The Florida Community College System has had a commitment to providing state-funded staff and program development since its founding over twenty-two years ago. Because of the severe revenue shortfall experienced by the Florida state government in the 1990-91 fiscal year, the state rule providing this funding was suspended in November 1990. The effect of this action was to allow the college administrations more flexibility in allocating, within their budgets, an ever decreasing supply of state money. This study used the case study method to examine the extent of the commitment of the community colleges to staff development in the face of financial exigency. The research propositions dealt with the conditions affecting institutionalization of the staff development function within the substructures of the community college. / The study found that the conditions supporting institutionalization are not tied to a particular campus size or organizational structure, college culture, or format of staff development program. In Florida, staff development programs are housed in academic affairs, business affairs, and development offices, as well as several programs autonomous to the administrative structure. However, several key elements were uncovered that promote the ideal conditions for staff development to endure, even through financial hardship. The structural elements are the use of an employee committee, a well-regarded staff member as the coordinator, as well as visible and consistent means of communication. The funding elements are a consistent level of institutional support, minimal funds set aside for administrative discretion, and using the funds for enhancement projects, not operating expenses. The elements of programming are using staff development for personal, professional and institutional development, an evaluation component, a strong link to the institutional plan, and a pool of funds available to encourage employee risk and creativity. Finally, the elements related to institutional fit are a unique program that utilizes the strengths of the institution, not a carbon copy of another institution's program. / Source: Dissertation Abstracts International, Volume: 53-07, Section: A, page: 2218. / Thesis (Ph.D.)--The Florida State University, 1991.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_76656 |
| Contributors | Rosenberger, Sandra Lee., Florida State University |
| Source Sets | Florida State University |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | 221 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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