This document contains 20 essential questions that were answered by various community college board members. The following are a few of the questions: (1) Are you prepared to lead your college into the future?; (2) Do you realize the responsibility you carry as a trustee?; (3) Are your Board's practices?best practices?; and (4) How do you avoid…

Now more than ever, college and university leaders are obliged to conduct vigorous and ongoing analyses of their institutional missions and financial underpinnings. For some institutions, this will mean change or upheaval; for others, such intensive monitoring and examination will mean a steady rudder. Regardless, the finance committee of a board…

This paper makes the case for establishing recruitment and screening panels to help governors appoint public college and university trustees. It offers ideas that can be adapted to the diverse traditions and cultures of state governments and public higher education systems. It also provides illustrative lists of the responsibilities of public…

Explores the idea of having a faculty member on the Board of Trustees. (PG)

The professional supporting staff of universities should participate fully in institutional governance. (Ed.)

A rating form helps administrators examine each board member in terms of his strengths and the institution's needs. (Editor)

For a college to use trustees to its best advantage the administrator must use the trustees' best potential and abilities. (Editor/HS)

A survey of boards on a regional basis reveals regional variations, not major differences. (Editor)

In this interview shortly before his retirement, Henry Loomis reflects on his six-year tenure as president of the Corporation for Public Broadcasting. (Author)

Describes how, after a basketball recruiting violation made national headlines, the board of St. Bonaventure University acted decisively. (EV)

Highlights areas on university's financial statements that warrant careful review by trustees and suggests ways they can check to see whether an institution's financial statements are clear and valid indicators of its financial status. (EV)

Increasingly, colleges and universities are screening trustee candidates to find those who will make a financial as well as philosophical commitment to the institution. Some feel trustees should make substantial gifts to the annual fund, that the institution should be among the trustees' largest gifts, and that trustees should help solicit…

In a marketplace overwhelmed with messages, too many institutions waste money on ineffective marketing. Highlights five common marketing errors: limited definition of marketing; unwillingness to address strategic issues; no supporting data; fuzzy goals and directions; and unrealistic expectations, time lines, and budgets. Though trustees are not…

Urges governing boards of institutions of higher education to carefully monitor the investment fees they are paying. Offers six strategies for lowering such fees, including: (1) relying less on external and more on internal investment management; (2) increasing the dollar allocations per external manager; and (3) using more passive investment…

An effective and stable school district requires a superintendent and board who work well together. Such collaboration builds positive momentum and public confidence. It also minimizes the turnover that can slow district progress, encourage "flavor of the year" reform agendas and impede academic achievement. Too seldom school governance…