This study explored the practices and experiences of food resource managers at ten community colleges in the southwestern United States, highlighting their use of food resource rooms to assist food-insecure students. Utilizing the CFIR's domains of intervention source, inner setting, and process, the study probed into the food resource managers'…

This paper seeks to better understand how community colleges in Florida planned to implement a new sweeping state policy pertaining to developmental education. Via a cluster analysis, we identify three distinct patterns in the ways in which the colleges responded to the policy: reformers, responders, and resisters. Further, we find that these…

This article examines the case of how the City University of New York (CUNY)--its central administrative offices and two of its community colleges--has addressed the issue of college access for undocumented immigrants in its implementation of New York's college in-state resident tuition (ISRT) policy for this population. It highlights the role of…

The purpose of this study was to explore the manner in which a community college district planned to implement a systematic outcomes-based assessment program review process in order to have results inform institutional, district, and state policy discussions. Data derived from this grounded theory study indicated that there was not a shared…

The federal government and private foundations for education have established postsecondary credential completion as a national imperative. Washington State's Integrated Basic Education and Skills Training (I-BEST) model was developed to increase the rate at which basic skills students advance to and succeed in college-level occupational programs,…

In September 2007, the Washington State Board for Community and Technical Colleges (SBCTC) officially launched the Student Achievement Initiative, a system-wide policy to reward colleges for improvements in student achievement. Developed by a task force comprised of State Board members, college trustees, presidents, and faculty representatives,…

The Luke Principle states that the successful implementation of any organizational change requires a counting of the costs (Ousley, 2003). As developers do not construct a building, nor do governments go to war, without counting costs, administrators in higher education should not reorganize units or merge departments without counting costs. This…