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Non-Traditional Educational Programs at UM Task Force Report April 2010

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Non-Traditional Educational Programs at UM Task Force Report April 2010 Non-traditional Educational Programs at UM Task Force Report April 2010 1 Table of Contents Overview of Task Force’s Work ....................................................................................................... 3 Key Recommendations ........................................................................................................................ 4 Continuing Education .......................................................................................................................... 8 Space & Partnerships ......................................................................................................................... 17 Higher Education for Universities ................................................................................................. 20 Emeritus Faculty Engagement ........................................................................................................ 23 Community Ideas................................................................................................................................. 25 Appendix A: NEPU Task Force Charge ........................................................................................ 27 Appendix B: NEPU Task Force Membership ............................................................................. 29 Appendix C: Continuing Education at Michigan survey ........................................................ 30 Appendix D: Continuing Education Google Search Results ................................................. 54 Appendix E: U-M Venue Information ........................................................................................... 57 Appendix F: U-M Venue Utilization .............................................................................................. 60 Appendix G: Emeritus Survey Results ......................................................................................... 61 Appendix H: Community Revenue Enhancing Suggestions ................................................. 80 2 Overview of Task Force’s Work In late July 2009, the Non-traditional Educational Programs at U-M task force (NEPU) was charged “to recommend programs that the University of Michigan might develop that deliver non-credit bearing educational experiences to paying customers with positive return on investment for the University” (for full charge see Appendix A). The task force1 met bi-weekly from September through March to further refine its charge so that it could focus on a few high- potential ideas for recommendation. As part of its information gathering, the task force first met with Vice Provost Phil Hanlon to gain a better understanding of the direction for the task force. The committee then brainstormed several ideas for potential research topics. After further discussion the group split into four sub- groups and gathered basic background data to help assess if additional research was warranted. The four groups included: Continuing Education (including executive education and online programming), New Ideas, Existing Programming, and Space & Partnerships. In parallel, the University of Michigan community (including Dearborn and Flint campuses) was surveyed, to solicit ideas for exciting, innovative and out-of-the-box ideas that hold true to U-M’s core values of excellence in education while also assuming the potential to bring in additional ongoing revenue for the University. Over 500 ideas were submitted from the University community. Combining initial research data and the ideas from the U-M community, the task force identified the areas which had the most potential for a substantial return on investment. These included Continuing Education, Space Utilization, Higher Education Training for Universities and Engaging Emeritus Faculty Members. The members then embarked on an intensive data- gathering phase utilizing both primary and secondary research such as benchmarking with competitor institutions via personal interviews, consulting with content experts, sending surveys to existing U-M programs, and web-site exploration. This work frames the recommendations that follow. 1 Task force membership can be found in Appendix B 3 Key Recommendations The task force recommendations include five key categories. Continuing Education Key Ideas Space & from U-M Partnerships Community Emeritus Higher Ed Faculty Training for Engagement Universities Continuing Education Recommendation #1: Consolidate existing information on current programs at the University. Based on our research, the University of Michigan is the only major university, public or private, that does not have a centralized information source for continuing education information. When a potential student types in the words Stanford continuing education, University of Minnesota continuing education, or Michigan State continuing education, they are directed to a centralized site that enables easy information search and links to various units. A search with the term University of Michigan continuing education yields links to the various schools at the University. By simply consolidating information regarding the wealth of programs offered throughout the University, we should see substantial increases in demand. Recommendation #2: Leverage existing expertise to enable Continuing Education program development within academic units. In the course of our research several University respondents indicated an interest in developing a continuing education program; however, many lacked the expertise and resources necessary to do so. While this expertise exists on campus, the exchange of information at present is 4 extremely limited. By simply enabling communication and transfer of knowledge between units we will empower them to develop new programs and new revenue opportunities. A strategic approach to developing and expanding continuing education has the potential to realize a substantial increase in revenue in five years time. Recommendation #3: Leverage incoming data to encourage the development of interdisciplinary Continuing Education programs. The key differentiator of this University is program reputation and excellence across a uniquely wide array of liberal arts and professional school units. The capability for interdisciplinary work is limitless. This strategic asset, while much discussed, is not sufficiently leveraged. Continuing education represents an ideal means for leveraging this asset. Recommendation #4: Work with the Office of University Development to track alumni who are participating in U-M Continuing Education programs. The Office of University Development (OUD) has the capacity to track alumni who are participating in continuing education programs at the University through their donor and alumni database. With the appropriate business processes put in place, OUD and University units can track which courses alumni currently take and evaluate which types of courses alumni are likely to take. Space and Partnerships Recommendation #5: Create a centralized portal for information about U-M space rentals. Several University units make space available for rent to other University units and/or the public. Presently, there is no central portal for information about these rental opportunities. In many instances, it is difficult to determine availability of space, and instructions on how to reserve space can often be confusing. Additionally, there is typically not a distinction between “internal” and “external” pricing for space rentals, and fee structures for similar venues can vary significantly. More transparent, readily available information might encourage University units to use U-M spaces for retreats and events, and, when appropriate, might increase public use of these spaces. Recommendation #6: Undertake a targeted operational review of current unique space use practices with a goal of making these spaces more widely available. The University owns several unique venues that could be used for alternative events, including Michigan Stadium, Crisler Arena, Hill Auditorium and Rackham. Barriers exist to making these venues more widely available, such as planning and scheduling practices that release these venues for private use too late for most event planners. Recommendation #7: Explore the potential for revenue from various forms of advertising and create a well-articulated plan to generate awareness around advertising opportunities. Many public sector entities have offered spaces for advertising as a way to close revenue gaps. Examples include transportation advertising, roadway banners, web-based advertising and so on. 5 The University of Michigan enjoys incredible brand reputation, which could be leveraged for potential revenue gains in advertising. Higher Education Training for Universities Recommendation #8: U-M leadership should consider expanding programmatic offerings to educate other higher education institutions on how to organize, finance and manage a major university. The University of Michigan has a tradition of excellence in academic leadership and is perhaps the preeminent global public university. Within the past decade, there has been much interest from developing countries to learn about the ways in which U-M is organized, financed and managed. However, it takes a considerable amount of University resources, including the time of high-level administrators, to produce a successful, impactful experience. Recommendation #9: Alternative educational delivery methods should be utilized to expand the reach and potential audience for U-M’s current
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