By looking for ways to appeal to private sources of funds, the college can improve both its programs and its community image. (Editor)

Contrary to popular opinion, private two-year colleges are not moribund, but they must keep a tight rein and concentrate on improving their programs. (Editor)

A roundup of trends reported in the preceding articles, with some additional forecasts. (Editor)

Additional sources of information on the financial situation in community-junior colleges supplied by the ERIC Clearinghouse for Junior Colleges. (Editor)

Defines the current status of community services within California's community colleges. Delineates two concerns with potential for affecting all community education in a time of financial constraints: (1) the role of community services in the community college; and (2) the need for a stable method of funding community services. (DMM)

Discusses five regional roundtables convened to gather the views of legislators, state officials, and community college presidents on the Brookings Institution study on community college finance. Reviews participants' comments concerning the perceived economic future of the colleges and the compatibility of funding formulae with institutional…

Reviews the 25-year history of regional conferences on the teaching of English at two-year colleges. Identifies the role of the National Council of Teachers of English and the Conference on College Composition and Communication in the evolution of the conferences. Highlights hazards posed by tuition increases, reduced government funding, and…

Identifies and rank orders emerging trends and critical issues affecting private fund-raising among community colleges. Development officers representing 42 North Carolina community colleges participated in the study. The greatest number of participants identified trends related to business and industry, the need for private funds, and increased…

Reports on the Community College of Baltimore County's (CCBC) (Maryland) implementation of LearningFIRST, a plan intended to promote the evolution of CCBC into a learning institution. Six specific directions of the framework are mentioned, including: (1) learning is the core value and direction of CCBC; and (2) the student is central to the…

Describes Iowa Valley Community College District's Contribution Margin Budgeting (CMB) program, successfully implemented to stave off bankruptcy. In this program, each responsibility center receives credit for all income generated and is charged for all expenditures, and each must build its own reserve against revenue shortfalls and unanticipated…

The Southern Regional Education Board-State Data Exchange is a one-of-a-kind regional program with 23 statewide higher education governing and coordinating board partners. The Data Exchange annually collects, compiles and publishes: (1) the most current and detailed comparative statistics on postsecondary education in the 16 SREB states; (2)…

The state of Michigan instituted the Gast-Mathieu Fairness in Funding Formula in order to equitably apportion state monies to state community colleges. This report examines the Gast-Mathieu Fairness in Funding Formula, and explains and illustrates how the formula works, while documenting how and when it has been used in making state appropriations…

The governor of Oregon, addressing the American Association of Community College Trustees, recommends local election of trustees, local control and state financing of community colleges, student (but not faculty) representation on boards of trustees, open board meetings, financial aid for children of middle-income families, student tuition, and…

An enrollment-driven model for estimating instructional costs is presented in this paper as developed by the Western Interstate Commission for Higher Education (WICHE). After stating the principles of the WICHE planning system (i.e., various categories of data are gathered, segmented, and then cross-tabulated against one another to yield certain…

A thorough review of Lane Community College's purchase order system revealed that 62% of all purchase orders processed in 1981-82 were for amounts under $100; that these orders made up only 3.5% of the dollars expended in acquiring materials and services for college operations; and that each purchase order cost the college $75 in supplies and…