In the past we made the common mistake of getting very excited about a new program that we were sure will be very successful, but at the end it turned into a disappointmnet.
As we went back to analyse how we made those mistakes, it always came back to us overlooking
some key items. We eventauly came up with a two sheets of detailed checklists. We called them viablity and feasiblity lists. The first list goes through all of the items we needed to check to see whether such a program could be ssuccessfuly offered. The 2nd list checks to make sure we are in a position to offer such a program, i.e. have all the resources needed.
We do no not offer any new program, which we have not run through this list.
Sounds like a great start to research, Tina. When adding new programs it's important to look at the demands of the workplace, talk to employers, reach Bureau of Labor Statistic forecasts, read professional journals, ask instructors, students, and more. The information the better your decision about which programs to add. Thanks, Susan
We use a varity of sources...ONET, Labor Stats, Program Advisory meetings,want ads we even request information from our grads.
Hi Suhas
Great ideas on how to determine what new programs to offer. It's really important to stay up-to-date on emerging careers and training that needs updating. Takes communicating with employers too. Best wishes, Susan
Asking faculty, undertaking surveys on active students and graduates are good methods on top of researching newspapers. In addition, short continuing education workshops provide a good gauge of popularity and demand.
HI Guy
You bring up lots of good issues. Lots of strategies re planning new programs. Certainly involve an advisory board that represents your total constituency including employers. Ask them what programs they feel are needed to provide trained workers in your community. Also follow the local business leaders to see what industry is being brought into the community. Then create a five year plan. See what programs can start out as perhaps short programs and then be built on. For example you can start with nursing assistant and then add EKG, phlebotomy, medical assisting, etc. Your students can start at one level, get jobs, and continue for advanced training. When you have meetings emphasize that all ideas are great and may be implemented now or later. That way you keep your advisory board involved and thinking. Good luck, Susan
I don't know how other schools determine which new programs to add, but I must admit that our approach has been to dip our toes in by trying new programs in a small way and if there is interest we add the resourses.
We have put together an Advisory Committe that will be meeting in a few weeks. The committee consists of mostly employers and past graduates.
My biggist concern is that we brainstorm about possible new courses and the group comes up with a lot of suggestions that they think are good but many or even all of them may not ultimately be implemented. How would you handle this? How do we encourage people to get involved and then tell them that we decided not to use their ideas?
Guy
Well said, Syndia. You want to be sure you are meeting the training needs of your community today and for tomorrow. Find out what industries are being developed in your area and the kind of trained workforce they will need.
best wishes
Susan
Hi Seth,
I think that it is important to get to know the the community. This will help you assess their needs and bring programs that are of interest in the community you serve.
Hi Denzil and all
Forming alliances and partnerships with industry and military is a great way to offer programs. You develop a cohort group and people study together and are very likely to graduate together. It has great retention benefits. Also you can get specific feedback from each type of industry and can do some customization of programs.Usually employers pay tuition for their employees to complete coursework.
Best wishes
Susan
Hello Seth and all:
Our school has spent the past thirteen years developing formal partnerships with industry and the military to present our Quality Systems Management program. We tailor the courses (within the parameters of our accreditation) to meet the cultural and business requirements of our partners.
This has been much more effective, in our minds, than trying to "sell" a package that may or may not fit.
Denzil Verardo, Ph.D.
Byron and Debra
There are many ways to gather information about the workforce training needs for your communities. Certainly business and chamber groups are key. There are also economic development boards, human resource and professional training associations, and other organizations concerned with business development in your community. Keeping in touch with current and prospective employers in the fields in which you teach are vital ways to know what new programs are needed and if you are meeting the employment needs of your community.
Best wishes
Susan
Debra ;I would do a survay of the business and industry chamber of commerce in the city or county the school is located.this way you would be able to determind the need of the community.
Byron
Hi Jan
Really great points. Any decisions, and particularly those that involve adding programs require information. In this case it appears you polled all the stake holders - students, grads, and employers. Employers can be such a valuable resource. In addition to feedback about your programs they may be able to assist with equipment, giving presentations, mock interviews, curriculum updates, and sit on your school advisory board (where they will be happy to give a lot of free advice.)
Great proven ideas. Thanks
Susan
HI Debra,
It's a good idea to research before adding advanced training so you can determine whether it is really needed and if so, what exactly is needed.
We added advanced trainig to our required Facial Specialist course after receiving input from employers in the area as well as graduates.
Employers told us newly certified Facial Specialists were lacking the confidence and some skills to effectively enter the job market and have all of the skills they needed to perform well for the employer. The graduates also felt they needed additional time, confidence, and advanced training to feel comfortable with what employers were expecting of them in their first job. We then developed an advanced training with their input.
Hi Julio and Alessandra
Good advice Deciding on a new program or modifications takes a lot of research. Decisions have to be based on facts gathered and a plan. It can't be a gut feeling or adding a program because another school has. There is a forumla for success. Best wishes, Susan
Hi Alessandra,
In my opinion, the addition of a new program requires extensive research to include not only demand but institutional capability. I am sure that given your education you could undertake the assignment, however; it would be wise to assess the existing operation of the school to ensure your new responsibilities as an instructor do not jeopardize your performance as a director.
Hi Alessandra
Adding programs to respond to the needs of the community is great. The operative word is to do the research to determine if the idea is sound. The best new programs are those that are well researched and show the demand by employers and the community.
Good luck,
Susan
I am the new director of an organization which provides diplomas and certificate in six areas. I am considering adding a seventh area (early childhood education) in response to the needs of the community. There is a need for well-run child care centers in this part of Polk County; a need for afforable care - - - given by highly trained care-givers. We would not need to hire an additional instructor to provide the training to the students as I have a Ph.D. in curriculum develop and teacher education. I can train the students until the program generates enough income and demand to activate the contingency of the next phase of our five year plan. So, all new programs, for us, will be in response to the needs of our community.
As mentioned in the program, schools can determine which programs to add by communicating with its constiuents. Employers may have a need for a continuing education program that the school had not thought of offering. Peers may have insight into training that may increase the effectiveness of a given practice. For example, we discovered that paramedics who wanted to provide care in a fixed or rotary aircraft needed to complete a 40-hour course. After speaking with several area fixed-wing transport companies, a new course was developed to meet the regulatory needs and meet the needs of the employer.
