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Two sets of performance criteria are measured during
Bottom-line end-result measurements
The first group of performance criteria relate to your continuing
education unitís current bottom-line measurement of success. All four
of the following performance criteria must be met:
- Be financially self-sufficient.
- Demonstrate a long-term pattern
of increasing services.
- Exhibit quality programming by attaining
a median average of 3.5 rating by participants.
- The institutionís
CEO (president, chancellor) or representative states the program
is important to the institutionís mission.
|Positioned for future success
The second group of performance criteria measure how well the unit is positioned
for future success. A continuing education unit should meet at least 60%
of the following criteria.
|Program Development and New Growth
|1. The program offers 10% -
30% new activities each year.
2. Cancellation rate of all activities
is between 5% and 20%.
3. Activities show a range in
price. No more than 49% of
activities are priced within a
4. The product mix is diversified.
5. The average participants per
class (or event) is provided
for each division.
|Marketing & Market Research
|6. Two or more demographic
characteristics are provided
for each of the programs 5-
10 major or primary market
7. Annual dollar sales figures
are provided for each of the
programs 5-10 major
8. The program’s Unique
Selling Proposition (USP) is
9. Estimated numbers are
provided for the program’s
major audiences or target
markets for market share
and the total universe for
|10. The program offers at least
three ways to register.
11. The program’s registration
experience receives a 3.0
average or better rating from
12. The program’s refund policy
is stated in writing, and uses
|Finances and Budgeting
|13. The program’s most current
fiscal year finances are
provided using the proper
14. Divisional finances for the
most current fiscal year are
provided using the proper
15. Average class (or event) fees
are provided by Division.
16. The Lifetime Value of the
program’s average participants
17. The program’s most current
fiscal year’s finances are
provided with a variance
comparison to budget and
the previous year’s figures,
as dollar and percentage
18. An annual budget for the
current or next fiscal year is
|19. Representative brochures
from the program pass a
review from LERN.
20. The program has a web site
and it is critiqued.
21. Promotion costs are 10% to
20% of income.
22. An in-house mailing list of
current and recent participants
is maintained by
23. The program knows
response rates for Divisions.
|Staff Development and
|24. Evidence of staff training
and/or staff training plans
25. The program has an adequate
26. The program has job descriptions
27. Productivity is at $125,000 per employee or better.
28. Job descriptions are stated
in terms of responsibility and
accountability, not in terms
of duties or tasks.
29. Staff evaluate the work
environment as 3.0 or better
30. There is a written procedures
31. There is evidence of staff
32. There is evidence of communication
|33. Teachers (presenters,
instructors) rate their experience
with the program as a
median of 3.5 or better.
34. There is evidence of a
teacher orientation, manual
or other training.
35. Evaluations of teachers are conducted.
or biographies are on file.
37. Teachers do not sell in class.
|38. Program administration
understand the program's
39. Program administrators know the program’s weaknesses.
40. The repeat rate is 50% or better.
|41. There is a one-year strategic
42. A written analysis of three of
the program’s closest competitors is provided.
43. A written environmental
statement (or summary) is submitted.
|Communication and Mission
|44. Communication with others
in the institution is demonstrated.
45. Staff knows the
program’s mission statement.
46. There is a statement
as to how the program is central to the mission of the institution.
mission central statement has been submitted to the institution’s