Most American colleges and universities face difficult choices about how they will meet new demands in an environment of fiscal constraints. For many, growth and expansion are no longer feasible, instead they must change through substitution, or even through contraction. To make necessary changes, institutions facing these challenges may have to close select academic programs. Academic program terminations are not well documented in the literature, nor are they well understood by those charged with making and carrying out decisions. Much of what we know about how colleges and universities function as organizations and how they change is based upon assumptions of growth and not the opposite. This book explores the process of program termination. It discusses the context leading institutions to consider program reduction. It provides in-depth examination of the discontinuance process at four universities through rich case studies by focusing on the roles of leadership, shared governance, and external factors. It discusses the use (and non-use) of criteria to identify programs for closure and offers advice for institutional leaders seeking to close programs, as well as for faculty leaders seeking to keep their program from termination. Its findings also suggest that program closure may be more important to the future direction and livelihood of the institution than saving money.

Eckel (American Council on Education) examines the processes through which universities respond to defunding by cutting academic programs. Most theories of organizational change are based on the assumption of growth rather than shrinking, he points out, so the situation requires some innovative approaches. He draws on the experience of four public research universities in Maryland, Oregon, New York, and Ohio.
Annotation ©2004 Book News, Inc., Portland, OR (booknews.com)

Those contemplating program termination will benefit from Eckel's rigorous and insightful research....[C]hanging Course is an excellent resource for university decision makers trying to manage their institutions in an era of declining resources for higher education.Planning for Higher Education

Explores the process of eliminating college and university programs during times of economic hardship.

Includes bibliographical references (p. [183]-191) and index.

Preface

Making Hard Decisions in a Changing Environment

The University of Maryland at College Park: Making "Hard Choices" while "Preserving Enhancement"

Oregon State University: Coping with Ballot Measure Five

The University of Rochester: Towards a "Renaissance"

Kent State University: A Matter of Circumstances

Leading, Governing, and Deciding: Key Elements in Program Elimination

Making the Choices: Criteria Identifying Programs for Elimination

Counsel on Program Elimination

Appendix

Methodology

References