Two contrasting points of view have emerged concerning the community college community service m and ate. Trustees believe they are following the m and ate, the community insists they are not. The primary purpose of the study is to address the possibility that the source of disagreement which exists between the community and boards of trustees as it relates to the adequate provision of community services may be caused by inadequacies in the college's organizational and operational structure. A secondary aim of this investigation was to study the conflicting points of view held by college boards and the community as to the college's fulfillment of its community services m and ate. This exploratory pilot study was necessary in order to resolve the "myth" that the contrasting points of view are the result of an inconsistent interpretation of the community service concept. The sources of data which provided the basis for the expected outcomes are: (1) the review of the literature; (2) a review of the 1978-1979 board minutes from the participating colleges; (3) an exploratory pilot study based on a survey of selected community college trustees and select community members of the constituencies served by the college; and (4) the professional, practical experience of the investigator as a community college administrator. The literature review as well as the investigator's practical experience disclosed many inconsistencies and incongruencies. Board members insisted that the colleges are effectively fulfilling the community service m and ate while the community insisted the college is not. The board minutes revealed than many issues were discussed which were actually community service functions, yet the trustee failed to recognize them as such. These issues represented the kind of services the community expected the college to provide. The pilot study determined that a discrepancy in the interpretation of the community service m and ate cannot wholly explain the source of tension that continues to exist between trustees and the communities they are charged to serve. The overall conclusions drawn from the analysis of the data are that the community college is not fulfilling its community service m and ate to its fullest potential. It is not capable of doing so until sufficient organizational and operational changes are made which will better enable the college to respond to the educational needs of the community. In concluding, a proposed organizational and operational system for transferring the community college into a more effective community service agency is outlined. The principle features of the proposal speak to networks, curriculum, and data base systems.
Ph.D.
Community college education
University of Michigan
http://deepblue.lib.umich.edu/bitstream/2027.42/158112/1/8106156.pdf