Academic Preparation for College, a document issued by the College Board and geared to telling students, parents, teachers, and administrators what high school students need to know and be able to do to succeed in college today, is described. Suggestions for trustees as shapers of policy are provided. (MLW)

This review is an attempt to understand the responsibilities of governing boards regarding decision making in academic affairs, i.e., those decisions which have a direct bearing on the educational curriculum, the quality of instruction, the instructors and the students. (Author/PN)

Trustees have an important role to play in the definition of the mission of their institutions. They must monitor others, including the faculty, because they must know how things are really going. (Author/MLW)

Data on the governing boards and characteristics of 341 colleges and universities show that the "dominant stratum" of business (individuals with simultaneous influence in several major corporations), rather than business as a whole, has formed an enduring relationship with universities that are oriented toward education of the elite.…

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…

Emerson College's board rewarded its president for outstanding performance with a cash bonus of 36 percent of salary. The cash bonus idea is offered as one novel compensation plan for college presidents, but it is suggested that trustees can act as opinion leaders for implementing other creative compensation plans. (MLW)

Higher education enrollment is seen as declining during the next 15 years. The decision to struggle on or close down must rest with governing boards or legislators. They must take the responsibility for their institutions and at the same time provide the best education for the greatest number of students. (MLW)

Some opinions on trusteeship are discussed, including: (1) the trustees' role provides a window to the "soul" of the college; (2) trustees enjoy association with other trustees; (3) trustees make history; (4) the board's role makes the role of the president possible; (5) low profile is desirable; and (6) education and growth opportunities are…

College trustees, it is suggested, should be alert to possible sources of support, willing to use their influence to establish priorities, support the necessary budget for development programs, and establish a development program or enhance and strengthen it. An institutional checklist for a fund raising audit is provided. (MLW)

A new system instituted by Aquinas College is described. It retains tenure as one possibility for a newly hired faculty member, although each faculty job-opening would on a case-by-case basis be placed either on tenure track or rolling contract track. (MLW)

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…

Conflict between president and governing board or within the governing board can be reduced, it is suggested, through informal third-party intervention. Some broad categories of conflict are named including the finance dilemma, the divided board, the domineering individual, the special interest syndrome, and the breakdown in confidence. (MLW)

Discusses the collegial model of governance, the essence of which is faculty self-regulation, and the effects of changing economic conditions on its viability. Considers the new importance of collective bargaining and the changing roles of management, unions, and governing boards in governance. (JG)

Suggests procedures for use in selecting and evaluating community college presidents. Relative to selection, discusses the selection committee, costs, criteria, generating a candidate roster, screening candidates, and record-keeping. Relates the pros and cons of periodic formal evaluations and the types of presidential evaluations available. (AYC)

Summarizes the new North Carolina state law concerning open meetings of public bodies. (IRT)