During collective bargaining negotiations at the Community College of Philadelphia, the board of trustees responded to external agents (i.e., legal counsel and professional negotiators), while ignoring the proposals of the administration. This resulted in stress in the authority system and in a closing-off of some of the available human resources…

Fund-raising is one of a board's most basic and important responsibilities. Virtually all higher education institutions seek private support, and virtually all institutional leaders call upon key volunteers--including members of governing boards, public institution foundation boards, and advisory councils in many institutions--to give generously…

This guide is intended to assist directors and board members of foundations affiliated with public institutions as they manage investments and assets of their institution. Introductory information notes duties of foundation directors and legal criteria for prudent investing under the Uniform Prudent Investor Act. Suggestions for developing…

Article presented a list of questions designed to learn from the school trustee how effective his role in developing educational objectives is. (RK)

Article is an address given at the Fourth Annual Convention of the Association of Community College Trustees in New Orleans, La., November 1 and 2, 1973. Author offers some comments on his evaluation of college presidents. (Author/RK)

The growth of the Association of Governing Boards is described by a past president of the organization, focusing on its services and membership drives since the early 1960s. New issues are identified, including the future of lay governing authority, the need for specialization within the association, and activism. (MSE)

Identifies the role of the trustee in the public library and the responsibilities that accompany it. (Author/LLS)

"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)

Trustees evaluating their private school should know the school and its staff. They can use objective evaluation methods, such as standardized test results or college placement of graduates, but they should also incorporate the opinions of recent graduates and the community and utilize staff presentations to the board. (RW)

The selection of a chief negotiator for collective bargaining with the faculty is seen as the single most critical decision that must be made by the administration and the board of trustees. The most fundamental question is whether the responsibility will be vested in an outsider or an insider. (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)