During the 2010-11 academic year, Cabrini College began an evaluation of a faculty governance structure that had been implemented in fall 2007. The processes involved might serve as a roadmap for faculty members and administrators at other institutions who seek to understand the strengths and weaknesses of their governance model and improve shared…

At community colleges, just as at four-year institutions, a wide range of governance models exists, including those that claim to be shared governance but aren't, those that don't even pretend to be shared governance, and, occasionally, truly shared governance. True shared governance at community colleges, just as at their four-year counterparts,…

Boston University (BU) has had a history of contentious relations between administrators and faculty. John Silber, who ran the university from the early 1970s through the late 1990s, gave faculty little say in university governance, and an "us versus them" atmosphere soon developed. In 2004, however, major changes in the board of…

The faculty at the Raymond Walters College of the University of Cincinnati recently conceived, developed, and implemented a complete governance review that the faculty approved unanimously. Raymond Walters College is one of the sixteen colleges of the University of Cincinnati which offers transfer programs, associate degrees, and technical…

Discusses how the budgeting process at universities can be improved by applying certain principles: involve people whose authority derives from responsible expertise, understand human decision-making risks and guard against them, address questions of long-term importance to the institution, and structure positive budget incentives for all levels…

At a time when, nationally, community colleges are increasing their reliance on contingent faculty, and nonacademics are increasingly attacking the tenure system, some community colleges--like Bronx Community College, City University of New York--continue to follow the traditions of shared governance. The collective bargaining unit at CUNY that…

Asserts that the distinctive moral traditions of faith-based colleges and universities can help them resist corporate demands on academia, but only if their faculties are allowed to question institutional policies. Describes five main sources of governance problems in religiously affiliated schools. (EV)

Asserts that to prevent incursions on academic freedom, faculty members must make a strong commitment of time and expertise to institutional governance, and they must promote regulations and behavior that support academic freedom. Describes how the administration, faculty, and board of Calvin College, affiliated with the Christian Reformed Church,…

Explores the role and importance of faculty governance based on personal experience at the University of California, Berkeley (which has one of the country's strongest faculty governance systems) and the University of Michigan (with a weaker system more representative of national norms). Discusses the increasing market-related obstacles to…

The University of Minnesota's University Senate was established in 1912. At the time the proposal to expand it was developed in 2003, the senate had two subordinate bodies, the Faculty Senate and the Student Senate. Although the subordinate bodies could and did take action on their own, most of their actions were subject to final approval by the…

The working relationship between the bargaining agent, AAUP, and the traditional governance body, the faculty senate at Southern Connecticut State University, is described. (MLW)

This article describes the development of Murdoch's academic council (which resembles a faculty senate) from its creation to 2003, charting how it gained and later lost its legitimacy, and then rediscovered it. It draws on documentation, such as council minutes and legislation, as well as on interviews with twelve present and former council…

These days, most newly hired faculty are appointed on a part-or full-time nontenure- track basis. The AAUP has reported that between 1975 and 2003, full-time tenure-track positions increased by only about 16 percent, while full-time non-tenure-track positions grew by 178 percent, and part-time appointment rose by 189 percent. Yet tenure…

Collegiality and unionization, although they seem contradictory, are complementary expressions of a faculty desire for involvement in institutional decision making. These impulses are simultaneously present in the recent history of faculty involvement in the California State University system. (MLW)

Committee N on Representation of Economic and Professional Interests and Committee T on College and University Government (both of the American Association of University Professors--AAUP) issued a statement on collective bargaining and the part it plays in shared governance in colleges and universities. (MLW)