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)

Reflecting on his experience as a trustee of the University of Maine when the Governor demanded the resignation of the entire board (and all refused), the author examines issues of institutional autonomy in public higher education emphasizing that the board of trustees must determine which kinds of political influence are proper. (JT)

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)

Presents a wage-withholding proposal for impasse resolution in faculty collective bargaining in a state system. A percentage of each faculty member's salary and a significant contribution from the state treasury are put into an escrow account which goes into the federal treasury if settlement is not reached within 45 days. (JT)

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…

A Southern Regional Education Board workshop has identified and discussed ten areas (including environmental concerns, long-range planning and growth policies, and energy issues) in which the interdisciplinary resources of colleges and universities can be brought to bear for mutual benefit. (Editor/JT)

A survey of land-grant colleges shows that 29 percent have student trustees, and 53 percent more get student input by other means. Conclusion: student trusteeship is spreading. (Editor)

To ascertain the economic impact of St. Cloud State University on the town, the author did a careful study of student, faculty, and institutional spending in 1975. It added up to $27 million that, through the multiplier effect, increased to $59 million in total impact. (Editor/LBH)

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)

A survey taken on 50 large public campuses confirms that today's college students are concerned about jobs, satisfied with their academic programs, interested in athletics and religion, and believe in the value of a college education. (Author/LBH)

The Illinois Board of Rengents had to overcome institutional inertia on its three campuses to prepare for future financial exigency. A discussion paper served as an effective instrument and led to development of a consensus plan. (Editor/LBH)

An aggressive attempt to organize the faculty of the Pennsylvania State University system, in which the AAUP competed with the National Education Association, ended in a victory for "no agent." How the administration conducted itself, and the lessons to be learned from the experience are reported. (Author/LBH)

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)