| Perspective: External
Stakeholders |
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| How well do we respond to the
needs of our students, the community, business, industry, government &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp;
and accrediting agencies? |
|
|
| How well do we=
respond
to the needs of our students, the community, business & industry, the
state & federal government? |
| Strategy |
Effectiveness Indicato=
rs |
Outcome Measures |
2001/02 |
2002/03 |
2003/04 |
2004/05 |
2005/06 |
2006/07 |
Benchmarks |
|
|
| 1.2
Student Success & Access |
R=
etention |
Retention RatesRetention Rates |
84% |
84% |
84% |
84% |
84% |
83% |
84% (College) |
|
| 1.2
Student Success & Access |
Persistence |
Term Persistence Rates |
60% |
61% |
66% |
70% |
65% |
70% |
All Successful Course Completion=
Rates |
71% |
71% |
69% |
69% |
68% |
68% |
70% (College) |
|
| 1.2
Student Success & Access |
Suc=
cess |
Basic Skills Successful Course
Completion Rates |
36% |
60% |
63% |
62% |
63% |
54% |
Suc=
cess |
Student Progress and Achievement=
Rate
(ARCC) |
31.9% |
NA |
57.0% |
56.6% |
56.3% |
N/A |
56.6% (College) |
|
| 1.2
Student Success & Access |
Success |
=
SRTK
Transfer-Rate |
24.0% |
30.3% |
26.3% |
30.6% |
19.2% |
N/A |
29.6% (State) |
|
| 1.2
Student Success & Access |
Access |
Student to Counselor Ratio |
1:1,119 |
1,478:1 |
1,476:1 |
1,220:1 |
1,125:1 |
1,244:1 |
1,283:1 (College) |
|
| 1.2
Student Success & Access |
Access |
Financial Aid Recipient Rate=
|
36% |
22% |
24% |
27% |
23% |
21% |
23% (College) |
|
| 1.2
Student Success & Access |
Satisfaction/Perception |
Student Satisfaction Overall Rat=
ing |
89% |
NA |
NA |
NA |
70% |
N/A |
79% (College) |
|
| 1.3
Outreach & Responsiveness to Community Needs |
Satisfaction/Perception |
Community Perception Overall Rat=
ing |
NA |
NA |
NA |
NA |
NA |
N/A |
NA |
|
|
| 3.1
Cultural Center for the Community |
Satisfaction/Perception |
Community Perception Overall Rat=
ing |
NA |
NA |
NA |
NA |
NA |
N/A |
NA |
|
|
| 1.2
Student Success & Access |
Employability |
VTEA Core Indicator: Retention |
86.86% |
89.2% |
84.9% |
85.7% |
85.5% |
87.3%
| 82.7% (State) |
|
| 3.2 Marketing and Ou=
treach |
Marketing & Public=
Relations |
Number of Marketing and PR Event=
s |
NA |
NA |
26 |
34 |
52 |
60 |
37 (College) |
|
| NA=3DData Not Availa=
ble |
|
|
|
Skyline Co=
llege
Balanced Scorecard 2007 |
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| Perspective: Innovatio=
n and
Growth |
|
|
| How well do we continuously improve and create
value? |
|
| Strategy |
Strategic Theme |
Effectiveness Indicato=
rs |
Outcome
Measures |
2001/02 |
2002/03 |
2003/04 |
2004/05 |
2005/06 |
2006/07 |
Benchmarks |
|
| 1.1 |
Innovative Programs and=
Services |
Program and Service En=
hancements |
Number of new courses and progra=
ms
approved |
49/3 |
40/5 |
16/2 |
14/0 |
64/1 |
92/2 |
37/2 (College) |
|
|
| 1.1 |
Innovative Programs and=
Services |
Program and Service En=
hancements |
Percentage of Technology-mediated
Instruction |
1% |
2% |
3% |
4% |
4% |
4% |
4% (College) |
|
| 1.1 |
Innovative Programs and=
Services |
Program and Service En=
hancements |
Amount of PIF Funding |
NA |
$23,600 |
$47,700 |
$47,575 |
$43,377.50 |
$77,775.00 |
$50,000 (College) |
|
|
| 1.1 |
Innovative Programs and=
Services |
Grant Procurement |
Amount of Grant Allocations<=
![endif]> |
######## |
$3,79=
4,632 |
$3,76=
2,633 |
$4,40=
1,343 |
$5,26=
6,034 |
$5,32=
9,066 |
$4,244,133 (College)
| |
|
| 5.1 |
Comprehensive Staff Dev=
elopment
Program |
Staff Development Oppo=
rtunities |
Number of Internal (CTL) Training
Opportunities and Number of Participants |
NA |
25/243 |
25/164 |
38/135 |
55/360 |
|
7 PP/T (College) |
|
|
| 5.1 |
Comprehensive Staff Dev=
elopment
Program |
Staff Development Oppo=
rtunities |
Amount of Professional Developme=
nt
Funds |
########
| $74,493=
.00 |
$73,813=
.00 |
$77,=
118.35 |
$82,=
467.85 |
$76,053=
.00 |
1% of Faculty Salaries=
(College) |
|
|
| NA=3DData
Not Available |
|
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Skyline Co=
llege
Balanced Scorecard 2007 |
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| Definition of Outcome Measur=
es |
|
| Actual
Expenditures to Total Budget Ratio: The Actual
