The pandemic has been devastating for many community colleges, with lost enrollment and decreased income. But Carrie B. Kisker sees this as a moment for Community universities to reform, however well your budgets can be hurt. Kisker, an educational consultant and director of the Center for the study of community colleges, describes the vision of it in the creation of Empresarious Community Colleges (Harvard Education Drug). She answered questions about her book by email.

Q: Many community colleges operate without enough money and with different duties (only some of which make sense) assigned by their state and local communities. In this environment, how can community colleges think about the problems they collected?

A: Community colleges In almost all States of the nation have experienced a divestment by state or local governments in recent decades, a pattern has intensified from the Great Recession in 2008. In fact, as Delta project data shows, in 2017, states were approaching approximately $ 2,000 less per student than they had been in 2001. And, however, expectations put into community universities have only increased . A 2013 report of the Foundation of the century summed up the problem well: "A central problem is that they are asked to be asked for the two-year schools to educate those students with the greatest needs, using the fewer funds, and in increasingly separated and unequal institutions ". This, for me, is not just a morally bankrupt approach to educate our citizenship, but it is also an unsustainable business model.

The phrase "innovate or die" has become almost cliche these days, but in the case of community colleges, it may not be too exaggerated. Certainly, the long history of universities to respond to external demands with incremental changes in form and function will not be enough to overcome today's challenges (or tomorrow). In the creation of business community colleges, I hold that an empathic and mission-oriented approach will be necessary for organizational change if Community colleges must cut the Gordian knot that has tied them to the flows and flows of public inscriptions and long for almost a century.

Even if you are asking you astutely, given all the expectations faced by community colleges, many assigned by state and local governments, how university leaders implement a business approach to education and training? I think readers will find more nuanced answers to this question in my book, but the short answer is this: while universities do not always have a complete control over what they offer, they have some checking about how they do. I believe that a business approach can be incorporated into all areas of university functioning, from the development of new programs to strategic planning up to the courses are taught. Schools that can learn to act entrepreneurship, serve students and communities in a new and fiscal way, and redesigning organizational structures and the financial processing processes not only meet the expectations of society, but will have incredible opportunities to become In banks of regional economic transformations and reimaginal education and training for work that do not yet exist.

Q: Would you describe design thinking and how community colleges can use it?

A: In its nucleus, design thinking is a framework for innovation and a tool to help organizations transform themselves so that they will position them for success in the future characterized by a rapid change and constant. Originally developed as a plan to design new products, design thinking has spread in recent years to the development of programs and services in industry, education and other public and social sector organizations. Regardless of where and how it is applied, design thinking is:

  • based on empathy for stakeholders (in community colleges, these can be students, teachers, staff, community members, busine
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