This chapter focuses on how to negotiate power and interest among multiple stakeholders to develop continuing professional education programs as graduate study for those in the health and medical professions.

In the winter of 2007, a small group of faculty and administrators at East Carolina University (ECU) began discussions with personnel at the U.S. Army Training and Doctrine Command (TRADOC) at Fort Monroe, Virginia, regarding the education and continuing professional development of U.S. Army civilian interns and careerists (two types of…

Continuing professional education has evolved from a focus on technical competence to a broader view of reflective practice. An example from pharmacy demonstrates ways to fulfill the leadership challenge of rethinking the role of the professional via active learning. (SK)

Five indicators of failure suggest mistakes in program design or delivery: aborted planning, insufficient enrollment, negative reactions, unattained objectives, and incomplete transfer of learning. Learning from these mistakes requires deliberate reflection and systematic analysis. (SK)

Interviews with 32 adult education practitioners elicited success/failure factors. Practice-related observations included (1) reflecting on success/failure helps clarify values and assumptions; (2) new ways of perceiving, planning, and evaluating are stimulated; (3) integrating past experiences with changing demands promotes flexibility; (4)…

Pace University's strategic agenda for the next century was propelled by administrative reorganization. The Office of Adult, International, and Outreach Programs and Services was established and its continuing-education mission was expanded. The revitalized institution is focused on internationalism, technology, and teaching and learning across…

Four types of program failure are (1) termination before implementing a planned program; (2) insufficient enrollment; (3) failure to meet participant expectations; and (4) failure to achieve objectives. Speculations about probable causes of failure can lead to principles for improving practice and to theories about program failure. (SK)

Program administration can be enhanced through the use of unilateral groups (focus groups, task forces, advisory committees) and multilateral groups (coalitions, cooperatives, consortia, alliances, subcontractors, partnerships). Groups can help plan programs; share or train staff; share facilities, materials, and equipment; and reduce service…

Adherence to program planning principles does not guarantee participation. Attention must be paid to characteristics that make a program responsive: target audience, promotion and marketing, competition, and logistics. (SK)

This bibliography lists 194 documents on the practice, theory, philosophy, history, facilities, programs, and operations of conference centers and residential adult education programs, 1914-89. (SK)

Collaboration across the domains of continuing education and organizations advance civil society to address public issues.