University Outreach's Strategic Plan
Division-wide strategic goals and action steps are included below.
For the entire Strategic Plan, including unit-level planning, click here.
GOALS AND ACTION STEPS
In accordance with the goals of Transforming USM, the University’s strategic plan, the former Division of Community and Professional Education moved from the Division of Enrollment Management to the Division of Academic Affairs on July 1, 2005. With this move, the DCPE was renamed the Division of University Outreach, thus aligning its organization and efforts with developments in higher education. The new divisional name also provides an overarching theme that unites credit and noncredit outreach activity. To ensure positive outcomes from the consequences, challenges, and opportunities provided by these actions and by those listed in the strategic plans for the ten program units within the Division, progress needs to be monitored and guided during the five-year span of the current strategic plan. Two advisory councils—one for academic credit activities and one for noncredit activities—will be formed to provide the oversight and counsel needed for success in realizing the goals of the University Outreach Strategic Plan, 2005-2010. Both councils will have broad representation from the faculty and deans; the Divisions of Enrollment Management, Student and University Life, and University Advancement; other appropriate administrative units; and representatives of the community.
IMPROVE THE STRUCTURE, COHERENCE, AND PROGRAMMING MIX FOR THE DELIVERY OF CREDIT-BEARING COURSES IN ALTERNATIVE TIMES, LOCATIONS, AND FORMATS.
During strategic planning for two Outreach units charged with coordinating credit-bearing activity (Off-Campus Programs, Weekend College, and Distance Education; and Summer/Winter Sessions and International Programming) it became clear that a comprehensive overhaul was necessary to ensure greater coherence and coordination, both within Outreach itself and between Outreach and USM colleges and schools.
Merge Outreach units currently charged with administering credit-bearing courses and programs to create Department of Academic Outreach to coordinate credit-bearing activity in alternative times, locations, and formats.
- Overhaul the mission of Weekend College, Off-Campus Programs, and Distance Education.
- Establish a Center for Technology Enhanced Learning within Academic Outreach to facilitate growth of alternative pedagogies and outreach.
- Collaborate with colleges and schools to develop a strategic scheduling plan for credit-bearing courses in alternative times, locations, and formats.
- Explore baccalaureate completion strategies for delivery in alternative times, locations, and formats (e.g., Off-Campus Programs, Weekend College, Distance Education, and Summer Session).
- Develop budget strategies that encourage deans and faculty to offer courses and programs in Outreach venues.
- Consider moving International Exchange and English for Speakers of Other Languages into Academic Outreach to leverage efficiencies and strengthen coordination among international activities (see Goal 3).
- Develop a comprehensive marketing and recruitment plan for Academic Outreach.
STRENGTHEN CONNECTIONS BETWEEN UNIVERSITY OUTREACH NONCREDIT PROGRAMS AND USM COLLEGES AND SCHOOLS.
Transforming USM calls for moving University Outreach to Academic Affairs in order to strengthen connections between credit and noncredit programs. In some cases, noncredit Outreach units have had few connections with USM colleges and schools. Over the next five years, Outreach will strengthen existing connections and build new relationships that enrich both noncredit and credit programs.
- Build capacity to support the development and delivery of quality academic conferences and institutes by merging the Department of Conferences and the Stone House.
- Develop new partnerships between the Center for Continuing Education and USM colleges and schools to offer certificate programs and other noncredit continuing education opportunities.
- Collaborate with other outreach units housed within Colleges and Schools, such as the Professional Development Center in the College of Education and Human Development.
- Strengthen Lifeline’s partnerships with the College of Nursing and Health Professions and the Muskie School of Public Service.
- Continue to build upon the relationship between the Osher Lifelong Learning Institute and the College of Education and Human Development, and forge new partnerships with other USM colleges and schools.
- Build ties between the Institute for Family-Owned Business and the School of Business.
BRING GREATER COHERENCE, EFFICIENCY, AND ACCESSIBILITY TO INTERNATIONAL EDUCATION AT USM.
University Outreach can play a major role in expanding the relatively small profile of international education at USM. Currently, there is little coordination between three Outreach units with a role in international education—International Exchange, English for Speakers of Other Languages (ESOL), and Summer/Winter Sessions & International Programming. By improving coordination and developing new opportunities in international education, University Outreach will help USM achieve greater cultural diversity and global awareness among our students and faculty.
