A new system instituted by Aquinas College is described. It retains tenure as one possibility for a newly hired faculty member, although each faculty job-opening would on a case-by-case basis be placed either on tenure track or rolling contract track. (MLW)

The role and responsibility of trustees of private colleges in fund raising are discussed. Four areas are identified: (1) concentration on large gifts, (2) alumni financial support, (3) the voluntary support of the friends and non-alumni of the college community, and (4) deferred gifts. (MLW)

A confidential survey revealed these complaints: governing boards too often are oblivious to financial problems; multicampus boards are remote and uninterested; there is too little time to do everything; inherited staff do not always cooperate; women presidents have a special problem in the hostess role. (Editor/LBH)

A small, Catholic college curtailed expenses without damaging programs by involving faculty, administration, and trustees in a detailed contingency planning process that resulted in a report stressing quality over quantity and outlining short- and long-term strategies for institutional planning. (MSE)

Some misconceptions about the Wilson College Case are discussed, including: the case did not become precedent in law because the degree was superceded by a consent decree; the judge was not a villain; the college was not bankrupt; and the old board did not act wisely. (Author/MLW)

Trustees, it is suggested, should keep an eye out for burgeoning short-term debt, over-optimistic income estimates, hidden enrollment problems, student attrition, and loss of special revenue sources. The absolute size of a college is seen as a factor in making the decision to close. (MLW)

The aftermath of a Pennsylvania judge's overturning the trustees of Wilson College's decision to close is described. A new board and new president found themselves confronted with a public relations handicap--Judge Keller's decision was almost universally perceived as governmental intrusion. (MLW)

A model for long range planning is discussed including: identification of institutional strengths, establishing mission and goals, resources needed, resources available, resource allocations, periodic evaluation, and revising plan based on evaluation. Presidential leadership and faculty involvement are necessary for completing the task. (MLW)