Due process as a legal right was enormously expanded in the 1960's by means of the civil rights movement. While school administrators, because of the unique services they provide and the relationship they have with school board members, are one of the last minorities to be accorded full due process rights, these rights are on the way. As more…

The one personal relationship most vital to the health of the independent school is the one between the head of the school and the board of trustees. The relationship begins anew when the board is faced with the responsibility of identifying and appointing a new head. If this task is done carefully and well, all parties, in particular the school,…

Systematic assessment of chief executives is not only a way of assuring the institution of effective leadership, but also provides inservice development, enhances higher education's public accountability, and educates the members of governing boards. Components of a executive assessment model are discussed. (Author/LBH)

Differences between the roles of a corporate administrator and a college president are reviewed and related to the role of an effective trustee. It is noted that accountability demands affect institutional autonomy and that trustees must become more involved in policy-making to protect the academic freedom of colleges and universities in the…

The right way to create a district budget is for the board of education to get involved in the budget process before it starts and to shape all the work that is done on it by making sure goals and limits are understood. (Author/IRT)

In individual tenure cases, the board is best off asserting in advance its right to decide about intervening and having review procedures in place. The need for experts and legal counsel is explored, and some rules for deciding on intervention are suggested. (LBH)

Trustees should not plan but they must assure themselves that the planning process is sound, complete, and based on realistic assessments. Suggestions for asking the right questions in the decision-making process are offered in this condensation of a speech made at the National Conference on Trusteeship. (LBH)

Discusses how to determine the nature of a group's sense of organizational purpose and make use of it. Staff often assume they have a common purpose but may confuse mission with purpose. Leadership and periodic checks are keys to preserving power of purpose. (NH)

Newly employed superintendents should get clear signals from the school board and make changes cautiously. If drastic measures are required, the superintendents should recognize staff concerns, get their backing, and involve them. A simple ceremony acknowledging the change in leadership can help people adjust to change. (MLF)

Offers a review of ERIC literature on the role of the community college trustee, the trustee's relationship with the college president, trustee orientation and selection, and board characteristics. (AYC)

Describes a New York State school district program that has been successful for the past 20 years. The school board, administrators, and union leaders meet monthly and discuss items not subject to contract negotiations. A close positive relationship has evolved from the meetings. (MD)

The role of privilege in defamation suits arising from the evaluation of public educators is explored in light of the "Manguso vs. Oceanside Unified School District" court case, in which a teacher brought a libel charge against a superintendent. (DCS)

Describes a presentation given by one school system's counseling staff for school board members. The presentation was a participatory one with board members role playing in counseling situations. (HMV)

School board-superintendent collaboration is essential to the success of public education. This report presents findings of a study that focused on board-superintendent collaboration for higher student achievement. Data were collected through a review of state laws and interviews conducted with 132 educators, parents, and other citizens in 10…

School boards and communities commonly face a challenge when choosing superintendents: should they select somebody from inside the community or from outside? The tacit knowledge (knowledge gained by experience) each superintendent brings to his or her district is unique and influences the beliefs of school boards in unique ways. This study…