Description
Write a 5-7 page paper in which you apply a systems thinking framework to a Community College struggling with retention rates that may impact the funding of the college, including evaluating the roles of various stakeholders and assessing creative leadership and creativity as a component of the overall plan. When the issue is important, familiar, or long-lasting, those who are in leadership positions have an opportunity to apply systems thinking and creativity to the situation. To begin, the education leader must evaluate what is and what is not understood about the issue. Using the future technique called causal layer analysis (CLA), we make visible the assumptions behind our ways of seeing, experiencing, and understanding the problem. On the surface, we may understand how our own habits, behaviors, trends, and actions have contributed to our past response to an issue. Below the surface, however, we realize the need for a broader perspective and actively involve people from different parts of the organization with varying perspectives. As an educational leader, once you have a better understanding of the systems within the organization, then you will begin envisioning a more desirable future. Utilizing creative strategies, a clear purpose and vision, experimentation, innovation, and collaboration, you will leverage creativity to solve the complex issues within your organization. In this assessment, you will apply a systems thinking framework to a workplace issue that may impact the future of your organization. As part of your paper, you will describe the roles of various stakeholders in successfully navigating your plan and explain how creativity and creative leadership will be an important component of your overall plan. Preparation activities form components of each assessment in this course. There will be four steps to prepare for completing this assessment. Note that each step may include readings or draft language that will help you prepare for completing the assessment. It is recommended that you complete all preparation activities before beginning the assessment.Assessment 2 Preparation [PDF] Download Assessment 2 Preparation [PDF]. InstructionsFor this assessment, you will apply a systems thinking framework to a workplace issue that may impact the future of your organization. You will describe the roles of various stakeholders in successfully navigating your plan and explain how creativity and creative leadership will be an important component of your overall plan. Use the Assessment 2 Template [DOCX] Download Assessment 2 Template [DOCX]to complete this assessment. Your assessment should be 5–7 pages (1,250–1,750 words). The materials you created during the preparation steps will build and form components of this assessment. You must reference at least five current (published within the last five years) sources to support your discussion. Refer to the EdD Program Library Research Guide for scholarly literature search tips. Remember to write in the third person. Be sure to de-identify your organization and individuals involved. In your assessment: Write an introduction. Be clear in your purpose. (Are you writing to inform or persuade?) Provide sufficient context and an effective thesis statement. (For more details, see the “Draft a Thesis Statement” section of the Plan Your Paper Campus page.) Apply core principles of systems thinking to your workplace issue that may impact the future of your organization. Keep in mind that everything is a system; to understand and improve the system, you must understand each part and how the parts connect; and if you don’t see or experience the full system, you need to create models to put it together. Introduce how your system would currently respond in relation to your workplace issue that may impact the future of your organization. What are the feedback or leverage points that affect how the issue might be addressed? Evaluate points in the system that might play a significant role in addressing your workplace issue that may impact the future of your organization. What points need to be increased? What points lessened? Identify key constituencies within your organization that will influence your plan. Identify 2–3 trends or patterns to help inform your thinking. Describe how people, policies, decisions, infrastructure, and ideas are interconnected in your organization. Identify 2–3 known systems risks or gaps in your organization that could diminish your effort. Develop a visual model or systems map of your organization of the future. Provide an initial description of creative leadership and how creativity might be leveraged in addressing your workplace issue that may impact the future of your organization. State the qualities or characteristics of a creative leader. Assess why creativity is important in an organization. Evaluate your current organization’s leadership. Is creativity a strength of leadership presently? If not, how might you address this deficiency in your planning effort? Use a variety of current (published within the last five years) literature to support your work.Write a conclusion. Reiterate the importance of your topic. Compare your thesis statement in the introduction with the restatement of the thesis statement in the conclusion. Typically, not verbatim, but there should be alignment between the two paragraphs. Summarize your key points. Present your call to action or suggest what work is needed next, as appropriate. Additional Requirements Your assessment should also meet the following requirements: Length: 5–7 double-spaced pages (1,250–1,750 words). Font and font size: Times New Roman, 12 point. De-Identification: When writing about your institution or organization in coursework, you need to de-identify (not name) your organization or individuals involved. Use a pseudonym for the name of the institution or organization. Speak broadly when referring to titles and roles of yourself and colleagues within the institution or organization. References: As needed to support your ideas (a minimum of five). Formatting: Use current APA style and formatting. See the Evidence and APA section of the Writing Center for guidance. Writing: Use the Writing Center to learn more about Capella’s Writing Standards and further resources related to each of the five core writing skills assessed. Competencies Measured By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria: Competency 1: Examine innovative trends and issues of scale in education. Provide a description of creative leadership and how creativity might be leveraged in addressing the workplace issue. Competency 2: Use systems thinking to evaluate the implications of rapid societal change for educational systems, including for leadership models and behaviors. Develop a visual model or systems map of the organization of the future. Competency 3: Integrate strategies, mental models, and skills needed to exercise positive influence in an organization. Apply core principles of systems thinking to the workplace issue that may impact the future of the organization. Competency 5: Synthesize professional and scholarly literature. Support the assessment with references to the professional literature. Competency 6: Apply principles of effective communication, including writing competently for the intended purpose. Communicate clearly, supporting a central idea in an appropriate format with correct grammar, usage, and mechanics.