Expenditures to Total Budget Ratio measures the ratio of the college̵=
7;s
end of year general unrestricted fund expenditures to total unrestricted =
fund
budget (ending balance). Benchmark is based=
on a
recommended ending balance for protecting against unforeseen expenditures=
in
the subsequent year and changes in funding. |
|
| All
Successful Course Completion Rates: The percentage=
of
students who complete a course with a grade of A,B,C,CR out of total
enrollments at first census for both fall and spring semesters. Benchmark is based on an average from the previous five
years. |
|
| Amount
of Grant Allocation: Amount of local, state and fe=
deral
grants procured annually. Benchmark is based on an average =
from
the previous five years. |
|
| Amount
of PIF Funding: The amount of funds raised by the
President's Council at the President’s Breakfast annually. Funds are
raised for the President’s Innovation Fund which is used to support
faculty and staff projects in their effort to promote student success and=
to
meet college goals. Benchmark is based on
the goal set by the Preside=
nt's
Council. |
|
| Amount
of Professional Development Funds: An academic emp=
loyee
professional development program for maintaining and enhancing educational
programs. Benchmark is a predetermined 1% o=
f faculty salaries budgeted each
year. |
|
| Basic
Skills Successful Course Completion Rates: The
percentage of students who were enrolled in a pre-collegiate basic skills
English or Math class at census date and received a grade of A,B,C, or CR=
. Benchmark is based on an average from the previous five
years. |
|
| Capital
Improvement Expenditures: he amount spent on facil=
ities
improvements and upgrades including energy efficiency upgrades, athletics
facilities upgrades, fire alarm system upgrades, Teledata upgrades,
construction management and master planning fees and legal consultation.
Major funding sources are general obligation bond funds from the passage =
of
Measure C in 2001 and Measure A in 2005, as well as Stat Chancellor’=
;s
Office facilities funding programs, grants from San Mateo County community
College Foundation, redevelopment funds and other grants and donations. <=
/font>Benchmark is based on an average from the previous five
years. |
|
| Community
Perception Overall Rating: |
|
| Employee
Overall Satisfaction Ratings: The percentage of
employees who selected "Very Satisfied","Satisfied" or
"Somewhat Satisfied" on the question(s) from the employee survey
which asks about overall satisfaction with the college. Benchmark is based on an average from the surveys. |
|
| Fill
Rates: The percent a class fills/enrolls based on
capacity or enrollment maximum stated in the curriculum (does not include
positive attendance or open entry/open exit classes. Benchmark is designed to provide another measure of
efficiency. It should be viewed along with the Load figure and considered=
one
aspect of the capacity filling equation. |
|
| Financial
Aid Recipient Rates: The percentage of students who
received financial aid including: BOG fee waivers, Pell Grants, Scholarsh=
ips Benchmark provides a preliminary gauge to help determine=
how
well the college is meeting the student needs in this area. Future
benchmarking may tie enrollment trends (including demographic segments) to
recipient rate to better identify expected outcome and stretch goal. |
|
FTES
All Courses: The total number of full time equival=
ent
students enrolled at census. Benchmark is
designed to establish a realistic annual growth target for the college. I=
t is
based on quantitative and qualitative techniques including enrollment
projections using linear equation modeling and adjusted projections based=
on
the estimated impact of the College Growth Plan (including section and
program additions, marketing interventions and completion of capital
improvements for specific programs).
|
|
| FTES
Technology-mediated Courses: The total number of f=
ull
time equivalent students (FTES) enrolled at final census in distance
education courses in a given year. Distance education courses are defined=
as
purely distance learning (no face-to-face contact) and hybrid (the majori=
ty
on-line with some face-to-face contact). Be=
nchmark.
