Public universities, especially those in state systems, are facing a crisis in governance, the result of divisive conflicts on state campuses and of deadening constraints from state capitals. Each campus must develop a clear statement of its purposes and priorities. (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)

Eighteen recommendations by the National Commission on Trustee Selection on trustee selection in the public sector, including appointment by the governor, having a nominating committee to assess needs and conduct search, and provision of an orientation program are presented. (Author/MLW)

Survival on most campuses is bound up with decisions made by elected officials. Suggestions on how trustees can become involved in public policy are provided and activities of New York's Council of Governing Boards (founded to help trustees learn more about public policies affecting their institutions) are described. (MLW)

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…

Assessment is one of the most beneficial activities a university can undertake. Assessment proceeds through four stages that are discussed including: readiness, implementation, acceptance, and commitment. (MLW)

The world of system chief executive officers (CEOs), including how their responsibilities differ from those of campus presidents, is discussed by the chancellor of the University System of South Texas. The system CEO's responsibilities include nurturing, leading, and managing. (MLW)

Helping all members of a public multicampus university community contribute to a successful fund-raising program is the job of the systemwide development office. Establishing partnership, the corporate edge, and coaxing alumni support are discussed. (MLW)

A study of presidential search processes reveals a variety of organizations, procedures, and attitudes about appropriate and effective methods. Among the issues discussed are the dominance of local standards and considerations, the roles of faculty and trustees, recruitment and nomination, interviews, premature disclosure of the decision, and…

The successful partnership between a public university and its foundation is based on trust, effective service, and accountability. Structures may vary, but all institutional foundations should share standards and serve the institution's philanthropic concerns without conflict of interest. Operating guidelines of South Carolina's Clemson…

By their blind advocacy of institutional interests as advanced by faculty and administrators, many college and university governing boards are assuring their gradual displacement by stronger coordinating councils or super boards governing a state system of public higher education. (Author/JMD)

Creating separate student-aid programs for the proprietary and nonprofit sectors of higher education will be one of the most bitterly debated issues in the upcoming reauthorization of higher education law. A major point of contention is the matter of hugely disproportionate default rates among students in the different sectors. (MLW)

Trustees and other officials of state higher education institutions should understand their role in the legislative process, including respecting and understanding the political process; working closely with the institution's lobbyist, knowing your limits and advantages, monitoring public opinion, understanding campaign contributions,…

States need to make a careful review of all instructional programs in order to determine whether each program in each state university meets an urgent state need, meets a defined standard of quality, and meets a viable standard of performance effectiveness as well as cost efficiency. (MLW)

The retrenchment experience of Pennsylvania's state college system is described. The specter of retrenchment scared the campuses into finding new nonpersonnel cuts to make; a policy of intrasystem faculty transfer was finally adopted; and although campus presidents opposed retrenchment, by 1979-80 they were convinced of its necessity. (MLW)