"Trusteemanship" is seen as a partnership with institutional officers to ensure current and future financial stability and security through management statesmanship. The role calls for an uncommon commitment of personal time, common sense, creativity, and sales management ingenuity. (MLW)

Building a board of trustees with development strength requires attention to three areas: identifying specific development purposes and potential, recruiting trustees with compatible credentials and capabilities, and developing executive leadership. An institution's board of trustees is seen as the single most important constituency for resource…

Trustee management committee is described. It is the governing board standing committee that is responsible for identifying, researching, and nominating new members, as well as for preparing slates of officers and monitoring functions to the board to see that the terms of the bylaws are met. (MLW)

Financial support commensurate with ability is seen as the by-product of a comprehensive, integrated, well-organized, and effectively managed advancement program. Efforts must be directed to determine each trustee's ability to provide financial support, motivation for being a trustee, and personal agenda for institutional benefit. (Author/MLW)

Two areas of leadership responsibility that a college governing board should not delegate include the fund-raising responsibility and the responsibility for investment of the institution's assets. Cornell's fund-raising is described, including the board structure for fund-raising, the practice of trusteeship, and the special campaign. (MLW)

It is suggested that colleges should use trustees as ambassadors to outside constituencies whose economic and political influence is important to their quality growth. This role demands a keen awareness of the social purpose of education and of the institution. (Author/MLW)

Individuals must be educated for the trustee role to be effective for the institution and personally satisfied. Being a trustee is a position that must be earned through positive evidence of executive and volunteer leadership in related activities. Trustee selection and training are discussed. (MLW)

Evaluation criteria of an advancement program are identified. Program evaluation must include the intangible criteria of pride in the accomplishment of preparing for a better and warmer understanding of the mission and the services of the organization by a larger number of people. (MLW)

Success in college goals and programs for institutional advancement is seldom accidental: success in philanthropic support is seen as 90 percent planning and 10 percent implementation. Trustee membership, long-range plans, the motivational case, experienced staff, adequate budgets, prospect research, supportive communication all meld into a plan…

In order to keep institutions funded, the selection of the trustee development committee is seen as the first priority of the board. The role of trustee in development, selecting the development committee, leadership, organization, development policy, and the effort (communication, information, collaboration, imagination, and conservation) are…

Alumni relations, it is suggested, must "fine tune" their alumni volunteer programs or risk misusing a unique institutional resource. The tradition of lay governance, the development of alumni relations, volunteers in alumni relations, recruiting, and the institutional image and pride of identification are discussed. (Author/MLW)

Since planning is a continual process, the college public relations manager plans for what could occur and prepares for it. The manager's responsibilities include working with the board and president, budgeting, setting objectives, innovating, representing, staffing, coordinating, and directing. (MSE)

The management of an institution's destiny is seen as resting in the hands of volunteers--its governing board. It is mandatory that the identification of individuals who can and will accept the role and responsibility of trustee volunteer be a crucial and primary procedure. The volunteer manager is described. (MLW)

An elected trustee assumes a new responsibility that implies hard work and generous commitment. Some observations about the character of the society in which colleges will be functioning and what this portends for board membership are discussed. (Author/MLW)