Linking Strategic Planning, Priorities, Resource Allocation, and Assessment

Abstract

During the second half of the twentieth century, community college missions have expanded and changed. Today’s community college missions require its leaders to understand the changes in their complex work environment, including the symbiotic relationship that exists between the college and the community that it serves. Such an understanding allows leaders to continuously change and adapt to external and internal challenges (American Association of Community Colleges [AACC] 2009). At the same time, the state and sometimes local government have direct influence and interest in the colleges’ financing and an indirect influence on governance structures and operations. It is this consortium of interests of state, local community, and business and industry that contribute to uniqueness, strength, and challenges of these institutions.