Our Journey – Division of Lifelong Learning

1. BECOME a Leader and Separate Yourself from the PACK Community of Practice Session: Advocacy – Heather Stamp Nunes

2. Our Journey – Division of Lifelong Learning Drawing on the rich educational resources of the university and the community at large, the Division of Lifelong Learning provides innovative learning opportunities that are responsive to the needs of traditional and non-traditional learners, throughout the province and beyond.

3. Setting the Stage • The Business of LLL • The unit and its people • Commitment to quality programming and continued professional development • Financial model

4. Strengths • Wide array of high quality programming (Academic certificates, Kids@MUN, Outreach- Labrador) • Relationship with community • Commitment to continuous quality improvement and calibre of instructors • Commitment to LLL in Memorial’s strategic plan • Relationships within Memorial

5. Challenges...Not Weaknesses! • Unclear expectations of mandate • Financial and operational model • Internal competition • Inconsistent internal support for the unit as a provider of professional development programs • Lack of anchor/tenant program • Continued fiscal challenge creating a decline in community engagement • Lack of a comprehensive marketing strategy

6. Opportunities & Administrative Program Review Process • Centre for Institutional Analysis and Planning (CIAP) assists the VP Academic and relevant departments with the co-ordination and completion of their Academic/Administrative Program Review (APR). APR is carried out by units and programs under the authority of Senate. The APR is a formative process, in that it provides an opportunity for the unit or program to work collegially to sustain successful activities and introduce change where necessary.

7. Opportunities & Administrative Program Review Process Con’td • Clarification and Support of the Mandate by Senior Administration • Agreement on the Financial Model • Strengthen Relationships with Administrative and Academic Units • Partner with DELTS • Strengthen Relationship/Partnership with Alumni • Strengthen Relationship with Memorial vis-à-vis Memorial’s Engagement Framework

8. You May Say I’m a Dreamer...

9. Impact of External Influences & Current Economic Climate • Current provincial economic climate – recent provincial budget • Memorial University news release: 3% Administrative cuts - “Administrative cuts and deferred maintenance will present challenges; budget supports infrastructure planning and operational priorities at MUN” • Theory – “When jobs are few people invest in CE, when economy is good they don’t buy into CE” Thoughts?

12. Lessons Learned Embark on a review sooner rather than later Self study process - do a yearly review internally – this will help to identify any challenges or gaps Ensure you have a financial model that is sustainable Ensure you have an operational model that is sustainable Beware of deficit Ensure clear support of the mandate by senior administration & support internally should flow • 7. Be valuable to “the community” – external support – community engagement • 8. Be valuable to the internal university community – become involved with internal initiatives  • 9. Reach out to colleagues and associations such as CAUCE • 10. Set yourselves as Leaders of the PACK

13. Thank You! Comments and Story Exchange Welcome!