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ProgramProgram

ManagemeManageme

ntnt

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Characteristics of a Characteristics of a Successful Continuing Successful Continuing

Education LeaderEducation Leader

Creative Proactive Change Oriented Flexible Quality Focused Service Oriented Adult Learner Centered Closure Oriented Good Teacher

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TasksTasks

Management activities that a CE

manager must accomplish are both

short-term and long-term:

Supervise the design and development of the programs

Supervise the delivery of programs and services Analyze the needs and evaluate the results

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TasksTasksManagement activities that a CE managermust accomplish are both short-term andlong-term:

Training, advising, and counseling CE staff Recruiting and staffing the organization Maintain internal and external organizational

relationships Develop and implement a sound financial plan

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TasksTasks

Management activities that a CEmanager must accomplish are bothshort-term and long-term:

Develop and implement a sound marketing plan Develop long-range goals Advocate life-long learning Develop own personal skills and expertise

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The manager can never be removed from the details of the operation

Reason:

–The program and program activities are changing so rapidly that the manager must stay current.

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The manager can never be removed from the details of the operation

Reason:– The manager must know what the staff

knows– The staff must know what the manager is

doing and thinking– The staff must understand the expectations

of the manager

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InternalInternalCommunicationCommunication

– Staff meetings (managers)

– Newsletters

– Divisional meetings

– Reports

– Memos

– E-mail

– Staff Training Retreats

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Institutional Institutional Administrative SupportAdministrative Support

CriticalHow?

– Meetings– Reports– E-mail– Annual Reports– Also provide this information to your

stakeholders, partners, and your customers

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SupervisionSupervision

Stay informed

but

do not micro-manage!

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How Does a Manager How Does a Manager Stay Informed?Stay Informed?

Overall Financial analysis

Program Planner Analysis

Key Markets

Summaries of overall evaluations

Summaries of instructor costs

Annual operations audit

(financial and program)

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Overall Financial ResultsOverall Financial Results

– Programs offered __________

– Programs conducted __________

– Revenue generated __________

– Profits retained __________

– Analysis of the top 20% __________

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Program Planner ResultsProgram Planner Results

Analyze each program planner’s program area Programs offered Programs conducted Success rate Evaluations Instructors expertise and contract knowledge Financial results Perceived quality

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Key MarketsKey Markets

What are they?

Percent participation by each

market?

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Summaries of Summaries of Overall EvaluationsOverall Evaluations

Each program planner required to read evaluations for quality improvement

Corrective action taken if negative comments are noted

Coaching and counseling of new instructors

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Summaries of Summaries of Instructor CostsInstructor Costs

By each programmer

What each instructor is paid?

What is the range?

Why?

Is the rate of pay justified?

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Annual Operations AuditAnnual Operations Audit

Program Audit

Financial Audit

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StaffingStaffing

Continuing Education applicants who will be

successful are extremely difficult to find. Therefore,

look for someone who: Enjoys working with adults Enjoys operating their own program area Likes exploring new ideas Enjoys operating profitably Has a willingness t change Enjoys people Focuses on education and training

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Length of time to be ProductiveLength of time to be Productive

–A new program planner

1 year

– An experienced program planner 6 months

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Role of CE Program ManagerRole of CE Program Manager

Secure monies for program

How? Institutional Support

Fees

Grants

Contracts

“In-kind” support

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The CE manager must The CE manager must

believe that the CE program believe that the CE program

deserves the full support of deserves the full support of

the institutionthe institution

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Beware of seeking

one funding source

Diversity in programming and funding

provides your most successful avenue

for success.

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Other Sources For SupportOther Sources For Support

Donation of equipment

Facilities

Free marketing ie. radio, newspaper, television

Free instruction

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The CE Organization must be a LEARNING ORGANIZATION.

The staff must demonstrate

integrated thinking and acting

at all levels.

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How does the CE manager, leader of a learning organization, differ from the traditional organization leader?

The CE manager must be a:

VisionaryDesignerTeacherSteward

*Peter Senge

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What are the skills What are the skills sets for that role?sets for that role?

The ability to build shared vision

The ability to identify and challenge prevailing mental models

The ability to foster systematic patterns of thinking

*Senge

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to build an organization in which people are “ ….continually expanding their capabilities to shape their future…that is, leaders are responsible for learning.”

The primary responsibility for leaders in a learning organization is:

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The CE manager (leader) must focus on the design of the learning organization.

The CE leader must help the

organization understand the current

realities and help the organization

understand their connection to the

future.

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As a steward, the leader must be

concerned about the welfare of the

people in the organization and the

larger purpose or mission of the

program.