Unformatted Attachment Preview
Impact of Community College Enrollment Decline on Eligibility of State and Federal
Funding
in
Partial Fulfillment of the Requirements for
EDD-FPX8524 – The Future of Educational Leadership
Prepared by
(Learner’s Name)
Capella University
(Date)
Faculty:
Introduction
Community colleges are vital in providing accessible and affordable higher education
opportunities. However, in recent years, community colleges across California have experienced
concerning enrollment declines. At XYZ Community College, declining student enrollment over
the past five years has significantly impacted critical funding sources and the Organization’s
ability to fulfill its mission. The current assessment will analyze the complex factors contributing
to decreasing community college enrollment trends and their substantial impacts on the
Community College’s financial stability, program offerings, and student support services. It will
also examine differing perspectives on this issue within the college leadership and proposals for
responding to ensure a sustainable future. The Community College must prioritize reversing
alarming enrollment declines threatening programmatic breadth and fiscal capacity through
strategic enrollment management coordinating multi-level stakeholders toward recovery.
Current Institution or Organization
History
XYZ Community College is a public two-year institution located in central California.
Initially founded in 1970 through a district voter-approved bond measure, the college was
established to expand regional access to higher education opportunities. Before opening the
community college, residents seeking an affordable postsecondary option faced commutes of 50
miles or more to the nearest community college. Based on demographic projections of
population growth and increasing high school graduation rates, district leaders recognized the
necessity for a local college to meet escalating demand within the region.
Mission and the Demographic Served
Over the past five decades, the Community College’s primary organizational mission has
been providing academic programs, workforce training, and lifelong learning to empower
community members to achieve social and economic mobility. The college predominately serves
first-generation, minority, and low-income students. For example, 63% of current students
identify as Hispanic, 71% are the first in their families to attend college, and over 50% receive
need-based financial aid. Annually, XYZ enrolls approximately 15,000 students in credit courses
leading to associate degrees, certificates, or transfer preparation. An additional 5,000 participants
are served through non-credit offerings for professional development and personal enrichment.
Several strategic initiatives are underway to further the college’s mission and improve
student outcomes. A dual enrollment program launched two years ago partners with six local
high schools to allow qualifying students to take college-level courses. Expanded online and
hybrid offerings make attending more manageable for those balancing school, work, and
families. Investments in data analytic capabilities help administrators identify achievement gaps
and opportunities to support vulnerable student groups better. Faculty have implemented
multiple measures placement pilots to optimize course assignments and limit non-productive
remedial coursework.
Leadership Structure and Maintenance of the Organization
The college is governed by a seven-member Board of Trustees elected to staggered fouryear terms by voters inside the district boundaries. The Board delegates day-to-day management
to the Administrative Leadership Council, composed of the College President, and four Vice
Presidents overseeing Academic Affairs, Student Services, Administrative Services, and
Workforce Development, respectively, along with several academic deans. ABC employs around
350 full-time faculty members and up to 500 temporary adjunct instructors each semester.
Support staff include advisors, tutors, financial aid specialists, facilities maintenance crews,
campus safety officers, and technology personnel.