The FTES benchmark is designed to establish a realistic annual growth tar=
get
for the college. It is based on quantitative and qualitative techniques
including enrollment projections using linear equation modeling and adjus=
ted
projections based on the estimated impact of the College Growth Plan (i.e=
.,
section and program additions, marketing and completion of capital
improvements for specific programs). |
|
| Load: The ratio of WSCH to FTEF (Full-Time Equivalent Faculty=
). Benchmark is a state standard widely used for measuring
efficiency. |
|
Number
of Program Reviews Completed: The number of comple=
ted
program reviews in a given year. The program reviews are scheduled on a s=
ix
year cycle.
Benchmark. The benchmark is set as a mini=
mum
threshold for maintaining the quality of programs and services and inform=
ing
the budget process.
|
|
| Number
of New Courses and Programs Approved: The number o=
f new
courses and programs reviewed and approved annually by the Curriculum
Committee and the Board.Benchmark is the av=
erage
which provides for normalizing data over a period of five years. Adjustme=
nts
may be made annually depending on new initiatives, resources and strategic
direction. |
|
| Number
of Marketing and PR Events: The number of marketin=
g and
public relations events and activities open to the public that serve to
promote the college. Benchmark reflects the
minimum number of regularly offered events required to reach a critical m=
ass
of community members in a single year. |
|
| Percentage
of Technology-mediated Instruction: The percentage=
of
total number of sections offered through technology-mediated instruction.=
Benchmark is based on an incremental goal as determined =
by the
Education Master Plan and college-wide planning groups. |
|
| Retention
Rates: The percentage of students who complete a c=
ourse
with a grade of A,B,C,D,F,CR,NC,or I out of total enrollments at first ce=
nsus
for both fall and spring semesters. Benchma=
rk is
based on an average from the most current previous five years. |
|
| SRTK
Crime Statistics: In compliance with Federal Publi=
c Law
101-542, the Student Right-to-Know and Campus Security Act of 1990, Skyli=
ne
College publicly reports campus crime statistics to students and staff.
Pursuant to reporting guidelines, crime statistics are updated and posted
between August and October for the three previous years. Benchmark is the average which provides for normalizing=
data
over a period of five years. Adjustments may be made annually depending on
new initiatives, resources and strategic direction set by the college. |
|
| SRTK
Transfer Rate:&nb=
sp;
A cohort of all certificate-, degree-, transfer-seeking first-time,
full-time students who transferred to another post-secondary institution,
prior to attaining a degree, certificate, or becoming 'transfer-prepared'
during a five semester period are transfer students. Benchmark is based on an average from the previous repor=
ted
years.
| |
Student
Progress and Achievement Rate (ARCC): The percenta=
ge of
a cohort of first-time students with minimum of 12 units earned who attem=
pted
a degree/certificate/transfer threshold course within six years and who a=
re
shown to have achieve any of the following outcomes within six year of en=
try:
Earned an AA/AS or Certificate (18 units or more); actual transfer to
four-year institution; achieved “Transfer-directed” (student
successfully completed both transfer-level Math and English courses); or
achieved “Transfer Prepared” (student successfully completed =
60
UC/CSU transferable units with a GPA >=3D2.0. Benchmark
is the average which provid=
es for
normalizing data over a period of five years. Adjustments may be made
annually depending on new initiatives, resources and strategic direction.=
|
|
| Student
to Counselor Ratio: The number of counselors per c=
redit
student enrolled in fall and spring. All full and part-time general
counseling only no special program faculty such as DSPS and EOPS are
included. Benchmark is based on the average
student to counselor ratio over five years with considerations given to l=
ow
budget and staffing years and adjustments to the baseline made to reflect
optimum service. |
|
| Student
Satisfaction Overall Ratings: The percentage of st=
udents
who selected "Very Satisfied","Satisfied" or
"Somewhat Satisfied" on the question(s) from the student climate
survey which asks about overall satisfaction with the college. Benchmark is based on an average from the previous five
years. |
|
| Term
Persistence: The percentage of first-time students=
who
persist from a fall semester to a subsequent spring semester. Benchmark is based on an average from the previous repor=
ted
years. |
|
| VETA
Core Indicator: Retention: This indicator measures
Retention as three consecutive quarters in UI covered employment for
vocational student "Leavers and Completers" in their first year
after college. Benchmark is based on =
an
average from the previous reported years. |
|
| Version
0708 |
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