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Community College Leadership and Administration

Theory, Practice, and Change


Carlos Nevarez and Luke J. Wood

This book, a training tool for the 21st-century community college leader and administrator, deconstructs outdated practices and constructs new approaches to how contemporary community college leadership is viewed, practiced, and envisioned. Both timely and comprehensive, the book develops new models that are focused on facilitating leadership innovation, and encourages both formal and informal leaders to become active agents for change. A relevant case study, written by an experienced community college leader, follows each chapter. This book will be useful for courses in administration, leadership, management, and related areas, and presents contemporary skills for anyone who is a leader and/or administrator in an organization.


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Chapter Nine: Community College Finance


This chapter examines finance in the community college and includes: (a) an overview of revenue streams for public two-year colleges; (b) an examination of community college expenditures; and (c) funding of college for students. Particular attention is placed on assessing whether the overall picture of community college finance is in line with the mission of these institutions. When reading this chapter, consider the following questions: What are the primary revenue streams for community colleges? How • have these streams changed over time? What are the implications of these revenue streams on the mission of the community college? What are the primary expenditures for community colleges? Do these • expenditure lines support the mission of the community college system? What role do financial aid allocations and employment play in support-• ing/hindering community college students’ academic success? What additional factors such as non-tuition/fee costs and employment impact student success? This chapter presents an overview of finances in the community college. For the purpose of this chapter, finance refers to revenue streams, expenditures, and stu- dent financial aid. In 2006, the Chronicle of Higher Education reported on what areas first-time college presidents felt that they lacked knowledge or experience for Four out of the top five areas focused on finance and budget (e.g., fundrais- ing, capital improvement, budget, entrepreneurial ventures). Combined, they accounted for 67.4 percent of insufficiency concerns (Almanac, 2008–09). This data reveals the critical importance for prospective and current leaders to have conceptual and technical finance skills which will enable them to...

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