Mission Statement
The Continuing Education/Enrollment Center, in partnership with CCSU schools, departments, other outreach units seeks to provide innovative, flexible programs and services responsive to the learning needs of the University community and external communities.

Vision Statement
To extend and expand the strengths of the University as the provider of choice for the lifelong learning essential to economic development and quality of life. The Office of Continuing Education/Enrollment Center will be responsive, convenient and relevant to the needs of the city, the State, the region, and the global community.

1. To pursue a measured growth strategy in enrollments, number of programs, and financial returns to the University in line with institutional priorities and shifting market demands, in collaboration with CCSU academic and service units;

2. To work with government and community organizations, industry, and the professions to tailor programs that meet their needs for continuing professional development;

3. To maintain and enhance alternative delivery formats that increase access for students/clients;

4. To enhance and pioneer organizational and customer service models that further the institution’s goals of educational excellence and engagement.

Goal 1 Actions:

• In collaboration with Academic Schools, CCSU’s ITBD and Office of Local, Regional, State and Federal Affairs, prepare an RFP for a detailed needs assessment and market analysis to determine best opportunities for generating new revenue while continuing to serve student needs.
• Conduct market research to identify new publication options that build on current publications and determine new ways to sell products.
• Explore and identify opportunities in areas of high expertise for workforce development programs in collaboration with academic schools and CCSU’s ITBD unit.
• Analyze efforts by sister institutions for specific outreach to business and industry for purposes of partnership for delivery state-wide.
• Work with the Academic Affairs VP and Chief Fiscal Officer and Budget Manager to develop a new revenue sharing plan that will benefit the University, schools, departments and CE/EC by providing monetary incentives for new, relevant, program development. The result will be generation of new revenues for the University.
• Develop a plan for creating new customer relationships through e-mail communication and/or improve existing process to increase repeat enrollment.
• An ongoing environmental scanning process for all programs as basis for program development.

Increased number of programs offered by CE/CE

• A protocol and financial incentive package for working with CE/CE, utilizing program coordinators as providers.

Strategic planning with CCSU academic units for increased professional development contracts.

• Increased faculty involvement in responding to business and industry educational needs, bringing faculty expertise to programs to enhance current offerings.
• A more encompassing culture of collaboration with ITBD, Center for International Education, Graduate School, Center for Social Research and academic schools.
• Collaboration with School of Education and Professional Studies for identification of target off-campus outreach opportunities.

• Develop enhanced marketing materials aligned with the expectations of our new client community.
• In collaboration with Office of Marketing and Communications, create a web site for CE/EC that functions both as a student enrollment informational vehicle and as a marketing site for business and industry contact with the University.
• Develop collaborative marketing with CCSU’s ITBD center
• Initiate discussions with sister institutions and CTC’s with regard to providing joint response to program needs.

• A new formalized relationship with ITBD that will expand our public relations in the business community and work to develop a stronger brand for ITBD with the University and School of Continuing Education.
• New contacts in Business, Industry and Educational Institutions for CCSU skills and knowledge expertise.
• More focused response to real needs and targeting of resources.
• Increased opportunity for new revenue generation.

• Expand alternative delivery format (online) courses and programs to meet needs for non-credit continuing professional development.
• Explore, identify and implement online and combination on-ground/on-line continuing education programs for teachers offering CEU’s
• Explore development of on-ground/online real estate program.
• Collaborate with Elihu Burritt Library Director and staff to develop new and enhanced program delivery options.
• SAT/PRAXIS, etc. test administration

• Increased revenue and enrollment
• Establish new program opportunities and further identify CCSU as a provider to the community.
• In response to expressed need, increased sections of LSC 110 credit course offered in eight week blocks with new delivery format.

• Analyze internal infrastructure to determine opportunities to contain costs while maintaining or enhancing service and efficiency.
• Continue to move toward "smart portal" solution for faculty, staff and students i.e.,combined counter, shared resources and cross-trained staff with Registar’s Office.
• Restructure CE/EC staff responsibilities, where necessary, to reflect new strategic plan for a School of Continuing Education with an Enrollment Center.

• Improved communication among offices and a more satisfied student and faculty community.
• Reduction in errors, rework and misinterpretation of policies and procedures.
• More productive and efficient work environment for staffs.
• Better use of existing resources and potential cost containment.

Appendices
SWOT Analysis
Name Change

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