Campus land as a potential for resource generation is discussed. A comprehensive analysis is needed of land use, maintenance costs, and the relationship of alternative potential uses to the institution's short and long-range goals. (MLW)

Four specific suggestions for the agenda of a college trustees' meeting are presented: put policy issues at the beginning of the agenda; once a year explore a major issue in advance of decision making; present alternative solutions to problems; and test every question for relevance. (JMF)

Trustee involvement in mission, planning, and program review is discussed. New approaches to a mission statement can result in useful guides for institutional decision making in personnel and program planning, budgeting, and assessment. (MLW)

Trustees should not plan but they must assure themselves that the planning process is sound, complete, and based on realistic assessments. Suggestions for asking the right questions in the decision-making process are offered in this condensation of a speech made at the National Conference on Trusteeship. (LBH)

The USC Faculty Model is a computer-based simulation that rapidly provides detailed predictions of faculty characteristics for future dates, given a current faculty data base, specific policies, and other planning input. It can be helpful in determining the best combination of policy options to meet institutional goals. (LBH)

Contending that when a college fails it is the governing board that holds final responsibility, the author points out the early warning signals and most frequent mistakes and lists eight rules for survival. Emphasis is on the need to consider more seriously the long-range consequences of decisions. (JT)

Issues in college divestiture of investments based on moral considerations, such as South Africa's apartheid system, are outlined. A governing board's options, role, and responsibility to the institution in the face of such decisions are discussed. (MSE)

The remainder of this century will see monumentous decisions made in higher education regarding institutional size and numbers, financing, planning, and control. Many forces, outside and inside, will participate, but the role of the governing board will be crucial, suggests this author. (Editor/LBH)

Each level of higher education funding decision making--governor, legislature, state coordinating agency, system boards, and campus administration--is examined and the decision alternatives available to each are discussed. It is found that campuses have more freedom and capability than higher levels to apply reductions differentially rather than…

The responsibility of the college president is to hear all voices, solicit opinion broadly, and help formulate policies that benefit the entire campus. A comprehensive review should be undertaken to help the board decide on campus priorities. (MSE)

Ten important goals for trustees during the 1980s include: long-range planning; educational diversity; public relations; self-regulation; selection of chief executive officers; role of policy making; fully informed governing boards; facing crises; use of incentives to reach institutional goals; and keeping the individual campus as the…

In the 1960s crisis, higher education is seen as having made some decisions that outlasted their usefulness: easy tenure, Ph.D. overproduction, overbuilt plants. In meeting today's crisis, there is the threat of creating new "policy dinosaurs," such as overcentralization, erosion of faculty quality, debasement of educational standards. (Author/MLW)