In 1980, a joint committee of the National School Boards Association (NSBA) and the American Association of School Administrators (AASA) developed a publication for school boards and superintendents. The publication is being revised to reflect changes in education and society. Presents from the joint NSBA/AASA statement the responsibilities of…

After 15 years as president of Miami-Dade Community College, marked by honors and accolades, Robert H. McCabe is retiring after continuing disputes with trustees. The problems' beginning coincided with appointment of three minority governing board members, who encouraged faculty critical of the president to be more vocal. McCabe also points to…

The challenge for the college governing board is to use the assets of the institution's known past as a foundation for planning for the largely unknown future. They must handle the difficult tasks of replacing a president, responding to legitimate new demands, and avoiding institutional stagnation. (MSE)

Discusses the nature of the school council in the Soviet Union during Perestroika. Suggests that the councils have yet to find their place in the social and political changes of democratization. Attributes the low effectiveness of the school councils to student and parent passivity. (DK)

If trustees tried to abolish tenure, the resulting conflict would overwhelm intended gains. A more productive approach is to examine how trustees can work with administrators and faculty to make tenure policies and practices work for the institution. The governing board's role differs from that of faculty and administration. (Author/MSE)

College governing boards can help improve productivity by (1) refining the institution's mission to appropriately balance research and teaching in the faculty workload, and (2) establishing a collaborative strategic planning agenda with faculty and campus leaders. Results will benefit taxpayers, parents, and students alike. (MSE)

The rapid turnover in urban superintendencies reflects changes in big-city school boards that are increasingly characterized as political rather than as public service positions. In addition, the expectation that urban superintendents should find solutions for complex issues and the urban boards' desire for a person of color have resulted in fewer…

To attract the best available superintendent candidates boards should (1) sell the advantages of the district; (2) define expectations early; (3) spell out working relationships; (4) develop compensation guidelines early; (5) consider developing leaders and alternative prospects; (6) maintain strict confidentiality; and (7) make the final…

Although Superintendent Frank Petruzielo arrived with briefcase full of plans to change Houston (Texas) school district, he spent his first year reworking his ideas in consultation with district teachers and administrators. He ignored school budget brokering that had occurred between previous school boards and business establishment, won 32%…

The new president should know that his success depends on his vision of what constitutes good teaching, competent management, excellent personnel, effective promotion, and above all, outstanding service to students. Proactive efforts during the first 100 days give the administrator the best chance to build momentum for the institution's future.…

An effective orientation program helps new board members understand that there is already a functioning board, no member knows everything, open discussion of interpersonal issues is essential, board members must focus on agendas, and the superintendent is the sole administrative contact and conduit to other administrative staff. (MLH)

Superintendents' lack of longevity mirrors society's quick-fix mentality. Superintendents acquire reputations (as money wizards or bond passers) and move to other districts requiring that expertise. However, superintendents need to be more than one-dimensional leaders, and school board members must become savvier about educational politics. (MLH)

When 34 Indiana school-board presidents were surveyed regarding their districts' superintendent hiring processes, most were not impressed with candidate quality. Applicants' top weaknesses included insufficient administrative experience, limited communication skills, and inadequate knowledge of school finance. Internal candidates are scarce, and…

An informal survey of state superintendent associations and lawyers representing superintendents reveals little change in top executives' contracts over the past decade. Mandatory evaluations and renewable (non-"evergreen") contracts are becoming common; pay-for-performance measures are emerging, yet limited. Contractual and job-leaving…

An administrator trainer/former superintendent's experience suggests that corporate governance models don't fit the reality of school governance in many districts. Elected board members define their roles differently than their business counterparts and derive little or no monetary benefit from public service. The "new breed" resemble…