Erik Thor Huntsinger
Balanced Score Card for Leghorn Community College (LCC)
Home of the Fightin’ Foghorns!
Vision – A community where valuable learning opportunities are available to all.
Mission- To provide high quality, low cost educational opportunities to the residents of our community through the following college purposes:
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Developmental Education
General Education
Transfer Education
Learner Support Services
Workforce Development
Community Education
Social, Civic, and Global Responsibility and Engagement
Perspective
Financial
Customer/Student
Goal
Measure
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The % increase in revenue 2013-2016
5% increase each year
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Operational Costs/ Student Population measured annually between 2013-2016
3% decrease each year
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5% increase each year
5. Integrate data-driven best
practices of student success into
student support services.
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The % of students who complete their program within 150% of their expected time to
completion (only includes students seeking degrees) measured annually between 20132016
The % of students who are enrolled in lower cost course modalities (ex: hybrid, online
courses)
The % of students enrolled in sections identified as below average costs as of 2012, within
modalities.
The % completion creation of an easily accessible spreadsheet of the most highly
recommended courses for students to take prior to enrolling in a new class, made available
to academic advisors.
The % of academic advisors in survey who “often use” the spreadsheet when advising
students.
The % completion of integration of “flagged” warnings into the online student enrollment
system when students have not completed a course that is highly predictive of success in
the course they are attempting to enroll in.
The number of sections offered in modalities identified as “low cost” as a % of total
sections offered.
Disseminate information about the factors associated with lower cost instruction within
modalities to faculty, division chairs, and deans by vice-presidents.
Develop division-wide and course specific strategies for reducing the cost of instruction in
modalities with high average cost of instruction.
The % of academic advisors and enrollment services personnel who have been trained in
the new tool.
The % completion of team’s training
The % of courses that have been monetarily analyzed
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Internal Business
6. Facilitate the creation of lower
costs learning environments that
reduces cost per student.
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Learning & Growth
Target
1. Increase revenue from
performance based funding sources
focused on student completion.
2. Reduce the cost of providing
classroom instruction to students.
3. Increase the completion rate of
students within 150% of their
expected time to completion.
4. Increase the number of students
enrolled in lower cost learning
environments .
7. Develop learn shops where
academic advisors and enrollment
services personnel learn how to use
new tools to better help students
select classes.
8. Formation of a working team to
train in the analytical ability to
calculate the total monetary costs
of administering a course and to
apply model to various course
modalities.
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2 % points increase each
year
2% points increase each year
100% completion by July 1st
2013
Minimum of 60%, improve
by 5% points each semester
100% completion by
beginning of Spring 2014
semester
5% increase each year
Vice-presidents affirm
dissemination of
information.
Completion by beginning of
Spring 2014 semester.
100% completion by Fall
2013
100% completion by
beginning of Spring 2013
100% completion by end of
Spring 2013
Create a one to two page document with these measures, and include a brief description of the alignment between the metrics you chose and the overarching mission, strategies, or
initiatives you are pursuing
The overarching mission of Leghorn Community College (LCC) is to provide “high quality” and “low cost” educational opportunities to the community’s students. The balanced scorecard is
designed to provide these opportunities for both current and future students. LCC resides in a state where performance-based funding defines the state-appropriations model, where colleges are
awarded greater state aid for demonstrating high or improving completion rates of its students. By increasing completion rates of its students, it is simultaneously fulfilling its mission of providing
quality educational opportunities for students as well as ensuring financial sustainability for current and future students. LCC has decided to take a data-driven approach to improving student
completion outcomes by discovering which courses best predict student success in the top 50 enrolled courses at the college (goal 5). In order for this to be successful, frontline staff (academic
advisors and enrollment service personnel) must be trained on how to use the data to help students make better course selections (goal 7). Completion of goal 7 allows goal 3 to be met, the
increased number of students finishing their program on-time due to an increased rate of students passing their current courses. Completion of goal 3 promotes completion of goal 1, to increase
revenue through the performance-based funding model.
To maintain affordable and therefore accessible courses for the students in the community, it is important to find ways to keep the cost of teaching students low (goal 2). To reach this end goal,
staff will identify why courses cost different amounts within and between modalities (goal 8). This data is integral to creating strategies by faculty, division-chairs, and deans to find ways of
promoting lower cost modalities and to reduce the average cost per student of higher cost modalities, such as in-person teaching (goal 6). This fuels the number of students enrolled in lower cost
courses (goal 4), ultimately leading back to our main goal of reducing cost per student (goal 2).