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CE Assessment Outcomes 2003-2004
Outcome: Re-engineering
Complete and implement CE re-engineering.
Assessment Measurement: The following will be completed:
1. Roles and responsibilities defined and documented
2. People assigned and training implemented
3. Processes will be realigned
4. Assessment of understanding/use of communication channels
5. Communication pathways established
Frequency: Once
1. During the past year major processes, roles and responsibilities were defined
2a. Action was taken by the dean to reorganize based on process findings.
2b. The reorganization developed a non-credit team, credit team, and a position for director of students support services and faculty services.
3. Process realignment has been discussed and needs to be formalized with the new organizational structure in mind.
4. Assessment of understanding/use of communication channels has yet to be completed.
5. Communication pathways have yet to be established
Closing the Loop:
1. Document roles/responsibilities of new roles in the university Job Description Website.
2. Implement training plan for employees in new positions.
3. Formalize the process realignment within the new organizational structure.
4. Assess current communication channels and flow of information in CE.
5. Establish clear communication pathways based on assessment.
Outcome: Customer Service & Satisfaction
Identify and assess existing customer satisfaction.
Assessment Measurement:
1. Develop instrument to assess faculty satisfaction
2. Develop instrument to assess student satisfaction
3. Assess baseline satisfaction for both faculty and students
Frequency: Annually
1. Faculty/academic partners survey was developed to assess satisfaction of deans, chairs, and department secretaries. Survey was administered in May.
2a. Non-credit: Students in all non-credit activities were surveyed at the end of each event.
2b. Online: Instrument is in place. Information has been shared with deans/chairs.
2c. Independent Study: Instrument developed.
2d. Face-2-Face credit: moved from institutional standardized survey to departmental survey so that departments can incorporate results into their assessment efforts.
3a. Aggregate results from faculty/academic partners survey were distributed and analyzed. Benchmark was established. Results were analyzed with each college liaison and areas for improvement were identified. As a result of the survey, a new liaison was added to meet needs of faculty/academic partners.
3b. Feedback from student surveys was used to reassign or de-assign instructors in contract trainings and to provide feedback to deans/chairs
Closing the Loop:
1 & 3a. Re-administer faculty/academic partners survey in May of next year to assess whether satisfaction has improved.
2a & 3b. Non-credit: Continue to survey at the conclusion of each event and make adjustments as appropriate.
2b & 3b. Online: Administer survey annually to identify target areas for improvement. Continue to share results with deans/chairs.
2c & 3b. Independent Study: Administer survey and establish baseline customer satisfaction.
2d & 3b. Face-2-Face credit: Build and administer survey for students regarding satisfaction with CE services.
Outcome: System Migration
Replace Legacy systems (STAARS, WSU Online) in accordance with established guidelines utilizing change management strategies.
Assessment Measurement:
1. CE will meet campus deadlines for system migration
2. Transition plans will be developed and communicated to CE
Frequency: Ongoing
1. Deadlines to date have been met and will continue throughout the project.
2a. Continuing Education has had representation on each of the major teams for the Banner transition. This includes finance, human resource, and student (admissions, registration, scheduling, accounts receivable, financial aid, academic history, and graduation). These individuals have also made up a team within CE and meet as the needs arise for transition planning.
2b. C.E. staff participated as appropriate in the campus conversion from FRS/HRS (Finance and Payroll) to Banner
2c. Feeds for C.E. Accounting from FRS/HRS were converted to run with Banner
2d. All C.E. staff who needed access were trained in Banner Finance Self-Service
2e. C.E. staff who had previous access to FRS were trained to use Banner Finance INB
Closing the Loop:
1. Continue to meet campus deadlines for system migration throughout the coming year.
2. Continue to communicate transition plans to CE employees via CE representation on Banner Teams, communication via monthly staff meetings and team meetings.
Outcome: Financial Mgmt
Identify, map, and implement the components of a budgetary process.
Assessment Measurement:
1. Plan will be mapped by April 1, 2004
2. Information in-filled by June 1, 2004
Frequency: Once
1. Plan was mapped, Budget Template and approval process were developed.
2. Information was filled into the plan by deadline.
Closing the Loop:
1. Consistent implementation/utilization of plan, template, and approval process.
2. As information has been filled in, it is appropriate to discontinue this goal.
Outcome: Relationships/Partnerships
Develop new relationships that may lead to potential credit and non-credit programs.
Assessment Measurement:
1. Develop 6-8 new relationships.
Frequency: Annually
1a. Non-credit: 24 new partnerships
  • Nine new contract training clients with programs completed (LDS Church Offices, Watson Labs, Abbot Labs/Hospira, Weider Nutrition, Thiokol [two different units], Goldenwest Credit union, Select Comfort, MAP organization at HAFB
  • Seven new contract training clients with proposals under development (Futura, another Thiokol unit, L3
  • Communications, Kroger, ClearOne Communications, MAKA group at HAFB, Clearfield City)
  • Two new conference partners: Ogden City and Utah Non-Profits association for Non-profits conference, Performing Arts faculty for Pro-Tools workshop
  • Three new program parthers/co-sponsors: Management Action Program (GSBE movie-themed seminars) and Maximum Impact (Living Leadership simulcast); Karta Technologies for Air Force DESP II proposal
  • Three new on-going lessees at TLD: HAFB LG unit, Northrup, Grumann, and Weber State Banner training.
1b. Credit: __x__ partnerships


Weber State University, Continuing Education, Ogden, Utah 84408,