1 Program Management

2 Characteristics of a Successful Continuing Education Leader   Creative   Proactive   Change Oriented   Flexible   Quality Focused   Service Oriented   Adult Learner Centered   Closure Oriented   Good Teacher

3 Tasks Management activities that a CE manager must accomplish are both short-term and long-term: b b Supervise the design and development of the programs b b Supervise the delivery of programs and services b b Analyze the needs and evaluate the results

4 Tasks Management activities that a CE manager must accomplish are both short-term and long-term: b b Training, advising, and counseling CE staff b b Recruiting and staffing the organization b b Maintain internal and external organizational relationships b b Develop and implement a sound financial plan

5 Tasks Management activities that a CE manager must accomplish are both short-term and long-term: b b Develop and implement a sound marketing plan b b Develop long-range goals b b Advocate life-long learning b b Develop own personal skills and expertise

6 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.

7 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

8 Internal Communication – – Staff meetings (managers) – – Newsletters – – Divisional meetings – – Reports – – Memos – – – – Staff Training Retreats

9 Institutional Administrative Support Critical How? – – Meetings – – Reports – – – – Annual Reports – – Also provide this information to your stakeholders, partners, and your customers

10 Supervision Stay informed but do not micro-manage!

11 How Does a Manager Stay Informed?   Overall Financial analysis   Program Planner Analysis   Key Markets   Summaries of overall evaluations   Summaries of instructor costs   Annual operations audit (financial and program)

12 Overall Financial Results – –Programs offered __________ – –Programs conducted __________ – –Revenue generated __________ – –Profits retained __________ – –Analysis of the top 20% __________

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

14 Key Markets What are they? Percent participation by each market?

15 Summaries of Overall 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

16 Summaries of Instructor Costs   By each programmer   What each instructor is paid?   What is the range?   Why?   Is the rate of pay justified?

17 Annual Operations Audit   Program Audit   Financial Audit

18 Staffing 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

19 Length of time to be Productive – –A new program planner 1 year – – An experienced program planner 6 months

20 Role of CE Program Manager Secure monies for program How?   Institutional Support   Fees   Grants   Contracts   “In-kind” support

21 The CE manager must believe that the CE program deserves the full support of the institution

22 Beware of seeking one funding source Diversity in programming and funding provides your most successful avenue for success.

23 Other Sources For Support   Donation of equipment   Facilities   Free marketing ie. radio, newspaper, television   Free instruction

24 The CE Organization must be a LEARNING ORGANIZATION. The staff must demonstrate integrated thinking and acting at all levels.

25 How does the CE manager, leader of a learning organization, differ from the traditional organization leader? The CE manager must be a:   Visionary   Designer   Teacher   Steward *Peter Senge

26 What are the skills 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

27 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:

28 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.

29 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.