Cuts in state funding for elementary and secondary education in recent years have taken a toll in many vital areas, including teaching jobs and student services. State budget cuts have also affected a less visible target--state education agencies (SEAs), which are responsible for supervising elementary and secondary education in each state and…

The primary purpose of this study was to understand why some charter schools have survived while others have not, and to determine what changes charter schools should consider making in order to survive. Several theories were applied to predict the kinds of changes that organizations should anticipate, to explain the sources of change, and to…

For the past two years, superintendents and school boards have directed school budget managers to "contain costs" wherever possible, to remove the wants and needs from their budget requests, and to focus on the essentials. Given the condition of the federal and state economies, this request is understandable. In Missouri, legislators…

This dissertation was a qualitative research study regarding two small private universities and their process of transformation from an institution headed toward closure to a successful turnaround. The primary questions that guided the study included the factors and persons that contributed to the institutional turnaround, the issues and…

Public universities are not for-profit businesses with an easy-to-understand bottom line: their financial reports are not designed to convey information to the public fully or to reflect all the costs of teaching and research. Financial reports do track every dollar in accordance with the accounting rules required by auditors, but they do not…

As the economy sinks, dwindling state appropriations and plunging endowment values are forcing colleges to make significant budget cuts. Professors--from the tenured to the adjunct--are beginning to see teaching-load increases and travel restrictions, along with salary cuts and layoffs. At institutions taking austerity measures, those measures are…

With local lumber mills shutting down, Robert Kenning, an instructor at Salish Kootenai College in western Montana, and the tribe's forestry director, came up with an idea. Kenning landed a $200,000 Department of Agriculture grant in 2010 to explore the possibility of turning logging scraps and smaller trees into chips or pellets that could be…

Purpose: The purpose of this study was to determine the most necessary and the most feasibly practicable future leadership behaviors of the educational leader of a California Schools to Watch-Taking Center Stage middle school necessary to lead a school organization toward continued survival. Methodology: The participants in the present study were…

Greensboro College has many of the intimate hallmarks of a small, private, liberal-arts college. Professors give their cellphone numbers to students and routinely provide extra help to those who need it. Classes at the North Carolina institution average 14 people. One of the students featured on the college Web site is a biology major who plays on…

A furlough is a cross between a vacation and getting fired. College employees have the day off, but they are not getting paid. A few college employees are adhering to the letter of their unpaid furloughs, but most have trouble drawing the line between life and work. In these lousy economic times, a handful of colleges have already instituted…

As the nation's economy began to sputter early last year, two areas proved resilient to the cutback in Americans' spending: luxury goods and college degrees. By the end of 2008, however, luxury stores had recorded the greatest decline in sales of any retail-chain category. Optimistic college presidents believe they will be spared a drastic…

This article provides suggestions on how colleges can keep strategic plans on course in a stormy economy. These are: (1) Move quickly; (2) Develop contingencies; (3) Be flexible; (4) Make hard choices; and (5) Recognize opportunities.

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…

A newly compiled analysis by the U.S. Department of Education and obtained by "The Chronicle" shows that 114 private nonprofit degree-granting colleges were in such fragile financial condition at the end of their last fiscal year that they failed the department's financial-responsibility test. Colleges that fail the test are subject to extra…

Momentum can stall in a time of diminished resources. For colleges on the fast track, leaders have shifted money around and made some hard choices to keep growing. The author reached out to five up-and-coming institutions to find out how they manage their ambitions during tough times. As many colleges instituted hiring freezes to save money,…