Community of Practice
Professional Development Goals of the Association
The University Continuing Education Association is a knowledge-based organization, committed
to serving the professional development needs of its membership. The Association has created
an organizing structure which is designed to attract and engage its members, provide services of
value, and to continuously assess and adapt these services as these needs evolve.
In addition, the Association seeks to focus on and define the field of continuing higher education,
and to provide opportunities to develop and nurture a cadre of leadership for the profession. It
serves as a broad network of professionals engaged in the field, and functions as a resource for
timely information that can enable them to address their own needs and the needs of their
In order to address these goals, the Association has established a membership structure that strives
to address the needs of its membership, while maintaining a level of flexibility to adjust and adapt
its activities as new priorities arise.
I. Commissions 1
II. Communities of Practice 3
III. Knowledge Networks 7
IV. Regions 7
V. Association Board of Directors and Committees 8
VI. Commission Committees 10
VII. Funding Opportunities for Communities of Practice 11
VIII. Financial Plan for Professional Development 12
Commissioner Position Description
Commissioners are a leadership group drawn from a cross-section of disciplines and geographic
regions. These leaders help the Association identify emerging policy issues and professional
development needs of the membership on an ongoing basis. The Association considers the input
of Commissioners to be critical to its future, and seeks to enhance their leadership capacities (for
the Association and the profession) by offering them specialized professional development
A. COMMISSION ON FUTURES AND MARKETS
Mission: to ensure that continuing higher education professionals have the preparation and
supportive professional network needed to anticipate and respond quickly and effectively to
major national and international shifts in markets, trends, and curricular requirements.
The Commission strives to help members acquire the knowledge, skills, and abilities needed to
step beyond the narrow world of the past to engage successfully in the present and in the future.
It aims to create leaders who can develop institution-specific responses to new challenges and
opportunities. Through research, professional development, and networks, the Commission seeks
to prepare members to take a leading role in defining the future for higher education, continuing
higher education, and the communities they serve.
B. COMMISSION ON LEARNING, INSTRUCTION, AND TECHNOLOGY
Mission: to provide continuing higher education professionals with the resources and professional
development opportunities to maximize teaching and learning in traditional, alternative format,
and technology-enhanced environments.
The Commission is broadly concerned with the development of programs/curricula, delivery of
education, and credentialing of learning. Among the important areas of focus are: learner and
instructor development, instructional design, program development, creation and management of
virtual learning environment, planning technology investments, program evaluation, and
assessment of learning outcomes.
C. COMMISSION ON LEADERSHIP AND MANAGEMENT
Mission: to support and promote the development of leadership attributes and management
competencies of higher education professionals engaged in continuous and distributed learning
The Commission highlights emerging trends and best practices that are relevant to the effective
management of continuing higher education. The Commission is committed to a
multidisciplinary approach in the belief that leaders with a broad perspective are best able to
manage change and function effectively within an ever more complex higher education
D. COMMISSION ON INTERNA TIONAL AFFAIRS
Mission: to bring an international consciousness to the work of UCEA and its members.
Advances in transportation and information technology have contributed to the globalization of
higher education. The International Commission tracks and identifies global higher education
policy, quality assurance, and legal issues of relevance to professional and continuing education.
Also, it looks for opportunities to advance continuing higher education through effective
collaborations with counterpart organizations in other countries.
SELECTION O F COMM ISSIONERS
C There are a total of 80 Commissioners, 20 on each of four Commissions. Each Community of
Practice chair also serves as a member of the Commission to which that Community has been
C Commissioners serve staggered three-year terms, with the result that approximately one-third of
Commission seats will be open each year.
C The Leadership Committee requests nominations from the membership at-large for individuals
to fill half of the Commissioner slots that become vacant each year, and develops a slate of
candidates from the nominations received. Thereafter, professional members affiliated with each
Commission vote on the slate. Remaining vacancies are filled by appointment by the Leadership
Committee, taking into account Association diversity and the strategic goals of the Association.
RESPONSIBILITIES OF COMM ISSIONERS
C Participate in three meetings per year (one of which may take place through electronic means).
Absence from three Commission meetings can result in that individual’s replacement on the
C Provide input to the Association about members’ interests relative to professional development
as well as higher education and public policy issues.
C Participate actively in Commission task forces.
C Maintain linkages between the national Commissions and the Regions, by ensuring that a
Commission presentation about the Association’s activities/priorities is given at each autumn
UCEA regional meeting.
COMMISSION LEAD ERSH IP
Each Commission is led by a chair (two-year term) and vice chair (one-year term).
