Community-based Programming: Perceived Levels of Utility, Practice, and Encouragement among North Carolina Community College Mid-level Managers

Abstract

The purpose of this study was to measure the degree to which community-based programming as formulated by ACCLAIM Model fundamental conceptual components is perceived and practiced by North Carolina Community College System mid-level managers. A thirteen-item questionnaire was used to access mid-level manager perceptions regarding community-based programming in three separate yet related contexts: (1) Does community-based programming have utility, (2) Is community-based programming being practiced, and (3) Are mid-level managers encouraged to participate in community-based programming? Bivariate analysis, analysis of variance, and linear regression techniques were used to establish relationships between mid-level manager institutional and personal characteristics and their community-based programming perceptions as measured as well as to determine contribution levels among ACCLAIM Model fundamental conceptual components.

Mid-level manager was defined broadly across both academic and non-academic units and included any NCCCS community college manager holding the title of dean, director, or coordinator who was charged with translating and implementing strategies, policies, and decisions of top managers. Mid-level managers by virtue of organizational placement, institutional responsibilities, and predicted future leadership roles are critical to the effective implementation of community-based programming practices.

Community-based programming was defined as the process of engaging constituent community groups in the process of planned, self-directed social change, and the ACCLAIM Model, a community-based programming model designed specifically for the community college setting, was used to develop questionnaire items that reflected and gauged mid-level manager perceptions regarding fundamental community-based programming concepts and practices.

The study found that NCCCS mid-level managers perceive community-based programming model to have a high degree of utility within the community college setting, indicating that when promoted to positions of higher leadership, they have a good chance of pursuing and implementing community-based approaches. However, mid-level managers also reported that community-based programming is practiced less often than they perceive it should be and reported even less encouragement to participate in community-based programming. Rural, female mid-level managers reported highest levels of encouragement to participate.

This study concluded that mid-level manager receptivity, willingness and ability to effectively pursue and implement community-based programming techniques will be negatively impacted if community-based programming is not revitalized as the focus of institutional operations and the primary vehicle for effective mission accomplishment in NCCCS institutions.