The 16 essays in this volume address the premise that the success of a college or university related foundation is directly proportional to the strength and quality of its relationship with its host institution. Papers are organized into four sections on: genesis and evolution of institutionally related foundations, their structure and function, critical issues, and perspectives. Papers are: (1) "The Changing Case for Establishing College and University Foundations" (Joseph F. Phelan); (2) "Creating a Successful Institutionally Related Foundation" (Royster C. Hedgepeth); (3) "Growth Patterns of Active Foundations: Lessons for Boards" (Joseph F. Phelan and David T. Shufflebarger); (4) "Starting New or Starting Anew: Organizing with Purpose" (Joseph F. Phelan); (5) "Active Fund-Raising for Active Foundations" (John Lippincott and John K. Martin); (6) "Managing Assets, Part One: The Effective Foundation Investment Committee" (John W. Guy); (7) "Managing Assets, Part Two: Investing and Spending" (David W. Bahlmann); (8) "Capitalizing on the Talents of Foundation Directors" (Anthony R. Kuzneski and Larry R. Panaia); (9) "Funding the Foundation" (Curtis R. Simic and Barbara Coffman); (10) "Building Solid Relationships with the Host Institution" (Thomas R. Popplewell); (11) "The Community College Foundation" (Barbara J. Keener); (12) "The Foundation's Behavior as a Cornerstone of Trust" (Gary A. Ransdell); (13) "Autonomy and Independence: Lessons from the Courts" (Marguerite M. Brown); (14) "The Foundation as an Institutional Resource: A President's View (Thomas C. Meredith); (15) "Fostering Successful Relationships Between Governing Boards and Foundation Boards" (Richard D. Legon); and (16) "At the Horizon and Beyond: Other Issues Worthy of Foundation Board Attention" (David T. Shufflebarger). Appended are results from a 1995 survey of college and university foundations and prototype formats for such items as foundation bylaws and articles of incorporation. (Some essays contain references.) (CH)