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Re-visioning Community Colleges traces the development and
generational evolution of community colleges, explores the past
success and future capacity of community colleges as disruptive
innovators, and analyzes this sector's unique advantages and
vulnerabilities. Ultimately, Sydow and Aflred presents alternative
futures for community colleges as they-like all sectors of higher
education-face rapidly changing environmental forces and
conditions. Re-visioning, the primary thrust of the book, is the
process of foresight into the shape that community colleges will
likely take in the future, on the basis of their growth and
innovation trajectory and in response to the dramatic industry
shift that is currently underway in the higher education
enterprise.
The author co-founded the company known today as Economic Modeling
Specialists International (Emsi) nearly 20 years ago. The main
reason for starting the company was the existence of a pent-up
demand for credible and affordable economic impact studies for
community and technical colleges. Over the past 19 years, Emsi has
responded to this demand by completing over 2000 such studies for
colleges in the US, UK, Canada, and Australia. The book chronicles
the lessons learned over this time period and highlights what an
economic impact study is, is not, what the results mean, and why
they are important. It also discusses how presidents and governing
boards can leverage the impact results to address other issues they
deal with on a daily basis. Few college presidents are fully aware
of this opportunity, however, and thus do not fully exploit the
richness of the study. A strong case is also made that the college
leadership should play a much stronger leadership roles in regional
economic development of their region in addition to their roles as
advocates for their colleges only.
Community colleges are under intense pressure to change in response
to shifts in an increasingly complex environment. Stakeholders are
placing simultaneously contradictory demands on colleges for more
and better service, increased accountability, and more efficient
use of resources in order to get the most from colleges in tough
economic times. These demands have contributed to cultural
fragmentation in community colleges as staff are pulled in
competing directions by events beyond their control. The upshot is
a circumstance in which leaders are finding that culture is perhaps
the most powerful element affecting organizational performance and
change. The old saw "culture eats strategy for breakfast'
epitomizes the importance of culture as a means for enhancing the
long-term viability of an organization. This book provides fresh
analysis of organizational culture in the community college context
with a critical examination of the relationship between
organizational culture and change. Readers will benefit from frank
advice with insights to drive change by transforming and leveraging
culture to shape the future of community colleges.
Re-visioning Community Colleges traces the development and
generational evolution of community colleges, explores the past
success and future capacity of community colleges as disruptive
innovators, and analyzes this sector's unique advantages and
vulnerabilities. Ultimately, Sydow and Aflred presents alternative
futures for community colleges as they-like all sectors of higher
education-face rapidly changing environmental forces and
conditions. Re-visioning, the primary thrust of the book, is the
process of foresight into the shape that community colleges will
likely take in the future, on the basis of their growth and
innovation trajectory and in response to the dramatic industry
shift that is currently underway in the higher education
enterprise.
The gap between institutional ambition, resources, and performance
is what prompted Richard Alfred and his authors to develop this
book. It is written at a time when community colleges are facing
problems with increasing demand and limited resources that have
forced them to search for efficiency and new ways of supporting
growth. The purpose of Community Colleges on the Horizon is to open
up a new way of thinking about institutional growth and development
and leadership and management based on the concept of
abundance-elevating dynamics in institutions that lead to
extraordinary performance and outcomes that surpass expectations.
The authors describe different circumstances colleges will find
themselves in as a function of their leadership, their resources
(both tangible and intangible), and the capabilities of their
staff. This book is not for the complacent; it is not for those who
are unwilling to look openly at their institutions. It will be most
useful for those who believe their institution can and should do
better, for those who prefer action to words, for those who are
unafraid to challenge convention, for those who are ready to pursue
opportunity and change, and, ultimately, for those who believe that
their institution has unexploited potential.
The contributions of community colleges to society are
well-documented. Yet, today's community colleges are at a cross
road. Decreases in funding support, a push for college completion,
attention on developmental course work, and a host of other demands
create a dynamic context for community college operations. Who
leads these colleges matters as they face these demands and how
they lead influences outcomes. Pending leadership retirements
provide a prime opportunity for thinking about community college
leadership in new ways. Entering this environment are prospective
and aspiring leaders who are often not adequately prepared for the
complexities of managing in a paradoxical organization. The era of
accountability puts a fine point on the need for leaders to pay
heed to the policy making process and to requirements dictated by
state legislative bodies and accreditation bodies. Foundations and
grant funders serve as instigators for changes in community
colleges, as well and also support research into ways to link
employer needs to college curricular changes. This book argues that
neo-leaders are required to lead transformational change for today
and tomorrow's community colleges. No longer can we rely on single
leaders atop a hierarchy. Talent throughout the institution must be
tapped. The authors argue that networked leadership is needed. For
networked leadership, we begin to advance thinking about the role
of networks and connections among leaders throughout the college
and beyond the college's walls. This volume outlines underlying
values critical for neo-leaders and offers questions leaders at
various levels can use to jumpstart the type of courageous
conversations needed on campus. The tools presented in this book
provide current and aspiring leaders with resources to prepare for
successfully leading the way and developing new leaders to shape
the future. Our community colleges and their students require
nothing less.
