This document presents the response of the Board of Trustees at Bloomfield College to the American Association of University Professors investigating committee report. Four sections cover: matters incorrtly reported as facts; important facts omitted from the report; what is reported in a misleading manner; and a consideration of whether the…

The most difficult, self-effacing, and intangible role in higher education today is that of top management policy determination. Trustees carry the key management policy role and should neither be diverted nor shrink from it. Trustees must constantly assess their progress and modify their plans. Six points are suggested: (1) Trustees should devote…

This essay was written in response to requests for a summary of the author's current thinking on college and university trusteeship based on his long experience as consultant to trustee boards and trustee behavior. Among his conclusions are the following: (1) Higher education trustees set the goals for the institution, assure a distinctive…

The four general areas of study undertaken by the author are described in this report. The areas of study were, first, an attempt to ascertain whether there was a perceived need for presidents and trustees for orientation and inservice education programs for trustees; second, an investigation of the understandings or misunderstandings which may…

This manual of Roosevelt University contains the following information: (1) a list of the officers of the University; (2) the roster of the Board of Trustees; (3) Committees of the Boards of Trustees: responsibilities and membership; (4) the roster of non-trustees serving on Board committees; (5) the "mission" of the University; (6) the…

The dual purpose of this study was to identify president selection methods of 20 community colleges in six Western States, and to develop a "Guideline of Procedures for Hiring a Community College President." Personal interviews with trustees, faculty members, administrators, and in some cases, employees and students revealed marked diversity both…

The author discusses the nature of a good trustee, and the difficult task of maintaining equity and excellence in the private school. (KC)

The annuity and trust income program (deferred giving) permits donors to give more than they thought they could. Suggestions for establishing and monitoring such programs are offered in this article, which is a condensation of remarks at the National Conference on Trusteeship. (Author/LBH)

Any good college resists rule, but it also has a built-in self-correcting apparatus, suggests this university president. Trustees should ask themselves: Does your college surprise you? Do you trust it? Do you wish you could be more a part of it? (Author/LBH)

An experienced chairman of the board offers advice for trustees: respect the role of the board as a whole, be discreet in campus contacts, learn, and support the president. (Author/LBH)

Building governing boards requires a clear reading of a college's particular needs and challenges. A good board need not be homogeneous but can be highly differentiated. If each member is informed and motivated, each can be expected to make significant contributions to the whole from his or her own particular skills and resources. (MSE)

Explores the roles of community college trustees and how and why these roles have changed in the past decade. Examines the external pressures that affect the behavior of boards of trustees and the relationship between boards and chief executive officers. (DMM)

Outlines the causes of turnover for community college presidents, as perceived by 68 college presidents and 68 board members, using a questionnaire listing causes for involuntary or voluntary turnover. Results revealed a variety of turnover issues. (BH)

The search for a president of Gallaudet University, the only such institution in the world for the deaf, spanned issues of civil rights and university governance. The selection and ultimate rejection of a hearing president occurred because people had different perceptions of what would best serve the university. (MSE)

Distinguishing between long-range and strategic planning is key to governing boards guiding their institution's future. Strategic planning is defined as the framework that guides the choices that determine the nature and direction of an organization. The trustees' role is described. (MLW)