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…

At 75, encouraged by an 18-year veteran board member who decided to seek election to the state legislature, the author decided to run for election to the five-member regional school board that represents the voters in the four-town New Hampshire seacoast. He had been superintendent of a five-town area in New Hampshire and in the Boston suburb of…

Areas of competence to be reviewed as the board and superintendent meet include educational program, long-range planning, business management, staff development, public relations, and personal considerations. (Author/MF)

Argues that superintendents aren't educational leaders because they don't believe that boards want them to be, and then provides steps the board can take to encourage superintendents to become educational leaders. (IRT)

Describes how Gerald W. Shea, who leads the board of trustees of the University of Illinois, puts his political experience to use in winning state funds and pressuring administrators. (EV)

Describes the attributes of board-savvy superintendents: Brings the right attitude to working with the board, makes governance a top priority, focuses consciously on the human dimension of the board-superintendent partnership, and functions as a full-fledged, contemporary CEO. (PKP)

Unlike most businesses, universities are both capital-and labor-intensive; yet contrary to standard business practice, they wring the most use and value out of their plants and payrolls for fewer than seven months a year. University presidents may appear to be very much like chief executive officers, but their powers to change course--or even a…

In this article, I have conceptualized union-management relations using an organizational justice framework. I consider organizational justice theory, including distributive, procedural, interactional, and what I call relational justice perspectives. Utilizing examples from my experience and research, I illustrate and discuss various forms of…

A former superintendent lists the contradictions, conflicts, and calamities that a large-city superintendent must contend with. (Author/IRT)

A survey of boards on a regional basis reveals regional variations, not major differences. (Editor)

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)

Describes what motivates educators to become superintendents, what causes them to resign, and what school boards can do to increase the likelihood they will stay by reducing negative factors and increasing positive ones. (PKP)

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)

An effective and stable school district requires a superintendent and board who work well together. Such collaboration builds positive momentum and public confidence. It also minimizes the turnover that can slow district progress, encourage "flavor of the year" reform agendas and impede academic achievement. Too seldom school governance…