Stories & Case Studies
Compton College (California) joined the Achieving the Dream (ATD) Network in 2020, and, since then, under the leadership of President Dr. Keith Curry, the college has leveraged ATD’s three-year Foundations of Transformation engagement, the initial engagement undertaken by all new ATD Network colleges, to drive institutional growth and student success. By focusing on professional development and data literacy, and by bolstering community engagement and basic needs support, Compton College has accelerated its transformation and created a roadmap for other colleges seeking to enhance student outcomes and community vibrancy. This work is also guided by Compton College 2035, a long-term strategic plan designed to accelerate student completion while advancing equity and success, supported by new dashboards that disaggregate student to guide informed decision-making.
ATD recently spoke with Dr. Curry about his college’s Foundations of Transformation experience.
Q: Looking back on your three-year Foundations of Transformation experience, what stands out as the most significant change or growth you’ve seen at your college?
Dr. Curry: Professional development has been a major focus for us, helping all employees grow and excel in their roles. Equally important are the data conversations we’ve cultivated. We’ve expanded our dashboards to make information more accessible and are now emphasizing data literacy, so leaders can guide meaningful discussions without relying solely on institutional effectiveness offices. These professional development and data-driven initiatives have been central to the transformation we’ve achieved through Foundations of Transformation, and they align closely with our institutional-set goals dashboard, which tracks student outcomes across demographics and programs to help departments align their work with Compton College 2035 targets.
“Professional development and data-driven conversations have been central to the transformation we’ve achieved through Foundations of Transformation.”
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Q: You mentioned the importance of data and data conversations. How did working with ATD coaches and tools, like the Institutional Capacity Assessment Tool (ICAT), help your team deepen or expand the way you use data to guide decision-making?
Dr. Curry: While we already had access to a lot of data, the real value was working with ATD coaches. They helped us shift from just having data to leading strategic conversations around it. It gave us a new lens on our work and helped us think differently about how to use data to guide decisions and drive institutional change. ATD’s guidance complemented the work we were doing to create a campus-wide culture of data-informed decision-making, with dashboards that provide insights into student participation in support programs and overall success outcomes.
Q: Transformation often requires collaboration across departments and roles. How did participating in Foundations of Transformation help strengthen a sense of collective ownership for student success on your campus?
Dr. Curry: Foundations of Transformation helped us ensure that our institutional goals were not just statements on a page — they became actively connected to each program and department. It encouraged us to define roles and responsibilities clearly across the college, ensuring that everyone — from counselors and advisors to managers and faculty — understood how their work contributed to student success.
The program also emphasized cross-functional collaboration, so teams that might not normally interact were engaging in discussions about how to align their work with institutional goals. For example, academic affairs, student services, and workforce development teams were all brought together to evaluate strategies, share insights, and coordinate support for students. Foundations of Transformation gave us the structure and guidance to create these conversations, making sure each part of the college understands its role in the larger mission. This collective focus has helped build stronger communication, accountability, and alignment across the campus.
Q: ATD often talks about student success as inseparable from community vibrancy. How has Compton College’s transformation work extended beyond campus to strengthen connections with local employers, organizations, or residents?
Dr. Curry: Our work with dual enrollment is a prime example — about 30% of our enrollment comes through K–12 partnerships. We started these efforts before joining ATD, but through Foundations of Transformation, we were able to take them to a whole new level. Working closely with the Compton, Lynwood, and Paramount Unified School Districts, we’ve developed district-specific plans for dual enrollment, outreach, and workforce development. We’re also creating strategic plans with our partner districts that focus on adult education and student support services.
Beyond that, initiatives like our weekly farmer’s market, where students receive vouchers and community members shop on campus, help strengthen connections with our neighbors. We’ve also expanded our campus events through our facilities department every week, opening the campus as a hub for the broader community. These efforts have grown significantly because of ATD’s guidance, allowing us to integrate community engagement into our institutional mission in ways that weren’t happening before. Additionally, Compton College co-leads the Compton Community Health Partnership, connecting local schools, health organizations, and universities to expand healthcare career pathways and improve community well-being.
Building on the foundation laid through ATD’s engagement, Compton College is now advancing this work through Compton College 2035 and new initiatives focused on economic mobility and return on investment, ensuring transformation and community impact continue well beyond the initial three-year period.
“Foundations of Transformation helped us ensure that our institutional goals were not just statements on a page — they became actively connected to each program and department.”
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Q: For other colleges that may be considering joining Achieving the Dream or beginning the Foundations of Transformation journey, what advice or perspective would you share as someone who’s been through the program and has continued to be engaged in the Network?
Dr. Curry: Leadership engagement is critical. Presidents and top leadership must actively participate and help break down silos across academic affairs, student services, business services, HR, and facilities. Transformation is institutional, not departmental. Succession planning and thorough documentation are also essential so that the work continues regardless of personnel changes.
In terms of what is gained through Foundations of Transformation, I would emphasize the importance of the peer network. Having access to other presidents and ATD staff allows you to ask questions, share challenges, and gain perspective. There’s no one-size-fits-all approach — what works at Compton may look different elsewhere — but the program helps colleges determine what’s best for their institution while keeping student success at the center. And that’s what I like about ATD: There’s not one clear-cut way of doing this. It’s about trying to figure out what is the best way for your institution to do this work.
“Building on the foundation laid through ATD’s engagement, Compton College is now advancing this work through Compton College 2035 and new initiatives focused on economic mobility and return on investment.”
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For me personally, one of the most important things I’ve gained from connecting with other presidents in the Network is the opportunity to learn from their communication strategies. Being able to talk with peers about how they communicate decisions to faculty, staff, and the broader community has been incredibly helpful. I’ve learned new strategies for both verbal and written communication — how to clearly convey what’s happening, what’s changing, and what’s still in progress.