Creating a New University-Based Community College Leadership Program

The author describes the process for developing a new Community College Leadership (CCL) curriculum for a certificate, master's, and doctoral degree in adult and higher education. The article details the research strategy in learning about Oklahoma's community colleges, existing national community college leadership programs, relevant courses needed for a leadership emphasis, and the desired methods to deliver such courses. The author describes the additional steps undertaken to create a relationship with Oklahoma's community colleges and their leaders. A qualitative study was conducted to learn from the community college presidents what challenges, knowledge, and skills future leaders needed to possess. The overarching theme that emerged from the study was the political nature of community colleges and leadership. This political theme placed all other themes secondary to the necessity of leaders being cognizant and skilled at being political beings. Even the theme of inadequate funding was linked to politics. The article concludes with detailed information on the new curriculum and future research and practical application.     

New Rules of Business for the Future of Community Colleges: Design of the Critical Issue Discussion Forums

At the Community College Futures Assembly, 3 critical discussion groups, each organized by an area of focus, conceptualized “New Rules” guiding the operation of community colleges. Utilizing 55 “New Rules for Business” provided by the keynote speaker Mark N. Vamos, each group identified 2–3 New Rules relevant to community college leadership in the future, suggested how they may be resolved, and then suggested areas for future research. Assembly participants were provided the opportunity to electronically vote as to which New Rules they felt were relevant to community college leaders in the coming years. Results were simultaneously displayed, allowing conference attendees to receive real-time feedback of the participant perceptions.     

The Order of Things: Ethical Foundations for Community College Leaders

This article calls attention to the need for community college leaders to develop a deeper understanding of ethics in preparation for addressing ethical issues that arise in the administration of their institutions. It discusses briefly the nature of ethics and the ethical theories of some modern and postmodern authors. The article is concerned with how students in a doctoral program of study in community college leadership can incorporate ethics into their study of leadership, and it describes briefly the manner in which this is done at Mississippi State University.     

Beyond Community College Accountability: Using Data to Investigate Best Practices for Institutional Improvement

The Voluntary Framework of Accountability (VFA) launched in 2011 is the first national system of community college accountability. Sponsored by the American Association of Community Colleges (AACC) in collaboration with the Association of Community College Trustees and the College Board, the VFA will shortly report to the public on measures of student progress and learning outcomes and on measures of workforce, economic, and community development. The author of this paper proposes that AACC move beyond community college accountability toward creating and sustaining, among college administrators, a common culture of VFA data use to investigate best practices for institutional improvement. To advance this proposition, the discourse presented centers on a proof-of-concept model. The study uses longitudinal data to illustrate its potential for community college administrators to identify best practices for improving institutional performance in first-year college retention.     

Leadership as Learning: Conceptualizing the Process

ABSTRACT

Community College leaders face new and diverse challenges, often requiring different orientations to leadership than were effective previously. Yet, focusing on leadership as a series of career stages through which particular skills and techniques are learned often leaves leaders without the capacity to do the adaptive work required of their changing organizations. Conceptualizing leadership as an on-going process of learning relinquishes the need for a specific career orientation, and focuses on developing and sharing leadership throughout the college. Taking this approach uncovers mental models that affect how administrators see the world and, therefore, act within any environment. It shifts the goal of leadership preparation to understanding the concepts (and processes) of transforming organizational reality, challenging organizational status quo, and of deep change. It also ties leadership more directly to creating learning environments for leaders and others, which is important for community colleges interested in fulfilling the role of learning colleges. A model presenting leadership as learning concepts is presented, showing changes over time reflecting cognitive development of leaders and followers.     

TRENDS RESHAPING COLLEGES

The annual Community College Futures Assembly is usually a trend-setting experience and this year was no exception. This special issue highlights lessons learned from the institutions who competitively presented and broke new ground at the 2002 Assembly. The theme, Trends in the New Economy , was evident in each presentation and the vehicle of web-casting demonstrated how the community college could be reshaped by technology. Attendees were introduced to the ideas reshaping the new economy by the keynote speaker Britt Beemer and the Bellwether Finalists presented viable examples of college adaptation to these reshaping trends. Important pre-assembly workshops introduced innovative concepts relating to the future of community colleges, including access to baccalaureate degrees. The stimulating presentations, enthusiastic camaraderie, and great meals set the stage for all attendees to take home trend-setting information to their institutions and communities. This introduction focuses on the experience of attending the 2002 Community College Futures Assembly. Approximately 200 community college trustees, presidents, vice-presidents, deans, faculty members, and other decision makers representing 25 states attended the Assembly which was held in Orlando, Florida. The Assembly is sponsored annually by the Institute of Higher Education (IHE), University of Florida (UF) and cosponsored this year by Dell Computers, Saville & Holdsworth, and the numerous organizations identified in this introduction. The assembly has provided quality learning experiences since 1995 and is proud to be an independent national policy forum recognized by the Association of Community College Trustees for its Trustee Education Recognition Program.     

