To overcome adversity in higher education's newly competitive world, colleges will need (1) clear purpose; (2) courageous leadership, with the abilities to plan, innovate, take risks, and inspire; and (3) a measure of good fortune. (Author/MSE)

Eckerd College overcame its financial and enrollment problems through a comprehensive strategy involving creation of a multigenerational learning community, improvement of the overall college environment for education, generation of substantial revenues from new sources, and reduction of expenditures. (MSE)

The University of Redlands responded successfully to financial and administrative crisis by tapping institutional and community pride in the institution's stature, affirming a dual commitment to liberal education and career training, developing a new governance system, and reorganizing financial and program priorities. (MSE)

Birmingham-Southern College has surmounted major problems of enrollment, finances, and mission by adding and expanding career-related curricula and selected adult and post-baccalaureate offerings, reaffirming and finding new applications for its original liberal arts mission. (MSE)

The College of Idaho responded successfully to serious fiscal problems by renewing its commitment to excellence as a liberal arts institution with a regional service mission. (MSE)

Bloomfield's declaration of financial exigency, Chapter XI bankruptcy reorganization, and shift to a primary emphasis on recruiting nontraditional students enabled it to survive and emerge from its status as an invisible institution. (MSE)

Queens College, a women's liberal arts institution, regained prosperity by maintaining its traditional, quality undergraduate offerings and adding coeducational graduate and continuing education programs and degree options for mature women. (MSE)

A Catholic men's college suffering from declining enrollments and financial problems became coeducational, redefined its governance system, reorganized its program structure, generated new cash reserves, and expanded its offerings beyond the traditional liberal arts concept, resulting in substantial gains in institutional strength. (MSE)

Northland College's strategy for redevelopment included substantial program expansion in environmental studies, building a Native American studies program, and aggressive student recruitment. (MSE)

Complex institutional problems require comprehensive and complex solutions, including such strategies as defining or redefining institutional mission, finding a market niche, planning, cutting costs and increasing income, structural change, enterprising leadership, and using existing assets and good luck to best advantage. (MSE)

Quick phrases often hold deep meanings. Thirteen chief academic officers and deans were asked, "If you had several items of advice for new colleagues, what would they be?" (Author/MLW)

This commentary on McPherson (HE 534 036) identifies several disturbing trends that may serve as obstacles to future access to a liberal education, including the relative decline in traditional liberal education settings and high and rising tuitions. He concludes that educators need to make a strong case for government funding of liberal…

This article urges leaders at institutions of higher education to analyze the decision to pursue a Total Quality Management improvement strategy in the same way as any other strategy--as a return on investment. Evidence of costs and benefits of TQM from industry and campus is summarized, and barriers to a "return on quality investment" mindset are…