This monograph, directed to trustees and board members of public colleges and universities, is intended to offer basic information about board and trustee responsibility; to highlight the principles of board and trustee membership; to help members keep themselves, the board, and their institution out of trouble; and to provide information on…

This paper describes the Glion Declaration II, which resulted from the Glion Colloquium of 2000, an international meeting that focused on governance of universities. The Glion Colloquium is a private initiative that includes renowned scholars and higher education leaders from leading research intensive universities in western Europe and the United…

Describes the development and implementation of an administrator merit pay plan for the North Salem, New York, public schools. The plan includes provisions for salary adjustments according to the quality of service (from "unsatisfactory" to "outstanding") and three sets of materials for administrator evaluaiton. (JBM)

Although many states have been moving toward central boards, the opposite is true in Florida. The reasons why Florida's ten regents have come under attack from legislators are outlined, and a feud between the governor and the legislature over building a quality higher education system is discussed. (MLW)

The trustee is seen as being legally responsible for an institution's meeting its educational objectives, and the best way to meet that responsibility is to ask the right questions. Some areas for questioning: budget, money management, policy, legal responsibilities, trend lines, and physical plant. (MLW)

To oversee superintendent performance, school boards can take three key steps: (1) assign accountability for managing the board-superintendent relationship to a standing committee; (2) the committee and the superintendent can agree each year on the specific leadership challenges; and (3) annually conduct an indepth assessment of the…

School board members can increase their knowledge of the budget process by the following actions: (1) meet with the school business official; (2) assemble school statistics; (3) evaluate each potential cut in its own right; (4) investigate new funding sources; (5) establish a budget adoption calendar; and (6) expect periodic reports from…

The public expects school boards to review school budgets with diligence and a determination to put the needs of students above all else. Provides a 10-step primer for better budgets, a checklist for evaluating the budget-making process, and 20 questions often raised by the public. (MLF)

Provides day care center directors with ideas on such topics as managerial courage, the process of handling the work environment, improved self-image, success secrets of good learners, high achievers, and chronic complainers.(BB)

The qualities that school boards and others expect in superintendents are not being met. Solutions include (1) better training, with enrollment in management courses; (2) internships; (3) first-year support groups; (4) inservice training; and (5) personal development. (MLF)

A 52-item survey sent to 2,197 school board presidents was responded to by 1,217 (55 percent) of the executives. The results suggest that the longer they serve on school boards, the more inclined the presidents are to follow their superintendents' lead and the less inclined they are to support school reform. (MLF)

The most significant finding of various commission reports is stakeholders' lack of involvement in the decisions affecting them. School board's major function is to develop processes that ensure stakeholder participation in developing and implementing a shared vision for education. Board should ensure that all competent administrators and teachers…

Discusses responses to a 1990 survey of 21 Chief Librarians of medium-sized public libraries in Ontario regarding experiences working with the Library Board. Topics addressed include the powers and role of the board, balance and limits of power, informing the board, working with the municipality, the working relationship, clarifying expectations,…

Elementary and secondary public school principals in South Dakota were surveyed concerning their personal characteristics, work history, educational background, characteristics of student body, level of career satisfaction, relationship with superiors including central and board administration, career goals, management approaches, and professional…

In "Kinsey," a fired superintendent claimed a violation of free expression and association rights by his employing board of education. Examines similar cases and contends that public defiance or disloyalty by a principal or superintendent exceeds the tacit limits of intra-administrative disagreement. (108 footnotes) (MLF)