Presiding: WM. THOMAS WALKER, University of Missouri-St. Louis; DEBORAH BALDINI, University of Missouri-St. Louis; CLARK J. HICKMAN, University of Missouri-St. Louis

      CE professionals are inherently aware that our administrative structures position us within our institutions and, to at least some degree, determine how we will engage our institution and with whom. CE professionals are also aware that every administrative structure offers benefits and presents challenges. The University of Missouri-St. Louis Division of Continuing Education has operated under a hybrid (semi-decentralized) administrative structure since its inception in 1968. Within this structure, CE operates under an administratively centralized paradigm, while programming is decentralized in each college. Primary benefits are that the CEO of Continuing Education has the rank of Dean, reporting directly to the Provost, and is a member of the Academic Affairs executive cabinet. CE Associate Deans and their staffs are located in academic colleges and have reporting lines to both the academic dean and CE Dean, with primary reporting lines to the Dean of Continuing Education.
      Strengths and weaknesses are inherent in every administrative structure. The hybrid CE administrative structure, implemented in a carefully balanced manner, offers advantages over either fully centralized or fully decentralized structures. Examples of these advantages will be presented and discussion will be invited to animate ideas about the possible benefits.