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NWCCD Scorecard

Composite Learning Index

Composite Learning IndexStudent learning is measured by The Composite Learning Index (CLI), which is calculated at the close of each academic year and includes: average GPA as a percent of maximum GPA for all degree-seeking students; average GPA for the prior four years for all degree-seeking students; 1st time pass rate on licensure exams taken by Nursing and Dental Hygiene students; percentage of students meeting all Core Abilities; percent favorable responses for 23 selected CCSSE Learning-related Measures.The CLI will be refined further during the next several years. In the future we will include the percentage of students who meet assessments in technical programs assessed by rubrics, a measure of technical career program proficiency as determined by performance in SkillsUSA competition, the relationship between grades in prerequisite and advanced coursework, and a national standardized exam of generalized learning. The measure components are weighted and combined to create an outcome score with a range of 0 to 4; it is realistically expected to hover between 2.6 and 3.3. A healthy indication of student learning, which is our goal, is to see the CLI metric increase over time to around 3.2 and then be maintained at approximately that level. The introduction of the new metrics described above will influence the trajectory of that anticipated improvement.

Certificates & Degrees Awarded

Student SuccessStudent Success is defined as earning a degree or certificate; students may earn multiple awards in the same year. This measure is calculated annually and includes all awards from Summer, Fall, and Spring Semesters. Our goal is to reach 1,000 awards by 2020; the awards target for 2014-2015 is 759.

Annualized Degree Seeking Headcount

Student SuccessEnrollment is defined as Annualized Degree-Seeking Headcount.  It is calculated by adding the headcount in Summer, Fall and Spring Semesters and dividing by 2.  This is standardized methodology used in the Wyoming Community College Funding Formula. Our target enrollment for 2014-2015 is 2,501.

Community Engagement

Community EngagementWe asked key community stakeholders to help us measure our Community Engagement.  Trustees and advisory board members interviewed key stakeholders about relationship nurturing, communications, meeting the needs of the community, articulating the college’s vision, and whether the college is a positive influence in the community.  Responses are on a 1 to 5 Likert scale with 4 and 5 being agree and strongly agree.  Our target is a mean of 4.0 or higher.

Employee Work Climate

Work ClimateOur Work Climate is assessed bi-annually by administering our proprietary Employee Climate Survey to all benefitted employees. It is a 38-item Likert-type survey using a five-point scale and measures employee satisfaction and engagement, mission clarity, values adherence, communication, and leadership. Our target score is 4.0.

Private Fundraising and Grants

Private Fundraising and GrantsDevelopment Contribution to the District is measured by a composite of: percentage of Annual Operating Budget covered by spending from State and Federal grants and support from two Supporting Foundations; the ratio of pledges to total goal for the State Endowment Challenge; the ratio of pledges to goal for our current Capital Campaigns; District rank for total endowment and District rank for endowment per degree-seeking student on the Council for Aid to Education Voluntary Support for Education Survey (VSE) of participating two-year public colleges. The outcome for this measure has a theoretical range of 0 to 5; our goal is to maintain an average composite score of 3.5 or higher over any three-year period.

Composite Financial Indicator

Composite Financial IndicatorOverall Financial Health of the District is measured by the Composite Financial Indicator (CFI), which is made up of four weighted ratios: Primary Reserve Ratio (amount of reserves compared to operating expenses); Net Operating Revenue Ratio (degree to which revenues exceed expenditures); Return on Net Assets (whether the wealth of the institution is increasing or decreasing); Viability Ratio (amount of reserves compared to debt obligations). The CFI generally hovers around 3.0 on a scale of -4 to +10 if the institution is taking appropriate risks while maintaining financial health. If the CFI falls below 1.1 for two consecutive years, or is negative in any one year, it triggers a Higher Learning Commission CL Financial Panel Review.