Tools or Measures of Evaluation
The Board and Administrative Leadership Council utilize quantitative key performance
indicators (KPIs) and survey feedback to gauge organizational success. Central metrics tracked
over time are overall enrollment totals, students reaching various academic milestones per
semester, graduation and transfer rates, and post-completion employment or continuing
education placements. Annual student and employee satisfaction surveys provide qualitative
perceptions of college experiences and environment. Progress on strategic plan goals around
accessibility, affordability, career preparation, and closing equity gaps are also routinely
measured.
Issue That May Impact the Future of Your Organization
Description of the Workplace Issue
Over the past five years, XYZ Community College has experienced alarming enrollment
decreases, threatening its financial sustainability and capacity to achieve its mission. For
instance, the total number of registered students has fallen by 22% from its peak of 19,000 in
2018 to current levels of around 15,000. The disturbing trend directly reduces the primary
funding stream, state and federal apportionment dollars allocated based on enrollment and
attendance numbers. Considering that over 70% of the annual budget originates from this
fluctuating source, even modest decreases result in significant revenue shortfalls that necessitate
expenditure cuts or offsetting increases from other sources of finance. Equally important is that
with tightening budgets, the college mission, which aims to empower community members
through affordable and accessible education advancement, becomes increasingly challenging to
maintain. Course offerings and supplemental student services have already been reduced due to
under-resourced departments. Faculty and staff workloads continue rising to cover growing
resource gaps.
Concepts Related to the Issue, Causal and Contributing Factors, and Rationale on the
Potential Impact of the Issue on the Future of the Organization
a) Concepts Related to the Issue
Several interrelated concepts emerge when analyzing the college’s enrollment challenges.
First, the climate has grown increasingly competitive for student prospects as alternate college
options expand locally. Simultaneously, regional demographic shifts driven by economic
fluctuations have constricted traditional college-bound cohorts graduating high school. District
K-12 partners have seen their total graduates decline by 12% over the same five-year timeframe
(Lafortune et al., 2023). Additionally, skepticism regarding the investment-return value
proposition of pursuing higher education has risen broadly among key student demographics.
Surveys find career-focused Generation Z learners prioritizing affordable and convenient
programs aligned with perceivable employment payoffs, given concerns about college debt and
relevancy (Hernandez-de-Menendez et al., 2020). Each dynamic interacts to discourage and
divert potential students from considering or persisting at the Community College. Compounding
matters, it is forecasted that all three trends, namely, increased competition, shifting
demographics, and growing doubts regarding college’s risk-benefit ratio, will continue mounting
enrollment barriers over the coming years.
b) Potential Causal and Contributing Factors that May Perpetuate the Issue in the
Future.
Multiple complex factors likely perpetuate lagging enrollment patterns into the foreseeable
future. Continued stagnant population growth inside district boundaries will limit recruiting
pools moving forward. Enrollment efforts will require reaching more aggressively into adjacent
counties and via remote offerings to sustain numbers amidst a constrained regional market.
Graduating high school students from district feeders will remain inconsistent over the next
decade as birth rate impacts from the last recession filter through the education pipeline.
Estimates suggest K-12 partners will graduate 10-15% fewer college-bound students annually
(Bennett, 2021). Labor market shifts and growing gig economy prevalence may also accelerate
perceptions questioning college necessity and affordability. Without substantial intervention
realigning programming, affordability, student experience, and partnerships to the modern
climate, these trends will almost certainly compound enrollment difficulties at XYZ Community
College (Morrison, 2017). They need to actively coordinate a multifaceted response, which risks
thoroughly compromising the institution’s mission over the long term.
c) Why the Workplace Issue May Impact the Future of the Organization
Given multiple interconnected forces buffeting community college enrollment, projections
forecast this issue to worsen substantially if unaddressed. Enrollment-based funding from the
state provides little flexibility if apportionment dollars tighten further amidst declining numbers.
Estrada-Vidal et al. (2020) state that economic factors like funding resources significantly
influence education systems. With over 70% of the Organization’s budget derived from this
fluctuating source, even seemingly small annual decreases result in massive hits to expenditure
capacity. Simultaneously, the expanding higher education landscape offers students abundant,
convenient, and affordable substitutes like California State University, which shows the cheapest
tuition in California among four-year nonprofit schools. Local competitors deliver proximal
options, likely continuing to draw prospects away. Failing to actively coordinate a response
aligning programming, affordability, modality, and partnerships to the modern market
thoroughly compromises XYZ Community College’s mission over the long term (Estrada-Vidal
et al., 2020). Without recovering enrollment levels, the ability to provide comprehensive student
support services and accessible district-wide offerings will rapidly evaporate as budget-cutting
measures snowball.
