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 ‘03 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
provost’s 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.