This chapter examines the roles, reasons, facilitators, and challenges of chief executive, academic, and student affairs officers in internationalizing the community college student experience.

This chapter focuses on how colleges can increase faculty, administrator, and staff engagement in reform processes, with the message that large-scale change is not merely technical work; there is a powerful human dimension that can make or break a reform.

For the past 45 years, New Jersey community colleges have helped thousands of students pursue higher education to gain skills, earn college credentials, and better their lives. Today, New Jersey's 19 community colleges enroll over 400,000 students across 70 campuses, fulfilling community colleges' traditional core mission: granting access to…

The effective integration of planning to include bricks, bytes, brains, and bandwidth (the 4Bs) represents an opportunity for community colleges to extend their capacity as knowledge-intensive organizations, coupling knowledge, technology, and learning. Integration is important to ensure that the interplay among organizations, agents within them,…

Community colleges provide a wide range of educational services to very diverse groups of students. For that reason, the variety and flexibility of services provided can be critical. In addition, quickly changing needs result in quickly changing system requirements. In this chapter, community college CIOs speak to their roles, focusing on the…

This chapter offers time-tested advice for new presidents, including how to build and maintain strong relationships with trustees, how to address the persistent concerns of student success and remediation, and how to access the college's economic condition as well as how to oversee and maintain strong funding channels.

Community colleges across the United States are experiencing an extraordinarily high demand for new instructors. Hiring exemplary instructors is at once an educational and an economic imperative, for the typical community college spends over $3 million on the career of one faculty member. Institutions must make sound, long-term decisions by…

A framework for understanding the human side of leadership, especially wounding and leadership struggles, is described with an emphasis on stories of community college presidents. Practical advice and recommendations are offered to better equip aspiring and practicing community college presidents for leadership challenges. A key message is that…

From rural Wisconsin to urban Miami, postsecondary education is facing increased scrutiny. Colleges and universities are responding to calls for transparency while reacting to substantial cuts in appropriations. Coupled with these mounting pressures are rising expectations from industry, government, and the public to increase the number of…

This chapter examines challenges and options available to community college presidents as their institutions increasingly rely on unstable revenue streams. Presidents, particularly those at institutions with limited access to strong local tax support, require new and expanded fiscal leadership skills.

This chapter discusses how strong, engaged presidential leadership can energize the foundation and fundraising efforts.

A shift in the fundraising landscape has prompted community college presidents to take a more proactive approach to winning the hearts and dollars of potential donors. This chapter focuses on how college presidents and foundation CEOs can work together to gain support from funding sources.

Faced with significant budget constraints, state governments and local municipalities have been reducing the financial support they provide to public colleges and universities. To deal with these funding shortfalls, community colleges have begun searching for alternate sources of funding. Rather than raise tuition, which would limit access for…

States that disagreements over whom should be counted as a transfer student or potential transfer student render it almost impossible to determine a national rate of students transferring from community colleges to the four-year sector. Urges administrators to improve on tracking the various types of community college transfers in order to yield a…

This volume of New Directions for Community Colleges contains the following articles: (1) "Toward a Definition of Deaning," by Douglas Robillard, Jr.; (2) "The Dean as Chief Academic Officer," by John Stuart Erwin; (3) "The Dean and the Faculty," by Hans A. Andrews; (4) "The Dean and the President," by Hans J. Kuss; (5) "Aspects of Difficult…