Download Free Redesigning Community Colleges For Completion Electronic Resource Book in PDF and EPUB Free Download. You can read online Redesigning Community Colleges For Completion Electronic Resource and write the review.

In the United States, 1,200 community colleges enroll over ten million students each year—nearly half of the nation’s undergraduates. Yet fewer than 40 percent of entrants complete an undergraduate degree within six years. This fact has put pressure on community colleges to improve academic outcomes for their students. Redesigning America’s Community Colleges is a concise, evidence-based guide for educational leaders whose institutions typically receive short shrift in academic and policy discussions. It makes a compelling case that two-year colleges can substantially increase their rates of student success, if they are willing to rethink the ways in which they organize programs of study, support services, and instruction. Community colleges were originally designed to expand college enrollments at low cost, not to maximize completion of high-quality programs of study. The result was a cafeteria-style model in which students pick courses from a bewildering array of choices, with little guidance. The authors urge administrators and faculty to reject this traditional model in favor of “guided pathways”—clearer, more educationally coherent programs of study that simplify students’ choices without limiting their options and that enable them to complete credentials and advance to further education and the labor market more quickly and at less cost. Distilling a wealth of data amassed from the Community College Research Center (Teachers College, Columbia University), Redesigning America’s Community Colleges offers a fundamental redesign of the way two-year colleges operate, stressing the integration of services and instruction into more clearly structured programs of study that support every student’s goals.
Pairing full-length scholarly essays with shorter pieces drawn from scholarly blogs and conference presentations, as well as commissioned interviews and position statements, Debates in the Digital Humanities 2016 reveals a dynamic view of a field in negotiation with its identity, methods, and reach. Pieces in the book explore how DH can and must change in response to social justice movements and events like #Ferguson; how DH alters and is altered by community college classrooms; and how scholars applying DH approaches to feminist studies, queer studies, and black studies might reframe the commitments of DH analysts. Numerous contributors examine the movement of interdisciplinary DH work into areas such as history, art history, and archaeology, and a special forum on large-scale text mining brings together position statements on a fast-growing area of DH research. In the multivalent aspects of its arguments, progressing across a range of platforms and environments, Debates in the Digital Humanities 2016 offers a vision of DH as an expanded field—new possibilities, differently structured. Published simultaneously in print, e-book, and interactive webtext formats, each DH annual will be a book-length publication highlighting the particular debates that have shaped the discipline in a given year. By identifying key issues as they unfold, and by providing a hybrid model of open-access publication, these volumes and the Debates in the Digital Humanities series will articulate the present contours of the field and help forge its future. Contributors: Moya Bailey, Northeastern U; Fiona Barnett; Matthew Battles, Harvard U; Jeffrey M. Binder; Zach Blas, U of London; Cameron Blevins, Rutgers U; Sheila A. Brennan, George Mason U; Timothy Burke, Swarthmore College; Rachel Sagner Buurma, Swarthmore College; Micha Cárdenas, U of Washington–Bothell; Wendy Hui Kyong Chun, Brown U; Tanya E. Clement, U of Texas–Austin; Anne Cong-Huyen, Whittier College; Ryan Cordell, Northeastern U; Tressie McMillan Cottom, Virginia Commonwealth U; Amy E. Earhart, Texas A&M U; Domenico Fiormonte, U of Roma Tre; Paul Fyfe, North Carolina State U; Jacob Gaboury, Stony Brook U; Kim Gallon, Purdue U; Alex Gil, Columbia U; Brian Greenspan, Carleton U; Richard Grusin, U of Wisconsin, Milwaukee; Michael Hancher, U of Minnesota; Molly O’Hagan Hardy; David L. Hoover, New York U; Wendy F. Hsu; Patrick Jagoda, U of Chicago; Jessica Marie Johnson, Michigan State U; Steven E. Jones, Loyola U; Margaret Linley, Simon Fraser U; Alan Liu, U of California, Santa Barbara; Elizabeth Losh, U of California, San Diego; Alexis Lothian, U of Maryland; Michael Maizels, Wellesley College; Mark C. Marino, U of Southern California; Anne B. McGrail, Lane Community College; Bethany Nowviskie, U of Virginia; Julianne Nyhan, U College London; Amanda Phillips, U of California, Davis; Miriam Posner, U of California, Los Angeles; Rita Raley, U of California, Santa Barbara; Stephen Ramsay, U of Nebraska–Lincoln; Margaret Rhee, U of Oregon; Lisa Marie Rhody, Graduate Center, CUNY; Roopika Risam, Salem State U; Stephen Robertson, George Mason U; Mark Sample, Davidson College; Jentery Sayers, U of Victoria; Benjamin M. Schmidt, Northeastern U; Scott Selisker, U of Arizona; Jonathan Senchyne, U of Wisconsin, Madison; Andrew Stauffer, U of Virginia; Joanna Swafford, SUNY New Paltz; Toniesha L. Taylor, Prairie View A&M U; Dennis Tenen; Melissa Terras, U College London; Anna Tione; Ted Underwood, U of Illinois, Urbana–Champaign; Ethan Watrall, Michigan State U; Jacqueline Wernimont, Arizona State U; Laura Wexler, Yale U; Hong-An Wu, U of Illinois, Urbana–Champaign.
Publisher description.
