University power in the future will be shared among the trustees, the faculty, and the students. (HS)

Persons serving on governing boards of higher educational institutions should be carefully screened for qualifications. (HS)

Response to Lewis B. Mayhew's article in May 1971 issue of the Journal of Higher Education. (IR)

This is a preliminary and tentative exploration of the significance of state authority for the governing of state universities. My limited purpose is to describe the nature of that authority and its apparent impact on university responses to the changing expectations of a new generation of students and faculty."

The Management and Planning System (MAPS), designed to provide a computer-based information storage and retrieval system to aid school board decision makers, is described. (DB)

If Trustees are to raise more money, they'll need more say in how it is spent. (Editor)

The president is seen as the single most important person in the life of the college or university. The central responsibilities of the board remain how to get the best possible people and give them the best possible circumstances to work in. (MLW)

Survival on most campuses is bound up with decisions made by elected officials. Suggestions on how trustees can become involved in public policy are provided and activities of New York's Council of Governing Boards (founded to help trustees learn more about public policies affecting their institutions) are described. (MLW)

The college trustees' responsibility is not only to govern the institution's functions but also to listen carefully and respond to student concerns, observe campus life at close hand, and communicate interest in the students. In this way, trustees can demonstrate the leadership they profess. (MSE)

The roles of the institution itself, faculty, the board, and issues of curriculum, finances and financial information in college closing are discussed. The pressures generated by closing often force resolution of difficult problems, even the definition of function and purpose felt by many institutions. (MSE)

The merits of managerial and collegial models of governance are discussed. The experiences of a faculty member turned trustee of a public consortium of colleges in Colorado are described. (MLW)

Candidates for presidential positions need to ask tougher questions during the selection process and the governing boards need to give franker answers. Issues to be considered include: alumni financial support, faculty support, students, financial situation, support of the trustees, family life, etc. (MLW)

Offers ideas on ways in which private schools can recruit able trustees and recommends a seven-step process for nominating trustees, including examining the present board and school goals and needs; soliciting suggestions; ranking, screening, and meeting candidates; and selecting and approaching the final slate of nominees. (RW)

Staff planning is discussed, including projections, on a departmental and institutionwide basis, of future staff requirements on the basis of what is known or can be realistically estimated. Program changes and availability of personnel are also considered, along with the question of tenure quotas. (MLW)