With the variety of available investment options and a volatile securities market, it is vital that boards make wise choices about employee retirement programs. Issues to consider when discussing pension-plan changes are presented. (Author/MLW)

Some advice on attracting good people for a college administrative team, including the toughest positions to fill, searching outside academe, improving confidentiality, and how to find the best candidates is presented. (MLW)

New and incumbent presidents sometimes are reticent about discussing the specifics of compensation and benefit packages. Third-party negotiators might help bring these issues into the open. A negotiation process and nine specific topics for inclusion in negotiation discussions are outlined. (Author/MSE)

Using third-party negotiators in university presidential salary discussions may widen, not bridge, the gap between presidents and boards. It is more promising to educate presidents and boards about compensation packages and the comparative benefits for presidents of similar institutions and acknowledge the relationship between compensation and…

To attract and keep first-rate presidents, governing boards must be more generous with salaries and benefits. Governing boards have been too modest in looking after college and university presidents. (MLW)

The 1984 Compensation and Benefits Survey of College and University Chief Executive Officers is discussed. The survey provides information on presidential compensation, benefits, and employment practices at public, independent, religious, and medical institutions. (MLW)

Emerson College's board rewarded its president for outstanding performance with a cash bonus of 36 percent of salary. The cash bonus idea is offered as one novel compensation plan for college presidents, but it is suggested that trustees can act as opinion leaders for implementing other creative compensation plans. (MLW)

Upon completion of the presidential search, six major tasks remain. Three come before appointment: salary and benefits negotiation, development of evaluative procedures, and completion of a contractual agreement or letter of appointment. Three come after appointment: making the public announcement, producing a search summary report; and retention…

A poll of department chairpersons about personal and professional attitudes, motivations, and concerns is reported. Opportunity, challenge, and responsibility were recurring themes. Recommendations are made: giving additional released time, clarifying requirements for promotion, providing credit for accomplishments, publicizing need for unpopular…

The critical question of how financial resources are spent is categorized by the ABG/NACUBO Task Force: faculty and staff (salaries, benefits, employee relations, equal opportunity and affirmative action, faculty effort); purchasing; maintenance and replacement of capital assets; and energy. In each area aspects to consider are noted. (Author/LBH)