Concerns about ethics in college administration and governance stem from a variety of sources, including competition, decreasing resources, growing scale and impact of higher education, and consumer sophistication. Trustees must be conscious of ethical dilemmas and conflicts of interest and take responsibility for their conduct and decisions. (MSE)

The rankings of colleges and universities in a recent news magazine are meaningless, confusing, and dangerous, encouraging the kind of competition that puts higher education at risk. (Author/MSE)

All organizations can increase efficiency and quality, but academic institutions are unlikely to improve academic productivity by formulas, brute force, or threats of external intervention. Studies of two institutions suggest that several factors can make improved productivity possible. Ten ways to accomplish this are suggested. (Author/MSE)

When new governing board leaders are needed, just attracting more trustees with leadership potential is not sufficient. Succession planning, used in industry and government, ensures a continuing flow of strong leadership. It is not a procedure, but a flexible strategy that can ensure the board's effectiveness and the institution's health. (MSE)

The United States has the world's largest, most diverse, and most responsive system of higher education. The key reason for this accomplishment is that responsibility resides with governing boards composed of interested citizens of diverse backgrounds. (MLW)

Helpful queries on planning, marketing and financial management are given whose answers can bring a trustee closer to understanding the college's problems. They grew out of an important AGB project in cooperation with the Young Presidents' Organization. (LBH)

Lay governing boards must be made up of individuals representing diversity within the community, but not the representative of a single group or purpose, or the board's overall effectiveness, general welfare of the college, and the protection of public trust will be compromised. (MSE)

The growth of the Association of Governing Boards is described by a past president of the organization, focusing on its services and membership drives since the early 1960s. New issues are identified, including the future of lay governing authority, the need for specialization within the association, and activism. (MSE)

A thorough review of governing board bylaws will help ensure that the fundamental framework for the institution's governance is legally sound, up to date, and appropriate for its current circumstances. Serious bylaw reviews deal with fundamental college issues, and resulting discussions frequently identify basic issues or problems previously…

Any good college resists rule, but it also has a built-in self-correcting apparatus, suggests this university president. Trustees should ask themselves: Does your college surprise you? Do you trust it? Do you wish you could be more a part of it? (Author/LBH)

An experienced chairman of the board offers advice for trustees: respect the role of the board as a whole, be discreet in campus contacts, learn, and support the president. (Author/LBH)

The search for a president of Gallaudet University, the only such institution in the world for the deaf, spanned issues of civil rights and university governance. The selection and ultimate rejection of a hearing president occurred because people had different perceptions of what would best serve the university. (MSE)

Institutional survival will require attention to credit-hour management and the cost effectiveness of the sale of credit hours, physical plant use, and the attraction of students with the ability to pay educational costs. (MSE)

Policies and procedures adopted by the Utah Board of Regents for selection of college presidents are described including the chairman's role, selection procedures, voting procedures, and interview schedule. Representation is given to alumni, community, student body, and staff. (JMF)

Four specific suggestions for the agenda of a college trustees' meeting are presented: put policy issues at the beginning of the agenda; once a year explore a major issue in advance of decision making; present alternative solutions to problems; and test every question for relevance. (JMF)