Several factors contribute to the challenges community college leaders face in maintaining and sustaining noncredit workforce development programming. For example, these factors include funding reductions from state legislators and corporations using internal training departments for workforce development. There are community colleges that do…

This chapter provides a conceptual model that academic leaders can use to navigate the complex, and often contentious, organizational terrain of academic program development. The model includes concepts related to the institution's external environment, as well as internal organizational structures, cultures, and politics. Drawing from the…

Advocates the involvement of the community college president, governing board, administrative staff, faculty, local industry, and appropriate legislators in creating a practical and acceptable internal and external climate for international education programs. Discusses "domestic backlash" as it relates to defining community college boundaries and…

Articles in this sourcebook discuss six strategic areas of community college management: external relations, internal communication and working relationships, financial resources development and allocation, program and service development, staff development, and strategic planning. First, "Strategic Management in the Community College,"…

The success of the Community College of Philadelphia (Pennsylvania) transfer program is in part the result of the approach taken to institutional conflict. The institution's academic culture has benefited from even the unsuccessful aspects of its efforts to structurally reform the academic program and the institutional culture. In the process,…

Discussion of community college campus activities that celebrate cultural diversity looks at institutional development theory as it relates to the college environment and some basic assumptions about community college students and culture, then suggests program types and outlines considerations in developing specific events that bring students to…

As state governments and the public demand greater accountability from community and technical colleges, increasing focus is placed on the concept of assessing student academic achievement. To be effective, assessment processes should provide institutions with information that helps develop specific plans for improving operations. While processes…

The evolution of the Honors Program at the Community College of Philadelphia (Pennsylvania) is described, focusing on faculty participation and program decisions. Central program features are practices that build an intellectual community among faculty and students, including an interdisciplinary curriculum, seminars and writing groups,…

Institutional change requires that "restraining" forces (those forces resisting change) be minimized and "driving" forces (those forces moving in the direction of change) be maximized. Lasting change involves broad-based staff participation in the change process; this requires the establishment of multiple feedback levels or…

DERIVED FROM AN ANALYSIS OF FUNCTIONAL REQUIREMENTS AND ASSIGNED RESPONSIBILITIES, A NEW ORGANIZATIONAL SYSTEM RELYING UPON MANAGERIAL CAPABILITIES AND CAPACITY FOR CHANGE IS PROPOSED BY A TEAM OF PROFESSIONAL CONSULTANTS TO COPE SUCCESSFULLY WITH PROBLEMS AND STRESSES CONFRONTING THE CALIFORNIA STATE SYSTEM OF EDUCATIONAL ADMINISTRATION. SEVEN…

This document is intended as a guide to help employers, training providers, and others develop effective partnerships with leading-edge community colleges. The document begins with an overview of the strategies used by four effective training partnership initiatives involving the following corporations and community colleges: Sequins,…