Columbia Union College
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adm6 Key Performance Indicators - Balanced Scorecard Preliminary Key Performance 5-year Target Pillar 2017/18 2018/19 2019/20 Goal Indicator (KPI) Trend Date Leader Student Retention1 78% 79% 60% 72% Avg 100%v 2030 Provost Graduation Rate2 39% 42% 43% 40% Avg 100% 2030 Provost Cohort Default Rate3 10.5% 9.2% 9.0% 9.2% Avg <12% Annual Provost Quality Learning Outcomes % of Students Meeting Learning Outcomes4 80% 84% 85% 82% Avg 90% % of Program 2020vii Provost Outcomes Met5 58% 63% 84% 69% Avgiii Licensure/Certification6 79%iv 74%iv 72% 82% Avg 100% Employee Engagement7 3.9 Off Cycle 3.9 3.9 Avgii 4 Annual AVPHR Performance Appraisal 4.1 4.1 4.1 4.1 Avg 4 Annual AVPHR People Score8 Staff Appraisals 3.9 4.0 4.0 3.9 Avg 4 AVPHR Faculty Appraisals 4.4 4.3 4.3 4.4 Avg 4 Provost Employee Retention9 n/a 93% 92% 90.5% Avgiii >90% Annual AVPHR Student Satisfaction at 3.7 3.6 3.7 3.7 Avg 4 Annual VPSL Service Graduation10 Customer Satisfaction11 4.8 4.8 4.7 4.8 Avg 4 Annual President Composite Financial 4.0i 2.4 .45ix 2.5 Avg 5.0 2030 EVPF Index12 Finance Dept. of Education 3.0 3.0 2.2ix 2.8 Avg 2.0 to 3.0 Annual EVPF Financial Responsibility13 SDA Working Capital 84% 18% 56% 58% Avg 100% 202014 EVPF Percentage14 Gifts and Grants15 $7.9M $7.1M $13.9M $9.3M Avg $15M 2030 EDA Private Donations .5M .9Mi .7M 1.0M Avg 2M Fundraising Cost to 48% 57% 22% 33% Avg <33% Annual EDA Private Donations16 Enrollment Headcount17 1069 1131 1078 1082 Avg 1600 Annual VPEM Growth Undergraduate (UG) 873 960 945 913 Avg 1380 Graduate (GR) 196 171 133 169 Avg 220 New UG Students18 198 301 262 242 Avg 400 Annual VPEM Freshmen 109 177 128 127 Avg Transfers 89 124 134 115 Avg Student Community 5.9 9.7 6.2viii 6.9 Avg 7.0 Annual VPM Service19 Community Organizational 46 50 50 45 Avg 40 2020vii President Relationships20 Numbered notes are on the reverse side. i Restated from prior reports. ii 5-year average not available; 3-year average/trend used. iii 5-year average not available; 4-year average/trend used. iv Partial data; not all programs reported. v Goal achieved; Retention 75% achieved Fall 2016 and 77% achieved Fall 2017; DOE score maintained at 3.0. vi 5-year average not available; 2-year average/trend used. vii 2020 goal is currently under discussion for revision towards 2030. viii Number is an estimate based on a half year due to COVID-19. ix Preliminary. Prepared by WAU’s COIRE and the Institutional Effectiveness Committee May 2021 Notes: Quality 1 The Student Retention KPI reports the retention rate for freshmen from the Fall of the previous year who returned in the reported Fall timeframe. For 2019/20, n=170 (2018 cohort of full-time, first-time, bachelor’s). Vision 2020 goals met. 2 The Graduation Rate KPI reports all completers within 150% of the standard time to complete any degree. This rate is calculated from the starting cohort of native first-time, full-time degree seeking freshmen. For 2019/20, n= 114 (2014 cohort). 3 Cohort Default Rate KPI is the percentage of a school's borrowers who enter repayment on certain Federal Family Education Loan (FFEL) Program or William D. Ford Federal Direct Loan (Direct Loan) Program loans during a particular federal fiscal year (FY), October 1 to September 30, and default or meet other specified conditions prior to the end of the second following fiscal year. 4 % of Students Meeting Learning Outcomes includes measures such as embedded assessments, exit exams, portfolio reviews, etc. For 2017/18, Out of the total of 938 students were assessed for various learning outcomes across all programs in the academic year; 749 met expectations. For 2018/19, 2,987 students were assessed, 2,506 met expectations. For 2019/20, 2,774 students were assessed, 2,357 met expectations. 5 The % of Program Outcomes Met KPI reports the percentage of learning outcomes (across all programs) where the goal for that learning outcome was met. For 2017/18, out of the total of 132 assessed learning outcomes across all programs in the academic year, 76 were met. For 2018/19, 172 learning outcomes were assessed, 109 were met. For 2019/20, 145 learning outcomes were assessed, 122 were met. 6 For Licensure/Certification, the 2015/16 pass rates for Medical Imaging (AART n=6, 100%); Nursing (NCLEX n=7, 43%); Education (PRAXIS II n=28, 93%); Psychology (n=6, 83%). For 2016/17, Medical Imaging (AART n=8, 100%); Nursing (NCLEX n=10, 50%); Psychology (n=4, 75%). For 2017/18, Nursing (NCLEX n=18, 83%); Psychology (n=11, 73%); Medical Imaging (AART n=5, 80%). For 2018/19, Nursing (NCLEX n=40, 73%); Psychology (n=6, 83%). For 2019/20, Nursing (NCLEX n=50, 68%); Medical Imaging (AART n=5, 100%); Psychology (n=6, 83%). People 7 The Employee Engagement KPI reports a composite score from the annual employee job satisfaction survey. Likert scale 1 thru 5. 