As publicly funded, open-access institutions, community colleges face myriad demands and expectations-from students, governing bodies, local communities, state and federal politicians, and accrediting agencies. Student affairs administrators are not insulated from these pressures, and are increasingly asked to demonstrate their contributions to student learning and verify the cost-effectiveness of student-oriented programs and services. As this volume repeatedly demonstrates, community college student affairs professionals must respond to these demands by identifying essential programs and services on their campuses, assessing and evaluating them appropriately, and finally, allocating human and financial resources to those that truly contribute to student learning.Despite understanding the importance of focusing on what really matters, many community college student affairs professionals may not possess the requisite knowledge to implement practices based explicitly on college student development or learning theory, let alone the skills they need to assess and evaluate program effectiveness. Indeed, there is a vast diversity of educational backgrounds among community college student affairs staff. Some have been trained as counselors, but graduate programs in counseling do not always focus primarily on institutions of higher education, much less community colleges with their unique missions, challenges, and expectations. In addition, many entry-level student affairs positions do not require a master's degree; community colleges frequently hire bright, young college graduates who, despite their enthusiasm and willingness to learn, have had