The Organization’s Position on the Issue in the Past and Present
Historically, the Community College’s leadership has relied on growing student
populations and associated apportionment revenues to expand programs and offerings
incrementally. As the sole higher education option locally for decades, the college enjoyed yearover-year enrollment increases stemming from solid community development and growing
recognition of education’s importance for advancement. Regional population and high school
graduate growth allowed maintaining a comfortable status quo. While future fluctuations were
foreseeable considering economic cycles, adequate planning failed to adjust to shifting
demographic and funding conditions over the past decade. There has been an unwilling
acceptance of the severity of the decline in enrollment levels and its impact on revenue streams.
Understandably, most efforts have focused on developing new marketing messages while at the
same time trying to adopt some across-the-board cost controls, even as those at the top continue
having mixed feelings about reacting accordingly.
Impacts of the Issue on the Organization and the People within
Without taking the proper steps, XYZ Community College will find itself in a situation
where it must retain its staff and programs for five years. Budget cutbacks have led to the
consolidation of sections while putting the hiring process on hold due to a reduction of over 20%
in apportionment revenues. Besides, covering the yearly deficits through more uniform belttightening measures may erode the school’s ability to deliver quality education and necessary
support services. However, if recent double-digit enrollment declines persist, simply maintaining
existing selections of majors and certifications would be impossible due to reduced state grants.
Students would face limited programs aligned poorly with dynamic labor needs and transfer
requirements amidst a modern economy that demands postsecondary education more than ever.
The human impacts of compromised community college access are substantial. California
County features high inequality levels, with over 60% of residents requiring developmental
education. For many, this college bridges the gap between where they are and where they need to
be in terms of earning higher-level degrees, which would improve their socio-economic status. If
members and staff members decide not to empower but to dismantle, how hollow will that move
be? If it were not for the affordability and accessibility of college, most people in rural areas
would lose a chance to go back to school without sacrificing other aspects of their lives.
Unfortunately, such a mission to have a presence among people cannot be sustained since it is
only an opportunity for many.
Differing Viewpoints Present on the Issue
Diverging perspectives between the Organization’s leadership and other stakeholders
have emerged regarding appropriate responses to reversing negative enrollment momentum. The
Board and President have publicly emphasized cost reduction, salary controls, and zero growth
in expenditure, taking precedence over more innovative ideas like redefining market strategy,
increasing the number of learners, and changing strategic programming. However, a significant
portion of the teaching staff thinks that stagnant student numbers necessitate updating curricula
and improving classroom experiences before focusing on departmental budget allocations. They
contend that dynamic offerings in response to changes in student needs and economic situations
are a priority. However, it is clear from early indications that more than this may be needed for
students who regard affordability as necessary but design time and financial involvement against
the program’s employability prospects and transferability.
Your Leadership Position
Current Position on the Issue
The current position is that community college funding should move gradually towards
performance-based incentives while maintaining open access. The success has influenced this
position in new performance-based models that have seen many community colleges achieve
better outcomes. Yet, access was maintained through the stabilizing of base funding levels. A
new funding formula should recognize population characteristics like unemployment rates that
impact enrollment, as Morrison (2017) suggests influential leaders consider their environment’s
evolving conditions. However, it is essential to note that funding formulas have primarily been
driven by enrollment and changed such that completion rates, transfers, and job placements are
also considered. Like Design Thinking and social media integration, for instance, participatory
and adaptive methodologies highlighted by Díaz-Pareja et al. (2021), the new funding formula
should be sensitive to changing population features such as unemployment levels that affect
enrolment. Also, shared transformational leadership is suggested by Koeslag-Kreunen et al.
(2020) as a means toward educational change through cooperative measures that lead to effective
performance incentives. The leader is also aware that no model is perfect, but a good design of
performance incentives should make colleges implement proven strategies toward student
success. As much as this is a monumental shift, it is understandable to meet some resistance to
such changes.