An Instrumental Case Study Analysis of Anticipatory Leadership Practices in Community Colleges

This qualitative instrumental case study explored the experiences and perceptions of seven community college leaders of their use of anticipatory leadership. Two research questions guided this study: (a) How do community colleges use anticipatory leadership to respond to internal and external changes? (b) How do community college leaders use anticipatory leadership principles for problem solving? The themes that emerged to address question one were engagement with others is required to respond to change effectively, data analysis and currency of knowledge are required to identify gaps and to respond to them, leaders must be willing to take calculated risks, and leaders must communicate effectively in order for change to occur. The themes that emerged to address question two were analysis of data is instrumental to identifying and closing the gaps in institutions, leading to better informed decisions; and anticipatory leadership reduces the need to use reactionary leadership practices. The findings of the study are that the participants identified and supported that anticipatory leadership practices are effective for responding to change. The anticipatory leadership practices highlighted as needed by the participants included the need for leaders who are engaged, have the skills and ability to utilize data to make decisions, are current in their higher education knowledge, take calculated risks when needed, and can communicate effectively. These skills are needed for community college leaders to be able to be proactive versus reactionary in their decision-making, as well as effective with their gap analysis identification, trend predictions, decision-making, and problem solving.     

A National Analysis of Noncredit Community College Education: Enrollment,Funding, Accountability,and Contextual Issues

ABSTRACT

Noncredit community college enrollment accounts for approximately 40% of all enrollment in the two-year sector, or five million students (American Association of Community Colleges, 2016). Yet, this population is seldom discussed in the higher education literature due to inconsistent definitions, funding, and data reporting at the state level. Many of the structural elements (e.g., funding, enrollment) have not been documented recently or completely. This study used data from the 2015 Survey of Access and Finance Issues, administered annually to the National Council of State Directors of Community Colleges. The authors calculated noncredit enrollment by function and frequencies on funding mechanisms, funding by function, noncredit data reporting, and the measures captured at the state level. The study also employed polychoric and polyserial correlations examining the relationships among structural, contextual, and perspective-based items. This was done to capture the national landscape on this important community college function through the lens of state-level community college leaders.     

Spirituality Matters: Spirituality and the Community College Leader

The purpose of this study was to explore community college president and chancellor perceptions of the phenomenon of spirituality and the role of spirituality in their leadership style. A hermeneutic phenomenological research design guided this study. A total of 14 community college presidents and chancellors were purposely selected and participated in semistructured one-on-one interviews. Participants were selected because of their interest in the topic of spirituality and leadership, their demographic characteristics, and their leadership position. The major findings and conclusions connected spirituality to the work of community college leaders. The researchers conclude that community college leaders define spirituality using both religious and nonreligious associations, depict qualities of spirituality in their leadership, characterize their influence on organizational culture in terms of symbolic leadership. These leaders also endorse self-care and renewal for themselves and aspiring community college leaders through the incorporation of spiritual practices. This study holds several implications for current and aspiring community college leaders who seek to enhance their leadership effectiveness and to sustain themselves despite the demands and challenges associated with their positions.     

Promoting Completion Through Organizational Development and Process Improvement

In 2007, Tulsa Community College (TCC) joined the national Achieving the Dream (ATD) network, which is dedicated to developing data-informed interventions to increase persistence and completion among community college students. TCC’s participation in the national initiative set it down a path for positive institutional change, but it was the College’s restructuring of their internal work teams and their process improvements since 2011–2012 that have resulted in a sustainable system that will help retain knowledge and ensure successful leadership transitions. In 2013, TCC rebranded its modified ATD system as Completing the Dream, combining the goals of Complete College America with the action research principles of Achieving the Dream. Because of these efforts, the College is in a stronger position today than it has ever been to serve our students using evidence-based strategies, ultimately resulting in more college-educated citizens in the Tulsa area.     

