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This paper reports on a study funded by Mesa Community College, Chandler-Gilbert Community College, and Rio Salado College in metropolitan Phoenix, Arizona. The aim of the study was to learn more about some of the external factors that are affecting or will affect these institutions. The report provides information in four major areas: (1) State and Local Growth; (2) Service Area Analysis; (3) New Economy and the Future of Work; and (4) Learning and Learners. Maricopa County, where the colleges are located, grew by almost one million people between 1990 and 1999. Projections indicate that the population will almost double within the next 20 years. The minority population of the county is 27%. The report analyzes population trends, waves of growth, and residential development trends. An overview of the service areas indicates that the number one area of concern for residents is public safety and crime, followed by education, families and youth, economy, healthcare, and the environment. The report includes an income overview by service area and educational levels, as well as service area resident profiles. The resident profiles show categories of people according to age, income, family structure, and area in which they live. (Contains 19 tables and 36 references.) (NB)

This paper describes the environmental scan that the California Community Colleges Chancellor's Office initiated in preparation for its development of a strategic plan. In this scanning effort, environment is defined as "a search for information about the system's external setting." The trends are roughly grouped into five areas: demographics, economics, sociocultural change, politics, and technology/science. The scan focuses on long-term trends in the environment of the state. Some selected trends in the interest of the major factors include: (1) in the demographic factor, trends in aging, immigration, and population composition; in the economic factor, evolution of the labor market, globalization of commerce, and shrinking agricultural production; (2) in the sociocultural factor, increasing multiculturalism, persistence in residential segregation, shifts in gender roles, teen expectations, and consumerism; (3) in the political factor, growth in the areas of Latino influence, distrust in government, demand for accountability, conservatism, and low voter turnout; and (4) in the technological factor, information technology, energy supply, and environmental safety. The paper attempts to synthesize the components of the environmental scan in order to demonstrate how policy-relevant analysis can occur. Using the analysis, an administrator could formulate a long-term plan for achievement of college goals. (Contains an annotated bibliography with 78 references.) (NB)

This paper examines and reviews research techniques used to support business and strategic planning at a large metropolitan technical and further education (TAFE) college. Section 1 is an outline of the structure of Chisholm Institute's planning and research processes. It discusses the management structure, strategic plan, and departments within the strategy. Section 2 describes these four areas of research undertaken by staff in the Quality and Planning Department: analysis of internal and external databases, evaluation of program and services, market research/investigative activities, and trend monitoring and environmental scanning. Section 3 addresses benefits and shortcomings of the research techniques. It finds the internal database analysis enables analysis of primary data, but it is static and can only provide an analysis of previously captured information; external databases provide a wider picture of the student population, but may be difficult to drill down to a local level; evaluations of programs and services provide a measure of success of targets, but are dependent on their focus and extent; market/investigative research can provide answers on an issue, but can be costly in time and resources; and trend/environmental scanning allows access to a range of information sources, but the information obtained may not be applicable to local conditions. (YLB)

This document reviews July 2001 findings from a team of Salt Lake Community College administrators, faculty, and staff who were appointed by the college President to prepare a strategic plan that defines the strategic vision of Salt Lake Community College. The team utilized a planning process that began with an evaluation of the external and internal trends likely to impact the college and the needs of future learners in the greater community. The team considered demographic, economic, political, labor and workforce, education, and lifestyle trends and determined how each might impact the college. An analysis of institutional strengths, challenges, opportunities, and threats found that the college had numerous resources and capabilities that would enable it to pursue opportunities and address threats. Five qualities and capabilities that were determined to be of the greatest importance included a positive relationship with surrounding institutions; a well qualified faculty; high aspirations; a wide variety of curricula and courses; and attractive and conveniently located physical facilities. Five goals that define how the college will build on its strengths and overcome challenges in order to carry out its mission are also identified. Finally, objectives and strategies describing how the college will achieve each goal are listed. (JS)

