NWCCD Scorecard
Our Scorecard comprises seven essential high level measures of institutional health that also help track progress on our Strategic Goals. The goal of the Scorecard is to give a snapshot at a point in time. These high-level measures are produced by combining important data used in department and institution decision-making.
Our strategic goals are to:
- Increase the rate of earned graduation awards to 1,000 per year by 2020
- Improve student success by ensuring academic relevance for students, accelerating the pathway through developmental studies and improving student retention and completion
- Support community success by partnering with community leadership organizations to help grow the economy of our region and providing breadth and depth in cultural and intellectual opportunities for our communities
- Improve the work climate for all employees by building leadership capacity and effectiveness at all organization levels and achieving a high level of shared ownership and responsibility
NWCCD Scorecard
Student Learning
 Student learning is measured by the Enrollee Course Success rate, calculated as the percentage of students enrolled in credit-bearing, college-level courses who earn a grade of A, B, C or S. We serve a wide variety of individuals, from those ambitiously pursuing academic achievement and higher learning to those taking a single course to improve a work-related skill or for personal enrichment, and this measure captures the effort of all these categories. |
Certificates & Degrees Awarded
 Student 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. |
Annualized Degree Seeking Headcount
 Enrollment is defined as annualized degree-seeking headcount as of the tenth day of term enrollment. The Wyoming Community College Commission prescribes a calculative formula to annualize enrollment (summing the headcount in summer, fall, and spring semesters and dividing by two); that methodology is reflected here. |
Community Engagement
 We asked key community stakeholders to help us measure our Community Engagement. Trustees and advisory board members interviewed key stakeholders are 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. Respondents agreed with an average of 92.82% of survey items; our goal is 90.00% agreement on all items. |
Employee Work Climate
 We biennially assess our work climate by surveying our employees. We use the Personal Assessment of the College Environment (PACE) survey designed by the National Institute for Leadership and Institutional Effectiveness at North Carolina State University. This survey is administered to over 110 community colleges across the nation, which allows us to compare our performance to similar institutions. A five-point Likert-type scale is used to assess employee perceptions of a variety of institutional factors, with higher numeric response indicating higher favorability. Our overall climate score of 3.8 is above the national average of 3.78. Our overall climate scores does not differ significantly from institutions in the West region. |
Private Fundraising and Grants
 Development 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
 Overall Financial Health of the District is measured by the Composite Financial Indicator (CFI), which is made up of four weighted financial ratios. Our current CFI is 2.19, below our desired target of 3.0. Adjusting for pledge payments that pay for recorded debt, our CFI rises to 3.74, within our target range of 3.0 to 7.0. Our 14 year average CFI is 4.0. at the lower end of our target, which reflects assumption of appropriate risks, taking advantages of opportunities, and meeting emerging needs. Our most recent CFI (2017-2018) dropped to 2.19 because of added debt for capital construction projects. The debt service is fully paid for by a private grant. |
