Case Study: This Chapter Provided A General Summary Of The M ✓ Solved

Case Studythis Chapter Provided A General Summary Of The Mission Of Th

This chapter provided a general summary of the mission of the community colleges in light of current and emerging trends facing these institutions (e.g., minority student initiatives, part-time faculty, bachelor’s degrees, and Obama administrations initiatives). Our goal has been to convey to leaders that all trends, in one way or another, relate directly to the mission of these institutions. These trends challenge community college leaders to serve as mavericks in realizing and advancing the mission of the community college. Below, we present a case study that requires leaders to utilize their understanding of the historical, current, and future trajectory of these institutions in responding to a leadership dilemma.

In addressing the case study scenario, pay particular attention to the role of emerging trends (presented in this chapter) in resolving the case. President Cathryn Addy Tunxis Community College Farmington, Connecticut

Converging Issues as an Opportunity for Change

Background: Doe Community College, located in an eastern city of 100,000, was founded in 1952. It has an enrollment of 6,780 FTE (full-time equivalent) and a headcount enrollment of slightly over 8,000 in credit classes. Noncredit enrollment is around 3,000 annually. There are 100 full-time faculty who teach a 12 credit load on average, 280 adjunct faculty, and approximately 60 other professionals and administrators.

There is one campus of approximately 300,000 square feet on 10 acres of land, and one satellite campus 50 miles away in a rural area that opened in a renovated high school 20 years ago. Doe CC is one of 14 publicly supported community colleges in the state but gets one-third of its funding locally, drawn proportionately from each of the 17 school districts in its service area. Another one-third comes from the state according to a long-established allocation formula, and the remaining one-third from tuition, fees, and auxiliary income from grants, noncredit enrollments, and other enterprises such as the bookstore and a small restaurant on campus run by culinary students.

Over the last three years, the local districts have become more vocal about no longer being able to afford to provide funding to Doe, and have been threatening to withdraw from the partnership. The college has just been given an 18-month window to develop an alternative plan for its local funding needs. The state has made it clear that it does not intend to make up the difference and has limited the amount that can be raised from a tuition increase.

Programmatically, Doe CC has always been strong in applied technology and science areas, with 80 percent (60 percent male) enrolled in Associate of Applied Science programs, and the remaining 20 percent (80 percent female) in Associate of Arts areas. Recently, they have struggled to maintain enrollment levels due to the economic decline in manufacturing jobs and limited growth in other sectors. Demand has increased for allied health programs, but funding limitations prevent expansion of flagship nursing or dental hygiene programs. More students are attending part-time, with many classes in late afternoons and evenings fully subscribed or on waiting lists.

The main campus reflects the industrial character of the city and needs repairs and updates, including new roofs, wiring, parking, and a new chemistry lab due to a recent incident. The satellite campus also requires deferred maintenance, upgraded labs, and equipment for a reactivated Practical Nursing program. Additionally, 64 percent of faculty and 50 percent of staff are eligible for retirement, with the college president planning to retire soon. The institution faces the challenge of adapting to significant leadership transitions while ensuring stability and continued service.

Statement of the Problem

You are the college’s academic vice president, and the president has discussed appointing you as interim president during the transition period. If you accept, you must decide:

• What are the four or five major issues that Doe Community College faces?
• What steps must the college undertake to address these issues, and in what order?
• What should the leadership of the college do to solve the present problems?
• What should the leadership do to plan the college’s future?
• What knowledge and skills must the interim president possess to facilitate institutional change?