This is a study of selected counties in the Community College Service Areas of Beaufort County Community College, College of The Albemarle, Halifax Community College, Martin Community College, Roanoke-Chowan Community College, and Vance-Granville Community College in North Carolina. The purpose of this study was to provide an assessment of the community college programs offered and the service needs of citizens, provide realignment options in the six community college's service areas to maximize educational and training resources, and recommend realignment that would better serve the citizens in the seven counties. The methods used to obtain information include: (1) a comprehensive demographic study of Warren, Northampton, Bertie, Washington, Tyrrell, Gates, and Dare counties; (2) a study of the economies of the seven counties; and (3) an analysis and assessment of curriculum and continuing education courses and program offerings of the six community colleges in the seven counties. Recommendations include: (1) centers should be established where none exist in Gates, Northampton, Tyrrell, and Washington Counties; (2) the centers in Bertie and Warren counties should be upgraded; and (3) the General Assembly of North Carolina appropriate the funds required to build of upgrade these centers, as well as the campus in Dare County. Appended are data on county and colleges, maps, projections, schedules of meetings and public hearings, and service area study recommendations. (JA)

Presents the sixth edition of The Environmental Scan published by the Association of Colleges of Applied Arts and Technology of Ontario (ACAATO). The 2000 Environmental Scan is designed to serve as a working document to assist colleges in their strategic planning processes. The 2000 Environmental Scan highlights: the increased profile and valuing of the contributions of colleges in Ontario and elsewhere; the integration of information technology in all areas of work, learning and personal life and the impact of the knowledge-based economy; the momentum of change in the postsecondary education sector in Canada; and the pace and direction of change that confronts colleges, their staff, their learners and other stakeholders. The 2000 Environmental Scan explores the following topics: (1) economy and labor; (2) education and training; (3) funding; (4) information technology; (5) Ontario population; (6) public policy; (7) operating expenses; (8) learners; and (9) human resources. The 2000 Environmental Scan concludes with a list of selected Web sites that provide interesting research information and links to additional resources on the economy and labor force, education and training, information technology, learners, human resources, and general topics of interest. It also includes a feedback form for users to forward their thoughts and comments to the ACAATO. (VWC)

A survey of 456 further education (FE) colleges in England and Wales identified the FE sector's activities in providing effective training and development to smaller and medium-sized enterprises (SMEs). Of 120 colleges that responded, 87.5 percent provided direct training to SMEs; 79.2 percent were developing or acquiring teaching or training materials for SMEs; 76.7 percent had SME partnership arrangements; 63 percent were collaborating with others in provision for SMEs; and 25.8 percent had supply chain involvement. Colleges outlined many elements of good practice, along with a constructive acceptance of difficulties in instigating good relationships with SMEs and in building a regular stream of income from the sector's provision to SMEs. The FE sector continued to invest in building collaborative arrangements and partnerships that increased the effectiveness of its provision to local employers and employees. Colleges acknowledged that the SME sector was an essential provider of local jobs. Other findings were that 94.2 percent of colleges could analyze needs of the market and potential customers; 84.2 percent could drive the demand for learning through mass marketing and promotion; and 86.7 percent could ensure availability of and connect customers to high-quality learning programs. (Appendixes include detailed responses to survey questions and statistical response to survey.) (YLB)

Issue Scanning, sometimes called Environmental Scanning, is used in many business, government, educational, and nonprofit organizations. The technique is supposed to monitor the "pulse" of the external environment. The scanning process should lessen the randomness of the information used in decision making, and it should alert managers to trends and issues that may affect the organization. Each scanning process is tailored to the needs of the organization and expectations of management. This paper describes Issue Scanning as it is practiced at the Illinois State Board of Education. Staff members prepare a scanning report every 3 or 4 weeks for use by agency management and State Board members. Three professionals conduct Issue Scanning at the Illinois State Board of Education. A sample Issue Scan is presented. (Contains a list of 66 mailing list services, newsgroups, Web sites, and print media sources.) (SLD)