- Establish a University-wide international education advisory board consisting of faculty, administrators, and representatives from external organizations active in international study.
- Consider moving International Exchange and English for Speakers of Other Languages into Academic Outreach to leverage efficiencies and strengthen coordination among international activities.
- Create an International Office in 101 Payson Smith Hall when the Osher Lifelong Learning Institute moves to its new facility. The office will consolidate international efforts currently taking place in three separate units—International Exchange, English for Speakers of Other Languages, and Summer/Winter Sessions and International Programming.
- Increase student participation in meaningful international experiences by targeting learning communities such as the Honors Program, Russell Scholars, and fine arts departments.
- Expand opportunities for faculty to engage in international learning, research, and exchange.
- Develop a comprehensive recruitment plan for undergraduate and graduate international students.
EXPAND THE MISSION AND PROGRAMMING MIX FOR THE CENTER FOR CONTINUING EDUCATION.
The combination of the new Linda and Joel Abromson Community Education Center and Transforming USM’s plan to strengthen ties between credit and noncredit programs provides a unique opportunity to realign the mission and priorities of the Center for Continuing Education.
- Move the Department of Conferences, which includes the Stone House, under the leadership of the Center for Continuing Education. This will create operational efficiencies as well as provide an educational anchor for a logistical support unit.
- Create new partnerships with USM colleges and schools.
- Plan and implement a continuing education pilot program at Lewiston-Auburn College.
- Revitalize contract training services by coordinating efforts with Pathways to Higher Education.
- Assess current arrangement for offering computer and technology programs and evaluate future options in technology training.
GAIN EFFICIENCIES BY CENTRALIZING SELECT ADMINISTRATIVE FUNCTIONS AND ENSURING BETTER COORDINATION BETWEEN RELATED UNITS.
University Outreach has an unusually flat administrative structure for an organization of its size. Without central administrative support, Outreach units spend too much time and energy on operations that could be centralized. Resulting efficiencies would permit unit directors to focus on strengthening programs and services. Likewise, units with similar areas of responsibility could benefit from better coordination or consolidation.
- Hire a part-time Division-wide operations manager to bring greater financial accountability and efficiency. The operations manager will also coordinate human resources issues, the PeopleSoft transition, and other operational areas as needed.
- Create a more centralized structure for the development and implementation of marketing initiatives.
- Merge Summer/Winter Session & International Programming with Off-Campus, Weekend College, and Distance Learning to create department of Academic Outreach.
- Consider moving International Exchange and English for Speakers of Other Languages into Academic Outreach.
- Merge the Department of Conferences and the Stone House to provide more efficient conference planning and management services, and place the new Conferences department under the leadership of the Center for Continuing Education.
- Merge noncredit contract training offered through Pathways to Higher Education with contract training offered by the Center for Continuing Education.
DEVELOP AND IMPLEMENT A COMPREHENSIVE ADVANCEMENT PLAN.
University Outreach relies heavily on marketing to reach its various audiences, but these efforts are currently fragmented and often ineffective. Furthermore, the Division has no comprehensive public relations or fundraising strategies in place. In collaboration with University Advancement, Outreach must develop a comprehensive advancement plan.
- Bring order, consistency, quality, and accountability to marketing efforts.
- Identify and implement targeted fundraising strategies, such as participation in the USM Annual Fund, that enhance the Outreach mission and complement USM’s overarching advancement goals.
- Work with the Office of Public Affairs to identify public relations opportunities.
- Work with the Office of Public Affairs to develop an internal relations strategy.
MAKE UNIVERSITY OUTREACH PROGRAMS MORE CULTURALLY DIVERSE AND ACCESSIBLE.
As an expression of its ongoing commitment to the value of cultural diversity, University Outreach will develop a comprehensive diversity strategy.
- Appoint a division-wide Diversity Coordinator to spearhead the development and implementation of a comprehensive diversity strategy.
- Develop programming opportunities that would appeal to a culturally diverse population.
- Identify marketing strategies that are more successful in reaching a culturally diverse audience.
