Community colleges are a critical access point to higher education for undocumented students, yet undocumented community college students often report feelings of "constrained inclusion" due to the limitations created by their citizenship status (Negrón-Gonzales, 2017). In this article, we review existing research on undocumented…

Many community college presidents, upper-level administrators, and experienced faculty who began their careers in the sixties, seventies, and even eighties are nearing the end of their career, leaving key leadership openings to be filled. The average age of sitting community college presidents is fifty-eight, and nearly 84 percent of current…

A dean of instruction notes that both institutional and faculty commitment to instructional innovation are necessary for such innovation to occur and continue. Both a faculty development program and external grant funding for instructional improvement efforts are key factors in successful implementation. (JDS)

In order to maximize the quality of educational services offered by community colleges, faculty and administrative staff development appears crucial. The needs of the institution, students, community, and graduate courses, as well as various staff development programs around the country are discussed. (LH)

Highlights the strategic knowledge and skills needed by community college chief executive officers in order to lead open-door institutions and offers suggestions for gathering this information and building these skills. Considers the importance of a staff philosophy and a clear statement of staff expectations in staff development. (DMM)

Describes the objectives, administration, design, activities, and costs of the comprehensive management development program at De Anza College, California. (RT)

The variety of Canadian colleges, the national commitment to education, the diversity between provinces, and the relationships between colleges and universities present unique staff development problems. A national forum is proposed to meet identified needs. (RT)

Describes Performa, a highly individualized and flexible faculty development project based on equal participation between the University of Sherbrooke and participating Quebec community colleges. (RT)

Reviews recent ERIC literature on personnel management, performance appraisal, staff development, and affirmative action at the two-year college. (DMM)

Discusses potential challenges that community colleges will face from for-profit educational providers. Argues that college educators must accept that they are involved in the business of higher education and should carefully plan the development of both personnel and institutional infrastructure accordingly. (JDI)

Discusses the role of the Office of Staff and Organization Development of Miami-Dada Junior College-North in coordinating the professional growth of their staff. (Editor/RK)

Describes an integrated staff development program at Metropolitan Community College in Nebraska. States that the program was designed to more effectively meet the needs of classified staff than traditional staff development models. Reports that the new program is a learner-centered model with redesigned delivery systems, and requires 32 contact…

Describes the steps taken by Broward Community College, Florida, to create a caring staff community, including a weekend retreat, a Wednesday activity period, and an annual "Community Development Day." Recommendations for implementation at other colleges are included. (RT)

Offers a model for hiring, developing, and promoting staff which endeavors to synthesize numerous concepts used by business and industry in their human resources development programs. Presents a 23-item checklist for the model and proposes that it be used by community colleges to reach affirmative action goals. (DMM)

Contends that creation of a space where all faculty and staff can come together and learn is an important goal for professional development. Describes the integrated training efforts at the College of Dupage in Glen Ellyn, Illinois, which resulted in a teaching and learning center providing development opportunities for all employees. (AUTH/NB)