This report provides a comprehensive look at the external environment impacting Los Rios Community College District (LRCCD) (California). It summarizes the social, economic, and political changes at the state and national levels, in general, and in the Sacramento-Yolo Consolidated Metropolitan Statistical Area (CMSA) served by LRCCD, more specifically, that are shaping the future for the District. The 1999 Environmental Scan includes the following sections: (1) Changing Demography; (2) Changing Economy and Employment Picture; (3) Other Local Higher Education Providers; (4) Changing Political Scene; (5) Projected Changes for Los Rios Community College District; and (6) Summary Observations of External Scan. Long term employment growth over the last 15-year period has been strong across all sectors except farming, mining, and government. While the total population in the Greater Sacramento CMSA is projected to increase slightly more than 20%, the number of high school graduates are projected to increase by almost 34%. Community and business representatives identified several key issues of concern during a 1997 Strategic Planning process: addressing educational challenges resulting from welfare reform; developing an identity as a networked system of colleges rather than as individual colleges; promoting better awareness of the colleges' comprehensive, low-cost and high quality offerings. Contains 34 charts. (JA)

This document is the second in a series of summary reports outlining Key Issues for Planning useful to staff throughout the Los Rios Community College District (CA) for the 1999-2000 academic year and beyond. The 1999 Environmental Scan of Greater Sacramento provides a comprehensive look at the external environment. It outlines changes in the Greater Sacramento Consolidated Metropolitan Statistical Area that have broad implications for planning by the district and its colleges. The 1999 Environmental Scan Report Card provides a comprehensive internal review of the District's effectiveness in serving students. This document provides information about the economy of the Greater Sacramento area; population shifts; student enrollment patterns; student success including grades, completion rates, and transfer rates; and graduate employment. Improving recruitment efforts is particularly important in light of the fact that the 1998 graduate numbers increased by 7.4% over 1997, but Los Rios colleges only saw an increase of 4.1% in the number enrolling in 1998-99 over the 1997-98 academic year level. Comparative analysis in this report card provides information about which student groups have stronger and weaker performance so that Partnership for Excellence dollars can be most efficiently and effectively utilized to improve student success. (JA)

This report describes the 1998-2003 strategic plan of the Florida Community College System (FCCS). The plan's goals include: (1) enrolling 45% of high school graduates in community colleges by expanding partnerships with K-12 schools and improving child-care and transportation alternatives; (2) meeting the challenge of the Florida Chamber of Commerce to supply business and industry with well-educated and trained employees by aligning new program startups with identified business sector needs; (3) making credentialed learning more accessible by applying various modes of instructional delivery in collaboration with university and public school partners; (4) making colleges technologically competitive in support of instructional goals by spurring economic development partnerships around technological advancement; and (5) establishing predictable state budgeting for stability in college planning by developing a comprehensive cost-to-continue budget formula that will promote increased productivity and competitive faculty and staff salaries. Other highlights include: (1) in the past four years, FCCS has assimilated eight major funding and program changes; (2) FCCS degree and certificate productivity is up 22% since 1994; and (3) in 1997-98, the college awarded 37,707 associate degrees and 11,547 certificates. Appended are authorizing statutes, Postsecondary Education Planning Commission goals and recommendations, an academic ethics statement, the design team report; the State Board of Community Colleges strategic plan task force member list, objectives, and acronyms and abbreviations. (Contains 22 references.) (JA)

This report presents the findings of a pilot study conducted in Lake County (Illinois) that was designed to identify higher educational needs and to develop recommendations to respond to those needs. Several methodologies were employed: public hearings; market research; analyses of census, labor, economic, and educational data; consultations with state and local government, community leaders, business executives, and higher education administrators; and informal reviews of efforts in other states. Noted among the report's findings were: a strong demand for higher education, particularly among place-bound residents and working adults; a need for undergraduate degree programs in information technology and business and for graduate programs in accounting and business; and concerns about program and faculty quality, course accessibility, and cost of higher education opportunities. Following a brief introduction, the report contains the following sections: (1) a description of Lake County's educational resources and the comparative demand for higher education resources; (2) a needs analysis; (3) a description of the proposed University Center of Lake County, highlighting its campus environment, use of existing resources, and establishment of partnerships; (4) a request for institutional partners in the University Center, detailing the types of programs and coursework needed; and (5) a brief description of the next steps in the program's development. Data tables and the market research report are appended. (MAB)

