1. An example of the application of the Learning 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 College Institutional Research February 2010 1

2. July 2009 Strategic Indicators “Storyboard” As a premier learning institution, our college has demonstrated a track record of sustained continuous improvement.

3. 3 Performance Indicators Alluded to in Strategic Plan Objectives Targets are hypothetical, but our overall strategy is to “move the needle” in the direction of continuous improvement

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8. Strategic Issue Question: 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. 8

9. Annual Strategic Indicators “Storyboard” 4-Year Measure 2-Year Measure + Delayed Report 2-Year Measure + Delayed Report 2-Year Measure + Delayed Report Delayed Report Leading Indicator?

10. Strategic Issue Question: 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

11. Recommendations 1.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. 11