Creative responses of the poorer higher education institutions to the demands of production under restraints of minimal resource allocation are described. It is suggested that similar cooperative arrangements and group efforts could help other institutions facing financial restraints. Sources for additional information are cited. (Author/SF)

The operation of the institutional research unit at Fayetteville State University is discussed. It is suggested that small institutional research offices can survive periods of financial restraint and maintain the quality of research through the use of innovative and efficient techniques. (Author/SF)

Essential requisites for managing institutions in a retrenchment economy include: a clear-cut institutional mission, effective student recruiting, adequate self-knowledge, and competent and dynamic leadership. Practical implications of these conditions for administrators and institutional researchers are discussed. (Author/SF)

Resources for higher education over the last 40 years are reviewed, with special emphasis on the abundance of the 1980s and crisis of the 1990s. Trends in government support are examined, and ways in which individual institutions can measure the adequacy of their resources to pursue their policy goals are discussed. (Author/MSE)