The problem of this study was to answer the question: "How to community groups participate in the formation and interim operation of unified school districts?" Interim operation is the period of time following a successful election when the newly chosen governing board is preparing for the actual operation of the district, which occurs on the first succeeding or second succeeding July 1, depending upon the date of the election.4 The first purpose of this research was to discover (1) the attitudes of community groups toward unification, (2) the manner in which community groups supported or opposed unification, and (3) the ways that community groups involved themselves with the governing boards in the interim operation of the new districts. The second purpose was to recommend changes in legislation The third purpose was to recommend guidelines to local communities for otimum participation in the unification movement.

Affirmative action, more strongly than ever before in the history of its existence as a viable approach to bringing minorities and women into work force populations, has been called into question. Much rhetoric has been spent on whether or not minorities and women have made measurable gains because of such approaches and whether or not such approaches in themselves constitute unfairness. The major focus of this study was to examine certificated staff employment gains or losses for Blacks, Hispanics and women in eleven school districts over a five year period.

No description available.

This study represents a survey of the budgetary procedures of selected elementary school districts in Marin County which recorded an average daily attendance over six hundred in the school year 1955-56. The problem for this study may be stated as a question: What are desirable budgetary procedures for elementary school districts in Marin County having over six hundred average daily attendance. The problem emanates from the pertinent literature in this area which is summarized by the statement appearing in the New York State Budget Handbook wherein it states that budget development is not a simple process. There is the somewhat complicated problem of translating aims and objectives into numbers of personnel and supplies in addition to the pressing problem of the “tax consciousness” at the local level. More specifically, the first purpose of the study was to determine the budgetary procedures which were currently practiced by the selected districts. The aforementioned questionnaire was developed which set forth a comprehensive list of desirable procedures as derived from the pertinent literature and consultation with business officials in the county. The tabulation of responses to this questionnaire made possible an evaluation of these procedures in terms of usage which satisfied the second purpose. This tabulation aided in the third purpose which was to formulate a guide to budgetary procedures for use by the selected districts as well as others in Marin County.

This study investigated the rationale behind a district superintendent's decision to hire a facilities manager to perform the facilities management function. Two main research questions guided this study: (a) If hiring a facilities manager is not an option, how can smaller school district superintendents maximize utilization of resources in facilities management? (b) What is the rationale behind a school district superintendent's decision to hire a facilities manager? In order to achieve this purpose, a qualitative approach was utilized to collect opinions and data from smaller school district superintendents. A group of school administrators, ten school district superintendents and one director of facilities planning participated in the interviews. The interviews conducted were a combination of one-on-one and a focus group interview. Triangulation, both data and methodological, was employed to validate raw interview data. All interviews were video and audio taped to record both spoken and non-verbal responses. The findings of the study indicate that the facilities management function or the n----- facilities manager position was viable and was growing into an even more important 0-------~ ' ~ function. The need for educating the school board of trustees, the final decision maker in a school district, was clearly expressed by the majority of the superintendents interviewed. The need for more awareness of the facilities management function on the part of the superintendents was also clearly stated. The superintendents recognize the need and the importance of the facilities management function. They also understand the benefits associated with the establishment of a fully integrated facilities management department in the school district. The interview results revealed that for smaller school districts, the school superintendents always think of the facilities manager function to be directly connected only to construction activities, thus, a cyclical need rather than an integral part of a centralized school district operation performing the nine major functional areas of facilities management as outlined by the International Facilities Management Association (IFMA).