H.J. Long, fifth president of Greenville College, 1936 – 1962, served the longest tenure of any of Greenville’s presidents. When he came into office in 1936 he assumed an operating deficit of $81,000. This had to be paid off over time, and an enlarging current fund also had to be raised each year. Long had been a part of the Marston era and knew that the educational heart of the college was in excellent condition.

The University of Illinois would soon recognize this by granting the college the class "A" rating throughout its curriculum in 1943. But unless more faculty completed the doctorate, the finances of the college were strengthened, and a new library was built, there would be little hope of regional accreditation by the North Central Association. Hence, these projects, plus keeping the Christian liberal arts mission of the college clear and vital, constituted the "must agenda" for President Long.

In his inaugural address on October 23, 1936, Long declared that Greenville’s historic mission would continue to guide the institution in all that it undertook. Speaking to the question, "What makes a college Christian? Long stated:

"A college atmosphere which sanctions war can hardly be named after the Prince of Peace. A college where prejudice between the races in fostered cannot well be called Christian. An institution which does not recognize the sacredness of human personality should not be called Christian. Christ’s own words, ‘All things are for your sakes,’ lifts human personality high over all and makes it the determining factor in the whole educational process . . .

"It is inconceivable that in a really Christian college anyone should keep a closed mind, whether in the realm of religion, philosophy, or science. This necessarily means there will continually be a seeking after the truth. If so, neither dogmatic liberalism nor dogmatic conservatism will be given countenance. There must be a fundamental loyalty to truth regardless of where it leads."

"Mr. Living Endownment"
Almost immediately after his inauguration, Long conceived the concept of Living Endowment to address the college's major financial needs. This was a plan where alumni, church people, and other friends -- as a body of committed supporters -- make annual gifts to the college. These gifts would be equivalent to earnings from a cash invested endowment. If there was no permanent cash endowment, and there was but little, then Living Endowment would be the answer.

Throughout his entire twenty-six-year tenure, Long was known as "Mr. Living Endowment." By the time he would leave office in 1962, the college's operating budget would be debt-free.

Appointing faculty with doctorates proved to be exceedingly difficult. Again an alternative plan was formed, a "grow your own" approach. Through a plan of leaves, paid and unpaid, young faculty (some very young) with master's degrees were appointed and put alongside those stalwart faculty souls of great vision, commitment, and generosity toward youth. After teaching with these "tall oaks," as one has called them, the younger faculty would soon catch the Greenville spirit. And with the help of equally committed wives and children, they soon were off to graduate school where they completed doctorates and then returned to the faculty.

By this means the graduate training of the faculty was elevated and another accreditation hurdle scaled.

Long's last hurdle for accreditation was a new library. This constituted the first academic building he would construct.

A College of Quality
The red-letter year in Greenville's committed history was 1947. Fifty-five years after the college was re-chartered, it became fully accredited by the North Central Association. It had finally institutionalized the requisite key collegiate components and entered the ranks of colleges of quality.

Some of the key factors which contributed to this successful year, and which remain to this day, were built in earlier years. These include:

• A clear and compelling mission that focuses on the educational imperative in the Christian faith. This mission also includes the disciplined motive to serve the present age, a motive provided by the prism of Wesleyanism and the Free Methodist heritage.
• A curriculum that is academically sound but always focused on the individual student and his or her unique needs, talents, and circumstances. This is especially true for students who come from homes of modest means.
• A most competent and spiritually committed faculty. These teachers must have a missionary-like call to teach excellently, counsel caringly, and pray without ceasing in order to see Christ formed in each precious student.
• A community of students who come to believe in themselves because they come to know the God and Father of our Lord Jesus Christ.
• And finally, a loyal, wide-ranging community of alumni, friends, and trustees who give unselfishly of their work, wisdom, and wealth.

But after accreditation in 1947, the college under Dr. Long still had much to accomplish. Two new groups of students needed a Greenville education -- returning World War II veterans, who being older caused a modification of some of the college's student governance and academic programs; and public school teachers, who needed to complete the bachelor's degree for certification. These teachers could attend classes only on Saturdays, so the faculty accommodated themselves to this schedule. Both groups were well taught, and today they are people of service to the society and church, and are loyal alumni as well.

As the post-war student body grew and the needs of a residential campus expanded, new buildings were called for, and the college's business procedures needed to be upgraded. Fund-raising was also to take on even greater importance if these needs were to be accomplished. Students called for more library space, so a library addition was planned. Intercollegiate sports were made a part of the college, so dreams were born for a new gymnasium and athletic fields. Residential students needed housing and leisure-time space, so residence halls and a student union were planned. Finally, the old college church had served is last, and a new building was needed for student and community worship and for chapel.

To help accomplish all of these post-accreditation building and economic goals, Long sought the assistance of a highly successful business executive, Glenn A. Richardson.

Richardson had been chief executive of a steel company before enrolling in the University of Miami to obtain his M.B.A. He was therefore well qualified to head up the new building and finance programs Greenville College had to institute if it were to be ready for the "baby boom" generation. Coming in 1958, Richardson ably assisted Long in getting the buildings planned and erected. After Long retired in 1962, Glenn Richardson became the sixth president of Greenville College.