An orientation program for trustees conducted at Lycoming College is described. An informal, two-day workshop was held with the board's basic responsibilities discussed and a tour of the campus conducted. A trustee handbook with information on the college's purpose, legal charter and bylaws, and governance responsibility is described. (MLW)

Four places to look in order to identify those who have the best potential as fund raisers for a college are the best givers, corporate heads, salespersons, and the deeply dedicated. Team solicitation is advocated and is seen as more powerful than an appeal made by an individual. (MLW)

The foundation board at the State University of New York College at Purchase was transformed from a passive to an active board by presidential persuasion, meetings with faculty, campus tours, trustee training, facts from other colleges, survey of needs, and definition of goals. (MLW)

Austin College's approach to raising large amounts of capital funds with severe limits on number of staff, size of budget, and available time is presented. Some suggestions on locating prospects, cultivating donors, involving the president and trustees and thanking donors are provided. (MLW)

College trustees, it is suggested, should be alert to possible sources of support, willing to use their influence to establish priorities, support the necessary budget for development programs, and establish a development program or enhance and strengthen it. An institutional checklist for a fund raising audit is provided. (MLW)

One of a college development staff's greatest responsibilities is seen as helping the president and the governing board's nominating committee to build the board's fund raising potential. Developing a board profile can assess current strength in fund raising and other areas. A sample board profile form is provided. (MLW)

"Planned giving," the term preferred over "deferred giving," should be incorporated by institutions in their development portfolios rather than risk losing the allegiance of major donors and their donations. Professionalism is seen as the hallmark of successful fund-raising. Responsibilities of the governing board are outlined.…

Private giving through gift annuities, charitable remainder trusts, and bequests is discussed. A commitment of trustees and administrators by allocating adequate money and staff is necessary. The kinds of institutional commitments that a program administrator should insist on are outlined, along with a statement of policies and guidelines. (MLW)

Adopting management by objectives is a way to improve the operation of small college development offices and increase the tenure of the development officer. The MBO concept is discussed as a means of setting goals, determining ways to accomplish goals, and measuring success. A development office statement of objectives is included. (MLW)

Charitable remainder trusts and charitable income trusts are discussed as essentials in any "marketing mix" of gift-giving options. Unitrusts and annuity trusts are described and tax benefits of the charitable income trust are explained. (MLW)

A capital campaign to build facilities for a new nursing division at Aurora College is described. Three suggestions are provided: draw up a detailed plan, there is no substitute for personal contact, and hard work is essential. (MLW)

Some suggestions on how a college development officer can relate to the president and to trustees are provided: getting the endorsement of top trustees, serving the president first, understanding how policy is made and implemented, knowing trustees personally, involving trustees in development planning, and backing institutional policy. (MLW)

Encouragement of wills and bequests is the backbone of a good planned giving program. Methods of promotion, types of will gifts, tax aspects, identification of potential donors, a simple bequest program, program evaluation, and the need for continuity and patience are discussed. (MLW)

After an intensive study, Smith College decided on outside management as trustee for their pooled income fund. Responsibilities of the trust department are listed and a description of how the planned giving program works is provided. Management is seen as crucial to the overall success of the program. (MLW)