The need for effective planning in higher education has never been greater, nor has the need for more effective use of limited resources. Article describes the rationale underlying planning, the requirements for planning, and the roles of administrators, trustees, faculty, and staff in the planning process. (JDS)

Highlights of the survey by the Higher Education Panel of the American Council on Education of the makeup of governing boards and profile of governing board members are presented. Findings are correlated by institutional size and type. (LBH)

In 1974, Montclair Academy and its Brookside School merged with The Kimberley School. Faced with the possibility of difficulties, failures, traumatic experiences, and the years of struggle involved in making the new school work, the new principal of The Montclair Kimberley Academy in New Jersey discusses some of his problems and the surprises he…

The AGB Board-Mentor Service provides member boards with on-campus workshops to assess their organization and performance. The basic role is to serve as a catalyst to engage boards in discussions of the results of a self-study and matters of special concern. Names of the 32 board-mentors are listed. (LBH)

The basic issues a college capital campaign feasibility study should resolve are discussed, and the major players are described. The feasibility study seeks to answer six questions: the campaign's case, leadership, the goal, the institution's ability to raise the money, timing, and the plan of action. (MLW)

Governing boards in search of a college president often look for the wrong kinds of qualifications, such as an earned doctorate, scholarship, and significant administrative experience in higher education. Presidents should be hired for their mental capacities, stamina, and the desire for spiritual rewards. (MSE)

With careful public relations planning and a willingness to be involved, boards can enhance the stature of an institution. George Mason University's public relations strategy has paid off in public recognition, which has accelerated the flow of resources to the institution. (MLW)

Decisions that need to be made when preparing for labor agreements are outlined including philosophical approach (policy); legal framework (varies between states and between public and private); organizing, unit determination, and election activity decisions; bargaining activity decisions; and contract administration and renegotiation decisions.…

College and university administrators and trustees have an obligation to maximize the return on all available resources consistent with law and with prudent conduct. Assessing and minimizing risk is an essential component of developing a creative financing program. (MLW)

Although college finance officers are worried about the consequences of a drop in the value of their endowments because of Wall Street fluctuations, most have expressed concern about the effects on the general economy. If the nation has sluggish economic growth, the financial impact on higher education could be severe. (MLW)

A list of trustee responsibilities, as adapted from a private college's trustee handbook, includes suggestions for active involvement in decision making, self-education about the institution and issues, and participation in meetings. (MSE)

A two-year study of the characteristics of effective college presidents resulted in a profile that shows significant differences between effective and representative administrative styles. (MSE)

Illinois State University's experience illustrates that board members can provide leadership for institutions to assist in the economic development of the local community, but to be effective, trustees must have a clear understanding of the institution's mission and community impact. (MSE)

The experiences of a black woman trustee for the University of Illinois are described. Public institutions of higher education are discovering that their viability during the next few decades could rely heavily on attracting and nurturing minority students. (MLW)