Learning Resources

Abstract: Too often, Boards of Trustees feel that final approval of the institution's Strategic Plan is sufficient. However, most Plans will only be successfully implemented if the Board has complete ownership and a commitment to be actively involved in many areas of the institution (not only fund raising). This article describes a successful process and key strategies to develop Board engagement and ownership of the Strategic Plan and ongoing involvement in the successful implementation of the Plan.

Abstract: In learning-centered community colleges, planning, like all processes, must measurably improve learning and learner performance. This article shares Valencia Community College's approach to revising its strategic planning process based on the Organizational Elements Model to: 1) focus strategic planning on learning results that add value for learners and the communities the college serves; 2) ensure that the process of planning is a learning opportunity for the institution and its stakeholders; and 3) ensure that college plans are integrated by aligning them according to their contribution to meeting societal needs, defined as gaps in results.

Abstract: Creating a campus master plan is the first step in the process of managing enrollment growth; however, the plan is not just a document about buildings and parking spaces and classrooms and square footage. The plan should be viewed as an investment in the future of the institution and a way to link the college's mission and vision statements to the physical learning environment. This article examines the planning process, with special emphasis on community and consensus building, using case studies from two rapidly growing community college districts in Texas and California.

Abstract: In 2004, the National Center for Public Policy and Higher Education published Ensuring Access with Quality to California's Community Colleges, funded by the William and Flora Hewlett Foundation. That report called attention to the considerable challenges facing the community colleges and the importance of addressing these problems. A central critique included in the report's findings was that current community college finance mechanisms "serve to provide barriers to progress rather than promoting it." The "essential first step" in aligning resource allocation mechanisms to programmatic priorities was to perform a policy audit of the system's finance infrastructure, the Ensuring Access report concluded. The Institute for Higher Education Leadership & Policy at Sacramento State University was subsequently funded by the Hewlett Foundation to perform the policy audit. This paper summarizes the methodology and the findings of the research and discusses the prospects of using the policy audit to influence public policy regarding the financing of California's community colleges.