Nevertheless, the decline in traditional college-aged people indicates why other
alternatives must be sought. Enrollment patterns are decreasing, so community colleges must
rely on more than enrollment-based funding. If carefully developed with stakeholder input, the
leader believes adding performance elements presents opportunities to increase completion and
close equity gaps.
Assessment of how the Organization has Responded Previously or is Preparing a Response
Presently
Assessment reveals that XYZ College has made incremental budget cuts in response to
enrollment declines but needs a long-term strategy. Across-the-board reductions maintained
broad access and avoided significant conflicts but failed to prioritize and align spending with
goals. Efforts to increase enrollment through outreach and scholarships have slowed the trend but
have yet to reverse it. No significant new revenue sources have been established. Grant funding
proposals are siloed and limited in scope. While some leaders express interest in performancebased funding, specific plans have yet to be developed. Stakeholders have yet to be engaged in
envisioning a new model. Recent planning reiterated the same enrollment targets, signaling
acceptance of the status quo. Looking ahead, the college projects level enrollment but still needs
to transform systems to align with state completion goals. Counseling needs to be more staffed
and technology updated. No college-wide student success agenda unifies disparate efforts. Crossdepartment collaboration is minimal. The overall assessment is that the college responded to
immediate pressures by cutting costs but lacked the strategic vision and culture to adapt its
practices and funding model fundamentally. Leadership is vital for directing significant
institutional change. As enrollment-based funds decline, transformative reforms become
imperative. The college must engage stakeholders in reimagining funding structures and systems
to fulfill its mission in the 21st-century context.
The Organization’s Response to the Preferred Future
The Organization’s response should be to convene stakeholders to collaboratively
develop a performance-based funding proposal aligned with the college’s mission and state
policy goals. Koeslag-Kreunen et al. (2018) found that shared leadership and group learning
were critical enablers for implementing educational innovations. With enrollment-based funding
declining, Morrison (2017) argues that change-focused visionary leadership is needed to
transform institutional models. The recommended process begins with an environmental scan of
external trends and peer college funding models. Next, robust dialogue with faculty, staff,
administrators, and students would define key performance indicators, weights, and minimum
funding levels. Faculty senate endorsement and partnership with district leaders to align
measures are advised. Communication campaigns should reinforce how performance funding
sustains the quality and the mission. Adaptations may be required over time as impacts are
evaluated. This collective process fosters the buy-in and expertise needed for successful
implementation. With traditional revenues constrained, exploring innovative funding aligned
with completion goals is essential (Aja, 2020). The aim should be to structure a model that
balances access, performance, and sustainability.
Conclusion
Declining community college enrollment significantly threatens the mission of these
institutions to provide affordable and equitable access to higher education. At XYZ Community
College, substantial enrollment decreases directly impact funding levels and the capacity to serve
students into the future. As a leader at the community college, responding strategically through
enrollment growth and stabilization is imperative to overcoming debilitating fiscal pressures. The
complex dynamics influencing community college enrollment patterns show no signs of reversal
without intervention. However, opportunities exist to innovate educational offerings, support
services, and external partnerships to attract modern students. This requires coordination of
critical stakeholders and alignment of priorities towards a shared vision of sustaining open
access. Consultative leadership aimed at collective sensemaking and solution development will
enable innovation from institutional knowledge and passions. Key initiatives proposed include
enhanced marketing and recruitment efforts, strategic programming overhaul increasing
flexibility, and strengthened community partnerships. Dedication towards empowering
community members from all backgrounds remains strong at XYZ Community College.
Channeling this passion collectively to advance equity and excellence through strategic
enrollment development is essential to ensure college access and empowerment for future
generations. Sustained engagement of faculty, staff, administrators, students, and community
partners in shaping an accessible future is critical as demographic, economic, and social shifts
remake the higher education landscape.
References
Aja, S. N. (2020). Educational Leadership for Social Change: Positioning school administrators
as agents of social change in Nigeria. Management in Education, 34(2), 84–87.
https://doi.org/10.1177/0892020620909966
Bennett, C. T. (2021). Untested admissions: Examining changes in application behaviors and
student demographics under test-optional policies. American Educational Research
Journal, 59(1), 180–216. https://doi.org/10.3102/00028312211003526
Díaz-Pareja, E. M., Llorent-Vaquero, M., Cámara-Estrella, Á. M., & Ortega-Tudela, J. M.
