Critiques the effectiveness of three national governing boards which control and manage British higher education. Arguments for increasing the powers of the University Grants Committee and decreasing those of the Committee of Vice-Chancellors and Principals are presented. (AM)

Trustee involvement in mission, planning, and program review is discussed. New approaches to a mission statement can result in useful guides for institutional decision making in personnel and program planning, budgeting, and assessment. (MLW)

The development of a policy manual by the University of Nebraska is described. Desired characteristics of a good manual include: basis in a sound codification system that provides for each area of governance responsibility, availability to all personnel and students, and loose-leaf binding. (MLW)

Trustee management committee is described. It is the governing board standing committee that is responsible for identifying, researching, and nominating new members, as well as for preparing slates of officers and monitoring functions to the board to see that the terms of the bylaws are met. (MLW)

Financial support commensurate with ability is seen as the by-product of a comprehensive, integrated, well-organized, and effectively managed advancement program. Efforts must be directed to determine each trustee's ability to provide financial support, motivation for being a trustee, and personal agenda for institutional benefit. (Author/MLW)

Two areas of leadership responsibility that a college governing board should not delegate include the fund-raising responsibility and the responsibility for investment of the institution's assets. Cornell's fund-raising is described, including the board structure for fund-raising, the practice of trusteeship, and the special campaign. (MLW)

For effective trustee participation in planning, it is suggested, a college president should provide a good flow of information, conduct trustee orientation, establish a schedule of planning documents, and encourage trustee committees. A board planning agenda is provided. (Author/MLW)

Examples of how a college or university-related foundation can help in fund-raising efforts are cited. Three types of foundations (college, facilities, and regional) are defined, and the structure and administration of a foundation are outlined. High priority, adequate staffing, and a commitment of resources insure foundation success. (MLW)

Although the concept of "college student trusteeship" is opposed, the idea of having qualified young people as full voting members of governing boards is strongly supported. The real qualification required is the confidence and consent of their jurisdiction and not the fact of being a student. (MSE)

Since renegotiation or termination of a president's contract by a governing board can bring misunderstanding, irritation, and trauma, an outside expert is suggested as being beneficial to both sides. A contractual expert can represent the governing board and help determine whether the chief executive should be rehired or terminated. (Author/MLW)

The educational and financial health of private colleges and universities in the coming years, it is suggested, will depend on the competence of those who are chosen to serve as trustees and regents. The National Commission on Trustee Selection's 14 recommendations for improvements in the selection process are provided. (Author/MLW)

Claremont Men's College's investment policy that concentrated on three growth and three growth-and-income mutual funds is described. Diversification, professional management, accounting, exchanges, liquidity, expenses, and how a mutual fund works are discussed. (Author/MLW)

A study on how people have responded to institutional termination and major elements of a humane process of closure are discussed. Kubler-Ross' five stages of human response to the prospect of death: denial, anger, bargaining, depression, and acceptance are applied to institutional termination. (MLW)

Speakers at the National Trustee Workshop addressed energy conservation on college campuses, the use of outside consultants on campus, the advantages and disadvantages of statewide governing boards, and the creation of incentives to encourage cooperative ventures among colleges, communities, and the government. (JMD)

The background and meaning of the current controversy over the intrusion of the federal government into institutional accreditation is given, along with a guide to governing board actions. (LBH)