An example of the application of theLearning Leverage Model to

Enterprise Resource Planning

Question: To what extent does the college have the “resources” it needs in order to achieve “healthy”

standards of performance?

Evidence: What “measures” should the college routinely monitor in order to inform this assessment?

Valencia Community CollegeInstitutional Research

February 2010 1

July 2009 Strategic Indicators “Storyboard”

As a premier learning institution, our college has demonstrated a track record

of sustained continuous improvement.

3

Performance IndicatorsAlluded to in Strategic Plan Objectives

Targets are hypothetical, but our overall strategy is to “move the needle” in the direction of continuous improvement

Learning Leverage Model

Conditions of Learning

LearningOutcomes

StudentSuccessInvestments

(Time, Effort, Money) Acquiredknowledgeand skills

1) Environment (internal and external)2) Educational support services, and program quality3) Individual student resources, ability, goals,

sources of encouragement, and personal barriers to success

Student College CommunityGrades,

credit hours, completions, placement

Learning Leverage Model

Conditions of Learning

LearningOutcomes

StudentSuccessInvestments

(Time, Effort, Money) Acquiredknowledgeand skills

1) Environment (internal and external)2) Educational support services, and program quality3) Individual student resources, ability, goals,

sources of encouragement, and personal barriers to success

Student College CommunityGrades,

credit hours, completions, placement

Annual Strategic Indicators “Storyboard”

$4,555

$4,924

$5,190

$5,403

$5,098 $4,998

$4,810

$4,000

$4,200

$4,400

$4,600

$4,800

$5,000

$5,200

$5,400

$5,600

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Operating Budget per FTE

-

5,000

10,000

15,000

20,000

25,000

30,000

35,000

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Operating BudgetValencia Funded FTE

91.5%86.6% 90.2% 92.1% 93.9%

47.2% 45.9% 44.1% 44.5% 42.5%36.0%

0%10%20%30%40%50%60%70%80%90%

100%

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

% of Fall Section Capacity Filled% Fall sections taught by FT but not as overload

Current to Target Formatting Strategic Balance Sheet: Key Indicators from the Strategic Plan Evaluation ScaleCurrent >= Target 1= Minimal or No CapabilityCurrent >= Half Target 2= Relatively Weak;Current < Half Target 3= Average CompetitivenessCurrent < Base 4= Relatively StrongData not yet available 5= World Class Capability

Financial & Staff Resource Internal & External Program and Service Learning & SuccessInvestments Base Current Target Environment Base Current Target Quality Base Current Target Performance Base Current Target

Goal One: Build PathwaysCampuses 6 6 8 HS to College 58.2% 62.5% 60.3% HS-C Mkt Share 55.0% 55.0% 57.9% Applicant Yield 59.3% 58.1% 50.5%

Persistence F-S 80.3% 81.5% 90.7% LL Mkt Share 30 Credits/3 Yrs 44.6% 45.3% 51.0% Retention F-F 62.4% 63.4% 73.2% Prog Alignment 3 3 4 45 Credits/4 Yrs 36.8% 37.1% 43.1% Class Withdraw 20.9% 16.9% 16.7% Goals in 4 Yrs 18.9% 21.3% 24.3%

Articulation

Goal Two: Learning AssuredGtwy Gap AA-C -12.5% -3.6% 0.0% Learn OC Prgrm College Writing Gtwy Gap H-C -2.1% 4.0% 0.0% Math Seq / 2 Yrs 47.5% 46.4% 42.8%

Dev 15 C / 3 Yrs 53.6% 55.0% 57.1%

Goal Three: Invest in Each OtherProf Dev Opp Collaboration 3 3 4 Career Dev Plan Prof Dev Enroll

Wellness

Goal Four: Partner with the CommunityIndiv Donors Community Svc Fac Svc Learn Com Awareness Major Donors Student Vol Hrs Graduate Satis Endowment SUS GPA>2.5 71.4% 70.3% 70.8% Contribution VE Companies Alumni Engaged VE Individuals Alumni Donors