(2021). Sustainable education: Using social networks in education for change.
Sustainability, 13(18), 10368. https://doi.org/10.3390/su131810368
Estrada-Vidal, L. I., Olmos-Gómez, M. del, López-Cordero, R., & Ruiz-Garzón, F. (2020). The
differences across future teachers regarding attitudes on social responsibility for
sustainable development. International Journal of Environmental Research and Public
Health, 17(15), 5323. https://doi.org/10.3390/ijerph17155323
Hernandez-de-Menendez, M., Escobar Díaz, C. A., & Morales-Menendez, R. (2020).
Educational experiences with generation Z. International Journal on Interactive Design
and Manufacturing (IJIDeM), 14(3), 847–859. https://doi.org/10.1007/s12008-02000674-9
Lafortune, J., Prunty, E., & Barton, S. (2023). (rep.). Policy Brief: Factors and Future
Projections for K–12 Declining Enrollment (pp. 1–8). California, California: Public
Policy Institute of California.
Koeslag-Kreunen, M., Van den Bossche, P., Van der Klink, M. R., & Gijselaers, W. H. (2020).
Vertical or shared? when leadership supports team learning for educational change.
Higher Education, 82(1), 19–37. https://doi.org/10.1007/s10734-020-00620-4
Morrison, A. R. (2017). Beyond the status quo – setting the agenda for effective change.
Educational Management Administration & Leadership, 46(3), 511–529.
https://doi.org/10.1177/1741143216682500
Systems Thinking and Creative Leadership
in
Partial Fulfillment of the Requirements for
EDD-FPX8524 – The Future of Educational Leadership
Prepared by
(Learner’s Name)
Capella University
(Date)
Faculty:
Assessment 2: Discuss how systems thinking will be applied to your workplace issue that may
impact the future of your organization. Summarize the role of various stakeholders in
successfully navigating your plan. Explain how creativity and creative leadership will be an
important component of your overall plan. (5–7 pages; 1,250–1,750 words)
Delete all instructions—everything that is italicized—once you have completed the paper. Do
not delete headings.
Please note: When writing about your institution or organization in coursework, learners need to deidentify (not name) your organization or individuals involved. Use a pseudonym for the name of the
institution or organization. Speak broadly when referring to titles and roles of yourself and colleagues
within the institution or organization.
For coursework purposes, you may choose their current or past educational institution or organization,
or an educational institution or organization with which you are familiar enough to meet the coursework
requirements.
•
•
Introduction
Be clear in your purpose.
Provide sufficient context and an effective thesis statement.
Systems Thinking
•
Apply core principles of systems thinking to your workplace issue that may impact the
future of your organization (everything is a system; to understand and improve the
system, you must understand each part and how the parts connect; and if you don’t see or
experience the full system, you need to create models to put it together).
o Introduce how your system would currently respond in relation to your workplace
issue that may impact the future of your organization. What are the feedback or
leverage points that affect how the issue might be addressed?
o Evaluate points in the system that might play a significant role in addressing your
workplace issue that may impact the future of your organization. What points
need to be increased? What points lessened?
o Identify key constituencies within your organization that will influence your plan.
o Identify 2–3 trends or patterns to help inform your thinking.
o Describe how people, policies, decisions, infrastructure, and ideas are
interconnected in your organization.
o Identify 2–3 known systems risks or gaps in your organization that could diminish
your effort.
Visual Model/Systems Map
•
Develop a visual model or systems map of your organization of the future.
Creative Leadership and Creativity
•
•
•
•
•
Provide an initial description of creative leadership and how creativity might be
leveraged in addressing your workplace issue that may impact the future of your
organization.
o State the qualities or characteristics of a creative leader.
o Assess why creativity is important in an organization.
o Evaluate your current organization’s leadership. Is creativity a strength of
leadership presently? If not, how might you address this deficiency in your
planning effort?
Conclusion
Reiterate the importance of your topic.
Compare your thesis statement in the introduction with the restatement of the thesis
statement in the conclusion. Typically, not verbatim, but there should be alignment
between the two paragraphs.
Summarize your key points.
Present your call to action or suggest what work is needed next, as appropriate.
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