prepared by Don Bantz and Walter Niemiec 1/8/03
The development of a Continuing Education program at TESC has been in the college strategic plan for some time.†† The VPs approved the use of $85,000 in Academics reserves, during fiscal year 02-03, to assess the feasibility of a CE program.† Subsequently, the Financial Futures Group was created and Academics re-submitted the CE proposal to this group in order to honor that new process.† This paper outlines the interim steps we propose for the use of those funds.† In this interim period, three critical functions (below) need to occur.† At the end of this period, recommendations will be made to permanently include the CE function within Academics operating base budget IF it is determined that CE 1) is indeed profitable and 2) supports the core functions, goals and mission of Academics.
1. Market/business plan analysis†
A. Key Tasks: 1) Meet with private, public, and third sector agency heads to assess their needs for CE credits/programs.† 2) Determine appropriate off-site venues for CE efforts. 3) Prepare the market analysis of potential demand that TESC could accommodate.† 4) In consultation w Walter and Don, assess the financial feasibility of offering CE classes/programs.† This requires a “venture capitalist” mentality of assessing the risk of developing various certificate programs e.g., the summer high school proposal, teacher certification efforts, MPA certificate proposal, individual offerings, etc. Proposed time frame for market analysis: spring quarter 2003.
B. Personnel:† Don Bantz will coordinate the effort and retain CE expertise during he interim period.† This may take the form of 1) retaining an Evergreen faculty (ex-dean and/or faculty member with management expertise, marketing experience, and extensive community contacts) or 2) contracting for CE expertise to investigate the market for CE, coordinate the work of the CE interim team, and work with the deans and Provost office to finalize recommendations for a permanent CE structure/program at TESC by the end of spring quarter, 2003.†
2. Internal business processes analysis
A. Key tasks: Assess workload/systems/compatibility/timing impacts with area managers in Registrar, Admissions, Business Office, Facilities Space Scheduling, Conference Services, Bookstore and Leisure Ed.†
B. Personnel:† Walter Niemiec and Lorri Moore are logical candidates for the internal business process analysis. This could begin winter quarter 2003.†
3. Pilot Program Summer 2003 - Organizational structure
A. Key Tasks: 1) Initiate pilot summer Ď03 CE programs, test ideas and structures, investigate and visit other CE program, and recommend the best permanent organizational arrangement for CE at TESC to begin on 7/01/03. 2) Organize classes, work with registrar to facilitate enrollment processes, prepare Banner system entry, catalog copy, and other marketing efforts.† 3) Coordinate space scheduling and other logistics involved in offering CE classes.† 4) Provide administrative task support for the work of the Interim Director.
B. Personnel: Full time Program Coordinator, similar to those working with the deans, will work with the interim CE personnel.† The time frame for this temporary hire is ASAP in that multiple summer CE opportunities have already been identified.
Note: The initial thinking of the deans is that the CE director belongs in the provostís office due to the rotating nature of the deanery (and the lengthy learning curves involved), the necessary for expertise, continuity, and stability to sustain a long term CE effort, and the need to work closely with, or under the supervision Associate VPs for Academic Budget and Financial Planning.† However, all organizational configurations will be explored including the establishment of a CE dean or Director.† During the Interim period, the CE Director will report to Don with support from Walter.