Given the right incentives, many college faculty will retire early. With mandatory retirement of tenured faculty soon to be abolished, institutions may need to revamp their pension plans and introduce voluntary retirement-incentive options. These options include phased- and full-retirement programs. (Author/MSE)

A TIAA-CREF task force reports that there are steps an institution can take in dealing with the new mandatory retirement laws (not before age 70). They include preretirement counseling, provision of "Sweeteners," severance plans, a phased retirement program, and a continuing relationship with the college for retirees. (Author/LBH)

The debate about the "cashability" of faculty pension benefits raises questions about intent, fairness, and who controls what. Boards must weigh whether to allow faculty and staff to withdraw or transfer pension funds such as TIAA-CREF (Teachers Insurance and Annuity Association-College Retirement Equities Fund). (Author/MSE)

One of the major issues about college retirement programs is that of investment options and transferability of TIAA and/or CREF funds to alternative funds. Basic principles to be considered by college trustees involved in review or revision of their institution's pension plan are discussed. (MLW)

With the variety of available investment options and a volatile securities market, it is vital that boards make wise choices about employee retirement programs. Issues to consider when discussing pension-plan changes are presented. (Author/MLW)

Four recent and proposed changes in national school accounting standards have significant policy implications for colleges and universities. These changes address (1) standards regarding postemployment benefits other than pensions, (2) depreciation, (3) financial report format, and (4) contributions and pledges made to the school. Governing boards…

With health insurance costs soaring for both current employees and retirees, governing boards of institutions of higher education must contain costs. Possible strategies include shifting some expenses from employer to employee, establishing flexible-benefit or cafeteria plans, using managed care to reduce unnecessary medical procedures,…

The 1984 Compensation and Benefits Survey of College and University Chief Executive Officers is discussed. The survey provides information on presidential compensation, benefits, and employment practices at public, independent, religious, and medical institutions. (MLW)

Through the 1980's faculty age will steadily rise, creating potentially serious problems, probably requiring intervention by the federal government. Early retirement is a fallacious answer, but a subsidization program for new Ph.D.s holds great promise. (Author)

When possible, college presidents should be encouraged to retire undefeated rather than making the presidency a career. When circumstances indicate that the time has come for a change in administration, a thoughtful board of trustees will seek ways to make such a transition graceful. (MSE)

Policy variables that can help maintain tenure ratios at reasonable levels are listed: increase faculty selectivity; award instant tenure sparingly; minimize credit for service elsewhere; lengthen probationary period; keep some on contract basis; appoint some outside tenure track; evaluate the tenured; separate decisions on promotion and tenure;…

Faced with dwindling resources, some colleges and universities have experimented with a variety of staffing alternatives, but good staffing strategies must be realistic, flexible, and fair to all involved. (Author/MSE)

Three problems needing the attention of many college governing boards and presidents are discussed, including making early or phased retirement attractive, part-time faculty, and federal and state nondiscrimination laws. A number of colleges have created a unified program of employee relations with access to the president. (MLW)