This monograph provides a comprehensive overview of community college education in the United States, emphasizing trends affecting two-year colleges within the past decade. Chapter 1 identifies the social forces that contributed to the development and expansion of community colleges and the continuing changes in institutional purposes. Chapter 2 examines the shifting patterns of student characteristics and goals, the reasons for the predominance of part-time attendance, participation and achievement among minority students, attrition issues, and recent moves toward student assessment. Chapter 3 draws on national data to illustrate the differences between full- and part-time faculty and discusses issues related to tenure, salary, workload, faculty evaluation, moonlighting, burnout, and job satisfaction. Chapter 4 reviews the changes that have taken place in college management as a result of changes in institutional size, the advent of collective bargaining, reductions in available funds, and changes in governance and control. Chapter 5 describes various funding patterns and their relationship to organizational shifts. Chapter 6 discusses the rise of learning resource centers and the maintenance of stability in instructional forms in spite of the introduction of a host of reproducible instructional media. Chapter 7 considers student personnel functions, including counseling, guidance, recruitment, retention, orientation, and extracurricular activities. Chapter 8 traces the rise of occupational education, as it has moved from a peripheral to a central position in the curriculum. Chapter 9 focuses on remedial and developmental programs and addresses the controversies surrounding student assessment and placement. Chapter 10 deals with adult and continuing education, lifelong learning, and community services. Chapters 11 and 12 examine curricular trends in the liberal arts and general education, highlighting problems and proposing solutions. Chapter 13 addresses the philosophical and practical questions that have been raised about the transfer function and the community college's role in enhancing student progress toward higher degrees. Finally, chapter 14 offers projections based on current trends in student and faculty demographics, college organization, curriculum, instruction, and student services. (JMC)
Community colleges were established to provide an accessible, affordable education and have largely met this charge. Access without success, however, does not benefit the student and traditional planning, operational and financial management, and infinite enrollment growth strategies have not produced positive student outcomes. The Great Recession, disinvestment in higher education, and increasing costs and competition have further exacerbated the inability to deliver better results. Community colleges need an operational framework structured for student success. The community college needs a redesigned business model. This publication breaks new ground by introducing the community college business model (CCBM), an intentionally designed operational management approach that provides a comprehensive approach to understanding students and meeting student needs by providing an exceptional educational experience. Supported by a fiscal management that targets finances to support student learning and success, the model guides the reader through the growth, development, and leveraging of the resources (human, physical, and intellectual) necessary for delivering a successful educational journey. The CCBM is designed to restructure community colleges for delivery of a student value proposition built on learning and success. The philosophical underpinning of the book is that student success is the ultimate measure of organizational effectiveness.
This volume provides practical ways colleges can focus on the College Completion Agenda. Originally begun as an economic workforce issue for the Obama administration, the College Completion Agenda has been adopted by myriad educational institutions, public and private funders, and others. The identified “Big Goal” is to increase the proportion of Americans with high quality college degrees and credentials from 39% of the population to 60% by 2025. To date, much advice has been offered to colleges about what the issues are and what needs to be done. However, there is considerable work being done at colleges around the country to address the identified issues. This volume introduces some of these policies and practices—the thinking behind them, research supporting them, roles to be fulfilled, and impact on the student experience This is the 164th volume of this Jossey-Bass higher education quarterly report series, an essential guide for presidents, vice presidents, deans, and other leaders in today's open-door institutions, this quarterly provides expert guidance in meeting the challenges of their distinctive and expanding educational mission.
Bring hope, joy, and positive energy back into the daily work of the classroom. In this book, learn to design brain-friendly learning environments that foster engagement, productivity, and achievement while allowing for seamless integration of educational technology. Discover how flexible, welcoming, and comfortable learning spaces can prepare students for the future. In this book you’ll: Find resources for redesigning spaces on a sustainable budget Support technology integration through blended and virtual learning Hear from teachers and schools whose successfully transformed spaces have increased student achievement
The book analyses and evaluates several key community college reform programs that emerged after the Recession of 2008 and as a result of major initiatives in California, New York, Tennessee, Florida, Connecticut and Wisconsin. Because of the economic downturn in the early 21st Century, an already eroding financial base for public higher education saw even further losses. At the same time, enrollments were booming, particularly in the two-year sector where many students who would have traditionally forgone a college education, were now enrolling to ensure their competitiveness in a harsh labor market. Chapters in this book examine the development and implementation of initiatives and accountability measures imposed across the states by the Obama administration, and consider their effectiveness in reducing the impact of the loss of students, and their role in improving courses. This book will be of interest to postgraduates and researchers exploring the history of education in the United States, as well as academic administrators, faculty, and policy-makers with an interest in reform-based practices that have been successfully implemented in community colleges.
For much of the twentieth century, the definition of success for most community colleges revolved around student retention and graduation. This definition no longer works—if it ever did. In Student Success in the Community College: What Really Works? respected community college leaders, researchers, and innovators argue that student success is about redesigning community colleges in a manner that is consistent with each college’s mission, goals, student population, and resources. Concluding that there is no one-size-fits-all approach to increasing student success, chapter authors analyze national, state, and regional efforts to increase student success; identify principles institutions can use to frame student success initiatives; and outline specific actions community colleges can take to increase student—and institutional—success. Student Success in the Community College: What Really Works? also provides concrete examples of effective student success initiatives in a variety of community college settings.
In What Excellent Community Colleges Do, Joshua S. Wyner draws on the insights and evidence gained in administering the inaugural Aspen Prize for Community College Excellence. This book identifies four domains of excellence—degree completion, equity, student learning, and labor market success—and describes in rich detail the policies and practices that have allowed some community colleges to succeed in these domains. By starting with a holistic definition of excellence, measuring success against that definition, and then identifying practices and policies that align with high levels of student success, the author seeks to contribute to the growing body of knowledge about improving student success in community colleges.