Responsibilities of the Commission Chair:
C Coordinate Commission activities
C Organize the development of the annual Commission Issue Paper, Annual Conference Session,
or other deliverable, in conjunction with the Presidential Initiatives for the year
C Maintain regular communication with the Commissioners, Communities of Practice assigned to
that Commission, and the Board of Directors
C Serve on the Association Board of Directors and Leadership Committee
C Conduct an annual review of the Communities of Practice under its Commission for the UCEA
Responsibilities of the Commission Vice Chair:
C Assist the Commission chair in the development of the annual Commission Issue Paper, Annual
Conference Session, or other deliverable
Each year the four Commission chairs caucus to determine which one of them will be the
Commission Representative on the Strategic Planning, Executive, and Finance Committees for the
year. This individual acts as a liaison to communicate the work of these Committees to the
Commissions, and likewise to convey Commission-related requests, proposals, and other
information to the Committees.
Commissions may chose to establish committees, both within the Commission as well as across
the Commissions, to facilitate their activities.
II. Communities of Practice
A Community of Practice is a network of professional members with a shared interest in similar
issues and/or functional areas. Each Community is aligned with a Commission and works through
this Commission in its recommendations for (and/or participation in) the Association’s
professional development activities.
Professional members of the Association are encouraged to belong to two Communities of
Practice as a benefit of their membership; additional Community affiliations may be chosen if
RESPONSIBILITIES OF COM MU NITIES OF PRACTICE
C Address issue program areas of priority to its members and collect best practices for the
Association’s electronic program archives assembled for member use.
C Sponsor one professional development program workshop or session during the Association’s
C Conduct a meeting of the Community’s membership at the Annual Conference.
C Manage an awards program, in conjunction with the Association’s Awards and Honors
C Select individuals from among its membership to serve in leadership roles, such as chair,
Member Forum moderator, and awards coordinator, as well as other leadership roles considered
necessary to meet the professional development objectives of the Community.
C Maintain communication linkages with Community members via the Member Forum and
C Provide autumn UCEA Regional Conferences with information about the Community and a
Community member to be in attendance to encourage new attendees to affiliate with the
Communities; help interested Regions organize CoP meetings at their autumn regional
C Provide an annual activity report, submitted by the chair of the Community to the Board of
COM MU NITY OF PRACTICE LEADERS
Each Community of Practice may determine its own procedure for the identification and selection
of individuals to serve in its leadership positions. However, these procedures should seek to
engage a broad range of its membership as leaders, and allow for terms that might last longer than
a one-year period, as necessary.
Responsibilities of a Community of Practice Chair
C Identify, in consultation with members of the Community, priority professional development
needs and develop activities to address these needs
C Maintain regular communications with members of the Community via print, e-mail and the
Community’s Message Board on the Member Forum
C Organize a professional development session featuring Community members for the UCEA
C Serve as liaison between the Community and its Commission, including preparation of an
annual report of the Community’s activities
C Participate in two conference calls with the other Community of Practice chairs during the year.
C Recruit and welcome new members.
C In addition, each Community of Practice chair serves as a member of the Commission to which
the Community of Practice has been assigned.
C Serve as liaison with the UCEA Regions and urge Community of Practice meetings be held at
Responsibilities of a Community of Practice Member Forum Moderator
C Monitor the activity of the Community’s Message Boards
C Post topics for discussion that will be of interest to community members
C Send a welcome message to Community members and inform them about the topics under
C Collect best practices relative to at least one selected priority program area each year for
archiving and electronic retrieval.
Each Community of Practice may establish committees as necessary to carry out its professional
development activities. For example, if a Community participates in presenting Association
awards, the Community should have a committee to coordinate its nomination and selection
CURRENT COM MU NITIES OF PRACTICE
The bulleted topics listed under each Community below are simply indicative of community
interest areas. The listings are not intended to be comprehensive and inevitably, there is some
overlap. It is anticipated that the subject areas covered by communities will change over time as
each community evolves.
A. DISTANCE LEARNING
• Creating and managing virtual learning environments
• Instructional design
• Planning the use of instructional technologies
• Developing learner support systems and advising services
• Inter-institutional articulation and partnerships
• Managing off-campus library services and copyright matters
B. CONFERENCES AND PROFESSIONA L PR OG RA M S
• Planning, marketing, and managing conferences and professional programs
• Utilizing the Internet to program goals
• Managing residential conference centers
C. WORKFORCE AND ECONOMIC DEVELOPMENT
• Tracking employment trends
• Forging educational partnerships
• Assessing needs and establishing core workplace competencies
• Designing workforce learning using diverse delivery modes
D. LIBERAL LEARNING
• Masters of liberal studies programs
• Museum continuing education
• Alumni continuing education
• Programs in humanities, arts, and sciences
• Summer session and youth programs
• ESL programs
E. QUALITY ASSURANCE
• Evaluating programs
• Assessing learning outcomes
• Preparing for accreditation and unit reviews
• Assessing prior learning
• Faculty development
F. FINANCIAL MANAGEMENT
• C.E. budgeting
• Managing C.E. financial systems and grants/ contracts
• Building partnerships
• Promoting entrepreneurship
• Benchmarking and strategic planning
• Human resource management and development
G. INFORMATION RESOURC ES MANAGEMENT
• Developing information architectures for C.E.
