Effective Program Development In Community Resource Development PDF Download

This study was designed to provide information concerning the extent to which California community colleges have incorporated a resource development function and which programs have been most successful in generating external voluntary support. Program features were examined to identify factors associated with success. A survey research methodology was utilized to determine the extent to which resource development programs operate in all 70 community college districts in the state. There were 68 resource development programs reported from the survey. Of the respondent programs, 13 were identified as successful as judged by the success criteria of (a) the ratio of a three year income average to the cost to operate, (b) depth of staffing for resource development, and (c) institutional commitment to the development program. Interviews were conducted with directors of all 13 successful programs. This data produced a profile of the institution, the development function, and the development director, as well as responses to five questions designed to reveal directors' perceptions of what specific factors led to their success. Some of the major findings and conclusions of the study were: (a) The individual responsible for resource development is a primary factor associated with success; the expertise, character, and level of motivation of the director are related to the effectiveness of the program; (b) institutional support for development and integration of resource development with other major college functions is crucial to program success; (c) an operational foundation or other auxiliary contributes to the success of the development program; (d) institutional funds and staff must be allocated to adequately support the resource development effort. The major recommendation was that public community colleges in California implement a resource development program which is adequately staffed and budgeted and which is fully integrated with other institutional functions. Additionally, where there are marginal programs, top administration should review its commitment to resource development and reevaluate the position of development within the organization. Programs operated on a limited basis without adequate resources and commitment will not achieve desired results. In a time when traditional sources of income are limited, resource development programs are an excellent means of generating additional funds as well as local interest and support for the community college.