Internal auditing, which can help governing boards exercise their control responsibilities, is discussed, including financial, compliance, and operations auditing. Governing boards should be prepared to handle reports on operation audits, financial and compliance audits, and reviews of management information systems. (MLW)

Until 1985, higher education was a growth industry, and new programs were a by-product of that growth. Now, new programs must be justified by extensive data analysis. This trend and others indicate governing boards are taking the new-program approval process seriously. (MLW)

The control and accountability built into the University of Florida program of intercollegiate athletics is described. Features include presidential control, academic integrity, financial integrity, and independent certification. (DB)

One of the major reasons legal costs are sky-rocketing in higher education is that colleges and universities aren't doing enough to oversee properly what they're being charged. Some advice for trustees and administrators in planning legal operations is presented. (MLW)

Some strategies can be borrowed from the business world to improve output (of faculty) and also improve outcome (for students). Four approaches are: setting goals and evaluating results; improving instructional skills through systematic feedback; adapting to new clientele; and applying modern technology, including computers and TV. (Author/MLW)

Some suggestions for state agency action to restore, maintain and augment quality are provided. They include upgrading minimum standards, monitoring programs at military installations, providing planning and coordination emphasizing quality, raising questions about goals and outputs at each institution, and encouraging interinstitutional…

Institutions are turning to responsibility-centered budgeting to instill campuswide fiscal responsibility. The approach places budget authority within individual academic units and allows decision makers to see their program's share of overhead expenses. The University of Indiana and Purdue University at Indianapolis have undertaken a joint…

An article condemning the use of student performance data for institutional accountability is criticized for its generalizations and for perpetuating a class war between faculty and administration. (MSE)

Trustees have an important role to play in the definition of the mission of their institutions. They must monitor others, including the faculty, because they must know how things are really going. (Author/MLW)

Problems, such as the declining availability of state and federal funds, and increasing state regulation are identified. It is suggested that the predicted college enrollment disaster looks less threatening, that the public attitude toward education has improved, and administrators and trustees have learned from their experiences. (Author/MLW)

The role of a trustee at a complex multicampus system is discussed with a focus on governance relationships to the component campuses. The three-way interaction among board, system administration, and the campus chief executive is seen as likely to heighten the potential for conflict. (MLW)

A business executive who is a trustee of a small college describes the world of college management. Three sources of differences between the college and a business are: (1) the absence of profit, (2) the "colleague authority," and (3) the tyranny of entitlements. (MLW)

The danger of using student performance as a basis for budgeting and program accountability is that it promises accountability through simple measurement of complex realities, with qualitative measures overwhelming less precise qualitative measures. (MSE)

The Utah System of Higher Education's method for appraising presidents is described as a mirror effect to provide the results of confidential interviews conducted with a variety of competent individuals knowledgeable about the work of presidents. The procedures are outlined and four benefits are cited. (MLW)

Few claims for negligence or misrepresentation against higher education have been sustained, but several important cases in lower education have provided a framework for future litigation. It is noted that the students ultimately lost, but educators should not be lulled. The development of a new tort such as educational malpractice takes years.…