This paper presents a set of recommendations from the Academic Senate for California Community Colleges that can be applied by local academic senates as they create and improve their local planning and budget processes. Recommendations include: (1) planning should drive budgeting, never the reverse; (2) planning, in an academic context, should be…

This report focuses on how the Chicago Public School District, schools, and teachers implemented key components of the district's accountability agenda and its effects on teaching. Key findings are as follows: (1) formal sanctions influence school and teacher resource allocation; (2) mismatches between formal sanctions and support result in…

This document reports the results of a survey conducted in the summer of 1998. Community college districts in California was surveyed on their practices regarding local board education and development programs. Approximately 80% of the districts, or 57 districts, responded. The study found that less than one-third of the districts had a written…

Because in academic controversy both judicial expertise and legal precedent are virtually nonexistent, an Academic Dispute-Settlement Commission is proposed. (IR)

Trends cited in 1968 survey of increased student participation in governance are continuing. (Editor)

It is suggested that industry is ready to support higher education for a variety of reasons, but that institutions have not done a good job of communicating their needs. Each trustee can help to communicate with the business community about the institution's operations, needs, objectives, and standards. (MSE)

The relative weakness of the faculty governance structures at Rutgers University are illustrated. It is suggested that the faculty may not make wiser or better academic decisions, but that collective bargaining is one way to bring some balance into academic decision making. (MLW)

Improvements in the competence of persons who are invited to accept trusteeships and in the performance of governing boards are cited. Two important trends are identified: more qualified lay or nonordained trustees on the boards of church-related institutions and more board authority. (MLW)

Describes suitable board procedures and policies needed to clearly define the criteria for reviewing materials with regards to censorship. (CHC)

On July 1, 1979, Harris-Stowe College in St. Louis, was transferred from city to state control, becoming Harris-Stowe State College. Resulting issues are discussed, including the lack of retention of two faculty members, Bob Harold Leftwich and Jo Beth Creighton, who requested assistance from the American Association of University Professors.…

Exploring the complexities of the trustee-president authority relationship, 60 college and university presidents and 61 board chairmen were surveyed on their relations with their opposite members. Ten board chairmen and 10 presidents were then personally interviewed. Personal relations emerged as the most important aspect of the trustee-president…

Ronald Reagan's effect on higher education as governor of California and what effect he might have on U.S. colleges and universities if elected president are described. Three points are discussed: deep conservatism of Reagan, his passivity, and Reagan's relative disinterest in higher education. (MLW)

Washington-based national organizations are seen as effective in dealing with the government, especially on technical questions. But when major policy issues are to be decided, it is suggested that a college president or board member is more effective. Knowing the committee structure is seen as necessary for influencing legislation. (Author/MLW)

Alumni relations, it is suggested, must "fine tune" their alumni volunteer programs or risk misusing a unique institutional resource. The tradition of lay governance, the development of alumni relations, volunteers in alumni relations, recruiting, and the institutional image and pride of identification are discussed. (Author/MLW)

The Utah System of Higher Education's method for appraising presidents is described as a mirror effect to provide the results of confidential interviews conducted with a variety of competent individuals knowledgeable about the work of presidents. The procedures are outlined and four benefits are cited. (MLW)