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)

The "third stage" of corporate development, in which business firms seek ways to serve society, is described. In 1980, corporations became the largest single identifiable source of giving in the United States. (Author/MLW)

The key to fund raising is the donor, and fund raisers should learn to cultivate potential donors, approach them with goals compatible with their own, supplement their thinking, get them involved, and swamp them with gratitude. (MSE)

College fund-raisers should consider prospective donors of natural resource property, especially property that owners may not be developing immediately. Tax advantages to the donor can be considerable, and the college can either resell the property or keep it. Consultation with a petroleum law tax specialist is recommended. (MSE)

As private fund raising becomes an agenda priority for community college foundations, the task of revamping foundation structure for successful board involvement becomes a challenge. Committee review of the foundation board's functions and revision of bylaws can aid fund raising and enlighten the whole institution as to the foundation's purpose.…

Questions to ask when a windfall appears are discussed, including whether the gift will pay for the whole building, whether it will cover operational expenses and upkeep, or whether the donor will then determine the nature of the institution. (Author/LBH)

Philanthropy could give greater support for the kind of education that is hard to support by natural market forces--that is, liberal arts. However, higher education must not assume that corporations can or will solve all their financial problems. (MSE)

The corporate community must continue to offer tangible (financial) support to help ensure the future of U.S. colleges and universities. Suggestions from a corporate donor include: approach those companies that make up a natural constituency; encourage gift-matching; spread the base of support; consider higher tuition fees for engineering and…

Whether a university has a "balanced budget" is influenced by board decisions on investment, endowment utilization, and allocation of unrestricted gifts. One can only hope to protect endowment against inflation under economic conditions that make it possible to achieve a total return rate significantly higher than the rate of inflation.…

Guidelines for planning a fund-raising drive are offered, focusing on things not to do and rationales not to consider. Reasons to avoid include: "our constituency is confused;""to attract major prospects;""to get volunteers;""we are in a crisis situation;""our centennial is coming up;""rivals are having campaigns;" and "it's time." (Author/LBH)

After "money in general" colleges want "more endowed funds," according to a survey sponsored by the Council on Financial Aid to Education. This article describes 10 steps to facilitate additional funds for endowment. (LBH)

The experiences of Aurora University, a small university that not only raised money but established new links with donors, are described. The key to fund raising is selling an idea. As donors become more sophisticated, sentiment and traditional patterns play a less significant role in motivating donors. (MLW)

The chief executive of almost any corporation has little or no ability to commit corporate resources in traditional philanthropic ways. A new set of internal dynamics changes a corporation's relationship with people seeking support for colleges and universities. American higher education and economics are on a collision course. (MLW)

The chancellor of the University of Nevada system believes in the personal approach--corporate executive officer to corporate executive officer--to cement the types of corporate-campus arrangements that both partners find profitable and beneficial. (Author/MLW)

State governments recognize higher education's need to reach out aggressively to industry and other private donors for financial support, but may also closely regulate the activities of private foundations that seek and manage funds for public institutions of higher education. Both private and public higher education institutions should be…