APPLICATIONS OF TECHNOLOGY IN COMMUNITY COLLEGES

This article discusses community college involvement in a key welfare-to-work training program, the Jobs Opportunities and Basic Skills Training Program (JOBS), as a mirror to reflect on the larger issue of how federal and state workforce policy impacts publicly-controlled institutions of higher education. A qualitative assessment of JOBS programs at community colleges framed discussion regarding the challenges community colleges face as they attempt to preserve these programs within an era of devolved responsibility for welfare-to-work funding from the federal government to the states.     

Community Colleges: The Preferred Provider of Career and Technology Education and Training

Community colleges are recognized by business and industry as the prime provider of career and technology education. This recognition has been earned by the strong links formed between these entities and the responsiveness of community/junior colleges to workforce needs. An important consideration in maintaining this preferred provider status is the recent emphasis on the development and adoption of industry validated skill standards and the strengthening of partnerships between educational institutions and industry. Collaborative efforts between education and industry stakeholders–facilitated by established skill standards organizations–strive to assure quality workforce development. Such efforts guide and promote the development, validation, and voluntary adoption of critical standards as a model for workforce training and development programs in community/junior colleges.     

Community College Economic Workforce Development Programs and Financial Insecurity

The financial cost of economic workforce development programs for community colleges is becoming unsustainable. Economic workforce development programs are experiencing changing demands from the community, declining government support, debates over function and purpose, and escalating competition from for-profit higher education institutions. Three models are proposed to policymakers as a potential policy response to this issue: Differential tuition, reallocation of resources, or funding from grants development and each were judged using two evaluative criteria: efficiency and political acceptability. It is recommended that community college policymakers and stakeholders utilize differential tuition as a policy strategy for managing the high cost of economic workforce development programs. Nevertheless, it is recommended that state community college policymakers and directors conduct a thorough and research-based policy study before moving forward considering any of the three most policy strategies mentioned here. The context and situation for all 50 states is likely unique, making this an excellent topic for a 50 state national study.     

Study Abroad Participation at Community Colleges: Students’ Decision and Influential Factors

This study aimed to better understand college students’ decisions to participate in short-term study abroad programs and to identify influential factors. Our constructive interview data with traditional and nontraditional students from three mid-Atlantic community colleges identified (a) the interplay between individual, social, and institutional factors, and (b) distinctive decision factors related to students attending community colleges. Notable factors included opportunity of a lifetime, academic transfer prospects, personal timing, cost affordability, faculty encouragement, family support, honors program, and group affinity. Moreover, students in this study shared how they were able to navigate and overcome their familial and vocational challenges (e.g., funding and concerns about academics–life balance) to engage in a study abroad program. Finally, we discuss the results with continuing applicability to educational practice at community colleges as well as policy implications for community college students.     

Diversity Competencies within Early Childhood Teacher Preparation: Innovative Practices and Future Directions

With classrooms becoming increasingly diverse due to children’s various cultural backgrounds and varying abilities, early childhood teacher education programs face the challenge of how best to prepare the workforce. Various initiatives have been implemented in teacher preparation programs to prepare early childhood educators to become competent in relating to all children and families. Infusing components of diversity into all courses and field experiences and engaging in community–university partnerships, as well as unifying early childhood education (ECE) and early childhood special education (ECSE) program components, are promising practices for the field. An examination and evaluation of these initiatives are discussed in this article, as well as future directions for research and practice.     

Drug-Free Schools and Communities Act Compliance at Michigan Community Colleges

In 1989, Congress passed the Drug-Free Schools and Communities Act Amendments to address illegal alcohol and drug abuse on college campuses. To receive federal funding, each college must comply by implementing an alcohol and drug prevention program, but the federal government and some colleges have paid little attention to this policy. Recently, the Department of Education vowed to intensify its scrutiny of colleges and has begun issuing fines for noncompliance. There have been no studies on this topic in over 20 years, leaving community college administrators, in particular, without guidance on how to implement the required programs. In this study, I analyzed public reports from Michigan community colleges to evaluate compliance with the Drug-Free Schools and Communities Act and to examine their alcohol and drug programs. I found that 21 of Michigan’s 28 community colleges partially complied with the Act, only two implemented all the required mandates, and five were noncompliant. Most notably, colleges failed to collect substantive programmatic outcomes data, and few offered evidence-based alcohol and drug prevention programs to students. I provide rationale for why colleges should invest in improving compliance and the quality of alcohol and drug programs, and I offer seven recommendations to community college administrators on how to do so.     

