In this article, the author illustrates how three campuses have, in their own way, attempted to bring coherence to the student experience and enrich that experience by more closely matching what was promised to what each student actually experiences while enrolled. Fulfilling students' expectations that were purposefully articulated in the mission…

In ten years, Alaska Pacific University has moved from a totally decentralized administration of its adult online program to a very centralized structure. Drastic changes in funding sources and student needs have compelled the university to take new approaches. As the learning landscape continues to shift for adults, online learners, and Alaska…

Many small institutions face difficulties, and the person who bears the brunt of dealing with those challenges is the college president. While each situation is unique, presidents can learn from the experiences of others, and at the very least, commiserate with each other regarding the challenges they face, especially when their institutions are…

Colleges survive sometimes because they are able to merge with another institution (a for-profit company, another private college, a state university). The change at the College of Charleston was shaped in the 1970s, when the college did not "merge" with a state institution--it "became" a state institution, which grew.. and…

In announcing establishment of a football program within its National Collegiate Athletics Association (NCAA) Division I athletic program in 2012 or 2013, the University of North Carolina at Charlotte (UNCC) offered a rationale different from what many would expect (Perimutt, 2008). The UNCC chancellor noted that neither generating revenue nor…

In most states, declining state appropriations have forced public colleges and universities to raise tuition at an unprecedented rate. Colleges and universities are expected to become more accountable, improve institutional effectiveness and efficiency, and report progress in measurable terms. Amid these pressures, institutions are challenged to…

The entrepreneurial small college president exercises leadership in the use of highly refined intuitive judgment, has a high degree of commitment to the institution's mission, and can discern opportunities in unpromising circumstances. (Author/MSE)

A carefully orchestrated capital budget, an essential element of corporate management, is particularly important for a small college with limited resources. A simple management system can be adopted to achieve institutional goals. (MSE)

Search committee members can help improve the likelihood that senior vacancies will be filled on time, within budget, and without unpleasant surprises. Methods include creating a job description, position criteria, and an institution profile; setting a timetable; using consultants; clarifying needs for candidate information; maintaining…

Small colleges can make a virtue of the need to use administrative staff flexibly and to train young staff. Senior administrators must assume a variety of tasks, and young administrators can develop their skills while covering key functions. (MSE)

The roles and expectations of presidents of church-related colleges have changed drastically in the last 15 years, and there is little preparation for the job available. Effective relationships with staff, board, alumni, community, parents, and students; good fiscal management; and periodic review of the college mission are elements of good…

There are two keys to effective student recruitment: creativity in seeking applicants and mobilization of institutional support for the admissions program. To survive the 1980s unscathed, the small college must have a talented admissions director and a president who can marshall the college's resources behind the admissions program. (MSE)

Small colleges can be effective in consortial arrangements because they are more independent and often less fiercely competitive than larger institutions, making better personal relations possible. The Associated Colleges of the St. Lawrence Valley in northern New York, with four member institutions, has expanded student opportunities, shared…

Many small, private colleges are examining aggressive ways of economically developing their land and other physical assets by strategies ranging from direct ownership of tangible property to joint and participating ownership arrangements consisting of leases, financing, and partnerships. In all cases, however, potential tax consequences should be…

A consortium of 12 small, private liberal arts colleges in the Great Lakes region has shown that by working together, the institutions can provide major opportunities for faculty professional development through conferences and workshops. (MSE)