Low graduation rates are a significant issue for colleges. The majority of higher education institutions in the United States offer learning communities (LCs), which have been found to be effective for improving course success and persisting to the next semester. However, there is a gap in the literature regarding the effectiveness of LCs with different types of populations and different types of LCs. The purpose of this meta-analysis was to identify the most effective types of LCs. Research questions addressed the effects of different types of LCs on different student success outcomes for community colleges. The study was based on Tinto's interactionist model of student departure and Astin's model of student involvement. Studies examining the relationship between student success and participation in college LCs provided the data for the meta-analysis. A random effects model was used to generate the average effect size for 39 studies and 50 individual effect sizes. The results showed that LCs are most effective with community college students when they include additional support strategies, counseling is available to students, one of the linked courses is an academic skills course, at least one of the linked course is developmental, and the focus is on increasing course success or student engagement. The implications for positive social change suggest that LC programs implement two linked courses, include an academic skills course, focus on developmental courses, and provide access to a counselor and additional student support strategies. In addition, LC programs are most effective when the goals of the program are student engagement and course success.

Community college graduation rates are low, and community colleges have been tasked with producing more graduates to meet workforce needs. Research has determined that engaged students remain at their institutions and complete their degrees. Service learning has been identified as a high-impact practice that engages students with their learning and builds connections between students and campus personnel. The majority of service-learning research, having been conducted with 4-year colleges and universities, may have limited applicability to the community college population. This qualitative descriptive case study describes how institutionalized service learning on 1 community college campus is structured, supported, and operated. The study used the framework of student success, service learning, and institutionalization to determine how the college provided resources and opportunities for service learning. Participants for the study were selected using mixed purposeful sampling to identify individuals recently involved with service learning at the college; data came from document reviews, campus and Internet observations, college staff interviews, and student group online discussions. Data were collected and analyzed using a spiraling technique. Findings indicated that the college's curricular and cocurricular service-learning activities were integrated throughout the campus in many departments and with different groups. While the service-learning coordinators made distinctions between curricular and cocurricular service learning, student participants did not make such distinctions. Students in this study were engaged with their service learning. These findings have applicability for all community college educators, demonstrating that institutionalized community college service learning might lead to greater retention through graduation.

Research on the Learning College indicates that everyone in the college must support learning. There have not been previous studies that centered on whether or not support staff, a major constituency group in community colleges, participates in supporting learning. This adapted phenomenological study examined staff in a Learning College to determine their understanding and application of the Learning College concept. Three research questions addressed how these employees understand the concept, perceive their roles, and apply Learning College principles. The study was conducted in a theoretical framework combining Learning College, change, and organizational culture theories. Data were collected from a purposive sample of full time employees classified by the human resources department as support staff using pre-screening questionnaires and in-depth interviews that were then coded and analyzed using a typological methodology. Themes identified emphasized learning, the availability of lifelong learning, and the importance of every employee. Support staff actions reflected some principles of Learning College theory, and though respondents understood their role in student success, they did not see this role as supporting learning. The study showed that staff do not fully understand the Learning College concept and believe that staff development would be useful in helping them support learning. With professional development, staff may gain greater understanding about supporting learning. The findings have the potential for impacting social change by: (a) helping support staff feel more valued, and, therefore, likely to perform more effectively; and (b) increasing staff understanding of student learning may give greater meaning to their work. Recommendations encourage college leaders to tap into the support staff as a resource.