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Upcea1 final presentation 04 07 2011 Upcea1 final presentation 04 07 2011 Presentation Transcript

  • Engaging Customers – Delivering Solutions: Using Detailed Strategic Planning to Advance the Goals of Continuing Education and Conferences at Purdue University Robin Cunningham, Michael Eddy, Lisa Ncube, (Amy Hawkins, Mark Pagano, & John Wellman) Purdue University West Lafayette, Indiana UPCEA Annual Conference
  • Presentation Outline
    • CEC Background
    • The Strategic Planning Process: Co-Creating the Future
    • Doing What Matters: Impact of CEC Strategic Planning
    • Lessons Learned:
      • New Strategies, New Knowledge
    • Questions
  • Strategic Planning Culture at Purdue
    • Strategic planning is institutional
    • Built on goals that generate impact for the institution
    • Success measured by metrics
    • Outward facing; telling Purdue’s story
  • CEC Components
    • Continuing Education
    • Conference Division
    • Business Services
    • Communications and Technical Services
    • Photography and Digital Imaging
    • University Calendar Office
  • CEC’s 2005-2009 Strategic Plan
    • Senior CEC administrators developed plan
    • Identified 12 goals, 27 strategies, 39 metrics
    • Prioritized tasks and assigned to champions
    • Reported internally; reported externally
    • Reviewed progress at annual retreats; modified activities as needed
  • CEC Strategic Plan Reporting Metrics 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 Professional Dev. Activities             CEC Total   222 148 600 429 222 19 Fund Allocation $1,132,785 $1,190,774 $1,350,971 $1,656,111 $1,742,610 $1,829,825 Total Gross Revenue $21,121,246 $21,496,218 $21,905,163 $26,097,811 $27,028,730 $28,318,125 Conference Activities             Number of Events 584 606 647 663 713 562 Number of Attendees 64,500 69,172 78,497 80,657 81,859 79,126 Online Registrations             CEC Total   3,356 6,028 35,285 14,836 13,138 Customer Satisfaction Index (5.0 scale)             CEC Average 4.4 4.5 4.6 4.6 4.7 4.7
  • CEC Strategic Plan Reporting Metrics 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 Evening Classes             Total 30 55 72 63 58 59 Enrollments Total 787 1582 2117 1756 1661 1876 CEC-Managed Distance Learning Courses             Total 68 79 140 149 186 216 Enrollments Total 1925 1515 2046 2233 3548 4006 IPSE Enrollments             Total 299 354 318 358 316 512 Enrollments Total 2651 3759 4705 4481 4069 5087 Discovery Park Activities   27 27 19 19 12
  • Financial Growth during CEC’s 1 st Plan Year 2004-05 2008-09 % Change Amounts Transferred to Academic Areas $9,151,001 $11,020,972 +20.4% CEC Fee Revenues $1,579,949 $1,930,959 +22.2% University General Funds $1,190,774 $1,829,528 +53.6%
  • Developing a Shared Vision Existing Staff Experiences and Vision New Synergies Strategic Plan, Unit Plans National and Global Issues in Online Ed, Conferencing, CE, and PD Results of Listening to our Clients CEC VISION Historical Strengths and Foundational Tenets of the CEC Unit
  • Vision
    • CEC embraces the pursuit of excellence in continuing education, lifelong learning, meeting services, guided by shared values and sense of mission. CEC seeks to be a world leader in providing quality programs, professional services, and exceptional facilities for all continuing education and conference programs.
  • Mission
    • Continuing Education and Conferences (CEC) exemplifies Purdue University’s commitment to engaging participants of all ages in the local community and the state of Indiana, across the nation and throughout the world.
  •  
  • CEC’s 2009-2014 Strategic Planning Process
    • What CEC did differently:
    • A “grass-roots” approach—process coordinated by a staff committee
    • Input from stakeholders, internal (CEC) and external (campus)
    • Appointed an implementation “champion” from dean’s staff
    • Engaged a consultant
  • Exploring the Terrain—SWOT Analysis Half-day retreat with 25 campus-wide stakeholders and separate sessions with CEC unit staff Customer service Well-qualified personnel Diversity of services Accountability – metrics Facilities Marketing Technology Communication Competition Economy Costs Community Distance education Green programming Expanding programs Workforce development Anytime/anyplace events
  • Developing the Plan: Key Areas & Goals Strategic Planning Initiatives Team identified five key areas and goals in each.
