Horizontal vs. vertical cuts, that is the key question. Faculties favor the horizontal (put us all in the same boat), but the deep vertical cut (e.g. staff and program reduction) is, the author argues, most likely to cure an institutional illness. (Editor/JT)

An AGB- and NACUBO-sponsored survey showed that "wish lists" are accumulating overdue major maintenance projects because energy costs are consuming physical plant budgets. Problem areas are discussed: budget "guesstimation," preventive maintenance, deferred maintenance inventory, the APPA accounting format, resource allocation,…

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)

The issue of termination of tenured appointments because of a demonstrably bona fide financial exigency is discussed. A viable framework has been set forth with the Krotkoff v Goucher College decision. Saving capital assets, overriding tenure, AAUP's view of termination, tenured versus nontenured, and lasting implications are outlined. (MLW)

In time of retrenchment, must the promising, recently tenured instructor be terminated in favor of the veteran sluggard? A procedure based on the principle of "relatively less merit" is described, and rebuttal by Jordan E. Kurland of the AAUP is provided. (Author/LBH)

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)

The role and actions of the University of Michigan Board of Regents in planning for retrenchment and reallocation of resources during a 1980 financial crisis are chronicled. Reactions of faculty, administrators, and others are discussed. (MSE)

Questions and answers address: defining financial exigency, how tenure affects termination, selecting faculty for severance, faculty's due process rights, tenured faculty challenges to termination, the institution's responsibility, and the governing board's responsibility in policy formation and implementation. (MSE)

Since libraries make obvious targets for economizing, their existence is threatened. Librarians have plans to save them, but strong support is needed from trustees and administrators. Library-faculty partnerships, resource sharing, and the applications of communications and computer technology to bibliographic processes are discussed. (Author/MLW)

The retrenchment experience of Pennsylvania's state college system is described. The specter of retrenchment scared the campuses into finding new nonpersonnel cuts to make; a policy of intrasystem faculty transfer was finally adopted; and although campus presidents opposed retrenchment, by 1979-80 they were convinced of its necessity. (MLW)

Widespread efforts by colleges and universities to reduce expenses and raise revenues can increase the institution's exposure to risk. Common risks arise from neglect of physical plant, government regulation, financial burdens, campus security and crime, sexual harassment, third-party contracts, staff reduction, failure to educate, and…

Papers from the National Conference on Trusteeship discuss: recent board- president imbroglios; Rutgers legal headaches; governing boards and legal policy changes; 5 percent of operating income set aside to build operating reserve; and how the South Dakota State Board involved campuses in decisions. (Author/MLW)