By William A. Kaplin, Barbara A. Lee(auth.)
The scholar affairs marketplace has skilled a very good increase within the final decade. in response to the fourth variation of the necessary advisor to the legislation that endure at the behavior of upper schooling, this up-to-date pupil affairs version presents a reference and consultant for pupil affairs practitioners and graduate scholars in pupil affairs management classes. This quantity combines sections which are pertinent to pupil affairs practitioners, in addition to the govt. regulatory and administrative matters present in the total Fourth version. it's therefore the main finished and easy-to-use quantity for pupil affairs officials and students.Content:
Chapter 1 evaluate of upper schooling legislation (pages 1–56):
Chapter 2 criminal making plans and Dispute solution (pages 57–101):
Chapter three the varsity and Its Trustees (pages 103–141):
Chapter four the varsity and Its staff (pages 142–239):
Chapter five The felony prestige of scholars (pages 241–279):
Chapter 6 Admissions and fiscal relief (pages 280–358):
Chapter 7 The Campus neighborhood (pages 359–401):
Chapter eight educational guidelines and issues (pages 402–440):
Chapter nine The Disciplinary technique (pages 441–477):
Chapter 10 scholars' Freedom of Expression (pages 478–510):
Chapter eleven pupil corporations and Their contributors (pages 511–567):
Chapter 12 Athletics (pages 568–604):
Chapter thirteen neighborhood and country Governments (pages 605–671):
Chapter 14 the government (pages 672–757):
Chapter 15 deepest Entities (pages 758–793):
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Extra resources for A Legal Guide for Student Affairs Professionals, Second Edition
In addition, there are typically numerous academic ofﬁcers, chief of whom is a provost or vice president for academic affairs. Below the provost or vice president are the deans of the various schools, the department chairs, and the academic program directors (for instance, a director of distance learning, a director of internship programs, or a director of academic support programs). There are also managers and compliance ofﬁcers, such as risk managers, facilities managers, afﬁrmative action ofﬁcers, and environmental or health and safety ofﬁcers; and directors of particular functions, such as admissions, ﬁnancial aid, and alumni affairs.
It operated best by operating autonomously, and it thrived on the privacy afforded by autonomy. Academia, in short, was like a Victorian gentlemen’s club whose sacred precincts were not to be profaned by the involvement of outside agents in its internal governance. The special higher education environment was also thought to support a special virtue and ability in its personnel. The faculties and administrators (often 7 8 Overview of Higher Education Law themselves respected scholars) had knowledge and training far beyond that of the general populace, and they were charged with the guardianship of knowledge for future generations.
Chapters Thirteen through Fifteen of this book focus primarily on such issues. The two categories of internal and external governance often overlap, especially in public institutions, and a problem in one category may often “cross over” to the other. 3 of this book). S. Department of Education, or a state civil rights agency. There are many examples of such crossovers throughout this book. In recent years, momentum has been building for modiﬁcations in state governance structures that would facilitate collaboration between higher education and K–12 education on issues of mutual concern, such as improving high school students’ preparation for college.