This paper reviewed change strategies based on concepts of organizational learning adopted by four higher education institutions. The study sought to examine the complexities and challenges of applying change management principles and processes derived from corporate management cultures to the administration and governance of higher education. A literature review revealed four institutions which had undergone transformation or reinvention. Based on this information, four case studies were developed that compared institutional change strategies to criteria that assessed strategic change from an organizational learning perspective. Follow-up interviews with senior members of the institutions were conducted to validate the case study findings. The case study material suggested that the institutions examined were in alignment with strategic learning processes, but that higher education lags behind truly innovative organizations in terms of preparing for multiple futures. While interviewees suggested that terms such as "organizational learning" tended to receive negative attributions within their institutions, they did find that describing elements of their institutional change processes from an organizational perspective was helpful in evaluating the processes. (Contains approximately 55 references.) (MAB)

Comprehensive enrollment management (CEM) ensures that academic, student, and fiscal planning are done in concert in order to acknowledge the turbulence confronting an institution. A four-phase model of CEM has been developed that can be replicated at any college or university. In phase 1 of the model, the past 25 years of institutional enrollment patterns are "explained" through an examination of major tuition, fee, and financial aid policies; service area demographics and economics; and college budget, staffing, and curriculum. In phase 2, the model is modified to forecast future enrollments, while phase 3 involves connecting the forecast to a simulation model to determine possible results from college policies related to marketing, outreach, admissions, registration, and other efforts affecting first-time enrollments. Phase 4 then integrates enrollment management into a model of the entire institution to determine the effect of the enrollment management simulations on the institution's curriculum and budget. The following overheads from a demonstration of the model are attached: (1) a session outline; (2) the benefits of using models; (3) useful factors and methods for "explaining" enrollments; (4) enrollment forecasts through 2005 for Arizona's Maricopa County Community College District; (5) sample input and output measures for managing and adjusting enrollments; (6) and a sample database, planning variables, and simulations and scenarios for a fictitious college. (HAA)

Prepared by California's Los Rios Community College District, this environmental scan summarizes social, economic, and political changes at the national, state, and district levels, focusing on trends in the district's three colleges: American River College, Cosumnes River College, and Sacramento City College. The first section reviews demographic trends, including population changes through 1996 in the Greater Sacramento area, projected changes through 2006, changes in ethnic composition, immigration trends, statewide and Sacramento-area poverty rates, and single-parent households. The next sections analyze the area's economic and employment outlook, reporting data on civilian employment by industry for 1983 and 1997 and projecting employment changes through 2005, and review changing workforce skill requirements in the state and area. The following section presents a market analysis of other educational providers in the area, including data on enrollment, costs at local institutions, strengths and weaknesses of other institutions compared with district colleges, and challenges and opportunities in the future. Next, the report discusses public perceptions of higher education in California, national and state budgets and legislation, and calls for accountability. Changes in district enrollment patterns are then reviewed, including student age and ethnicity. Enrollment projections through 2006 and data tables are provided. (BCY)

Accountability in higher education most often concentrates on what and how to measure performance, but less often on how it can be used for planning, managing, and teaching. Besides serving higher education's consumers, accountability measures should also serve those who plan and manage institutions, especially those engaged in managing enrollments. Since enrollment is jointly determined by internal and external factors, the use of forecasting and simulation models can help managers determine alternative future scenarios. A three-phase model has been developed that incorporates such performance measures as enrollment forecasting and retention. In the first phase of the model, the past 25 years of a college's enrollment is "explained" in terms of internal policies related to fees and financial aid; demand-related variables, such as community demographics and economics; and supply-related variables, such as college budget, staffing, and curriculum. In the second phase, the variables used to explain enrollment are modified to forecast future enrollments, while in the third the forecast model is linked to a simulation model that uses performance measures related to enrollment management to determine the effect of specific changes. Contains 10 references. Fifteen tables showing outcomes from an implementation of the model at Arizona's Maricopa County Community College District are attached. (HAA)

