Strict adherence to institutional missions and close and open communication with public sources of support are offered to the community college as a defense against retrenchment. It is suggested that the community college should serve the needs of all adults to offset the declining 18-year-old population. (Author/LC)

Planning models developed at the University of Colorado, Boulder and resulting strategies for coping with legislated retrenchment are presented. Several areas for course of action are examined: contingency planning, planning for flexibility and enhancing real productivity. (LC)

Declining enrollment and the impact of Proposition 13 are discussed in regard to retrenchment and retention rates. It is suggested that higher education establish meaningful communication and affirmative programming to lessen the effects of retrenchment and cut-backs. (Author/LC)

The data results and the findings on retrenchment for all of the four major Carnegie Classifications of institutions combined are summarized. Data on current retrenchment policies and practices were reported from 40 percent of the institutions participating in a College and University Personnel Association study. (MLW)

Data on current retrenchment policies and practices of comprehensive universities and colleges are reported and analyzed, including information on the existence of a retrenchment policy, retrenchment between 1974-75 and 1977-78, the retrenchment process, and the impact of retrenchment on affirmative action and employment rights and benefits. (MLW)

The application of multi-variable procedures to the concept of professorial seniority is illustrated. Using employee data, a seniority factor was constructed and computed and compared to seniority scores for selected individuals. The model and its uses (e.g., in financial exigencies) are discussed. (MLW)

The administration of higher education is increasingly taking on the characteristics of corporate management. Personnel decision making has become more formal and centralized. The shift to more policy-dictated personnel practices is occurrring on both nonunionized and unionized campuses. (Author/MLW)

Data on current retrenchment policies and practices of liberal arts colleges are reported and analyzed, including information on the existence of a retrenchment policy, retrenchment between 1974-75 and 1977-78, the retrenchment process, and the impact of retrenchment on affirmative action and employment rights and benefits. (MLW)

Some of the management problems resulting from college and university faculty unionization are discussed, including tenure, compensation, productivity, and institutional governance. Difficulties experienced in some New England institutions are mentioned, especially regarding economic survival.

Problems and possible solutions of faculty retrenchment are examined in the light of the University of Wisconsin's experience. Two alternatives are offered: (1) reduce the number of permanent or long-term tenure commitments or (2) lay off faculty when funds are insufficient. If layoffs are the course of action, it is suggested an attempt be made…

Recent court cases involving termination of faculty due to financial exigency are summarized. Sections include an introduction, definition, a survey of recent cases, recommendations, conclusions and questions, and a bibliography. (Author/LC)

The development of academic tenure in American higher education is reviewed, based on a study by the College and University Personnel Association. The role of academic tenure as a general concept in the development of the professoriate and in the shaping of major portions of educational policy and practice is explored. (MLW)

Data on current retrenchment policies and practices of doctorate-granting institutions are reported and analyzed, including information on the existence of a retrenchment policy, retrenchment between 1974-75 and 1977-78, the retrenchment process, and the impact of retrenchment on affirmative action and employment rights and benefits. (MLW)

Data on current retrenchment policies and practices of two-year colleges and institutes are reported and analyzed, including information on the existence of a retrenchment policy, retrenchment between 1974-75 and 1977-78, the retrenchment process, and the impact of retrenchment on affirmative action and employment rights and benefits. (MLW)

The importance of maintaining the moral and institutional loyalty of remaining faculty during a period of retrenchment is discussed. Areas discussed are institutional perspective, decline strategy, slack resources and priorities, program reviews and planning, and professional development. (Author/LC)