The chair of the board of trustees leads the board and facilitates board processes. He or she plays an important role in ensuring that the board effectively governs the institution and that trustees work together well. The chair is often perceived as the major spokesperson for the board. She or he is usually the primary point of contact with the…

The California Community College system is the largest system of higher education in the world, with 115 colleges organized into 73 districts, serving over 2 million students. By design, California's community college districts incorporate all of the state's territory. Virtually all Californians are within commuting distance of a community…

The California Community College system is the largest system of higher education in the world, with 114 colleges organized into 72 districts, serving over 2 million students. The colleges are publicly supported and locally oriented institutions that offer associate degrees, transfer education, and workforce development programs. They are part of…

Too often, boards spend too little time discussing student learning, student outcomes, and student success. As stewards of the whole of the institution, the oversight of educational quality is a primary obligation of governing boards. AGB--with support from the Teagle Foundation, an advisory committee, and teams from eight diverse…

The selection of a president is a governing board's most important responsibility, and the search process is the board's best opportunity to help guide its institution into a successful new era. This guide outlines the leadership roles during a search (those of the board, the board chair, the search committee, and others), briefs board…

The selection of a superintendent is among the most significant decisions any school district board of directors will make. The superintendent should be the person and office through which the direction set by the board is carried out. The working relationship that develops between the board and superintendent is thus absolutely critical and the…

This handbook contains eight sections and thirty-four short chapters on topics related to being a member of a California community college governing board. The eight sections are: (1) California Community Colleges; (2) The Governing Board; (3) Toward An Effective Board; (4) Policy, Planning and Monitoring; (5) The Board and the CEO; (6)…

Irrespective of the nature, mission, location, or configuration of the community college, some overarching principles and considerations are common to an effective CEO-board relationship. This book clarifies the dynamics and challenges of this leadership partnership. Above all, it is an insightful and practical guide to the best practices that…

Lists superintendent characteristics boards of education most often specified as desirable and suggests behavioral patterns that will help develop the four qualities most sought by boards. (IRT)

A relationship between a school board and a superintendent succeeds when both parties promise to cooperate, work at it daily, and check regularly to see how they are doing. Provides a 13-item checklist and diagnoses of score ranges. (MLF)

Suggests ways that the superintendent and the board president can work cooperatively, including communicating regularly, planning the agenda together, conducting "postgame analysis" with the president, letting the president run meetings and handle arguments or difficult board members, praising the president publicly, and maintaining open…

This book presents "best practices" for both the governing board of a college or university and the president of the institution. The book is organized into a series of practical principles and guidelines. Underlying the subject of board and president communication is the essential insight that whenever possible communication should be a tool, and…

Offers advice to boards that are taken aback by the actions of newly hired superintendents. The advice ranges from giving the superintendent room to work to going public with the board's grievances. (IRT)

Superintendents explain methods they have used to introduce new school board members to the nature of the office they hold. (IRT)

To lead effectively and contribute to a successful board-superintendent relationship, board presidents are advised to consider specific guidelines, such as knowing their job's responsibilities and limitations, offering advice, representing the board's will, setting agendas in advance, scheduling work sessions prior to regular meetings, and…