One of the most significant changes in patterns of authority and influence in higher education during the last quarter century is the great growth of faculty power, coupled with rapid faculty professionalization. Several studies have pointed out that under ordinary conditions, ruling "elites" take over faculty affairs, and participation…

Faculty, administration, and the board of trustees are dubious champions of student rights and freedoms. Without reliable protectors within the academic community, students have the options of securing their rights and freedoms by (1) the exercise of raw power, (2) finding a means to participate in the decision making process, or (3) seeking…

A workshop sponsored by the Western Interstate Commission for Higher Education was attended by members and staffs of state boards for community colleges and by interested representatives from states without such boards. More than 75 people represented 13 states. Its purpose was to broaden the participants' understanding of the issues of community…

This report was prepared to improve trustee understanding of duties and discharge of responsibilities. The manual deals with their (1) role in facets of higher education, such as business management, finance, long-range planning, fund-raising, public relations, public service, establishment of educational objectives; (2) general, financial and…

This annual report provides listings of tax-fund appropriations of state legislatures for operating expenses of higher education in each state. The appropriations are for the fiscal year 1969-70, although some of the state listings also include appropriations for 1970-71. Within each state, appropriations are listed for each 4-year public…

The most difficult, self-effacing, and intangible role in higher education today is that of top management policy determination. Trustees carry the key management policy role and should neither be diverted nor shrink from it. Trustees must constantly assess their progress and modify their plans. Six points are suggested: (1) Trustees should devote…

This essay was written in response to requests for a summary of the author's current thinking on college and university trusteeship based on his long experience as consultant to trustee boards and trustee behavior. Among his conclusions are the following: (1) Higher education trustees set the goals for the institution, assure a distinctive…

This document presents four articles concerning content analysis. The first article reviews content analysis as a research tool for higher education. Content analysis, a research methodology eminently well-suited to legislation prediction, is examined in the second article. The third article, the characterization of American student dissent in…

Reports on several 1972 and 1973 meetings of the Los Angeles Community College District Board meetings are presented along with editorials. Specific meetings reported are: December, 1972; January 3, 17, and 31, 1973; and February, March, April, May, June, July and August 1, 1973, meetings. (KM)

This manual of Roosevelt University contains the following information: (1) a list of the officers of the University; (2) the roster of the Board of Trustees; (3) Committees of the Boards of Trustees: responsibilities and membership; (4) the roster of non-trustees serving on Board committees; (5) the "mission" of the University; (6) the…

The results of this survey on student participation on college and university governing boards indicate that 14% of all institutions in the U.S. have students as members of their boards. Of the different institutional types, and public 4-year colleges and universities stand at one end of the scale with about one in four including students on their…

This document contains the 1972 4-year plan that the University of the State of New York Board of Regents has devised for postsecondary education in New York state. More people have been involved in the development of the 1972 plan than any preceding one. In addition to the educational community, the public at large had a voice through public…

Any good college resists rule, but it also has a built-in self-correcting apparatus, suggests this university president. Trustees should ask themselves: Does your college surprise you? Do you trust it? Do you wish you could be more a part of it? (Author/LBH)

Building governing boards requires a clear reading of a college's particular needs and challenges. A good board need not be homogeneous but can be highly differentiated. If each member is informed and motivated, each can be expected to make significant contributions to the whole from his or her own particular skills and resources. (MSE)

Explores the roles of community college trustees and how and why these roles have changed in the past decade. Examines the external pressures that affect the behavior of boards of trustees and the relationship between boards and chief executive officers. (DMM)