. soe
In Post-Secondary, coming to the organization in that sector, which I am
sure is of vital interest for you, and vital concern for you, there is a
superintendent, and assistant superintendent, and then we start a horizontal
breakdown that gives you seven directors and these directors will in effect
each be served by a coordinator and there will be seven coordinators. Now,
the coordinators are visualized by program area to being out in the field
90% of the time. As a matter of fact, if necessary, we will drive nails in
their chairs so that they are very uncomfortable to sit in so that they will
in fact be out in the field because you people are the ones that in the
specific colleges whether it is the administration or faculty or whoever
in the colleges that can give these people a feel for directions and so on,
that this becomes now a main link cf communication between the Department and
the college and the community that we have to all share in this communieations
process, so that when we have information in our office there is some
credibility to it and some validity to it. In the final analysis, much as
I hate to cay it, it depends on dollars eventually. How many dollars can we

in fact prioritize for areas that are identified by this process.

Obviously, you will be interested in these seven directors supported by seven
coordinators who are going to be out in the field most of the time, as well
as the directors, incidentally; they will be in the field probably 25-50% of
the time.

By program areas there will be a Director of Health and health related programs,
there will be a Director of Designated Trades programs, there will be a
Director in the University Transfer programs area, and so on. If you break
down the kinds of program spectrum and clusters that you can visualize as

being operative in this college or any other college, you will find that

you've got about seven natural breadowns. So there is a director heading

up each of those supported by a coordinator and these people are not in

fact intended or should it be implied that they are to control these program
areas, they are to in fact articulate these program areas and get into the
actual operations whenever there is a need to with faculty, with administrators,

to find out what's happening, and then, as their information flows back; when