This minority capital resource handbook consists of a guide to raising capital for minority entrepreneurs and a listing of sources that provide such capital. The first section deals with the process of raising capital. The realities of raising capital, intermediaries and financial advisors, and assessing needs are outlined. Factors considered in…

Types of aid to higher education are listed that allow corporations to support the colleges and universities of their choice through contributions to educational institutions, individuals, and to education-related organizations. Aid to educational institutions can include (1) specified unrestricted operating grants (general purpose grants,…

This document analyzes gifts received by 307 public colleges and universities from corporations, foundations, private individuals, and community organizations during 1970-71. Altogether, the 307 public institutions attracted $328.7 million in gifts and grants from private sources with the University of California (System) receiving $40,617,520;…

An overview of university governance in the United States is presented. Focus is on the role of lay boards of trustees or regents, and includes discussions of degree of control and responsibilities, policy decisions, fund-raising services, political influences, and faculty participation in governance. (JMD)

Four principal processes are described: academic planning and budgeting; facility planning and capital budgeting; fund-raising priorities; and academic appointments. Trustees are mainly concerned with the first two. Academic planning and budgeting is a year-round process, with a succession of stages that facilitates effective board participation.…

Voluntary funding organizations face increasing public demands for accountability in the use of funds. This article presents a model for evaluating the effectiveness of agency programs and discusses its applicability to the process of allocating funds. (Author)

Governance trends that promise to improve quality in higher education include: regular presidential evaluation; private fund raising by public institutions; greater attention to physical plant and energy problems; meticulous long-range planning and resource management; and resistance to pressures on institutional independence. (Author/LBH)

Increasingly, institutions are seeking money directly from Congress for new research facilities and other science projects, stirring criticism of "pork-barrel science" and special advantages given to land-grant colleges. (MSE)

Outside sponsorship of campus lecture programming is discussed. Techniques that have been developed over 36 years at Texas A&M University are highlighted. Setting goals, budgeting and organization, and identifying contributors are described and a glossary of fundraising terms is provided. (MLW)

Presidents and chief advancement officers (CAOs) of mid-sized independent colleges and universities were polled to determine the level of congruence between them. About one-sixth of the responses revealed near-total dissonance between presidents and their CAOs. (MLW)

The Carnegie Mellon University's Alumni Visitation Program, which coincided with a $200-million capital campaign, is described. Student visitors asked alumni what they thought of Carnegie Mellon and told them about the university; they did not ask the alumni for money. Finding and training the students is discussed. (MLW)

Hamilton College has developed an imaginative program for young alumni that organizes activities geared to young adults' tastes and interests. Since its establishment, the college has had large increases in giving by this group. Nationwide, other colleges are raising substantial funds by targeting young graduates. (MSE)

Describes New Mexico Military Institute (NMMI), a state-supported combined military high school/junior college. Discusses its new learning resources center, the impact of the center on the community, and efforts to promote a greater demand for center services and raise funds for the facility. Recommends 14 marketing strategies. (DMM)

Americans believe in the importance of a college education, but it is difficult to raise money among alumni and communities are less responsive than in the past. Three sources of resistance include: changed set of economic expectations and presumptions, attitudes of Baby Boomers, and the erosion of international competitiveness. (MLW)

The rationale by which businesses justify their investment in higher education is that they rely on colleges and universities for newly trained employees; basic research to increase knowledge that fosters new processes and products; public services to communities where corporations have offices; and higher education contributions to overall…