Many planning offices are experiencing an identity crisis. Before the recession, their role was clear: provide colleges and universities the analytical support needed to develop academic programs and expand facilities. For more than a decade, planning offices were the workhorses supporting ambitious growth strategies. New and improved programs and…

Reviews institutional responses to and budgeting requirements of retrenchment. Presents and discusses nine guidelines for community colleges dealing with retrenchment, related to action rather than reaction, participatory budgeting, reexamination of priorities, consistently derived comparisons, financial projections, outcome measures, planning…

A sequel to an earlier article about the first round of Dutch retrenchment in higher education looks at the response to the second round, with the introduction of the concept of selective retrenchment and growth, a new approach to resource allocation. (Author/MSE)

Many colleges and universities have opted for the survival syndrome rather than the pursuit of excellence. A strategic planning approach involves fundamental decisions about institutional purposes and operations. Uppermost in administrators' minds should be the long-term interests of the institution, not departments' short-term interests. (MSE)

Describes the development and implementation of several retrenchment plans at Thornton Community College during fiscal years 1979 through 1982. Proposes periodic retrenchment as a means of institutional revitalization, suggesting validation of the need for retrenchment, initiation and phasing of the retrenchment plan, staff and community…

Based on observations and research on contingency planning, as well as interviews with ten college and university presidents, the author develops several steps to illustrate the retrenchment pattern now being followed or anticipated by a variety of institutions. (Author/LBH)

The implications of closing for Mount Saint Mary College were studied by a consulting team, the New Hampshire College and University Council. Options were considered, trustees consulted, and efforts and plans made to make the final year successful. Student, parent, and administrator satisfaction are reported. (Author/LBH)

For agricultural educators, the key to quality programs in adverse times lies in creative and participatory management. (SK)

With colleges and universities in a difficult transition period, planning must be more flexible. New outlooks and methods are reviewed. For journal availability see HE 509 330. (Author/LBH)

The primary challenge to administration of higher education in the near future will not be just to achieve institutional survival but to improve educational quality at the same time. (MSE)

A method for analyzing expenditures and revenue, and a matrix for use in decision making about program choice and more productive use of resources, is outlined. Institutional integrity (internal and external cohesion) is preferred to emphasis on competition. (MSE)

The West German and British experiences in higher education planning and governance during a period of retrenchment are compared. Changes are interpreted in terms of the underlying characteristics of the two systems and their governance. (Author/MSE)

The expansion of higher education institutions during the last decade has resulted in financial strain during retrenchment times as colleges and universities try to continue paying personnel and building operating expenses. The extent of the problem is addressed in this article. (LBH)

By terminating 26 degree programs, 3 departments, and 3 schools and colleges, the State University of New York at Albany generated a pool of resource for reallocation to programs with greater need and priority. The difficulties of accomplishing this and the lessons for other campuses are described. (Author/MLW)

Suggests more precise and effective needs assessments during periods when constraints on human and financial resources demand retrenchment decisions about college strategies for recruitment, retention, resource management, and program reallocation or discontinuance. Views needs assessment as the evaluation of the interdependent relationship…