The importance of continuing and updated training for professional psychologists in essential areas of practice and career development-that is, advocacy, ethical business practices, understanding of legislative and regulatory issues, leadership, and culturally informed policies and practices-has spawned the development and implementation of multiple mentoring programs within organized professional psychology. Four such programs are discussed that have been developed through or supported by the Committee for the Advancement of Professional Practice within the American Psychological Association (APA). These programs provide mentoring for graduate students, early career psychologists, and experienced practicing psychologists in the areas of effective and ethical business practices, legislative and regulatory advocacy, and ethnic minority leadership development. Included are descriptions of mentoring programs developed and implemented by the Massachusetts Psychological Association, the Texas Psychological Association, the APA Practice Federal Advocacy Coordinator network, and the APA State Leadership Conference Diversity Initiative.

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This study explored the self‐reported psychological adjustment for congruent, incongruent, and moderately congruent employed male ministers. Psychological adjustment was operationally defined by the scales of the Minnesota Multiphasic Personality Inventory (MMPI). The concept of congruence was defined using the Strong Interest Inventory Minister Scale. The multivariate analysis of variance revealed a significant main effect of group membership on the MMPI scales. The univariate analysis showed significant findings on eight MMPI scales. In general, the results indicate that the three minister groups varied in psychological adjustment as assessed by the MMPI scales. Congruent ministers tend to be psychologically healthier than are the incongruent minister group.

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This is my first opportunity to introduce the UConn Foundation's annual report, and it's a significant one. It has been a year of change, opportunity and potential for the entire University. It has been a wonderful year for the University in terms of the support shown by you, our friends and donors. In fact, 2007-2008 was the Foundation's third-highest fundraising year on record. The best is yet to come, however! As an institution, the University of Connecticut has a potential for true greatness and commands a wealth of talent, energy and drive that is evident across every college, school, department and program. This year's annual report, Visionaries, displays the wealth of imaginative, gifted, and far-seeing individuals on all our campuses, doing important work every day. From the cutting edges of science and technology to the arts and humanities, from the lab benches to the playing fields and from the classrooms in our regional campuses to the clinical bedsides at the UConn Health Center, UConn has attained a place among the highest ranks of the nation's great public research universities. The people and programs highlighted in this report are wonderful representatives of the University. Yet the most exciting part is that they are just a sampling of what we are doing, and what we can accomplish together. By together, I underscore that none of this progress can come without the backing of our friends and supporters. From the more than 29,000 individuals who give through the Annual Fund each year, to those who make major gifts to those who leave the University in their estates, our donors inspire us with their vision, propel us with their generosity and stand with us as partners. As we prepare to embark on a visionary capital campaign in the years ahead, the University of Connecticut is fortunate to have each of you as a catalyst for our journey. I look forward to a very successful 2008-2009, and to working with you all to see the very best hopes and aspirations of the University of Connecticut become reality.