• Planning for the integration of technology
• Providing student services and off-campus library services
• Managing innovation
H. MARKETING AND PUBLICATIONS
• Developing marketing plans/strategies
• Data base marketing/market research
• Relationship marketing
• E-commerce educational enterprise
• Advertising and publications production
• Customer service
I. FUTURES AND CHANGE
• Environmental scanning
• Higher education restructuring
• Interfacing with the global education economy
• Inter-institutional cooperation
J. MILITARY EDUCATION
• Partnerships between higher education and the military services
• Designing instruction and learning formats for the military
• Quality assurance systems
• Prior learning assessment
• Networking among researchers in continuing higher education
• Utilization of research findings by Association members
• Recognition of excellence in research within continuing higher education
L. Summer, Weekend, and Off-Campus Programs
• Policies and practices relevant to summer, weekend, inter-session, and off-campus programming
• Non-credit and certificate programming
• Identification of issues and concerns shaping the future of these program areas
• Information dissemination to advance programming goals in these areas
M. Outreach and Engagement
• Mutual exchange of expertise between the university and the broader external community of
governmental agencies, business, non-profit organizations, community groups, and individuals
• Partnerships and the roles of faculty, staff, and students engaged in outreach/extension activities
• Organizing an institutional agenda for outreach and engagement and determining the associated
set of products and services
N. Student and Customer Services
• Student/customer services as their primary task
• Students in both credit and noncredit areas
• Serving university and corporate audiences
III. Knowledge Networks
A Knowledge Network typically involves a small number of individuals who form around a
specialized interest area for a limited amount of time and for a specific purpose. Each member
must agree to be active in the work of the Network and to pay an additional fee to cover the
Network’s operating costs. The fee will vary depending upon the type of services involved. Each
Network designates an individual to serve as its chair, as well as other members to function as a
steering committee for its activities.
At present, there is one Knowledge Network: the Global Associates. This network is focused on
international programming initiatives of interest to each member’s institution as well as to the
The Association is organized into six geographic regions which serve to expand the Association’s
services to the membership through the development of innovative programs, opportunities for
participation, and in-service training for all levels of member staff personnel. Each Region
conducts an autumn annual conference, which is often the entry-point for new members of the
Association. As a result, it is important to maintain linkages between the work of the Regions and
the programs of the Commissions.
Activities of the Regions are coordinated through the Regional Cabinet, composed of the officers
of the Regions and the regional representatives to the Association Board of Directors.
V. Association Board of Directors and Committees
Board of Directors: oversees and directs the affairs of the Association. Composed of the five
officers (president, president-elect, treasurer, past president, executive director), six regional
representatives, the chairs of the four Commissions, the chairs of the Opportunity and Equity and
the Professional Development Committees, and up to four at-large directors appointed by the
president. The Board meets each year in January, April, and June, and is chaired by the
Finance Committee: oversees the financial affairs of the Association. Composed of the president,
president-elect, treasurer, past president, executive director, plus the chair of the Regional Cabinet
and the designated representative of the Commission chairs, and the option, if desired, of one or
two at-large appointees from the Board of Directors. The Committee meets prior to each Board
meeting, as well as in November in conjunction with the meeting of the Executive Committee.
The Committee is chaired by the Association treasurer (nominated by the president and approved
by the Board).
Executive Committee: acts in place of the Board of Directors when the Board is not in session.
Composed of the president, president-elect, treasurer, past president, executive director, plus the
Regional Cabinet chair, the designated representative of the Commission chairs, and the Strategic
Planning Committee chair. The Committee meets prior to each Board meeting, as well as in
November (in conjunction with the meeting of the Finance Committee). The Committee is
chaired by the Association president.
Strategic Planning Committee: considers issues of direction and purpose of the Association and
forwards recommendations to the Board. Composition is the same as the Executive Committee.
The Committee meets in September, and at other times at the discretion of the president. The
chair is appointed by the president and serves on the Board of Directors. (In cases where the
chair is not already a member of the Board, the chair will occupy an at-large seat on the Board.)
Nominations and Elections Committee: conducts the annual election of the Association’s officers.
Composed of five individuals, a majority of whom are members of the Board, and chaired by a
past-president. The Committee solicits nominations during the fall, prepares a slate of candidates,
and conducts the election in January.
Leadership Committee: addresses Commission-related leadership issues, including development
of the slates of candidates for election, appointment of Commissioners to non-elected slots, and
appointments to Commissioner slots which become vacant during the year. Composed of the
president, president-elect, past president, four Commission chairs, the chair of the Regional
Cabinet, the chair of the Opportunity and Equity Committee, and the executive director. Chaired
by the Association president.
