A study of the governing boards of two Australian universities whose membership was drawn from academic, government, and business circles was concerned with role perceptions of the members. Their expectations of their functions were fewer than might be expected, and as a group they held conflicting expectations. (Author/JMD)

The representation of academics and laymen in university administration is discussed. Focus is on the nature of influence which external or nonacademic members exercise, and what the ideal proportion of laymen in relation to academics should be. The inclusion of both groups in equal proportion on university governing boards is favored. (JMD)

Every trustee should be familiar with the sense of the Sibley Hospital litigation regarding fiscal management. The court decision of 1974 held that, like corporate directors, trustees must exercise "ordinary and reasonable care in the performance of their duties, exhibiting honesty and good faith." Issues of liability are addressed.…

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.…

In this advance report on an AGB-NACUBO project, governing boards are advised to work within clearly visible financial conditions and policies to do effective long-range planning. They need: routine, periodic reports; presentations for discussion; overview reports; and a positive communications environment. (Author/LBH)

The role of trustees varies according to the type of institution and expertise available, but guidelines are suggested that can be used flexibly. They deal with size of bargaining unit, institutional posture, mistakes to avoid, bargaining policy establishment, negotiator appointment, grievance procedures, strike policy, etc. (LBH)

In individual tenure cases, the board is best off asserting in advance its right to decide about intervening and having review procedures in place. The need for experts and legal counsel is explored, and some rules for deciding on intervention are suggested. (LBH)

Arguing that society and students will both profit if students receive a broader, more value-oriented education than they are now getting, the author cautions governing boards not to measure civilization by dollars but to see the defining of missions and priorities as their primary role. (JT)

Each method, appointment or election, of selecting trustees involves certain costs and certain benefits to all parties to the transaction. A governor tends to profit from appointment, voters and trustees from election, but there are penalties too. Conclusion: neither way is better for everyone involved. (Editor/JT)

A routine-sounding request for a science lab renovation grew into a controversy with immense implications: Is DNA research safe? Does it belong on campus? Is it beyond human capacity to control? The decision-making role of the University of Michigan regents is described. (Editor/LBH)

A plan for all of the state of Maryland's 13 public colleges and universities to be included in the University of Maryland System is discussed. The system would be governed by a board of regents, and each college would have a board of trustees to monitor campus issues. (MLW)

Although environmental compliance is a significant cost of college operations, very few colleges have made a bona fide effort to develop cost-effective compliance strategies. Colleges are no longer being passed over in the application of the environment laws, including the stringent new criminal provisions. (MLW)

The appointment of a hearing person as president of Gallaudet University, the nation's only university for the deaf, triggered bitter student protests that closed the campus and raised issues of oppression of the deaf community. (MSE)

Offers a review of ERIC literature on the role of the community college trustee, the trustee's relationship with the college president, trustee orientation and selection, and board characteristics. (AYC)

The trend of formalized assessments of chief executive officers is being blasted by writers in higher education. The problem is that formal reviews cannot be kept confidential in most situations. Adherence to John Nason's four main goals in "Presidential Assessment" is advocated. (MLW)