The contributions of community colleges to society are
well-documented. Yet, today's community colleges are at a cross
road. Decreases in funding support, a push for college completion,
attention on developmental course work, and a host of other demands
create a dynamic context for community college operations. Who
leads these colleges matters as they face these demands and how
they lead influences outcomes. Pending leadership retirements
provide a prime opportunity for thinking about community college
leadership in new ways. Entering this environment are prospective
and aspiring leaders who are often not adequately prepared for the
complexities of managing in a paradoxical organization. The era of
accountability puts a fine point on the need for leaders to pay
heed to the policy making process and to requirements dictated by
state legislative bodies and accreditation bodies. Foundations and
grant funders serve as instigators for changes in community
colleges, as well and also support research into ways to link
employer needs to college curricular changes. This book argues that
neo-leaders are required to lead transformational change for today
and tomorrow's community colleges. No longer can we rely on single
leaders atop a hierarchy. Talent throughout the institution must be
tapped. The authors argue that networked leadership is needed. For
networked leadership, we begin to advance thinking about the role
of networks and connections among leaders throughout the college
and beyond the college's walls. This volume outlines underlying
values critical for neo-leaders and offers questions leaders at
various levels can use to jumpstart the type of courageous
conversations needed on campus. The tools presented in this book
provide current and aspiring leaders with resources to prepare for
successfully leading the way and developing new leaders to shape
the future. Our community colleges and their students require
nothing less.
In the past, colleges and universities relied on 'small picture'
tactics to determine insititutional direction. Even now, many
institutions are missing a 'big picture' approach to leadership and
management. In an environment where business continues to
aggressively optimize the opportunities it sees in higher
education, institutional leaders must adopt a more strategic
approach to guiding colleges and universities into the future.
Strategy must become an essential part of the organizational
architecture of every college and university.
Community colleges are under intense pressure to change in response
to shifts in an increasingly complex environment. Stakeholders are
placing simultaneously contradictory demands on colleges for more
and better service, increased accountability, and more efficient
use of resources in order to get the most from colleges in tough
economic times. These demands have contributed to cultural
fragmentation in community colleges as staff are pulled in
competing directions by events beyond their control. The upshot is
a circumstance in which leaders are finding that culture is perhaps
the most powerful element affecting organizational performance and
change. The old saw "culture eats strategy for breakfast'
epitomizes the importance of culture as a means for enhancing the
long-term viability of an organization. This book provides fresh
analysis of organizational culture in the community college context
with a critical examination of the relationship between
organizational culture and change. Readers will benefit from frank
advice with insights to drive change by transforming and leveraging
culture to shape the future of community colleges.
The author co-founded the company known today as Economic Modeling
Specialists International (Emsi) nearly 20 years ago. The main
reason for starting the company was the existence of a pent-up
demand for credible and affordable economic impact studies for
community and technical colleges. Over the past 19 years, Emsi has
responded to this demand by completing over 2000 such studies for
colleges in the US, UK, Canada, and Australia. The book chronicles
the lessons learned over this time period and highlights what an
economic impact study is, is not, what the results mean, and why
they are important. It also discusses how presidents and governing
boards can leverage the impact results to address other issues they
deal with on a daily basis. Few college presidents are fully aware
of this opportunity, however, and thus do not fully exploit the
richness of the study. A strong case is also made that the college
leadership should play a much stronger leadership roles in regional
economic development of their region in addition to their roles as
advocates for their colleges only.
Community colleges were established to provide an accessible,
affordable education and have largely met this charge. Access
without success, however, does not benefit the student and
traditional planning, operational and financial management, and
infinite enrollment growth strategies have not produced positive
student outcomes. The Great Recession, disinvestment in higher
education, and increasing costs and competition have further
exacerbated the inability to deliver better results. Community
colleges need an operational framework structured for student
success. The community college needs a redesigned business model.
This publication breaks new ground by introducing the community
college business model (CCBM), an intentionally designed
operational management approach that provides a comprehensive
approach to understanding students and meeting student needs by
providing an exceptional educational experience. Supported by a
fiscal management that targets finances to support student learning
and success, the model guides the reader through the growth,
development, and leveraging of the resources (human, physical, and
intellectual) necessary for delivering a successful educational
journey. The CCBM is designed to restructure community colleges for
delivery of a student value proposition built on learning and
success. The philosophical underpinning of the book is that student
success is the ultimate measure of organizational effectiveness.
Community colleges were established to provide an accessible,
affordable education and have largely met this charge. Access
without success, however, does not benefit the student and
traditional planning, operational and financial management, and
infinite enrollment growth strategies have not produced positive
student outcomes. The Great Recession, disinvestment in higher
education, and increasing costs and competition have further
exacerbated the inability to deliver better results. Community
colleges need an operational framework structured for student
success. The community college needs a redesigned business model.
This publication breaks new ground by introducing the community
college business model (CCBM), an intentionally designed
operational management approach that provides a comprehensive
approach to understanding students and meeting student needs by
providing an exceptional educational experience. Supported by a
fiscal management that targets finances to support student learning
and success, the model guides the reader through the growth,
development, and leveraging of the resources (human, physical, and
intellectual) necessary for delivering a successful educational
journey. The CCBM is designed to restructure community colleges for
delivery of a student value proposition built on learning and
success. The philosophical underpinning of the book is that student
success is the ultimate measure of organizational effectiveness.
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