Opportunity and Equity Committee: helps the Association realize its commitment to diversity by
providing opportunity and encouraging the participation of differing perspectives, both within the
Association and its member institutions. The specific focus of the Committee is determined each
year by the Committee itself. Chaired by a member of the Board, who is appointed by the
Membership Committee: provides direction for the Association’s member development and
retention activities and prepares an annual plan to guide the Association’s activities in this area.
Composed of the membership chairs of the six regions (usually the region’s alternate
representative to the Board), plus other individuals as appointed by the president to ensure broad
representation of the Association membership. The chair is appointed by the president, and
frequently appointed to the Board (if not already a Board member).
Annual Conference Planning Committee: works with the Association president to develop the
theme and overall program content of the Annual Conference. Composition has varied in size,
but should include representation from the Commissions and Regions, as well as individuals
whose professional expertise will support the president’s vision for the Conference. The chair is
appointed by the president.
Executive Assembly Planning Committee: works with the President to plan the content of the
Executive Assembly (held in September for institutional representatives and continuing education
CEOs). Composition can vary in size but typically consists of five to seven persons, in addition to
the chair. Committee members are institutional representatives/CEOs, from geographically
diverse public and private institutions. The chair is appointed by the president.
Workforce Development Forum Planning Committee: works with the president and national
office staff to plan and develop the content for the annual Workforce Development Forum (held in
January). Composition can vary in size from 6 to 10 individuals (including, potentially, non-
members of the Association), based on their experience and expertise in the area of the program
content. The chair is appointed by the president.
Marketing Seminar Advisory Planning Committee: works with the national office staff to develop
the theme and program content for the annual Marketing Seminar (held in February).
Composition is 10 to 12 individuals, including members of the Marketing and Publications
Community of Practice, selected for their expertise in marketing continuing education programs.
The chair is appointed by the president, usually with input from the prior year’s Committee.
Awards and Honors Committee: administers the Association’s National awards program and
coordinates the integration of the Association awards (presented by Communities of Practice) into
the organization’s overall awards program. The Committee’s recommendations for award
recipients are presented to the Board by the Awards Committee chair at the Board’s January
meeting. Committee composition ranges from 10 to 12 individuals who are broadly
representative of the Association’s Regions and institutional membership. The chair typically
serves for two or three years, and is appointed by the president.
CHER Editorial Advisory Committee: provides editorial direction and consultation to the editor of
the Association’s journal, the Continuing Higher Education Review. It is composed of 10 to 12
members with interest in scholarly research, and representing a broad spectrum of the
Association’s institutional membership. The chair is appointed by the president and is usually the
Association Marketing Advisory Committee: serves as a resource by advising on the Association’s
overall marketing efforts as they relate to membership development, publications, and promotion
of the special seminars and Annual Conference. The chair is appointed by the president.
Frandson Literature Award Committee: reviews scholarly publications submitted in competition
for the Association’s Frandson Literature Award, and recommends the award recipient to the
Board. Composed of three or four individuals actively engaged in scholarly publication within
the field of continuing higher education. The chair is appointed by the president.
VI. Commission Committees
C Each Committee will appoint a Chair to act as liaison with the Commission Chair.
C Commission committees will be coordinated by the Commission Chair or Vice Chair.
C Each Commission will establish the same committee structure.
C Commission committees will meet with other Commission committees of the same type
as needed to act as Joint Commission Committees.
C Commissions may individually appoint task force groups for special projects.
C Trans-Commission Committees will appoint a chair whose responsibility it will be to
submit written minutes and any specific suggestions to the Commission representative on
the Executive Committee. The latter individual has responsibility ultimately for bringing
specific Trans-commission suggestions to the Board for review.
C Synthesize and coordinate information about the Commission and disseminate activities
to Commission members and Association professional members using most appropriate
venue: Commission website, listserv, Infocus (content of communication should include
Community activities, Commission activities, products, in-service opportunities,
bibliographies, and resources.
C Maintain the currency of the Commission Website.
Issues Paper Committee
C Identify preliminary ideas for paper.
C Submit ideas to Commissioners for selection.
C Draft paper for review by Commissioners.
C Prepare final paper according to style and format guidelines employed by all four
C Develop and implement process for distribution.
C Identify spokesperson for Issues Paper discussion at the Annual Conference.
VII. Funding Opportunities for Communities of Practice
UCEA Communities of Practice are encouraged to compete for special project funding. Funded
activities are expected to be completed in 15 months (usually, between June and September of the
Special project monies
Projects that propose a survey of the UCEA membership or subset thereof, or which propose to
utilize a survey instrument developed by a non-UCEA entity, must gain approval from the UCEA
Executive Committee in advance of distributing the survey. UCEA does not permit outside agencies
or private sector entities to gather data from UCEA members with a UCEA-sponsored survey.
Proposals can be advanced by one Community or by two or more Communities together. The pool
of money available will be set each year by the Board of Directors. A joint Commission Awards
Committee (composed of the Commission chairs and vice chairs) will select the awardees. Grants
are made only once each year, in September.