The Process of Transition for Community College Transfer Students

This assessment considers the sustainability of initiatives begun as a result of participation in the Rural Community College Initiative (RCCI). Case studies were conducted at eight community colleges, and quantitative data was gathered from the U.S. Census, the Department of Labor, and the Integrated Postsecondary Education Data System (IPEDS). Elements that helped the colleges sustain initiatives beyond the funding cycle are discussed.     

THE PEOPLE'S COLLEGES: MISSISSIPPI'S SYSTEM OF COMMUNITY AND JUNIOR COLLEGES

Mississippi's system of public community and junior colleges developed as a response to changing educational needs in the state. The need to provide secondary education to rural areas of the state led to the agricultural high school movement in 1908. Time diminished the need for these schools, so the state's educational leadership proposed using the facilities to offer college‐level coursework. In 1928, Mississippi counties were authorized to join together in forming junior college districts. The colleges began as agencies of local government and continue so to the present. A state‐level office with coordinating responsibilities was established at the State Department of Education. The state's system of 2‐year colleges began just 1 year before the national economic depression. Easy access and low costs made the junior colleges attractive to Mississippians then and now. The junior college mission was to offer university transfer programs to students. After World War II, the junior colleges expanded their missions to include vocational and technical training. This was in response to the demands of business and industry as well as the needs of veterans returning to the workforce. Postwar industrial development in the state gave the junior colleges a greater role in workforce training. Mississippi's two‐year colleges have experienced demographic and technology changes that reflect national trends. In contrast to most other states, Mississippi's community and junior college leadership continues to identify university parallel programs as their primary mission.     

The Key to Developing America's Workforce

Central Community College (CCC; Columbus, Nebraska) has taken the lead in several business, industry, and educational collaborations, beginning locally, then expanding statewide. This article shares two models that other community colleges may wish to replicate. The first describes the development of a collaborative team. The second shows that, by using the collaborative team approach, community colleges can generate substantial increases in both funding and full-time equivalents (a basis for community college funding inNebraska)while serving business andindustry.For example, since June 1998 CCC has generated nearly $1.4 million for its business and industry training programs. As a result of collaboration among CCC, the Nebraska Community College System, government agencies, and business and industry, the Statewide Interactive Multimedia Training Library was established.     

REFLECTIONS ON VALUES,VISION, AND VITALITY: PERSPECTIVES FOR THE 21ST CENTURY

Participants at a recent Futures Assembly urged a reassessment of values when establishing perspectives for direction of community college development in the new century. The author affirms that there are five fundamental values that have given guidance in the past and can serve well in future decision-making: (1) People: This is the beginning point and the continuing point of reference. All aspects of what is done and how it is done derive from the people who are in the community; (2) Learning: The learning college will be part of a learning community. Learning must be perceived as an educational enterprise that extends beyond the schools and colleges to all people in the community during the span of their lives; (3) Connections: Community colleges do not do it alone. They need to connect in two ways. First with the conditions in the community that bear upon the lives of the people there, and second, when relating to other community organizations; (4) Opportunity: Former community college students declare that ''the college was the door to my future.'' The times in which we live require more than ever that colleges offer learning experiences described by students as essential to what they have become; and (5) Better lives: Better lives are what learners in community colleges are seeking and the way to what they want is through learning.     

