upcea1 final presentation 04 07 2011

Purdue Extended Campus

Engaging Customers – Delivering Solutions: Using Detailed

Strategic Planning to Advance the Goals of Continuing Education

and Conferences at Purdue University

Robin Cunningham,Robin Cunningham, Michael Eddy,Michael Eddy, Lisa Lisa Ncube,Ncube,

(Amy Hawkins, Mark Pagano, & John Wellman)

Purdue UniversityWest 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

Purdue Extended CampusStrategic 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 2008-09Professional 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 13,138Customer Satisfaction Index (5.0 scale)

CEC Average 4.4 4.5 4.6 4.6 4.7 4.7


CEC Strategic Plan ReportingMetrics 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09Evening Classes Total 30 55 72 63 58 59Enrollments Total 787 1582 2117 1756 1661 1876CEC-Managed Distance Learning Courses Total 68 79 140 149 186 216Enrollments Total 1925 1515 2046 2233 3548 4006IPSE Enrollments Total 299 354 318 358 316 512Enrollments Total 2651 3759 4705 4481 4069 5087Discovery Park Activities 27 27 19 19 12


Financial Growth during CEC’s 1st 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%


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 toour Clients

CEC CEC VISIONVISION

Historical Strengths and Foundational Tenets of the CEC

Unit

Developing a Shared Vision


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.

Purdue Extended CampusCEC’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

CommunityDistance educationGreen programmingExpanding programs

Workforce developmentAnytime/anyplace

events

Purdue Extended CampusDeveloping the Plan: Key Areas & GoalsStrategic 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

IMPACTIMPACT


Strategies & Tactics: Professional Practices and Outstanding Services

• Held webinars and retreats for customer service trainingcustomer service training

• Established Employee of the QuarterEmployee of the Quarter

• Broadened senior coordinator senior coordinator designation

• Held annual clerical development clerical development retreats

• Professionalized facilitiesfacilities

• Established student internshipsstudent 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

IMPACTIMPACT


Course XFall 2009 242Spring 2010 317Summer 2010 109Total Enrollments 668Cost per Enrollment $ 472.08

Total CostTotal Cost $$315,349.00315,349.00

Impact—One-Year University Savings for Investment in Purdue-Based Distance Courses Purdue WL

DL CostsAcademic 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 SavingsUniversity Savings $$249,216.00 249,216.00


Impact of Online Learning on Graduation Rate• Sixty-fourSixty-four percent said their online learning

course(s) would help them finish their degree on time.

• Fifty-fiveFifty-five percent reported taking online courses required for their major; thirty-onethirty-one percent reported taking online courses to fill electives.

• Students taking online courses graduated four four times 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

IMPACTIMPACT


Strategies & Tactics: Technology Enhancement• ID card reader ID card reader – Program participants

record their attendance at an event by swiping an ID

• Access to CEC registration system Access to CEC registration system – Clients see real-time registration counts and other data from any place at anytime

• Digital signs Digital signs – Marketing and program logistical information made more accessible and attractive to students and clients

• Blackboard/registration system Blackboard/registration system interface interface – Online customers enroll, pay, and participate in one transaction


Creative MarketingUsing Technology more Effectively and

Collaborating with External Service Provider

Students – More program choicesClients – Growth in programs, new revenue streams, enhanced faculty opportunities

Employees – Focus and growth

IMPACTIMPACT


Strategies & Tactics: Creative Marketing

• Implemented digital signagedigital signage

• Experimenting with social media social media (Facebook and Twitter)

• Contracted with Deltak Contracted with Deltak to develop, market, and help administer new online degree programs

• RebrandingRebranding 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

IMPACTIMPACT


Strategies & Tactics: Human, Physical & Financial Resource Development

• Updated CEC facilities Updated CEC facilities into professional and functional workspaces (learning center, testing center, training area, and meeting rooms)

• Offered more professional development more professional development opportunities opportunities – more webinars for staff development and better customer service

• Secured significant new funding Secured significant new funding for distance learning aimed at current students and creating new students

• Replaced most consortium distance learning Replaced most consortium distance learning courses with Purdue-originated coursescourses 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