CRITERIA Used to Evaluate CoP Special Project Requests
C Relevance for the Association’s Strategic Agenda
C Significance for Improving Continuing Education Practice
C Potential for Attracting New Members
C Possibility for Generating Research that Could Contribute Usefully to C.E. Practitioners’
C Promotion of Cooperation among two or more CoPs
C Potential for Building a New Revenue Source for the Association
Special Project Requests must include the following information:
Title of Activity
C Sponsoring Community/Communities
C Project Director/s (Name and Mailing Address)
C Funds Requested (Attach Separate Budget Page)
C Duration of Project
C Description of Project (Not to Exceed Three Double-spaced Pages)
C need for project
C relevance to continuing higher education
C project management plan
Mail to: CoP Funding Awards
One Dupont Circle, Suite 615
Washington, DC 20036
Note: Special Community of Practice Project award monies cannot be used either to cover
refreshments associated with a Community activity or to cover travel or honoraria expenses for a
speaker at a UCEA Annual Conference. With regard to the latter, the professional development
programming developed by Communities of Practice for the UCEA Annual Conference is expected
to showcase Community member talent.
VIII. Financial Plan for Professional Development (adopted January 1999)
In April 1998, during its annual meeting, members of the University Continuing Education
Association (UCEA) voted to restructure the Association. The goal of the restructuring was to create
an agile, knowledge-based Association.
The intent of the process and guidelines shown below is to empower Association members, to
encourage the development of programs by making funds available to support new initiatives, to
support activities that build revenue for additional program development, and to support the
infrastructure of the Association to enhance its ability to satisfy requested member services.
C. Overview of Funds: General, Regional, Commissions, Knowledge Networks, and Professional
A major goal of restructuring the Association was to move away from rigid, permanent subunits to a
more flexible and responsive structure. The following information outlines the five distinct sources of
funding to support operations and programs within the Association, reviews the financial guidelines
for the major professional development fund, identifies the types of professional development
programs, and outlines the program proposal procedure for requesting seed money from the
Professional Development Fund. The former concept of separate subunit budgets has been replaced
with a single major professional development fund. This fund will be available to seed the
development of self-supporting activities to meet members’ professional development needs.
1. Association General Fund
Description: The General Fund represents the major operating fund for the Association. It is from
this fund that all operating expenses are paid. The General Fund supports all services provided by
the Association at the national level. These include services for all professional and institutional
members such as the Association website, all member listservs and distribution lists, various UCEA
publications, special seminars, the Annual Conference, government relations advocacy, grant
development, and representation of UCEA members in prominent higher education organizations, as
well as the staff required to support these critical member services.
Income Stream(s): Historically the primary revenue stream replenishing the General Fund providing
member services is from institutional dues, professional membership dues, and the Annual
Conference. In recent years, additional sources of revenue have been developed through special
seminars, grants and contracts, and the development of a variety of publications.
Authorization: The UCEA Board of Directors makes decisions about and authorizes spending from
the General Fund.
2. Regional Funds
Description: The Association Regional Funds represent operating funds held by the Association’s
Regions. It is from these funds that all Regional operating expenses are paid and activities funded.
Income Stream(s): Historically the primary revenue stream replenishing Regional Funds has been
surplus from the Regions’ Annual Conferences. Regions carry differing balances in their accounts
depending upon the degree of financial success experienced at each year’s annual regional
Authorization: Each UCEA Region’s decision-making body authorizes spending from its regional
3. Commission Support Fund
Description: The Association Commission Support Fund represents money allocated to Commissions
and Communities of Practice annually. It is from these funds that all Commission and Community of
Practice activities in the areas of awards, special Annual Conference program expenses, and special
initiatives are supported.
Income Stream(s): Each year, a percentage of the General Operating Fund is allocated to
Commissions. These funds are established as a sub-account within the General Fund and are
encumbered for the fiscal year. Any unspent money at the end of the fiscal year is to be returned to
the General Fund.
Authorization: Each Commission will make decisions about and authorize spending from the
4. Professional Development Fund
Description: The Professional Development Fund represents the major source of funding for new
program development within the Association. The Association is committed to developing a multi-
level, comprehensive professional development program for continuing higher education
professionals. The Board of Directors relies on the member Professional Development Committee to
recommend professional development priorities and learning modules for inclusion in the
Association program. In addition to professional development modules, the Association is
committed to encouraging program development supporting the special needs of its Communities of
Practice. It is from this fund that all new program seed money is obtained, which will allow for
continued investment in the professional development of members. Member access to funds
supporting new program development is critical to the success of UCEA. Equally critical is that the
Association continue to provide a mechanism to replace and grow new program development funds.