COMMUNITY COLLEGE ADMINISTRATORS AND FACULTY OPINIONS OF TECH PREP

According to D. Hull and D. Parnell (1991), technical preparation, commonly referred to as Tech Prep, is essentially an innovative approach to vocational education. It is designed to integrate academic subjects (i.e., mathematics and science) with vocational-technical education subjects (i.e., engineering technology, applied science) and mechanical, industrial, or vocational subjects (i.e., agriculture, health, and business). This study focused on community college presidents' knowledge of attitudes toward Tech Prep in the North Carolina Community College System (NCCCS). Four research questions were addressed in the research that are essential to the success of Tech Prep initiatives in the NCCCS. These questions were (1) to what extent are the 58 community colleges in North Carolina actively engaged in Tech Prep programs?; (2) how many of the colleges have been actively involved in Tech Prep programs for four or more years?; (3) to what extent do senior administrators, faculty, and administrative support staff differ in their opinions of Tech Prep programs in their respective colleges?; and (4) what are the differences in opinions of Tech Prep among community college presidents, faculty, and administrative support staff on issues such as recruiting better-prepared students, retention, and graduation rates?     

Impact of Institutional and Student Characteristics on Texas Community Colleges under the State’s Performance Funding Model

The study examined how institutional and student characteristics may influence the earning of student success points by state-supported community colleges under the Texas performance funding system that was fully implemented in the 2016–2017 biennium. Texas has historically funded community colleges based on an enrollment formula; however, the funding system was revised in 2013 by setting aside 10% of the enrollment-based formula funding appropriations to be earned back through a performance funding system based on student success points earned. The quantitative study used a correlation design with three hierarchical multiple regression analyses to examine the relationships between the student outcomes measures for public community colleges and institutional and student characteristics. The data examined were collected by the Texas Higher Education Coordinating Board and made available to the public through an interactive website tool. Findings showed that although several student and institutional characteristics were significant predictors of the total success points earned, when the analysis focused on the change in success points between two sets of three-year averages, none of the student or institutional characteristics were significant predictors. These findings support the design of the Texas performance funding system and suggest that community colleges serving higher proportions of at-risk students, including students who are a minority, low socioeconomic status, part-time, and are age 25 and older, will not be disadvantaged using the system’s methodology of comparing an institution to its own historic performance. The contributions of this study are intended to assist state policymakers who are designing performance funding systems.     

THE FEDERAL GOVERNMENT,DIRECT FINANCIAL AID,AND COMMUNITY COLLEGE STUDENTS

This article examines federal student financial aid, with an emphasis on direct grant aid programs to serve needy students attending community colleges. It describes the economic, historical, and political assumptions and incentives to show how public community colleges and their students have been impacted by federal and state direct student aid policies. The article then presents recent data regarding how economic incentives inherent in federal and state direct student aid policies impact public community colleges and their students when compared to other types of institutions of postsecondary education. Data presented show that lower-income students attending public community colleges were likely to receive less direct grant aid from federal and state sources than those attending for-profit proprietary two-year institutions.     

INCEPTION,GROWTH, AND DEVELOPMENT OF A COMMUNITY COLLEGE FOUNDATION: LESSONS TO BE LEARNED

Community colleges, increasingly, are having to look for funding sources other than state revenues, local taxation, and student fees and tuition. More and more community colleges are recognizing fund raising as an alternative funding source. Because community college fund raising is in an embryonic stage, research addressing community college foundations has been limited. This research project involved a case study of one community college foundation. The project looked at why the foundation was established, what factors influenced the development of the foundation, and the way it evolved to the present day. The findings are suggestive to other community colleges seeking to begin a foundation or to strengthen the existing one.     

Community College Employee Wellness Programs

This paper describes the prevalence and characteristics of employee wellness programs in public community colleges accredited by the Southern Association of Colleges and Schools (SACS). A random sample of 250 public community colleges accredited by SACS was mailed a 46-item employee-wellness program survey. The survey solicited program information regarding funding, activities offered, program administration, participation rates, and incentives. The results indicated that the majority of the employee wellness program administrative bodies were either the health and physical education departments or wellness committees. The main coordinators of the wellness programs were either part-time directors within the institutions, wellness committees, or full-time directors within the institutions. Of the institutions surveyed, 27 out of 64 (42.2%) offered employee wellness programs. The findings indicate that the prevalence of employee wellness programs in public community colleges accredited by SACS is below previous research findings in community colleges and universities and do not meet the national health goals of employee health promotion prevalence set forth by the U.S. Department of Health and Human Services.     

