As part of a study of selected developing colleges and universities funded in the Advanced Program of Title III of the Higher Education Act, a case study of Doane College is reported. Doane is a small liberal arts college that has experienced changes in demography and in mission. Doane's state-of-development is reviewed. Its historical development is reported along with the institution's administrative structure and management system. Also discussed is Doane's management effectiveness, including the attention paid to management needs, implementation of a viable management system, effectiveness of resource use and planning, quality and effectiveness of constituent involvement, and renewal capacity. Its response to enrollment decline and financial difficulties is described as both structural and programmatic. The decision structure is more developed and defined, and the college has developed a new educational emphasis, blending liberal arts with career development. (LBH)