INTRODUCTION TO SPECIAL ISSUE

The annual Community College Futures Assembly is an edutaining experience. This special issue highlights the lessons learned from the institutions that were competitively selected to present at the 2001 Assembly. The theme of the 2001 Assembly was the merger of education, entertainment, and information as driven by digital technologies. Educating attendees was the major purpose of the keynote address and the presentations of the Bellwether Award finalists. Entertainment was available throughout the Assembly through stimulating presentations, enthusiastic camaraderie, and great meals. Information was conveyed to all attendees to spread throughout their home institutions and communities. This introduction focuses on the experience of attending the 2001 Community College Futures Assembly. Over 250 community college trustees, presidents, vice presidents, deans, faculty members, and other decision makers representing 31 states and Canada attended the Assembly, which was held in Orlando, Florida. The Assembly is sponsored annually by the Institute of Higher Education (IHE) of the University of Florida (UF) and cosponsored by numerous organizations identified in this article. The Assembly has provided quality learning experiences since 1995, and it is proud to be an independent national policy forum recognized by the Association of Community College Trustees for its Trustee Education Recognition Program.     

Public and tribal community college institutional review boards: A national descriptive analysis

It is currently unknown how many Institutional Review Boards (IRBs) exist at community colleges. This study investigates the percentage of public and Tribal community colleges that have active IRBs. It also examines the potential relationships between states that allow community colleges to confer baccalaureate degrees, or that have articulation agreements, and community college IRBs. Data were drawn from the United States Department of Health and Human Services in conjunction with the American Association of Community Colleges and state department of education websites in order to create a national snapshot of active and deactivated IRBs at these institutions. It was most common for a state to have at least one IRB at public community colleges. Conversely, the majority of states with Tribal community colleges did not have IRBs. Further, while no association was found between states that allow community colleges to confer baccalaureate degrees, states with an articulation agreement were more likely to have an active IRB at their community colleges. Trends potentially unique to community college IRB implementation appeared evident, including one IRB to oversee a district or state of community colleges. Future research is needed to clarify the rationales behind these decisions. Creating an IRB is one way in which community colleges might claim a more active leadership role in being both subject and producer of scholarship in the literature.     

REDUCING DISTANCE THROUGH DISTANCE LEARNING: THE COMMUNITY COLLEGE LEADERSHIP DOCTORAL PROGRAM AT COLORADO STATE UNIVERSITY

Creating a virtual community among learners in a course or program can increase student retention and satisfaction. Although community colleges are increasingly turning to on-line learning experiences for students, doctoral programs in community college leadership (CCL) can model the blending of different learning modalities. Using face-to-face experiences, two-way compressed video, on-line information posting, and synchronous and asynchronous on-line discussions, the CCL program at Colorado State University creates community among its doctoral students. A vignette is presented to illustrate the life of one of these doctoral distance students and to detail the uses of the various learning modalities. The article concludes with a discussion the three main types of support necessary for empowering students and keeping them connected in their community: multiple communities support, multiple meeting spaces support, and multiple systems support. The serendipitous result of this experience has been seeing doctoral students return to their respective community college campuses and use this blending of on-line modalities to serve their own students.     

Continuing Dental Education via an Interactive Video Network: course development,implementation and evaluation

The University of Iowa College of Dentistry has expanded its continuing dental education (CDE) offerings to include distance learning on the Iowa Communications Network (ICN). The ICN is a statewide fiber optic network linking 550 sites that provides two‐way interactive audio and video communication. The first course was broadcast on January 30, 1998 to 10 receiving sites across Iowa and was attended by 68 people. The instructor controls what is seen and heard at the remote sites, but participants can enter the discussion by activating their microphones. Recognising that the first distance learning course needed to be successful, the College of Dentistry collaborated with the College of Education to create a highly interactive instructional program. In an evaluation, the participants were almost unanimous in their approval. Ninety‐eight percent said they would attend another course if offered on the ICN. A strong majority of the participants felt the quality of the program was very good and attendance at a site close to their home reduced the cost of their continuing education. Based on the lessons learned from this initial offering, the College of Dentistry plans to expand its distance learning activities to include interactive programs on the ICN and the World Wide Web     

An Early History of the Rural Community College Initiative: Reflections on the Past and Implications for the Future

The $17.2 million Rural Community College Initiative (RCCI) demonstration grant program funded by the Ford Foundation which ran from 1994 to 2001 represents the largest philanthropic project specifically aimed at rural community colleges in United States history. While a good deal of literature has been published about this initiative, much was specifically commissioned by the foundation and can be seen as coming from a public relations perspective. This paper provides a historical perspective from an independent point of view. Its purpose is to create a documentary record for future community college leaders and potential funders interested in reaching the nation's 553 rural community colleges.     

