The institutionalization of continuing education: a challenge that universities can no longer postpone
Today, institutions face the challenge of consolidating governance models, policies, and structures that allow them to respond more strategically to the needs of the environment, the labor market, and students.
With this perspective, at RECLA we carried out our workshop “The institutional framework in the continuing education unit”, a space led by Fernando Saavedra that brought together professionals and leaders from higher education institutions to reflect on the institutional strengthening of the continuing education areas.
Key topics addressed during the day included:
- Defining the mission and vision of continuing education units
- La filosofía institucional y su impacto interno y externo
- Governance and coordination between areas
- La definición de roles y responsabilidades
- Institutional communication of continuing education
- The development of policies, guidelines, and regulations
One of the main key points was the need for continuing education institutions and/or companies to consolidate a strategic identity within universities, leaving behind fragmented or poorly articulated models.
In this way, the workshop highlighted three main criteria for moving towards a stronger institutional framework:
CRITERION 1 – The continuing education unit has defined its mission and vision
The Continuing Education Unit is moving toward consolidating a clear mission and vision through coordinated actions involving conceptual updates, process reengineering, and internal and external communication strategies. The initiatives planned for 2026 and 2027 aim to ensure that the entire university community understands the purpose, scope, and value of Continuing Education, strengthening its institutional positioning and aligning its functions with the demands of the environment and the job market.
CRITERION 2 – The governance of continuing education in the institution has defined roles and responsibilities
The institution is moving toward stronger governance of Continuing Education by defining and updating key roles, responsibilities, and processes. Initiatives planned for 2026 include the creation of process maps, governance manuals, guidelines, and flowcharts, as well as internal communication strategies to ensure coordination between departments. This work will clarify the scope of each stakeholder, improve interdepartmental coordination, and strengthen the strategic positioning of Continuing Education within the university.
CRITERION 3 - The institution's continuing education policy and regulations are defined and known by the relevant university community
The institution is moving toward consolidating a robust regulatory framework for Continuing Education through the development, updating, and dissemination of policies, guidelines, and regulations. The actions planned for 2026 focus on finalizing the institutional policy, reviewing and strengthening regulatory documents, ensuring their alignment with all relevant areas, and implementing internal and external communication plans to guarantee their understanding and application. This process will result in clear rules, streamlined processes, and a consistent regulatory identity aligned with the needs of the market and the university community.
At RECLA we continue to promote spaces for reflection and learning that allow institutions to strengthen their strategies and evolve alongside the new dynamics of higher education.
RECLA.
