The director of the College of Continuing Studies at Towson State University (Maryland) describes the college's experience of downsizing during universitywide retrenchment. She offers advice for continuing educators facing budget cuts. (SK)

The history of and issues in Oregon's retrenchment in higher education (resulting from voter-imposed taxing restrictions) are chronicled. Changes made at Portland State University are used to illustrate the program review and termination process occurring statewide. The higher education community's response, faculty and staff morale, and…

Several hierarchical and sequential reduction options are discussed. The institutional shrinkage process implemented at the University of Michigan is described, including across-the-board cuts, reduction of nonacademic programs, long-range faculty reduction procedures, and program discontinuance. (Author/MLW)

The report addresses the problems being faced by the state of Alabama's postsecondary educational system during the current recessionary period, and to be expected in the years ahead, and makes recommendations on how these financial burdens can be dealt with while simultaneously increasing educational quality. The report explains that Alabama's…

The University of Minnesota's response to financial cutbacks due to unexpected reductions in state revenues is discussed. The public higher education system and each state agency submitted alternative retrenchment budgets. The University of Minnesota proposed three approaches for cuts at the 12 percent level: across-the-board reduction; closing…

It is not enough for university governing boards and chief executives to decide the system must change; leadership must convince constituents that everyone has something to gain. When the University of Maryland's campuses could not reach consensus in paring programs, the system board stepped in to foster collaboration and cooperation. (Author/MSE)

This articles examines litigation which has been generated as a result of fiscal cut-backs at institutions of higher education and looks at the rights and obligations of college and university administrators and students as well as possible future trends. A first section details the effects of budget reductions at California state institutions…

The collective bargaining agreement between the University of Connecticut Board of Trustees and the University of Connecticut Chapter of The American Association of University Professors (AAUP) covering the period July 1, 1986-June 30, 1989 is presented. Items covered in the agreement are: recognition, exclusions, academic freedom, governance,…

The collective bargaining agreement between the University of Connecticut Board of Trustees and the University of Connecticut Chapter (1,410 members) of the American Association of University Professors (AAUP) covering the period July 1, 1984-June 30, 1986 is presented. Items covered in the agreement include: unit recognition, exclusions, academic…

A plan for reducing or consolidating institutions and programs of the University of Wisconsin (UW) is presented, based on a request by Wisconsin Governor Patrick J. Lucey in 1975. The Governor's basic fiscal and enrollment assumptions are identified, and the findings and recommendations of the UW system President John Weaver are presented. Part 1…

The collective bargaining agreement between the University of Cincinnati and the University of Cincinnati chapter (1,750 members) of the American Association of University Professors (AAUP) covering the period September 1, 1984 to August 31, 1986 is presented. Items covered in the agreement include: recognition and description of the bargaining…