Learning Outcomes/Service Objectives (what was measured)

Assessment Methods

Inferences from Assessment
(what did we find/conclusions)

Actions Taken/Program Improvement (what actions should we take to improve/continue as is or make changes)

Internal review and analysis of IDEAL resources, process, procedures, and mission.

One day planning retreat held on 1/17/2006 with ADean, Director, and IDEAL staff.

1. Based on the existing and projected workload, IDEAL is understaffed to handle the anticipated growth of distance education at BGSU.
2. IDEAL could expand resources and services if its budget was based on % of return of revenue. 

1. Creation of five year plan with recommendations for budget and staffing.
2. Two new full-time positions were approved and will be hired in summer 2006.
3. A secretary was hired 5/2006 to work 30 hours/week. 

Review of the blue sheet process to convert an existing face-to-face course into an on online course.

1. Voluntary feedback provided by BGSU faculty.
2. Solicited feedback from Distance Learning Advisory Board.

Although the blue sheet process already had been streamlined for the conversion of existing face-to-face courses into online formats, some faculty still thought it was too much effort.

IDEAL met with the VP of Academic Programs to recommend the use of the “Blue Sheet EZ” form for the conversion of existing F2F courses into an online format.  This required a modification to the Blue Sheet EZ form and eliminated completion of the course change request form from the process.

Review of “BGSU Faculty and Program Incentives Document: Promoting Web-Based and Web-Centric Distance Education Initiatives at BGSU” to determine its effectiveness and chart recommendations for changes if needed.

1. Review of course and enrollment statistics since the inception of the stipend agreement.
2. Review of document by Distance Learning Advisory Board.
3. Review of document by Dean’s Council.

1. Success has been demonstrated by continued growth of online courses and enrollments.
2. Incentives should be program based.
3. Incentives should be provided to only high-priority courses.
4. Alternative incentive arrangements were proposed.

1. CEE Dean, ADean, and IDEAL director met with A&S and EDHD Deans to discuss the document in more detail.
2. Summary of recommendations was created and will be presented to the Provost and VP of Finance.
3. A new agreement will be created and implemented in AY 07-08.

Continued effort in collaboration with chairs/directors/deans/faculty to identify and develop complete online programs and degrees. 

1. An analysis of existing courses that have been approved for distance delivery.
2. Meetings with department/program chairs.

1. Several degree programs at BGSU have at least half of the courses approved for distance delivery and thus can offer degrees in hybrid (partially online, partially on-campus) format.
2. Several degrees could be offered fully online if a few courses were converted to online format.

Several full degree programs are currently in process of being converted for hybrid or fully online delivery.

Review of distance education marketing at BGSU.

Several meetings were held throughout the year with members of IDEAL, CEE Marketing, BGSU Marketing, PACE, ATE program representatives and BLS program representatives to review and discuss the marketing of distance education at BGSU.

Other than IDEAL internal marketing:  http://online.bgsu.
edu, an IDEAL funded BLS campaign, IDEAL internal and external brochures, and an ATE email campaign, there is no marketing effort at BGSU for distance education. 

1. A link to  http://online.bgsu.
   edu has been added to BGSU’s main web site.
2. The BGSU Marketing Office is creating a marketing campaign for BGSU distance education and will present it to IDEAL for review.  
3. IDEAL continues to lobby for the inclusion of distance education in the overall marketing campaign for BGSU.

Review of third-party “full service” distance provider for BGSU (impetus provided by Criminal Justice suggested partnership with Embanet).

1. CJ Dept. proposed outsourcing the development of an online Masters degree in Criminal Justice to Embanet, a third party “full service” distance provider.
2. CJ visited vendor on site to evaluate product and services.
3. Vendor visited campus and met with multiple offices:  CJ, Provost, IDEAL, Grad College, etc.

1. A significant portion of the revenue would accrue to the vendor.
2. The quality of the vendor-provided courses is unclear.  BGSU faculty would not teach the courses but would manage Embanet hired instructors.
3. Embanet would introduce redundancy into many processes at BGSU.

After a careful evaluation of the vendor, including an evaluation of sample courses, meetings with the chair, and reference checks, it was determined that IDEAL could provide everything Embanet provided at less cost, with higher quality, and more control with the exception of a national marketing campaign.  (Given adequate resources, IDEAL could market as well.)