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.

Christopher Shults is the Dean of Institutional Effectiveness and Strategic Planning and the Middle States Accreditation Liaison at the Borough of Manhattan Community College. He has authored publications, presented, and consulted with colleges and association on issues of institutional effectiveness, planning, and leadership; co-created and co-led development programs for senior administrators and faculty; and is currently an advisory board member for the EdD Program in Community College Leadership at New Jersey City University.

Table of Contents

List of Figures

List of Tables

Foreword

Russell D. Lowery-Hart

Preface

Section I: Building the Case for a Community College Business Model

Chapter 1: Introducing the Community College Business Model

Chapter 2: The Increasingly Dynamic Higher Education Industry

Chapter 3: Operational Management in a Community College Business Model

Section II: Creating the Conditions for a New Community College Business Model

Chapter 4: Organizational Culture, Organizational Change, and the Business Model

Chapter 5: Administration, Governance, and Leadership

Section III: Exploring the Community College Business Model

Chapter 6: The Student Value Proposition

Chapter 7: Managing Key Resources

Chapter 8: Delivering the Product

Chapter 9: The Profit Formula

Conclusion

Acknowledgments

Bibliography

Index

About the Author