Learning Resources

Abstract: To provide access to and retain both students of color and low-income students, community colleges must change to create environments in which all students can succeed. Change strategies must focus on the core mission of the institution and rely on data regarding the experiences of students at the institution. When student data are used to inform the planning and decision-making processes at a college, a "culture of evidence" is fostered. This article explores how colleges in the "Achieving the Dream: Community Colleges Count," a funded national initiative, use the Community College Inventory of: Persistence, Learning, and Attainment, to develop a culture of evidence.

Abstract: The changing economy is increasing the significance of community colleges. While community colleges have served an important role in higher education, their importance and value to individuals and society is at an all time high. While community college characteristics have made these institutions attractive, the underserved population and the American economy depend on community colleges to supply knowledge and skills necessary in today's economy. The financial stability of the underserved population, the American economy, and society depend on these relatively overlooked, under-funded, and misrepresented community colleges. It is imperative that those who are underserved improve their consciousness of work, money, and education for the benefit of themselves and the economy. Community colleges are the only postsecondary institutions currently positioned to take a lead role in this effort and America must assist them in this endeavor.

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: European higher education does not have a uniform record of sustained planning. The Bologna Declaration, originally signed by 29 countries (and now 45), calls for major reforms to higher education throughout the continent. The European higher education community is diverse and heterogeneous. This article clarifies these myriad cultures in the context of developing a unified strategic planning process. Positions will be grounded in scholarship generated over a period of years at the Center for Research in Higher Education Policies and elsewhere. The relationship between U.S. planning models and European reality are examined.

Abstract: The Division of Student Affairs at the University of Michigan in Ann Arbor engaged in an iterative strategic process to create and implement a set of long-range goals. This strategic journey continues to evolve, uniting a guiding framework of strategic planning steps, a reflective process with an assessment component within each step, and a group process approach to support both individual growth and organizational change.

Abstract: In the current highly competitive higher education market in North America, many colleges have identified the importance of upgrading their existing residential housing facilities as part of their strategy to attract and retain students. The case study discussed in this article describes the successful planning process used by Perkins+Will and Simmons College to develop a comprehensive housing strategy and plan for the college for the next 10 to 15 years. The process involves five steps, which will yield a realistic and consensus-driven housing strategy for any institution.

Abstract: This article examines trends in university planning and management concerning interdisciplinary research. The analysis of institutional documents of 99 research universities reveals regularities in the types of approaches employed. In addition to the traditional approach of creating centers and institutes, universities have taken actions to nurture interdisciplinary research teams, to invest in campus-wide interdisciplinary initiatives, and to build new models of research facilities. Illustrative examples are provided and implications for planning and management are discussed.