Member access to seed money for new program development is essential to encourage UCEA
members to experiment and to demonstrate the creative and entrepreneurial spirit for which they are
Income Stream(s): This is a revolving account which is to be replenished and grown from surplus
revenues from professional development programs developed for Association members. After
replenishment of seed money, 50 percent of surplus revenue from program offerings is returned to
this account. It is essential that this fund continue to grow as demand for the professional
development of members continues. This fund was established to support curricular development
activities proposed by Commissions in response to priorities that have been identified by the
Professional Development Committee and approved by the Board of Directors.
Authorization: The UCEA Board of Directors (for Professional Development Modules) and the
Commission chairs (for Community of Practice Programs) make decisions about and authorize
spending from the Professional Development Fund.
5. Knowledge Network Funds
Description: A Knowledge Network typically involves a small number of individuals who form
around a specialized interest area for a limited amount of time for a specific purpose.
Income Stream: Each Network member must agree to be an active, committed member of the group
and pay an additional fee. The fee will vary depending upon the type of services involved. Revenue
generated by programming remains with the network.
Authorization: While the UCEA Board of Directors authorizes the formation of Knowledge
Networks, the Knowledge Networks handle spending authorizations themselves, within approved
budget parameters. All Networks must establish an internal review process for approval of
expenditures, and must not encumber any costs exceeding its current account balance.
D. Overview of Types of Professional Development Programs:
Association-wide: These programs are developed by the Association for a national and/or
international audience. Program development typically includes special committees and task forces
consisting of UCEA members from across the Association. Planning and advisory groups for these
types of programs may also include non-UCEA and non-CE professionals. These programs are
frequently marketed and programmatically and fiscally administered by the Association’s
professional staff. Examples of this type of programming include: (a) UCEA’s Annual Conference;
(b) Workforce Development Forum; (c) Marketing Seminar; (d) Management Seminar; (e) Summer
Professional Development Institute, and (f) Executive Assembly.
Regional: These programs are developed by the Association for a regional audience within the
United States. Regions correspond to the Association’s regional structure. Program development
typically includes program planning committees consisting of UCEA regional members. These
programs are frequently marketed, and programmatically and fiscally administered by a Region of
the Association or the Region’s designated agent. In many cases, member institutions may be
designated as the program’s "host" or "site-administrator." In those cases, the member institution is
responsible for performing all required program administration while reporting all transactions to the
UCEA Region. Examples of this type of programming include (a) Regional Annual Conference; (b)
Special Regional Seminars; and (c) other workshops and events that might be unique to a Region.
All surplus revenue generated as a result of a Region’s Conference is returned to the Region’s
Account. This is essential in that the Association’s primary recruitment tool is through the Region.
High quality and successful Regional Conferences are critical in demonstrating the value of
belonging to an association like UCEA.
Communities of Practice: These programs are developed for the Association by a community of
members sharing similar professional interests. The audience for these programs is typically drawn
from within and throughout the United States. Whereas Regional programs are offered based upon
member audiences’ geographic proximity, Community programs are offered based upon similarities
in professional interests and functions. Program development typically includes program planning
committees consisting of UCEA members within a Community of Practice. These programs are
frequently marketed, and programmatically and fiscally administered by Community’s designated
agent. In many cases, member institutions may be designated as the program’s "host" or "site-
administrator." In those cases, the member institution is responsible for performing all required
program administration while reporting all transactions to the UCEA Community sponsoring the
event. Examples of this type of programming include (a) Special Interest Annual Conferences; (b)
Special Community Workshops and Seminars; and (c) other learning events that might be unique to
Professional Development Modules: These programs are developed under the leadership of the
Association’s Professional Development Committee, which recommends program priorities to
UCEA’s Board of Directors. These professional development programs are designed for continuing
educators having different functions and levels of experience. These programs are developed using
a variety of mechanisms. All modules adopted by UCEA will conform to the Association’s template
and be subject to Board approval. The objective of this Association effort is to identify, develop, and
make available high quality professional skill development opportunities for all Association
members. These programs are frequently marketed and programmatically and fiscally administered
by the National Office staff. It is intended that all programs developed under this rubric will be
replicable, transportable, and ultimately available through distributed education delivery
technologies. UCEA member institutions, Regions and other organizations will be able to access
these programs for their meetings. It is anticipated that the Professional Development Modules will
become an important source of member development as well as income of for the Association.
Examples of this type of programming include: Marketing in Continuing Education (both beginning
and advanced); Budgeting Fundamentals; Fundamentals of Program Development; Adult Learning
and Instructor Development; History of Continuing Education in the Context of Higher Education;
and Instructional Design Basics. All modules offer an optional evaluation component.
Knowledge Networks: UCEA makes it possible for members who wish to focus on a particular issue
or subject and acquire specialized services by forming a Knowledge Network and paying an added
fee. A group desiring to develop a Knowledge Network must fulfill the criteria required of a
Community of Practice. It must spell out for the relevant Commission what special services of value
the Knowledge Network plans to offer members who affiliate with it and what the fee structure will
be. Proposals to create Knowledge Networks are subject to Board approval. The Network bank
accounts are managed by the National Office staff.
