Learning Resources

Abstract: Recruiting and retaining women and minority faculty members is a particularly challenging workforce development issue facing many universities. This article summarizes current literature and the results of a survey of selected institutions to gauge responses to this challenge. All the survey respondents indicated that recruitment of women and minority candidates has been problematic, that retention problems vary, and that job placement is difficult and can negatively influence the recruitment and retention of women and minority faculty members. Job placement for partners has been most difficult for those universities located in small- to mid-sized cities. A variety of programs have been attempted to alleviate problems of recruitment and retention.

Abstract: Book review of The Advancement President and the Academy, eidted by Mary Kay Murphy. ACE/Oryx Press, 1997. 153 pages. ISBN 1-57356-028-6. Pull quotes: "The advancement president must live out a commitment to intellectual life."

Abstract: Book review: Beyond Fund Raising: New Strategies for Nonprofit Innovation and Investment, by Kay Sprinkel Grace, John Wiley & Sons, 1997. 288 pages. ISBN 0-47-16232-9.

Abstract: Subtitles: Response to the cuts; Thinking anew; The knell and the new. Pull quotes: "Prospects for a return to robust state appropriations seem dim." "What formula should states use to fund their public institutions?" "Each institution would thus have different cost bases." "The time for across-the-board tuitions caps may have passed." "Tuitions in the state should be more variegated, not uniform as they are today."

Abstract: The process of devising a financial strategy to enhance its academic distinction began at Rutgers, a large, public, research university, in 1980 with a not uncommon statement of the Rutgers Board of Governors that sounded like many other mission statements. It used the expected phrases: continue development as a national and international resource by improving quality of instruction, research, and service; increase emphasis on scholarship; expand graduate and research areas of excellence; enhance programs to serve society's needs for broadly educated, humane, competent professionals to serve New Jersey's needs in education, business and industry, public policy studies, government, and other areas. But the Rutgers board did not see the statement as a platitudinous expression to be said and forgotten, and called upon the University administration to implement the statement with all due speed. What follows is the story of its implementation and the results of that action.