The Ford Foundation-sponsored and CUPA-directed four-month project on planning for access is reported and guidelines are suggested for local initiative. Emphasis is on cooperation, a sound information base, positive attitudes, and contact with local and state resources. (LBH)

The use of a model to examine the impact of affirmative action policies on the female/male ratio of a faculty of natural sciences is reported. Increased analysis and detailed study of suggested alternatives can lead to better resolution of the problems and potentials of affirmative action programs. (LBH)

Federal legislation affecting institutions as employers is inevitable, and neither blanket opposition nor acceptance will provide higher education with an effective voice in shaping realistic legislation. (Editor/LBH)

Higher education administrators must face the alternatives of promptly developing responsible policies for permanent part-time faculty members, or accepting policy mandated by legislatures and courts. Suggestions for designing new personnel policies are offered. (Editor/LBH)

A six-year experiment with a faculty employment and evaluation system offers insights for structuring a faculty/institutional relationship based on the unique goals and needs of a given campus community. Experiences at Hampshire College are cited. (Editor/LBH)

A collective bargaining model that reflects the wide dispersion of authority and power common to campus governance may both accommodate the collegial spirit and aid the institution respond to external demands for accountability. (Editor/LBH)

A low-cost program of counseling and referral can reap high financial and humanitarian returns. The Employee Assistance Program at Rochester Institute of Technology is described which offers counseling for financial, alcohol, family, and emotional problems. (Editor/LBH)

Issues considered include: Are increases in compensation offset by greater workloads? Is institutional income affected by collective bargaining? Is a contracted grievance procedure a threat or a boon to academic freedom? (Editor/LBH)

A detailed description of one institution's approach is offered for a classification system, a starting salary system, a consistent way of treating promotional increases, and a method of avoiding salary inequities. The Classification Questionnaire is included. (LBH)