The Role of Career and Technical Education in Iowa Community Colleges

ABSTRACT

This scholarly paper describes and analyzes the role of career and technical education (CTE) in Iowa community colleges. Iowa's community colleges are doing a good job of responding to the changing workforce needs of the state and providing smooth career pathways. However, changes in the population and economy of the state will call for further changes in CTE programs. The distinctive characteristics of CTE in Iowa community colleges, the impact of community college CTE programs on the state's economy, the role of accountability, and the future implications for CTE in the state are discussed. Recommendations based on the results of the study include improving articulation agreements, increasing retention among at-risk students, and increasing collaboration among Iowa's 15 community colleges.     

Community College Governance,Funding, and Accountability: A Century of Issues and Trends

Community colleges in America are now very visible and highly respected institutions of higher education. More than 1,000 community colleges in all 50 states now comprise nearly 25% of all colleges and universities in the U.S., with over 6.5 million students, or about 45% of all college students.

State and local governance and coordination of community colleges vary from single-state governing boards to minimal state control and strong local governing boards. The relative degrees of state and local control of community colleges generally “follow the money,” in that accountability to state and local governing board and state legislatures is generally about proportional to the funds provided by each level of government.

Funding for operational support of community colleges comes primarily from state and local governments, with considerable federal support for grants and subsidized loans to students. In 2000–2001, the largest proportional funding sources for community colleges were: state governments (44.6%), local governments (19.5%), tuition and fees (19.5%) and the federal government (5.4%). State lotteries in at least 38 states represent a relatively new source of funds for community colleges, often in the form of student scholarships.

Many of the earliest public junior colleges charged no tuition, especially in California in the early 1900s. Now many community college students pay $3,000 or more per year in tuition and fees, and recent annual tuition increases in many states have been in double digits. This is a troubling trend that threatens to reduce access to higher education for poor people.     

Dual Enrollment and Retention in Tennessee Community Colleges: Implications for Practice

ABSTRACT

With the increased numbers of dual enrollment students across the country as well as various state initiatives to increase retention among the student population at large, institutions face great challenges when balancing the many initiatives incumbent upon them. However, Tennessee, a state leader in both the free community college and dual enrollment initiatives, the Tennessee Board of Regents System (TBR), and its community colleges are positioned to improve retention rates by giving greater attention to their dual enrollment students. This brief study of one cohort of students at Walters State Community College (WSCC), located in East Tennessee, noted a major disparity in retention between students with dual enrollment experience and those without, suggesting an extant need to give particular consideration to institutional approaches designed to reinforce the dual enrollment programs and the students’ experience in said programs. Doing so may not only address the initiative of providing high quality dual enrollment classes to high school students but also improve institutional retention rates.     

Short-Term Leadership Development: Meeting a Need for Emerging Community College Leaders

With retirements looming in the ranks of senior leadership, the need for short-term, intensive, focused leadership development targeting midlevel administrators has become acute. Through survey responses and in-depth interviews, this study examines leadership development needs of midlevel community college administrators who aspire to higher leadership positions. The plethora of short-term programs currently available through local colleges, states, and professional associations—while well-intentioned—are most often serendipitous and without clear focus or theoretical underpinning. This study suggests a framework for providing coherent, high impact, short-term leadership development opportunities to assist emerging leaders meet the challenges of today's increasingly complex colleges.     

RECENTLY COMPLETED DISSERTATIONS ON COMMUNITY AND JUNIOR COLLEGES

The recession prompted reflection on how resource allocation decisions contribute to the performance of community colleges in the United States. Private benchmarking initiatives, most notably those established by the National Higher Education Benchmarking Institute, can only partially begin to address this question. Empirical and financial barriers may limit the utility of private benchmarking initiatives, and this article argues that renewed interest in public benchmarking initiatives is needed in order to overcome these difficulties and advance the study of how resource allocation decisions contribute to the performance of community colleges. Data is provided to illustrate how the Integrated Postsecondary Data System can be used to compare key financial parameters of two-year public postsecondary institutions.