"Trusteemanship" is seen as a partnership with institutional officers to ensure current and future financial stability and security through management statesmanship. The role calls for an uncommon commitment of personal time, common sense, creativity, and sales management ingenuity. (MLW)

Discussing how a headmaster and his board of trustees can work together to make their school a happy, productive place, this article addresses the roles of the headmaster and the trustees, the relationship between the two, complaint procedures, and factors adversely affecting the headmaster's ability to do his job. (DS)

Discusses the charting of strategic indicators of campus alcohol abuse so that solutions are measurable and effective. Offers examples of indicators that boards can use to judge progress on curbing excessive drinking. (EV)

Explores how rampant commercialism of intercollegiate athletics challenges boards to help restore an emphasis on academic mission. (EV)

Discusses how students and administrators at Virginia Tech are angry that the governing board eliminated affirmative action and made other important decisions without consultation. (EV)

Discusses why current economic pressures intensify the long-standing need for active orientation and education programs for incoming investment committee members. Describes knowledge necessary for such members. (EV)

Discusses why, given the tensions surrounding who has ultimate authority over academic programs, governing boards should approach the faculty with a focus on strategic leadership. (EV)

Consultants offer ideas to frustrated fund-raising administrators about dealing with reluctant, uncooperative, and uninformed trustees. (MSE)

The development and testing of a conceptual framework of board competencies is traced and alternative approaches to measurement are analyzed. There is a focus on issues of theory development, on the use of a combination of qualitative and quantitative research methods, and on suggestions for further study. (Author/MLW)

With the variety of available investment options and a volatile securities market, it is vital that boards make wise choices about employee retirement programs. Issues to consider when discussing pension-plan changes are presented. (Author/MLW)

Governing boards should ask seven questions when a plan fails: where did the plan break down? who was responsible for the plan? were adequate resources available? were goals clear and specific? was the solution appropriate and adequate? were barriers allowed to derail the plan? were key players involved in planning? (MSE)

David Cameron responds to a review of his book, "More than an Academic Question," which examines Canadian higher education, justifying his opposition to faculty unionization on both moral and professional grounds and reiterating the need to strengthen university governing boards. (SM)

A thorough review of governing board bylaws will help ensure that the fundamental framework for the institution's governance is legally sound, up to date, and appropriate for its current circumstances. Serious bylaw reviews deal with fundamental college issues, and resulting discussions frequently identify basic issues or problems previously…

A 10-step process is outlined for college decision makers assessing the feasibility of self-operation, contract management, or some combination of these for management of a specific service or function. The role of the governing board in decision making and acceptance of ultimate responsibility for success is also discussed. (MSE)

Highlights the importance of preparation for company boards of directors and provides checklists for the following areas: understanding of board members and the team, identification of directorial competencies, professional development methods, role of the chair, steps toward corporate transformation, and development of a business excellence…