This document contains three papers which present information from various perspectives on aspects of shared governance at De Anza College, in Cupertino, California. First, "Shared Governance: The Next Generation," by John C. Lovas, provides a brief history of governance in the Foothill-De Anza Community College District, and suggests some of the issues that this history raises for De Anza College. Lovas highlights changes in decision-making processes, resulting increases in faculty participation, and changes in faculty organizations. Next, "Operationalizing Shared Governance in Community Colleges," by Martha J. Kanter, identifies from the perspective of a first-year president the positive and negative aspects of shared governance, and proposes directions for De Anza to pursue in realizing shared governance. Three major points are made: (1) a revisiting of De Anza's mission, (2) communication throughout the college that the need to clarify paths for decision making had top priority, and (3) the identification of groups and individuals that are responsible and accountable of specific areas and decisions. Finally, "Trustee View of Shared Governance," by Jay Jackman, comments on California community colleges' legislative mandate to enhance the role of faculty in college and district governance; highlights national and international examples of failed shared governance; and underscores the importance of mission, integrity, and widespread involvement by the college community. (KP)