吴子牧的领导作风与领导艺术

吴子牧是中国矿业大学天津时期、北京时期的主要领导人，为为学校在20世纪50年代初的建设和发展作出了重大贡献。他懂得高等教育规律，办学有方，具有很高的领导水平和领导艺术，受到全院师生员工的崇敬和爱戴。     

A History of the Community College Internship Program at North Carolina State University

Following World War II, North Carolina created public junior colleges and industrial education centers to meet the educational demands of veterans and expand the technical skills of the state's workforce. Despite the creation of these campuses, in the early 1960s North Carolina ranked 47th in the number of citizens in college, and 66 counties in state possessed no campus to serve the local area. A system of comprehensive community colleges created in 1963 to extend education in the state comprised 56 campuses that enrolled 387,000 students by 1972. Few of the leaders or upper administration of the rapidly expanding community college system possessed doctoral education. Created in 1966 Department of Community Colleges. ( 1966 , December ). Comprehensive community college system in North Carolina [Internal Report]. William Dallas Herring Papers, 1957–1980 (Carton 69, File Box 253, Folder 253:05). North Carolina State University Special Collections Research Center , Raleigh , NC.  [Google Scholar] to alleviate this problem, the Community College Internship Program was designed to provide an intensive two-year doctoral training for personnel from the community college system. The program played an instrumental role in the early development of the state's community colleges and the professionalization of its leadership.     

PERSPECTIVES ON COMMUNITY COLLEGE LEADERSHIP: TWENTY YEARS IN THE MAKING

Findings from a national study of community college administrative careers, examining issues of position, gender, and race / ethnicity are reported. Career path data also are compared with an earlier national study, showing that paths to the presidency have changed since 1985. Implications for recruitment into senior positions and leadership diversity are discussed.     

Fiscal Realities and the Illinois Community College System's Strategic Plan

Fiscal realities are forcing a review and potential refocusing of Illinois community colleges. This study compared the themes that emerged from interviewing an Illinois community college stakeholder group in 2005 to what emerged from a similar study in Iowa by Ebbers and Gardner in 2002 Ebbers , L. H. & Gardner , G. ( 2002 ). Seeking stakeholder views: Iowa community colleges @ 2000 . Journal of Applied Research , 10 ( 1 ), 19 – 24 . [Google Scholar]. Illinois stakeholders talked about their overall perceptions regarding community colleges, issues they see facing the system, and their views for the future. What emerged were seven themes, with access to education being the core around which the other six themes (partnerships, technology, local needs, value, funding, and outcomes) revolved. The end result of this research project was the preparation of a foundation document for the Illinois Community College Board, Illinois Council of Community College Presidents, and Illinois Community College Trustees Association to consider while updating the Illinois Community College System's strategic plan.     

Developmental Needs of Community College Adjunct Faculty

Abstract

This survey was a result of the efforts of the New Jersey Consortium on the Community College to identify and articulate the faculty/staff development needs of the 17 community colleges of New Jersey.

In depth interviews were conducted with administrators, faculty and students at all the colleges. Follow up questionnaires were completed at each community college. A two day workshop was then conducted to identify and assign priorities to specific needs. The needs were ordered in one of three categories: Fulfilling the Goals of the Community College, Teaching/Learning Needs, and Managerial Needs.

The workshop that dealt with “Ways of Meeting Part-Time Faculty Needs” identified eight essential goal related needs while stressing the need for adjunct faculty to understand the philosophy and function of the community college. Within the teaching/learning category the workshop group amplified the need for adjunct faculty to understand how learning occurs. The primary managerial need identified was for each community college to develop strong teaching/learning support systems. The workshop participants viewed the establishment of a continuous program of adjunct supervision as essential for the support of effective instruction.