Capitalism and education can appear like unlikely friends at first, yet for-profit educational ventures continue to grow in size and revenue year after year in the United States. How can the government-controlled (and partially funded) educational institutions capitalize upon the opportunity without modifying the mission and vision of the…

Offers a brief description of 10 program development models for continuing education. They include models for design, planning, positioning, entrepreneurship, cognition, learning, politics, culture, environment, and configuration. (JOW)

The papers compiled here were presented at a conference held for professionals from many fields to enable them to explore issues regarding mandatory continuing education. The papers are presented in six sections. The first is the introduction, while the keynote address, "Change, the Professions, and Continuing Education," comprises section 2.…

Attitudes, leadership skills, technical skills, and organizational support make the crucial difference between the reactive and proactive person or organization. These factors create the unique cluster of skills that set the effective continuing educator apart from others. (LRA)

Focuses on the method of administering a continuing education program. Outlines administrative strategies that can be adapted for the success and survival of any program. (JOW)

Some recommendations to encourage effective marketing of continuing education programs are presented, and the use of strategic planning to develop programs is discussed. A marketing management program is seen as necessary for adding depth, substance, and integrity to continuing education programs. (MLW)

Outlines pertinent autobiographical factors related to subsequent community services/continuing education experiences in establishing legitimacy, identifying resources, promoting cooperation and participation inside and outside the institution, using help, involving the president and faculty, and achieving early visible success. Offers guidance…

Cites the advantages of implementing formal planning strategies for community colleges and continuing education. Warns that goal setting for the enhancement of institutional quality must not be overlooked in favor of quantifiable emphases. Describes five phases of the planning process: preplanning, strategic planning, operational planning,…

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…

Reviews the development of Grant MacEwan Community College's continuing education program from a centralized model to a still-evolving multidimensional decentralized model. Addresses the problems and benefits of the decentralized administrative model. (AYC)

Details steps in a continuing education division planning model; i.e., define the planning group, develop a planning attitude, analyze internal and external environments, develop a mechanism for forecasting trends, hold planning sessions for determining strategic focus and operational plans, establish a timetable, hold follow-up/evaluation…

Concerns are expressed about the state of professional continuing education in colleges and universities, particularly with regard to new State licensure laws, the exclusion of extension professionals from the action in many programs, lack of planning for the disadvantaged, and program control by outside professionals. (JT)

The administration of a continuing education program for nurses at the University of Connecticut, independent of the university continuing education center, is described. Data from 76 other State schools showed significant progress in establishing programs that meet proposed American Nurses' Association standards, but also a shortage of funds for…

Certain systems analysis techniques can be applied to examinations of program failure in continuing education to locate weaknesses in planning and implementing stages. Questions to guide an analysis and various procedures are recommended. Twelve issues that contribute to failures or discontinuations are identified. (Author/MLW)

Effective administrators demonstrate three areas of proficiency--administration, program development, and planning and the use of research. (Editor)