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This paper explores the divisive issue of providing effective workforce development services from within a traditionally run academic institution. Over the years, state funding levels for community colleges have decreased dramatically. As a result, college presidents have had to become more adept at finding alternative sources of revenue. Many presidents have chosen to move into workforce training, since local employers offer money to fund specialized training designed to keep their employees at a competitive edge in the global economy. But presidents have found that their faculty are not necessarily enthusiastic about this turn of events. Therefore, many community colleges set up separate, market-driven workforce units, often as an extension of their existing continuing education function. The authors argue that many employees receive only technical education and lack the soft skills needed to move into managerial positions. In the old paradigm, this was addressed through general education. The authors suggest that now, however, community college presidents should look into building workforce development programs that can be easily re-integrated into the college mainstream. (NB)

Descriptors: College Role, Community Colleges, Corporate Education, Economic Development, Educational Finance, Financial Needs, Financial Support, Fund Raising, Labor Force Development, Labor Needs, Outcomes of Education, School Business Relationship, School Funds, Two Year Colleges, Vocational Education

Autor: Hanks, Joanna D.; Williamson, Fred H.

Fuente: https://eric.ed.gov/?q=a&ft=on&ff1=dtySince_1992&pg=5892&id=ED463801

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