E. Proposal Procedure for Requesting Seed Money for a Community of Practice Project from the
Special Projects Fund
When a Community of Practice or a professional member of the Association identifies a learning
activity to undertake on behalf of the Association’s members, the following steps suggest a procedure
that encourages new activity development, ensures financial support for new ventures, places
approval and financial authorization at the appropriate level within the Association, i.e., the
Commissions, and creates new capital for the Association.
1. Identify the learning event.
2. If a Community of Practice activity, obtain consensus from members of the Community of
Practice that this is a worthy activity for Community effort.
3. Prepare a proposal of two pages or less consisting of the following elements:
Project time frame (with start and stop dates)
Project Objectives and Outcomes
Administrative/fiscal agent for the activity
Proposed registration fee
Rationale and description of market viability, i.e., why you believe this project will be
4. Prepare a project budget which indicates projected revenues, projected expenses, projected
margin, amount of new venture funding needed from the Association to develop and market
the program, and timeline for payback of this funding. In general, new venture funding will be
available as provided for by the annual operating budget; larger amounts are available with
approval from the Executive and Finance Committees.
5. If a Community of Practice activity, submit the project proposal and budget to the Community
coordinator. If the activity is being proposed by an individual professional member, submit the
proposal directly to a Commission chair.
6. The Community coordinator forwards the project proposal with supporting cover letter to the
Chair of the Commission within which the Community resides, at least six months prior to the
7. The Commission Chair will review the project proposal with a cross-commission decision-
making committee responsible for project reviews and approvals.
8. If not approved, the Commission Chair will return the proposal to the coordinator of the
Community or professional member with a cover letter explaining the reasons for rejection.
9. If approved, the Commission Chair will notify the Community coordinator or professional
member in writing and forward the proposal to the Association President and Executive
Director for review and signatures (to ensure that the project complies with Association policy
10. The approved new venture (seed) money will be moved to a sub-account within the
Association’s professional development fund and encumbered for use on this project.
11. The Community of Practice or professional member offers the program.
12. The program must generate sufficient revenue to replace borrowed seed money. If this does
not happen, the shortfall may affect the amount available for a future year’s allocation.
13. Surplus revenue is to be distributed 50 percent to the Professional Development Fund and 50
percent to the General Operating Fund.
UCEA COMMISSION SUPPORT FUND PROPOSAL
For UCEA Communities of Practice
1. Sponsoring Unit(s)____________________________________________________________
2. Title of Activity:____________________________________________________________
3. New ____ or Repeat ____ Activity (check one)
4. Project Description: _________________________________________________________
5. Project Objectives: __________________________________________________________
6. Target Audience (Nature and Size)
7. Dates and Times: _____________________________________
9. Coordinator(s): _____________________________________________________________
10. Administrative/Fiscal Agent:_________________________________________________
11. Anticipated Number of Participants: _______________________
12. Registration Fee for UCEA Members: $ __________
13. Registration Fee for Non-UCEA Members: $ __________
(must be higher than the member rate)
14. Proposed Budget:
A. Anticipated Income (Registration Fees, Exhibits, etc.): $ ______
B. Anticipated Expenditures:
1. Personnel (Salary, Honorarium, Travel, etc.): $ ______
2. Rentals (Facilities, Equipment, Travel, etc.): $ ______
3. Food and Refreshments (Meals, Breaks, etc.): $ ______
4. Printing and Duplicating
(Brochure, Final Program, Advertising, Other): $ ______
5. Telephone: $ ______
6: Postage: $ ______
7. Office Supplies: $ ______
8. Activity Supplies: $ ______
9. Other (Please Explain):
_________________________________________________ $ ______
Total Anticipated Expenditures: $ ______
C. Advance Planning Funds Requested from UCEA (if any): $ ______
D.Fund Balance Anticipated After All Expenditures $ ______
Less Seed Money Advanced by UCEA (C) $ ______
E. Surplus to UCEA $ ______
15. Third Party Financial Responsibility: (if applicable) (explain)
16. Recipient of the Fund Balance (Surplus): _______________
Host Representative: __________________________________________Date: ___________
Fiscal Officer:_______________________________________________ Date: ___________
Community Coordinator: ______________________________________ Date:___________
Commission Chair: ___________________________________________ Date:___________
Position Description: UCEA Commissioner
Commissioners are a leadership group drawn from a cross-section of disciplines and
geographic regions. These leaders help the Association identify emerging policy issues
and professional development needs of the membership on an ongoing basis. The
Association considers the input of Commissioners to be critical to its future, and seeks to
enhance their leadership capacities by offering them specialized professional development
There are a total of 80 elected and appointed UCEA Commissioners – 20 on each of four
Commissions – as well as 14 Community of Practice chairs that automatically serve as
Commissioners. The Commissions are: Futures and Markets; Leadership and
Management; and Learning, Instruction, and Technology; and International Affairs
Each Commission has its own mission and responsibilities. In addition, each Commission
is responsible for the oversight of several affiliated Communities of Practice (CoPs).
