Continuing education leaders are navigating complex challenges amid ongoing financial pressures and shifting expectations from institutional leadership. Success increasingly depends on transparent communication and a learner-first strategy that aligns mission with market demand. In this interview, Jessica Della-Latta discusses the need for transparency among leadership and faculty, along with the imperative to align CE offerings with learner needs.
The EvoLLLution (Evo): What do you see as the biggest challenges currently facing CE today, especially in a context of financial uncertainty?
Jessica Della-Latta (JDL): Short-term budget cuts and long-term sustainability are the most pressing challenges for continuing education (CE) today. CE is often the first to be slashed during financial uncertainty because its value isn’t well understood. Leaders ask, “Does it even bring in money?” without considering the long-term return.
Additionally, across the sector, CE is frequently forced into budget models and academic structures that don’t fit, like requiring Senate approval for a six-hour workplace wellness course. It’s inefficient and discouraging. Lastly, there’s a misconception that CE exists solely to fix institutional deficits. It’s seen as a financial silver bullet, rather than a vital, learner-centric pillar. To shift this perception, institutions need culture change—from the top. Presidents, provosts and VPs must champion CE’s strategic value to the institution, to learners and to broader communities.
Evo: How should leadership balance mission-driven and market-driven priorities to keep their CE programs financially sustainable?
JDL: Mission and market priorities aren’t mutually exclusive. You can build strong, in-demand programming through the lens of your institution’s values, whether that’s equity, inclusion or global citizenship. The key is to always start with the learner, whether they’re a career shifter, an ESL student or a senior taking a free community course. When your decisions, especially around program creation, are grounded in learner needs and institutional values like transparency and courage, you avoid chasing trends that don’t align with your purpose.
Evo: What leadership traits are most critical to maintain strong CE team performance during these downturns?
JDL: The most critical leadership traits during downturns are calm, consistency, transparency and trust. Teams look to leadership for cues, so when routines shift or leaders become less available, even these small changes can cause anxiety. Staying present and consistent sends a powerful signal: We’ve got this. Panic, on the other hand, spreads quickly. When uncertainty hit at Queen’s, I made a point to communicate regularly, even if I didn’t have all the answers. I simply shared where we stood and reassured the team: I’m not worried, and you don’t need to be either.
Transparency plays a big role here too. It’s not about oversharing but about offering context behind decisions. I have started walking my teams through our budget line by-line, so they can clearly see how we contribute to the faculty, what we pay to the institution and where we stand financially. That clarity makes a difference for staff morale, especially during sensitive times like deficits or labor negotiations.
And finally it's trust. You can’t build it in a crisis. It comes from how you show up every day—calmly, consistently and with integrity. When trust is strong, your team can weather any storm together.
Evo: How does transparent communication from institutional leaders influence CE strategy in times of budget cuts and uncertainty?
JDL: Transparent communication from institutional leaders is crucial to CE strategy during times of uncertainty, but it’s not just about what’s shared. It’s about timing and tone. Too often, institutions fear being wrong and say nothing at all. That silence breeds panic. Leaders need to communicate early, clearly and with kindness, even when they don’t have all the answers. Saying, “I don’t know what’s next, but here’s what I can tell you” builds trust and confidence.
Involve your team in the solution. Focus on what’s in your control. That sense of agency helps people feel more stable. And avoid top-down decisions without context, as they erode trust. As Brené Brown says, “You don’t have to be right, you need to get it right.”
During COVID and similar crises, delayed or absent communication caused more fear than the events themselves. Big announcements followed by silence leave people guessing and worrying. Transparent, timely communication, even when imperfect, keeps your team grounded and aligned, allowing strategy to adapt to real-world conditions.
Evo: What leadership actions best support the ability to innovate and be agile without overextending their staff, especially in a time when many institutions are facing very limited resources?
JDL: Courage and vulnerability are the foundation of innovation. Without the willingness to take risks, institutions can’t create new, learner-responsive programs, but innovation shouldn’t come at the cost of staff wellness. I often hear, “How can we do more with less?” My answer is that we won’t. We’re already maxed out, so we’re focusing on how to do less better.
That includes sunsetting programs that no longer serve our learners. Just because we can do something doesn’t mean we should. Every decision, especially around new projects, should reflect our core values, including team wellbeing. If a project threatens that, we don’t do it. I’ve also asked my team to challenge me. If we’re doing something unnecessary, or if I’m running a meeting that’s not useful, I want to know. Leadership means not just enabling innovation but doing so in a way that’s sustainable and grounded in purpose.
Evo: What leadership practices will be most important to sustain quality and access in CE as financial pressures continue to persist?
JDL: Sustaining quality and access in continuing education starts with building trust deliberately, not assuming it. Everyone defines trust differently, so leaders must show up consistently and with compassion. Once, rushing between meetings, I noticed a team member visibly upset. I almost kept walking but instead stopped and asked if she was okay. That moment mattered. She saw that even with a packed schedule I prioritized her as a person. Small actions like that build long-term trust and open communication.
Compassion is critical. The world feels uncertain and overwhelming, and people need leaders who see them as more than just their roles. Purpose matters too. People want to feel that what they do is meaningful, whether it’s assisting registrants or creating transformative experiences for learners. Celebrating wins, like a learner who took 15 CE courses and proudly says, “I go to Queen’s,” reminds us why access matters.
For many, especially older adults and women who never had the chance, CE is their first real connection to higher education. That sense of belonging—of finally being seen as part of the university—is powerful. Education should never feel out of reach. It should feel like home.
Evo: Is there anything you’d like to add?
JDL: Even though there has been a lot of chatter lately, I don’t think universities will disappear, but the way they operate must evolve. Learners are changing, and institutions need to become more responsive, not just in CE but across the board. For over a decade, we’ve talked about microcredentials and shifting demands, yet higher ed remains slow to adapt. Now is exactly the time to invest in continuing education, not despite financial constraints but because of them. Constraints often fuel creativity and innovation.
Too often, we treat investment as something you do when it’s safe or easy, but true investment means taking a risk during uncertainty with the understanding that it pays off later. If institutions wait for the right time, they’ll fall behind. You can’t make deep cuts now just to balance the budget if it jeopardizes your long-term future. As I look to the future of my CE units, I see possibility: a chance to strengthen trust, inspire creative solutions, uphold our values and ensure learning remains accessible, meaningful and transformative for all.
You Might Also Like
