Key Performance Indicators: A Primer A presentation to aid Strategic Planning

1. Key Performance Indicators: A PrimerA presentation to aid Strategic Planning Office of Institutional Research and Planning March 12, 2010

2. Definitions • Key Performance Indicator • is a measure used to define and evaluate how successful an organization is. Typically is expressed in terms of making progress towards its long-term organizational goals. • Baseline • Where we are now • Targets • Where we will be

3. Indicators • Quantitative measures of performance • Used for reporting purposes (internal and external) • Work best within context a (comparison group or longitudinal trends) • Usually made up of smaller components

4. Indicators • Tell you “what” but not “why” • Not used for decision making without detailed analysis • Have limitations but valuable for measuring performance • Must have validity (a true measure) and reliability (measured the same way over time/across components)

5. Example: Unemployment Rate • Expressed as a % • Accepted as a “report” on status of economy • Longitudinal (trend over time) • Comparisons can be made (states, counties) • Made up of smaller components (regional, industry) • It’s difficult to know WHAT to do about it from this one measure • Has understood limitations (underemployed are left out, chronic unemployed are left out, seasonal employment etc) • Despite limitations we still know it works (as it rises we see people losing jobs, foreclosures go up, our enrollments go up etc…it has face validity) • Measured the same ever time (Reliability) • Measured the same by all reporting agencies

6. Examples of Indicators • Term to Term Persistence • Course Success rates • Financial spending to date compared to last year • Overall Student Satisfaction • Carbon Footprint • Institutional Effectiveness Rubric from WASC • Measurement of Core Competencies at Institutional Level using eLumen data

7. Other Aspects of KPI • Measure the success of the strategy not just the implementation of the strategy (Success vs. Process) • Can be measured • Measurement is feasible and cost/effort effective • College level

8. Example • Goal: Live a vital and healthy lifestyle • Strategies: weight management, mental wellness, exercise • KPI: Pounds on scale, BMI index, hours meditating, hours recreating,

9. Example #2 • Staff Development Goal • Strategies: Increase time faculty and staff have to engage in staff development activities • KPI: Number of flex days per semester

10. Example #3 • Diversity and Pluralism • Strategy: Fair and equitable hiring practices • KPI: Mandatory training for Hiring committees (yes, no , in progress) • Diversity of faculty/staff mirrors that of student body

11. Program Review and Strategic Plan • Teaching and Learning Goal • Strategy: Increase Student Success in Basic Skills Courses • KPI: ARCC Basic Skills Completion Rates

12. Program Review and Strategic Plan • Program Level Goal: Improve student success rates in Basic Skills Course ____. • Program Level Strategies: • Supplemental Instruction pilot, • Text book Survey • Request Institutional Research on Repeaters • Design intervention for at risk students • KPI: Student Success Rates in course____.