8 Employee Performance Appraisal Score – The current Faculty Performance Appraisal (FPA) was piloted in 2011/12, and used since. Both staff and faculty evaluations are reported on a Likert scale 1 thru 5. For 2017/18, employee appraisals were: staff n=42, faculty n=44; for 2018/19: staff n=59, faculty n=43; for 2019/20: staff n=46, faculty n=29. Goal met. 9 The Employee Retention KPI is based on the number of voluntary and involuntary departures vs. WAU/WGTS full- and part-time employees. Goal met. Service 10 The Student Satisfaction at Graduation KPI is based on the annual Graduating Student Satisfaction Survey – Likert scale 1 thru 5. In addition to this survey, we utilize NSSE to assess student satisfaction and engagement. For 2019/20 n=152 11 The Customer Satisfaction KPI reports on feedback provided by internal customers, students, alumni, and external vendors. For 2019/20, the surveys were conducted for Library (n=108), Admissions (n=45), ITS (n=32), SGPS (n=25), Facilities (n=15), other departments less than n=10 were HR, COIRE, Provost, and Accounting. Likert scale 1 thru 5. Finance 12 The Composite Financial Index is a comprehensive measurement of the financial health of an educational institution. 13 The Department of Education Financial Responsibility KPI is a quantitative econometric measurement of the ability of an institution to manage Title IV funds. The score ranges from -1.0 to 3.0. A score greater than 1.5 indicates the institution is financially responsible. 14 SDA Recommended Working Capital – The church requires that working capital is equal to or exceeds 20% of operating expenses. This KPI is equal to working capital / 20% of operating expenses. Beginning in 2020/2021, SDA Working Capital will be replaced with a goal of nine months of Working Capital. Growth 15 Gifts and Grants from the annual Independent Auditors’ Report – Financial Statement. It includes State & Federal Grants & Contracts (including Federal and State Financial Aid), Private Gifts & Grants, and Church Subsidies & Gifts. The prior goal for Gifts and Grants was $14M. 16 The Development Cost to Private Donations KPI is the ratio of the cost of raising donations to private donations. 17 Enrollment Headcount is the number of undergraduate and graduate students as of the official Fall Census date. 18 New UG Students is the total number of new traditional undergraduate students in the Fall semester. Freshmen are first time in college, degree-seeking students and Transfers are any student that has previously not attended WAU at any time. Community 19 Student Community Service is the average hours of community service per student, which is the total number of community service hours divided by enrollment (headcount). WAU has won the President’s Service award three times in recent years. The Employee Community Service KPI will be reported next year with 2020/2021 data with a goal of 40. 20 Organizational Relationships is the total number of the University’s partnerships, memorandums of understanding, and articulation agreements. Prepared by WAU’s COIRE and the Institutional Effectiveness Committee May 2021 Key Performance Indicators - Benchmark Comparisons Comparison group data provides a context for Key Performance Indicators. Comparison against peer data is as close to 2018/19 as possible, as this is the latest data that is publicly available. Similar SDA Key Performance Indicator WAU National Competitors Institutions Institutions Aspirants23 Goal (KPI) 2018/19 Averages 21 20 22 Student Retention24 79% 81%25 67% 65% 75% 86% 80% Graduation Rate24 41% 66%25l 48% 45% 50% 69% 55% Outcomes Scores Licensure/Certification 74% 75%26,40 100% Employee Engagement Off cycle 4.327 4 Employee Retention n/a 71%28 >90% Student Satisfaction 3.6 3.829 4 Customer Satisfaction 4.8 3.830 4 Composite Financial 1.2 2.5 2.032 2.833 4.234 4.5 Index31,40 Dept. of Education Financial 3.0 2.5 2.4 2.6 2.8 2.8 2.0 to Responsibility35,40 3.0 Gifts and Grants24,36 $7.1M $6.5M37 $4.2M $5.9M $5.8M $22.4M $14M Development Cost to Private 57% 20%38 <33% Donations Enrollment Headcount24 1131 359239 1096 17635 1752 4179 1600 Undergraduate 960 3058 977 14467 1397 3137 1380 Graduate 171 534 119 3168 355 1042 220 Notes 20-23 are on the reverse side. 24 Source: National Center for Educational Statistics/IPEDS Data Center.