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10Operating Budget 98,000,000$ 102,900,000$ 108,328,975$ 116,790,628$ 121,404,285$ 132,136,302$ 141,335,305$ Valencia Funded FTE 21,512.50 20,896.40 20,872.40 21,615.90 23,815.80 26,436.80 29,385.00 estimateOperating Budget per FTE 4,555$ 4,924$ 5,190$ 5,403$ 5,098$ 4,998$ 4,810$ % of Fall Section Capacity Filled 91.5% 86.6% 90.2% 92.1% 93.9%% Fall sections taught by FT but not as overload 47.2% 45.9% 44.1% 44.5% 42.5% 36.0%Hisp-Cauc Gateway Success Gap -1.8% -2.3% -1.5% -0.7% 4.0% 1.6% 0.6%AA-Cauc Gateway Success Gap -13.4% -12.0% -9.5% -9.7% -3.6% -6.6% -9.7%

-1.8% -2.3%-1.5% -0.7%

4.0%

1.6%0.6%

-13.4%-12.0%

-9.5% -9.7%

-3.6%

-6.6%

-9.7%

-15%-13%-11%

-9%-7%-5%-3%-1%1%3%5%

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Average of 6 Gateway CoursesGaps in Success Rate by Ethnicity

Hisp-Cauc Gateway Success Gap AA-Cauc Gateway Success Gap

Preliminary ResultsDo not publish!!!

$4,555

$4,924

$5,190

$5,403

$5,098 $4,998

$4,810

$4,000

$4,200

$4,400

$4,600

$4,800

$5,000

$5,200

$5,400

$5,600

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Operating Budget per FTE

-

5,000

10,000

15,000

20,000

25,000

30,000

35,000

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Operating BudgetValencia Funded FTE

91.5%86.6% 90.2% 92.1% 93.9%

47.2% 45.9% 44.1% 44.5% 42.5%36.0%

0%10%20%30%40%50%60%70%80%90%

100%

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

% of Fall Section Capacity Filled% Fall sections taught by FT but not as overload

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$3,875$4,182

$4,591

$4,187$4,502 $4,537 $4,603 $4,555

$4,924$5,190

$5,403$5,098 $4,998

$4,810

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Reporting Year

Operating Budget per Funded FTE(Dollars are not adjusted for inflation)

Strategic IssueQuestion: Giving the depth of recent budget cuts, why don’t we

see declines in our college’s performance indicators?

How can the Board lobby for more funding from the State when our college does not appear to be a “squeaky wheel”?

One Hypothesis: It may be too soon to see these declines.

Evidence: If you look at the performance indicators presented to the Board each June, most are the results from studies over a

period of several years. See following slide.

Recommendation: Closely monitor leading indicators of performance as possible predictors of longer term measures.

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Annual Strategic Indicators “Storyboard”

4-Year Measure

4-Year Measure

4-Year Measure

4-Year Measure

2-Year Measure+ Delayed Report

2-Year Measure+ Delayed Report 2-Year Measure

+ Delayed Report

Delayed Report

Leading Indicator?

Strategic IssueQuestion: To what extent does the college have the “resources” it

needs in order to achieve “healthy” standards of performance?

One Hypothesis: We may be entering an epoch spanning several years during which performance indicators can be expected to

decline as a natural result of several years of heavy budget cutting?

Gateway Course Success Rate Gaps may be a leading indicator of other lagging measures (such as graduation rates) that could start

to decline in coming years.

Recommendation: Continue to seek low cost ways to improve the learning environment so as to better leverage the limited investments the community is able to make in Valencia. 10

Recommendations1. Closely monitor leading indicators of performance as

possible predictors of longer term measures.

2. Continue to seek low cost ways to improve the learning environment so as to better leverage the limited investments the community is able to make in Valencia.

3. Recognize that the strategic initiatives we need to take to “move the needle” of performance improvement is against a backdrop of potential performance declines due to budget and environmental circumstances beyond our control.

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