Should your continuing education operation be autonomous?

Philip DiSalvio, writing in The EvoLLLution, says yes.  And, in classical composition style, much appreciated by an old English major, he has three supporting paragraphs to back up his thesis.  You'll have to follow the link to find the support.

Organizational Autonomy and the Continuing Education Unit
With many higher education institutions becoming increasingly dependent on continuing education (CE) units to generate revenue and to fund overall institutional operations, strategic organizational options must be considered. 
This begs the question of whether continuing education should gain autonomy from the rest of the campus or remain a part of the traditional infrastructure. Will the institution be better served by a CE unit that functions independently as the entrepreneurial arm of the university? Will an autonomous campus unit that is particularly attuned to market forces and niche markets serve the institution’s overall mission? 
Many see the ground shifting in fundamental ways and recognize the current crisis in higher education as real; a new competitive environment where honoring tradition for the sake of tradition and hanging onto past practices could imperil the institution’s future. Hence, the argument that a CE unit functioning outside of the traditional campus mainstream would ultimately create internal competition and detract from the overall quality of the institution is increasingly being seen as specious. 
Several reasons suggest an autonomous CE unit functioning outside of the restrictions governing the core institution would benefit it overall.

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