The subject of drug and alcohol abuse on college campuses across the country is the concern of many college administrators. There exists a relatively high consumption pattern of drug and alcohol abuse among college students when compared to the general population. This pattern of alcohol abuse has remained stable despite the presence of substance abuse programs on campuses that are specifically targeted toward the student population. There exists little research on how these programs operate and how they address the problem of substance abuse on campuses. Most of the research that exists is of survey design. This study examined through a descriptive case study, the substance abuse programs in three public universities in Oregon. The study used descriptive case study to describe what components comprised the programs as well as how the programs functioned under the various organizational structures. Three organizational structures were identified. The first university's organizational structure was under the health center, both administratively and physically. The second university studied had part of the program under the counseling center and other components under the athletic department and the health center. The third university had what was termed as a de-centralized structure, with the treatment component under the health center, the prevention component under an academic department, and the peer education component under the health center. The various organizational structures were also examined for their influence on the respective program. The 1989 Drug-Free Schools and Campuses Act Amendment, required institutions of higher education receiving federal funds to have programs. The impact of the Act on both the program and the organizational structure of the program was also examined. The study demonstrated an impact of the legislation on the programs in the form of funding that made possible new services. The study also suggested an influence of the organizational structure on the programs in the form of the funding of new program components that changed the organizational structure. Implications for programming as well as research as a result of this study's findings are presented. Recommendations for program models are also presented. / Graduation date: 1994