Building on the resources offered in the first volume of this series, this second volume offers governance members, leaders, and other academics valuable insights into the governance process in higher education. In a chapter drawn from his keynote address at the March 2015 SUNY Voices conference, Steven Bahls, president of Augustana College, provides a critical study of institutions of higher education. Nine additional chapters offer a thorough analysis of academic processes that are usually hidden from view, including development of a sexual assault policy, faculty review of administrators, and successful use of task forces. Contributors describe subtle considerations and compromises, which effective governance leaders can incorporate into collaborations leading to effective outcomes. Readers of this volume will better understand how to avoid pitfalls of their own, as contributors illustrate hard-earned wisdom and lessons learned. Practical insights and guidelines on leadership development, budget development involving governance leaders, and mentoring are provided. This volume will provide readers--faculty, staff, students, and administrators--with the pragmatic resources they need to recognize and resolve governance challenges on their own campuses. Following the Preface: The State of Shared Governance in the State University of New York (Peter L.K. Knuepfer); Introduction (Nina Tamrowski) and the Editor's Note: Shared Governance in Higher Education Redefines Community (Sharon F. Cramer), this book contains three parts. Part I, Evolving a Collaborative Approach Regarding Shared Governance, contains: (1) Empowering Faculty: A Shared Governance Model (Erin Severs and Ronald Labuz); (2) Shared Governance--From Both Sides of the Fence (Rob Deemer and Virginia Horvath); (3) Introduction (Rob Deemer); (4) Why Shared Governance Is Essential for Administrators (Virginia Horvath); (5) Why Shared Governance Is Essential for Faculty (Rob Deemer); (6) A Governance Challenge Presents a Governance Opportunity: Lessons from the State University of New York Sexual Assault Prevention Working Group (Joseph Storch, Andrea I. Stagg, Peter L.K. Knuepfer, Martha J. Asselin, and Lori Mould); and (7) The Development of Shared Governance for the Budget Allocation Process at Stony Brook University: A Positive, yet Cautionary Tale (Debra Sabatini Dwyer, Norman Goodman, and Mark Maciulaitis). Part II, Critical Analysis of Shared Governance and Associated Issues, contains: (8) From Shared Governance to Shared Accountability (Steven C. Bahls); and (9) Better Budgeting Is Good Governance: Applying a Best Practices Framework to Public Universities' Budgetary Processes (Chelsea Reome and Thomas A.P. Sinclair). Part III, Lessons Learned: Governance Leaders Reflect on Their Experiences, contains: (10) A Shared Governance Success Story (Joe Hildreth); (11) Task Forces: A Case Study at SUNY Oswego (Gwen Kay and Joan M. Carroll); (12) Mentoring the Next Generation of Governance Leaders: Taking Advantage of Routines, Exceptions, and Challenges for Developing Leadership and Succession Planning (Sharon F. Cramer); and (13) Reframing Leadership Development through Shared Governance (Heather D. Maldonado). [For Volume 1, see ED590589.]