This report describes Truckee Meadows Community College's (Nevada) environmental scanning process and results. The college decided that environmental scanning and forecasting techniques should be used to plan for both short-term and long-term external factors that impact programs, enrollment, and budgets. Strategic goals include: (1) keeping pace with changing technologies; (2) initiating strategic alliances with business and industry and expanding community partnerships; (3) increasing diversity; (4) enhancing outreach efforts; (5) providing lifelong learning to the community; and (6) assessing instructional effectiveness and student satisfaction. Trained scanners selected seven taxonomy areas most relevant to the college's service area: education; demographics; gaming; labor force and the economy; political; social & lifestyles; and technology. Teams were created to work on each area. One of the trends highlighted by the Education Team is that communication technology and distance learning will require community colleges to make changes in access to learning and content of teaching. The Technology Team reported that distant education on-demand from virtual schools will play a major role in Nevada's education. And the Gaming Team found that gaming interests will continue to be the most powerful economic force in the community, continuing to generate the largest number of jobs. These teams contribute greatly to the planning process and help provide the college with direction. (JA)

With the wide range of students community colleges must provide services for, there is an increasing need for colleges to analyze and segment their marketing efforts. As part of an effort to focus on specific market segments and take into account internal and external environments, an analysis was conducted at Illinois' Carl Sandburg College (CSC) of marketing efforts related to nontraditional students between 25 and 46 years of age who are returning to school to ultimately complete a Bachelor's degree or vocational certificate. Major environmental influences were examined, including economic trends, technological developments, social factors related to gender roles and student behavior, political and legal trends, and competition from four-year institutions. Internal conditions were also reviewed, indicating that CSC relies on previous usage to determine target enrollments; that the college was doing very well in terms of pricing; but that only an overall college promotional strategy is employed, rather than a specific market segment strategy. As a result, a new strategy was proposed that includes environmental scanning to determine CSC's image in the community; expanding bookstore, financial aid, business office, registration, and counseling services to better serve nontraditional students; and creating interest and desire in degree programs and certificates. (BCY)

The Florida Association of Voluntary Agencies for Caribbean Action was formed by the state's Governor to increase cooperation with Caribbean nations and provide on-site technical assistance and training in health, agriculture, social services, and education. In 1996, the Association conducted a project with Muffles College, a junior college in Belize, to develop a strategic planning workshop for the college's faculty, administration, and constituents and to develop and implement an institutional evaluation process for the college. The project resulted in the following outcomes: (1) the strategic planning workshop helped staff identify the college's internal strengths, such as the discipline of the administration and bilingual constituents, and weaknesses, such as the lack of resources and of opportunities for faculty development; (2) the workshop also helped identify changing external conditions related to political, social, economic, educational, demographic, and cultural factors; (3) external opportunities identified included the college's location and cooperative relations with industry, while threats included decreasing finances and a lack of employment opportunities for graduates; (4) an evaluation process was developed that will allow the college to demonstrate accountability and improve educational programs; and (5) the steps of the process include establishing the purpose of review, developing a methodology, developing criteria, establishing guidelines, conducting the review, and implementing any resulting recommendations. Workshop findings and the review process are attached. (HAA)

This document provides a historical perspective on the Foothill-De Anza Community College District Hazardous Materials Program. Prior to the 1990's, the State College and Community College system were basically exempted from nearly all local regulatory compliance efforts. State enforcement of environmental regulations at the community college level was minimal, and largely voluntary, on an oversight basis. In 1990, the conditions found locally were representative of the Community College System as a whole. The first Five Year Environmental Plan was drafted in 1990. This plan laid out a vision of the future which could potentially turn the rising tide of environmental concern and chemophobia into a vital and aware adjunct of the dual campus district. The plan laid out the environmental needs of the district, providing a blueprint of what modifications would be necessary to bring its operations up to code and conforming with regulatory requirements, along with projected costs to implement the program, and an aggressive schedule of accomplishments. The climate of environmental change has continued to foster more regulation. The report outlines a list of items to be accomplished in the future. (VWC)

Recommending organizational structures and strategies to achieve growth in contract training services (CTS) at Ontario's (Canada) Fleming College, this report reviews external conditions and proposes effective college responses. Following an overview of results and a recommended organizational chart, the planning process is reviewed and a discussion of CTS provided to business and industry from 1992-95 is presented. Next, vision and principle statements for CTS are outlined, findings from trend and consumer analyses are presented, and CTS practices at other colleges and training providers are reviewed. The overall marketing strategy developed as a result of the analyses is then described, suggesting that CTS and part-time studies be renamed Fleming Training and Development Services and that partnerships be developed with area manufacturers. Recommendations for the organizational structure of CTS are then provided with respect to space allocation, staffing, resources, and overhead. Revenue targets are detailed, indicating that $1,025,000 has been set as the goal for the first year and $3,500,000 for the fifth year. Anticipated internal and external barriers to implementing the program and solutions to those barriers are then described. Finally, a chart of the indicators of effectiveness to be used in program evaluation and steps for implementing recommendations are provided. Appendixes include data tables detailing CTS activities from 1992-95, data and supporting materials describing future opportunities, and supporting materials regarding the analyses of trends and customer opportunities. (AJL)

