This study deals with the program, personnel, and physical plant of the Utah State Industrial School. Studies made of the school are few. Among them, the survey made by John Schapps, Field Consultant of the National Probation Association, between January and July, 1946, is probably the most comprehensive and professional in nature. Since Mr. Schappe's study began only three months after Mr. Parley Kilburn was appointed superintendent, this investigator covered conditions mainly as they were under the old administration. This study aims at comparison of conditions, facilities and programs as they existed in 1947 and in 1949 with those found by John Schapps.

Seminaries in the United States have for more than two centuries sought to equip ministerial leaders for service within the community of faith. And yet these institutions have traditionally been the focus of very little quantitative research. This lack of data is particularly noteworthy given the existential crises many seminaries currently face, especially regarding their flagship Master of Divinity (MDiv) programs. Among seminary leadership, a common response to declining MDiv enrollment has been to decrease the length of the program, which historically required at least 90 credit hours. The purpose of this quantitative study was to explore change at the Association of Theological Schools member institutions (AMIs) between 2000–2019 through the lens of these credit-hour reductions. Longitudinal data from 113 AMIs were analyzed to examine the relationship between a variety of financial, enrollment, and institutional characteristics and the likelihood that an AMI would reduce its required MDiv credit hours. Results from an event history analysis revealed that, all else being equal, experiencing an increase in total revenues reduced an AMI's likelihood of making a reduction, while being a middle-age institution (founded 1870–1959) and having a higher percentage of peer institutions that made a change increased the likelihood of making a reduction. These findings, which well fit with existing theory on resource dependence and institutionalization, provide seminary leaders with objective data by which they can better understand the financial and cultural pressures impacting change at their institutions.