<p> The study examined California Community College president’s (CCCP) perspective on strategies for generating alternative revenue. The research revealed the CCCPs changing leadership roles, identified best practices in generating alternative revenue, and uncovered future strategies for California community college (CCC) leaders to be less dependent on state and local funding. The study advances the understanding of how community colleges are responding to declining state funding, rising operating costs, and the expanded mission of CCC to serve more students with less funding. A three round Delphi policy survey was conducted to determine what current and future revenue generating strategies are the most effective for community colleges. The research revealed that CCCPs have identified three thematic resource development strategies to develop effective approaches to generate alternative revenue. Thematic strategies for generating current and future revenue generation include (a) Expanding public/private partnerships with business and industry including increasing workforce contract education (b) Expanding the capacity of the colleges foundations and fundraising programs including cultivating diverse donors, and (c) Expanding and utilizing resource stewardship and entrepreneurship endeavors through the development of auxiliary services. Contrary to expectations, findings indicate that the majority of CCCPs are resource dependent on the state, and not fully aware or prepared for generating alternative revenue. The findings indicate that the community college culture is a primary barrier to develop innovated and entrepreneurial strategies to generate additional income. The research supports key arguments for CCC executives to be become more innovative and entrepreneurial in their approach to generating alternative revenue. CCCs will benefit from leadership that builds a responsive entrepreneurial culture and climate. The findings suggest that community college leaders would benefit from training in resource development planning, resource management and stewardship. Additional recommendations include the need to build capacity through professional development in order to expand partnering with business and industry and fundraising. The findings conclude that the community college president’s effective abilities to change the mind-set of stakeholders, be a visible leader in the community, and be a good steward of resources, will have the biggest impact on their competence to generate future alternative revenue and to sustain and vitalize CCCs.</p>
| Identifer | oai:union.ndltd.org:PROQUEST/oai:pqdtoai.proquest.com:3739290 |
| Date | 15 December 2015 |
| Creators | Pratt, Elizabeth |
| Publisher | Brandman University |
| Source Sets | ProQuest.com |
| Language | English |
| Detected Language | English |
| Type | thesis |
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