Commission on Futures and Markets
To ensure that continuing higher education professionals have the
preparation and supportive professional network needed to anticipate
and respond quickly and effectively to major national and international
shifts in markets, trends, and curricular requirements.
o Affiliated Communities of Practice
C Futures and Change
C Marketing and Publications
C Outreach and Engagement
C Workforce Development
Commission on Leadership and Management
To support and promote the development of leadership attributes and
management competencies of higher education professionals
engaged in continuous and distributed learning activities.
o Affiliated Communities of Practice
C Financial and Partnerships Management
C Information Systems Management
C Quality Assurance
C Summer, Weekend, and Off-Campus Programs
C Student and Customer Services
Commission on Learning, Instruction, and Technology
To provide continuing higher education professionals with the
resources and professional development opportunities to maximize
teaching and learning in traditional, alternative format, and technology-
o Affiliated Communities of Practice
C Conferences & Professional Programs
C Distance Learning
C Liberal Learning
C Military Education
Commission on International Affairs
The International Commission strives to bring an international
consciousness to the work of UCEA and its members.
Each Commission is led by a chair (two-year-term) and a vice chair (one-year-term). The
Commission chairs serve as members of the UCEA Board of Directors as well as on the
UCEA Leadership Committee.
6 Commissioners must be UCEA members in good standing
6 Commissioners serve staggered three-year terms. Approximately one-third
of the Commission seats are open each year.
6 The Leadership Committee requests nominations from the UCEA
membership at-large to fill one-half of the Commissioner seats. Professional
members vote for the resulting slate of candidates. The remaining
Commissioner positions are filled by appointment by the Leadership
6 In addition to the 80 elected and appointed Commissioners, the 14
Community of Practice chairs automatically serve as Commissioners of their
affiliated Commission during their terms as chair. Any Commissioner who is
selected as a CoP chair during their term as Commissioner will serve out their
elected term as Commissioner in a dual role as Commissioner and chair.
6 Each Commissioner serves a three-year term.
6 Each Commissioner participates in three meetings per year (one of which
may take place through electronic means). These meetings typically coincide
with meetings of the UCEA Board of Directors.
6 Each Commissioner is responsible for all expenses related to travel and
lodging for each meeting.
6 Commission Meetings: attend and participate actively in regularly-
scheduled Commission meetings.
6 Collegial Communication: disseminate information on the work of the
Commissions to UCEA colleagues within and outside of his/her own
6 Committees and Task Forces: participate actively in Commission
committees and task forces by working on Commission projects between
regularly-scheduled Commission meetings. Prepare and deliver project
6 Communities of Practice: coordinate the program activities and review the
effectiveness of the Commission’s CoPs. Stimulate the development of new
CoPs in growing areas of interest. Support inter-CoP and inter-Commission
6 Emerging Issues: continually identify and explore emerging continuing
higher education and public policy issues and concerns and engage the
Association in developing effective responses to them.
6 Issue Papers: contribute to the development, publication, and presentation
of the issue paper at the UCEA Annual Meeting of an annual issue paper on
a topic directly related to the mission of one or more Commissions.
6 Inter-Association Relationships: foster inter-Association relations by
developing linkages with relevant organizations external to UCEA.
6 Joint Commission Meetings: participate in joint Commission meetings and
activities designed to provide feedback on issues of common interest to the
membership and the Association.
6 Networking: participate in networking events and meetings as
representatives of the Commission.
6 Professional Development: engage UCEA’s membership in leadership and
learning opportunities in order to prepare members for leading roles in UCEA,
in the future of continuing higher education, and in their communities. Advise
the Association about members’ interests relative to professional
6 Regional Reporting: maintain linkages between the Commissions and the
UCEA Regions by reporting the Commission’s activities and priorities at each
autumn UCEA regional meeting.
6 Standards and Practices: participate in the development of professional
standards and the promotion of best practices by awarding competitive
project grants to Communities of Practice.
Commissions may choose to establish committees, both within the Commission as well as
across the Commissions, to facilitate their activities. The following standing committees
6 Standing Committees within Each Commission:
o The Communications Committee collects, synthesizes, and
disseminates information about the Commission to Commission members
and Association professional members. It also maintains the Commission
o The Issues Paper Committee identifies preliminary ideas for an issue
paper, submits ideas to Commissioners for selection, drafts an issue
paper for review by Commissioners, prepares the final issue paper,
develops a process for distribution of the issue paper, and presents the
paper at the UCEA Annual Meeting.
Each Commission may choose to develop task forces to focus small group efforts on a
particular topic of interest.