Four professionals discuss issues in the periodical evaluation of college presidents: increased pressure for evaluations, formal versus informal assessment, determining needs and purposes, criteria, use of consultants, and broad role. (MSE)

Capsulizes the findings of an exploratory study undertaken to analyze the relationship between state or local control and community services in the community college. Contends that further research is needed to refine definitions of community service and adequately assess the effects of local or state control upon community programs. (CAM)

The pitfalls of formal evaluation procedures for college presidents are examined including: invalid assumptions, subjective evaluators, changing responsibilities, and increasing complexity. Ways institutions can find and maintain suitable leadership are suggested including: examination of abilities rather than performance, and appointments of…

Nine rules can help governing boards address college governance problems: encourage enthusiasm in the administration; face problems early; get adequate facts; promote management, not bureaucracy; ask appropriate questions; evaluate performance; create incentives; focus on the individual campus; and deal with external forces. (Author/JMD)

Governing boards or their Trustee Committees should identify, cultivate, and recruit prospective trustees; annually evaluate the board and its members; and nominate officers and other committee members. A model form that can be used to evaluate individual trustees is offered. (Author/JMD)

Higher education is seen as a privilege, not a right. Issues to be considered by trustees include: tenure, contracts in lieu of tenure, accreditation, territorial poaching, and financing of colleges and universities. Educational agencies or institutions that depend on the public's dollar must deliver what they promise and meet standards. (MLW)

AGB's accomplishments of the year are discussed: formulation of Three Year Plan for expansion, membership growth, corporate support, record conference attendance, two significant new publications, products of major research projects, and initiation of a project to assist boards of predominantly Black institutions. (Author/MLW)

Six faculty leaders offer advice to higher education governing boards regarding the need to balance financial realities with academic missions. Trustees need to understand higher education management, resist massive shifts to adjunct faculty and "quick fixes" to problems, resist the temptation to have the institution be all things to all…

Discusses activism among college and university trustees, characterized by assertion of authority in administrative matters, often in direct conflict with academic leaders. Suggests a parallel with investor capitalism, in which corporate owners may become active in organizational governance, and warns that constituent passivity in these…

Colleges and university administrations must recognize and accommodate change more quickly and efficiently if the institutions are to remain competitive. Trustees must examine the policies they create from this perspective, also keeping in focus the institution's mission, strategic direction, and future. Institutions need periodic professional…

Three models for college governing boards to use in approaching teaching and learning issues in a technological age are outlined, presented as lists of characteristics reflecting their focus and perspectives on student and faculty needs, responsibility, interactivity, funding, rewards, competition, relationships, and student-faculty ratios. While…

Although the role of the college governing board secretary should be low-profile, this officer can contribute to effective leadership at the institution by establishing and maintaining open channels of communication, formal and informal, among board members and between individual trustees and the chief executive. A well-designed orientation can…

How a college governs itself has the potential for building consensus among faculty, administrators, students, and trustees, but hierarchical governance works against positive collegiality in a scholarly community. A model developed by Sherry Arnstein involving levels of citizen participation in urban planning can be adapted to describe governance…

Describes changes at the three levels of the Soviet educational system (primary, basic, and secondary) brought about by Perestroika. The basic level offers a compulsive general studies program while a differentiated secondary curriculum offers more electives. Discusses the teacher's role and the establishment of public governing councils. (SLM)