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: 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 The % increase in revenue 2013-2016 5% increase each year Operational Costs/ Student Population measured annually between 2013-2016 3% decrease each year 5% increase each year 5. Integrate data-driven best practices of student success into student support services. 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 Internal Business 6. Facilitate the creation of lower costs learning environments that reduces cost per student. 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. 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).