants wisely. Sources for additional information are provided. (MLW)

Swarthmore College's Reading for Honors program prepares its participants for communicating their expertise and ideas with the outside world. Students in the program are subject to the scrutiny of examiners from outside the institution who determine the degree of honors bestowed at commencement. (Author/MSE)

Small colleges' and universities' personnel organizations have major differences in needs and functions, but small colleges can take practical measures to handle their needs, including: direct lines of authority from the president, preparation of a staff handbook, and use of consultants, professional associations, written resources, training…

Comparison of data from two national surveys of colleges and universities reveals that, although private, liberal arts colleges with small endowments are realizing returns comparable to those of larger, wealthier institutions, conservatism, lack of investment expertise, and inadequate long-range investment planning are limiting their earnings…

Designed for new consultants or those who will be employing them, this manual focuses on principles of consultation and the use and training of consultants in colleges and universities. The role and functions of a consultant, the consulting process (from introductory to exiting stages), and three models of consultation are presented in the first…

Ten keys to strengthening advancement efforts in small colleges include clarifying institutional mission; knowing and articulating your market position; maintaining a long-term focus; staying aware of global trends; establishing total institutional commitment; allocating adequate resources; promoting leadership; building a selectively…

The system or plan for faculty development and evaluation at the College of St. Francis is described. The plan was proposed by the division chairpersons, the faculty-owned Faculty Development Committee, the Office of Academic Affairs, and the entire instructional faculty at the college. Among the assumptions accepted were: (1) a system of faculty…