Leadership in the 21st century will require new insights and a new paradigm. With nearly 100 years of combined experience in community college teaching and administration, the authors of this chapter blend theory and experience into a design for engaging the "new normal."

In 2009, over 300 community colleges across the country adopted the Community College Student Survey of Engagement (CCSSE) in an effort to assess the campus environment through student perceptions. In addition, community colleges across the country are searching for ways to measure student learning. The Collegiate Assessment of Academic…

Describes the 10-year process in which Hagerstown Junior College (HJC) (Maryland) underwent a transition from a passive institution to a proactive agent for community renewal. Indicates that HJC redefined its civic purpose and executed its agenda through community-based programming and the facilitation of community problem solving. Includes 15…

Community colleges, because of their strategic placement within the community, are particularly well-suited to becoming catalysts in the problem-solving process of the community by performing the research which underlies community development. Social science faculty, given their methodological training, community orientation, and teaching focus,…

Community services and continuing education (CS/CE) has been an integral component of the mission of the comprehensive community college for over a generation. In 1968, the Kellogg Foundation funded a 3-year project designed to insure that CS/CE would achieve its rightful place in the mission of America's community colleges. A component of the…

Market analysis can provide a mechanism for making needs assessment functional and for focusing program development on constituencies in the community that need to be served. The main goals of market analysis are to generate usable information, document needs, assign priorities, locate resources, and respond to identified needs in a systematic…

Reviews findings from a 1971 study of the structure and design of community services/continuing education (CS/CE) in community colleges; and from a 1989 study of the tasks that CS/CE administrators perform. Assesses CS/CE administrators' leadership role in helping people build communities and other aspects of the community college mission. (DMM)

An overview is provided of Hagerstown Junior College's (HJC's) efforts to redefine and redirect the college's mission. First, introductory material places HJC's mission development project within the context of other leadership challenges for the 1990's. Next, a strategic planning process focusing on mission redefinition is explained, highlighting…

This article reviews issues that community colleges must face in the coming decade (diverse student characteristics, the aftermath of the educational growth of the 1960s, and the prospect of the 1970s proving the decade of accountability). (JA)

This document explores the changes the 21st century will impose on community colleges and discusses the need for colleges to alter their objectives. It offers five points that colleges should consider in redesigning their organization: (1) change must be mission-driven, containing the element of accountability; (2) the new process must be owned by…

Describes a study of the funding of community services and continuing education at community colleges. Identifies typical sources of educational funding as local, state, and federal aid; business and industry; and foundations and endowments. Finds most community service programs self-supporting, with local jurisdictions absorbing an increasing…

Outlines an eight-step plan for developing the full potential of part-time faculty. Plan components include effective recruitment, well-written contracts, increased remuneration, affirmative action, mainstreaming, evaluation of instructional effectiveness, use of part-time faculty as links with the community and part-time faculty development. (JP)

In August 1983, when the second largest employer in Washington County, Maryland, closed its plant, the local unemployment rate was 13%. The following month, Hagerstown Junior College (HJC) received $50,000 in state funds to initiate a dislocated worker (DLW) program. The program included orientation by a counselor, diagnostic testing, and…

Hagerstown Junior College, Maryland, has had a staff development program for the past five years. The major components have been evaluated, revised, and integrated into a gestalt paradigm--a total institutional thrust designed to insure that the goals of the college meet the challenges presented by the service area. Each component exists to foster…

Effective staff development programs require environments receptive to change; programming that is institutionally integrated and developmental; program execution that is comprehensive, dynamic, cost-effective, and that can be evaluated; and activity that is pragmatic and action-oriented. Present staff development programs must improve delivery…