  • KPI & Metrics (leading & lagging)
  • Impact
  • Professional Practices and Outstanding Services Customer Service, Efficiency, and Communication Students – Pleasant, professional experience with our staff Clients – Better educated clients Employees – Better trained and recognition IMPACT
  • Strategies & Tactics: Professional Practices and Outstanding Services
    • Held webinars and retreats for customer service training
    • Established Employee of the Quarter
    • Broadened senior coordinator designation
    • Held annual clerical development retreats
    • Professionalized facilities
    • Established student internships
  • Program Growth and Development Grow Purdue-Based Courses and Conferences Students – More quality education Clients – New revenue streams for departments, university, department and faculty growth Employees – Job security, growth opportunities IMPACT
  • Impact—One-Year University Savings for Investment in Purdue-Based Distance Courses Course X Fall 2009 242 Spring 2010 317 Summer 2010 109 Total Enrollments 668 Cost per Enrollment $ 472.08 Total Cost $ 315,349.00 Purdue WL DL Costs Academic Year 2010-11 Development Costs $ 4,667.00 Instructional Costs Fall $ 16,500.00 Spring $ 16,500.00 Summer $ 3,667.00 Total Instructional Salary Cost $ 41,333.00 60% Benefits Cost $ 24,800.00 Total Cost $ 66,133.00 University Savings $ 249,216.00
  • Impact of Online Learning on Graduation Rate
    • Sixty-four percent said their online learning course(s) would help them finish their degree on time.
    • Fifty-five percent reported taking online courses required for their major; thirty-one percent reported taking online courses to fill electives.
    • Students taking online courses graduated four times more frequently in the next academic term (40.3%) than students in the same traditional courses (10%).
  • Technology Enhancement Training and Updated Technological Environment Students – Flexibility Clients – “State-of-the-art” representation of programs; more efficient administrative practices Employees – Professional and efficient IMPACT
  • Strategies & Tactics: Technology Enhancement
    • ID card reader – Program participants record their attendance at an event by swiping an ID
    • Access to CEC registration system – Clients see real-time registration counts and other data from any place at anytime
    • Digital signs – Marketing and program logistical information made more accessible and attractive to students and clients
    • Blackboard/registration system interface – Online customers enroll, pay, and participate in one transaction
  • Creative Marketing Using Technology more Effectively and Collaborating with External Service Provider Students – More program choices Clients – Growth in programs, new revenue streams, enhanced faculty opportunities Employees – Focus and growth IMPACT
  • Strategies & Tactics: Creative Marketing
    • Implemented digital signage
    • Experimenting with social media (Facebook and Twitter)
    • Contracted with Deltak to develop, market, and help administer new online degree programs
    • Rebranding the department with name change
  • Impact: Prospective New Programs from Deltak Collaboration
    • MS Education, Learning Design and Technology (launches August 2011)
    • MS Forensics Sciences (Entomology)
    • MS Risk Management, Leadership and Safety (Pharmacy)
    • Professional Masters in Strategic Communications
    • MS Civil Engineering
    • MS Health Administration
    • MS Hospitality, Tourism, Management
    • Certificates in Sustainability, Event Management
    • Certificates in Distance Education
    • Certificate in K-12 Technology Integration
    • Certificate in Instructional Design
    • Certificate in Workplace Learning
    • Mini MBA, noncredit certificate program
  • Human, Physical & Financial Resource Development Recruit, Expand, and Identify Financial Resources Students – Better facilities Clients – State-of-the-art programs Employees – Supportive and professional culture IMPACT
  • Strategies & Tactics: Human, Physical & Financial Resource Development
    • Updated CEC facilities into professional and functional workspaces (learning center, testing center, training area, and meeting rooms)
    • Offered more professional development opportunities – more webinars for staff development and better customer service
    • Secured significant new funding for distance learning aimed at current students and creating new students
    • Replaced most consortium distance learning courses with Purdue-originated courses , saving the University hundreds of thousands
  • Lessons Learned
    • New Strategies
      • Involving stakeholders early in the process is valuable
      • Involving the entire staff promoted buy-in
      • Associating an activity with a metric helped CEC to improve it
  • Lessons Learned
    • New Knowledge
      • Regular, systematic attention to the strategic plan is necessary to keep it moving forward
      • Lagging metrics tell us how well we have done
      • Leading metrics important in moving us forward
      • Strategic planning helps integrate CEC into the University community
    PowerPoint available at http://www.cec.purdue.edu/upcea on 4/15/2011