Florence-Darlington Technical College (FDTC) in Florence, South Carolina, has implemented the Academy for Community College Leadership Advancement, Innovation, and Modeling (ACCLAIM) community-based programming (C-BP) model for developing a regional economic development strategic plan. FDTC offers 27 associate degrees, 10 diplomas, and 9 certificate programs and was originally founded to prepare local residents for the increasing technical nature of area jobs. The ACCLAIM model was designed to assist the 114 community colleges in North Carolina, South Carolina, Virginia, and Maryland in expanding their mission and leadership roles to include greater emphasis on C-BP. The model is comprised of 15 processual tasks providing a systematic approach to solving community issues and is designed to result in the identification and resolution of major issues, the creation of cooperative and unified efforts, the acceptance of high community expectations among community members, and the emergence of new leaders. As a result of implementing the ACCLAIM model, FDTC developed a definition of C-BP, established C-BP training institutes, revised college mission and goals statements, established an environmental scanning committee and regional economic development partnership with other groups concerned with economic development, and organized county planning groups. Problems encountered in the process included a lack of communication and skepticism among participants. Appendixes provide maps of the FDTC service area, a list of major employers, information on the ACCLAIM model, FDTC's definition of C-BP, and timelines and organizational charts related to FDTC initiatives. (TGI)

A model of organizational analysis and renewal specifically designed for community colleges was developed to take into account internal functioning as well as the demands of external constituencies. The model is based on three elements: differentiation, referring both to the division of labor and the attitudes and subcultures that result from that division; integration, or the amount of cooperation needed to achieve unity of effort in working toward organizational goals; and assessment of the external environment. The model was applied to two community colleges: Columbia College, in California, and the West Campus of Pima County Community College District, in Arizona, to determine similarities and differences between organizational structures. Similarities found in the campuses' organizational structures included the following: the least amount of time was spent on long-term issues; there was a low level of certainty regarding external information; and there was a high level of certainty regarding internal information, but no consistency among unit leaders. Organizational structure differed in that the West Campus emphasized peer relationships in accomplishing tasks, while Columbia focused on the task and took the peer relationship for granted. The model was found to be useful in recognizing barriers to integration in an institution; adapting to the needs of the future; and placing an emphasis on the value of individuals, units, and the system itself in any institutional efforts. (TGI)

Successful enrollment management depends on an information base that is comprehensive, targeted, and continuously updated to inform enrollment management policies and monitor their effectiveness. Institutions implementing enrollment management programs need to establish an initial information infrastructure, including a longitudinal student tracking system and a set of performance monitoring indicators (PMI's) covering each stage of student involvement with the institution. Prince George Community College (PGCC) has developed a system using 31 PMI's which are supplemented by a periodic, formal environmental scanning process. The PMI's, environmental scanning insights, and informal feedback from students, faculty, and staff constitute the data for continuous evaluation of the enrollment management program. These data will identify areas in need of further analysis, detailed analyses may suggest policy revisions. The impact of revised policies will be monitored by subsequent PMI compilations, in a continuous improvement cycle. At PGCC, PMI's and scanning data prompted in-depth analyses of policies relating to minority student retention and of policies relating to non-credit continuing education recruitment. These analyses led in turn to major policy changes. Adopted in its entirety, this approach: (1) establishes a comprehensive framework for studying student-college interaction; (2) encourages development of enrollment targets, performance monitoring systems, and longitudinal tracking files; (3) identifies areas of student behavior poorly understood by the college; (4) integrates institutional research into enrollment management policy formation; and (5) promotes continuous improvement through the data-analysis-policy cycle. (KP)