Community colleges are experiencing tough times. As leaders watch the economy jump back to life and recognize this as a time of opportunity, they also realize that recovery in the public sector lags behind. Community colleges expecting to emerge from reduction stronger and better positioned will need to operate outside of a conventional business…

Argues that the post-September 11, 2001 economy has created a market with contradictory forces--the economy is decelerating at the same time consumer demands are accelerating. States that higher education is heavily impacted by these forces, and that community colleges must organize around contradiction, broaden the conception of resources, and…

Highlights the importance of developing community college leaders capable of demonstrating strategic leadership and responding to the global forces that influence community college education. Discusses the Consortium for Community College Development's Strategic Leadership Forum and its principles, format, content, and early results. (RC)

Strategic thinking is an organized, analytical process by which college leaders can assess: (1) existing and potential competitors; (2) sources of competitive advantage; and (3) college capabilities and competitive position. Three outcomes of strategic thinking are: (1) clear institutional strategy and direction; (2) improved institutional…

Sets forth eight rules for using assessment to allow community colleges to create a distinctive image: create a "brand identity," differentiate the institution from competitors, big picture goals, total institution performance, priority assigned to stakeholders, measuring intangible benefits, continuous customer touch, and urgency for action.…

Argues that current changes in the educational climate require transformations in community college organization. Discusses operational, linear, and frame-breaking approaches to change, arguing that all are important in making the transformation to high-performing institutions, or institutions that can manage both incremental and revolutionary…

Presents ideas for redesigning community colleges to compete in a new market. Instead of "organizational tinkering," more thought must be given to different ways of organizing, managing, and leading the institutions that create value, and allow the colleges to outpace the competition provided by the Internet, technology, and virtual institutions.…

A study of community college institutional research showed that institutional researchers are currently more involved in routine data gathering and reporting activities than in management, planning, or evaluation activities. The merging of these roles must be accomplished if institutional research is to be successful.

Based on an analysis of the subjects of American Association of Community and Junior Colleges annual convention forums, identifies shifts in the issues faced by community college faculty and administrators, factors which might account for these differences, issues which will be important in the future, and the implications of these trends for…

Analyzes social, political, and economic factors affecting community college development, including economic decline, increased state control, reduced appropriations and discretionary income, loss of diversity and autonomy, demographic transitions, and technological changes. Recommends a strategic management approach to issues of mission and…