Advocates giving school principals more authority. The public can then identify him as responsible for decisions, and he can tailor subjects and methods to his school's clientele. (DE)

To be effective, school board members must submit facts, rational analyses, and empirical evidence to provide proof of performance to constituents. (MF)

Reviews the nature of relationships within the schools' bureaucracy; analyzes the move for decentralization and community control. (Author)

Surveyed teachers, school board members, superintendents, and elementary school principals to determine if there is congruence in their perceptions of the normative role of the principal. Results differed from Foskett's (1967) study in concluding that elementary school principals and the other groups perceive principals more as administrators than…

Describes the procedures to be followed by the school board president and the board in a teacher dismissal hearing. (MLF)

A superintendent's contract should be individually designed and negotiated; however, necessary characteristics are suggested in the areas of duration, certification and responsibilities, compensation, vacation and fringe benefits, liability and indemnification, medical examination, evaluation, renewal and nonrenewal, termination, and a…

School board members, superintendents, principals, and teachers in western New York identified both ideal and practical components for their districts' teacher evaluation systems. The strong disagreement of board members with principals concerning these components suggests a need for inservice training of board members and improved communications…

The role of a trustee at a complex multicampus system is discussed with a focus on governance relationships to the component campuses. The three-way interaction among board, system administration, and the campus chief executive is seen as likely to heighten the potential for conflict. (MLW)

A discussion of some methods of communication that help broaden the decision-making process and implementation efforts necessary to successful educational leadership. (Author)

One of the most persistent problems of school facility planners is the need for continuous communication between educators, architects, engineers, and construction contractors. Guidelines for effective communication are offered. (Author/MLF)

Argues that superintendents must actively oppose their school boards when the boards seem bent on making policies the superintendents consider unwise. Outlines situations in which the superintendent's opposition is not only warranted, but necessary. (Author/WD)

The concept of citizen governance has been implemented with marginal success. This paper presents an orientation and training program for citizen boards aimed at raising their competence in certain key areas including policy planning, program evaluation, public relations, organizational management and fund-raising. (Author)

Describes the successful and lengthy search of the board of education in charge of the Graland Country Day School in Denver to recruit a new school head. (RK)

A two-time recipient of the Association of School Business Officials' Meritorious Budget Awards offers seven steps in transforming an acceptable line-item school budget to a program budget that could win awards for excellence in presentation. (MLF)

Focuses on the role of the board of directors within nonprofit child care centers and how the board and center staff can work well together for the agency. Outlines each partner's role in the four areas of center responsibility: financial oversight, program planning, resource development, and personnel management. (EV)