1. Chapter 9: Key Performance Indicators, Plan Evaluation, & Modification
Lori Murphy

2. Chapter Overview Review + expansion of familiar concepts
Data-Informed Approach  Accountability
Key Performance Indicators (KPIs)
Performance Indicators (PIs)
All-Encompassing/Campus-Wide Efforts
I’m going to present the data in a bit of a different order. The shift to Strategic Enrollment Management and use of an SEM council are referenced often throughout the chapter before they are actually explained/defined in detail

3. Chapter Overview Introduction of new concepts Data Dashboards
Strategic Communications (Marketing)
Shift to Strategic Enrollment Management
SEM Council
Reporting to Governing Boards
I’m going to present the data in a bit of a different order. The shift to Strategic Enrollment Management and use of an SEM council are referenced often throughout the chapter before they are actually explained/defined in detail

4. Planning
Management

5. Shift to Strategic Enrollment Management
When: Once the strategic plan has been created
Who: High-level SEM Council
Why: Implementation & Oversight
Ensure plan is implemented
Continue to scan environment & SEP datasets for emerging opportunities
Making additions/revisions to the plan in future years

6. Role of SEM Council
Monitor implementation including tracking of KPIs and PIs
Quarterly meetings to assess progress and recommend changes
Share progress reports
Sponsor campus-wide events—ex. Best practice sharing, meetings to discuss impact of research findings, professional development
Recognize campus contributions & celebrating accomplishments
Develop revised strategic enrollment plan
Discuss about campus-wide events and celebrating accomplishments

7. Composition of SEP vs. SEM Councils
SEP - Planning
SEM - Management
Mainly Major Campus Leaders
Academic Affairs (Co-Chair)
Enrollment (Co-Chair)
Business & Finance
Student Affairs
Faculty from governance bodies
President (Directs/Is Member)
Institutional Research/Planning
Specialists (ex. graduate, IT)
Others based on the institution’s culture
With Assistance from SEP Council
Academic Affairs
Enrollment Management
Business & Finance
Student Affairs
Faculty
Institutional Advancement (Development/Alumni/External Relations)
Professional Staff
Students
Governing Board Members
Interesting that Institutional Research is not included on the SEM Management council  This may be included under “Professional Staff”
President often directly involved with SEP whereas SEM reports back to President
In Governing Boards section the author indicates governing board members should be considered for members of the SEM Council but did not list them when he described the SEM Council membership
Who all do you think should lead the SEM Council?

8. SEM Steering/Working Group - Subcommittee
Meet monthly to evaluate plan progress
Track KPIs
Track measures of effectiveness of each strategy & action plan
Track updated information for new internal & external assessments and projections
Update broader SEM Council & make recommendations for changes
Who should be a part of this group?

9. Additional SEM Subcommittee - Budget
Optional depending on institution size/needs
Meet twice annually
Review census data from fall & spring terms; evaluate implications for enrollment projections
Inform SEM council about necessary changes

10. “Research unequivocally confirms that ongoing measurement is critical to long-term success”
Rowley, Lujan, and Dolence (1997)

11. Key Performance Indicators (KPIs)
Institution-specific, commonly acknowledged, data- derived measurements critical to the mission & fiscal health of the institution
Enable historical comparisons & SWOT analysis
Reflect impact of cross-departmental cooperation
Points of differentiation for institutional comparisons
Complex, improve over long time periods
Ex. 3-5 years before ROI

12. Typical Key Performance Indicators
Enrollment
Student Quality
Student Progress
Market Position
Program Quality
Diversity or Subpopulation Enrollments & Successes
Fiscal Health (total & net revenues)

13. Performance Indicators (PIs)
Under top-level KPIs
Measurements indirectly related to the mission & supportive of KPIs
Multiple PIs must improve to impact a KPI
Example:
KPI: Student Quality
PIs: Average ACT score; 25th/75th percentile SAT/ACT scores, high school GPA

14. PIs for Program Quality: How are these measured?
Student-faculty engagement results
Student outcomes
Capstone course results
Placement or licensure exams
Student-to-faculty ratio
Class size profile
Undergraduate research
Graduate research

15. “Measure what you value, and value what you measure”

16. Data-Informed Dashboards
Living documents/ scorecards used to track KPIs and PIs
Annual snapshot, often using data from IPEDS
Must be accessible, easy to read, and understandable
Critical to monitor trends and compare data for 3-5 years
Use both metrics & trend lines
You have to start somewhere…
Institutions without data tracking mechanisms in place may establish dashboards as part of SEP process

17. No Institution Is an Island

18. Peers
Aspirants
Competitors

19. Providing Dashboards More Context
Environmental & political climate factors to consider:
Employment trends
Enrollment patterns
Demographic shifts (WICHE data)
Price sensitivity
Federal and state funding formulas
These factors can have a tremendous impact on an institution and influence strategy development for institutional goals

20. Multi-Level Dashboards
Institutional Dashboards
Unit- or Program-Specific Dashboards
Essential for data-informed decision making
Includes sub-level PIs
Need to include most essential metrics for measuring institutional progress
Importance of ensuring that unit-level goals tie into overarching institutional goals during the SEP process

21. An All-Encompassing Effort: Challenge for SEM Councils
SEM Council cannot measure all aspects of the institution but entire institutional experience impacts:
New student enrollment
Student persistence & completion
Learning outcomes
Need to effectively communicate to entire campus the impact their work on institutional enrollment efforts
Use the term “Strategic Communications” instead of “Marketing” to get buy-in from academic sectors
Emphasize importance of communicating values, vision, ideals, and outcomes
Reiterate what we have talked about regarding integration across the student experience—importance of recognizing student engagement as central component to SEP efforts

22. Challenges of Connecting Program-Level Assessments to Top-Level KPI
Share perspectives from your personal work experiences
Capturing the data…
Is your office intentional about capturing program-level data?
Are learning outcomes and assessment measures are created before programs are created/executed?
Are outcomes/measures developed in consistent manner within your division?
Do staff conducting assessments have adequate knowledge/training?
Give example—in Dean of Students we don’t have a strategic plan or consistent set of learning outcomes across our area. Each individual office is determining what it feels is important and how it should be measured. Senior leadership asks for data after the fact but does not drive what data is captured on the front end or how it is collected.

23. Challenges of Connecting Program-Level Assessments to Top-Level KPI
Share perspectives from your personal work experiences
Communicating the data…
Is data communicated up to leadership in your division?
Is the data communicated from your division to institutional leadership and other areas across campus?
Give example—in Dean of Students we don’t have a strategic plan or consistent set of learning outcomes across our area. Each individual office is determining what it feels is important and how it should be measured. Senior leadership asks for data after the fact but does not drive what data is captured on the front end or how it is collected.