2021 Institutional Key Performance Indicators
Click here to see the KPI Student Achievement numbers as of Fall 2021.
Institutional Key Performance Indicators Approved in 2020
| Data Element | ISS | Stretch Goal | Reason for Tracking KPI |
|---|---|---|---|
|
College-Wide Student Achievement KPIs |
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|
Course Completion Rate |
Average of last five years |
ISS + 10 percentage points |
METO Goal I |
|
Percentage of students who complete an open learning course (including DE centers, online, and hybrid modalities) |
40% |
50% |
METO Goal II EMW Goal 2 Strategic Plan KPI |
|
Graduation Data/ Number of Graduates (Bachelors Level) |
10 |
14 |
METO Goal I |
|
Graduation Data/ Number of Graduates (Associate Level) |
94 |
120 |
METO Goal I |
|
Graduation Data/ Number of Graduates (Certificate Level) |
39 |
50 |
METO Goal I |
|
Student Retention from Fall to Spring (All FT Students excluding Transfers) |
74% |
80% |
METO Goal I |
|
Student Retention – Fall to Fall (All FT Students Excluding Transferee) |
55% |
73% |
METO Goal I EMW Goal 2 |
|
Full Time Students – Headcount (Fall only) |
702 |
825 |
Enrollment indicates College success at meeting community needs and promoting programs. |
|
150% or 3 Year Graduation Rate |
15% |
Previous year +10% |
METO Goal I
Strategic Plan KPI |
|
200% or 4 Year Graduation Rate |
25% |
Previous year +10% |
METO Goal I |
|
Programmatic Student Achievement KPIs |
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|
Job Placement Rate |
30% of degree and certificate graduates |
50% of degree and certificate graduates |
METO Goal I Strategic Plan KPI |
|
Number of students per year entering employment within 6 months of completing a short-term CTE program |
10 |
Previous year +10 |
METO Goal I Strategic Plan KPI |
|
Transfer Rates |
10% of A.A. graduates |
20% of A.A. graduates |
METO Goal I |
|
Number of formal community partnerships for College programs |
2 |
+2/year |
Strategic Plan KPI |
|
AP/IE Enrollees who pass ENG 111 within 1 year |
40% |
70% |
METO Goal I Success of AP/IE initiative |
|
Completed – Developmental English |
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|
English Level 2 (within 2 years) |
20% |
45% |
METO Goal I |
|
English Level 3 (within a year) |
20% |
55% |
METO Goal I |
|
Completed – Developmental Math |
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|
Math Level 1 (within 3 years) |
20% |
25% |
METO Goal I |
|
Math Level 2 (within 2 years) |
20% |
45% |
METO Goal I |
|
Math Level 3 (within a year) |
20% |
55% |
METO Goal I |
|
Time to Completion (Number of Semesters, including Summer) – Developmental English |
|||
|
English Level 2 |
4.0 |
3.5 |
METO Goal I |
|
English Level 3 |
1.5 |
1.25 |
METO Goal I |
|
Time to Completion (Number of Semesters, including Summer) – Developmental Math |
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|
Math Level 1 |
6.0 |
5.5 |
METO Goal I |
|
Math Level 2 |
4.0 |
3.5 |
METO Goal I |
|
Math Level 3 |
2.0 |
1.5 |
METO Goal I |
|
Time to Completion (Number of Semesters, including Summer, beginning when student enters credit level) |
|||
|
Associate’s Degrees |
4.0 |
3.0 |
METO Goal I |
|
Human Resources and Finance KPIs |
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|
Student FTE/Faculty FTE Ratio |
1:15 |
1:11 |
METO Goal I |
|
Faculty with Online Teaching Qualifications |
12 |
5 per year |
METO Goal I |
|
Faculty Retention |
Average for the last 3 academic years |
ISS +0.05 |
METO Goal I |
|
Percent of Total Full Time Academic Credit Faculty with Masters Degrees or equivalent |
100% |
N/A |
Compliance with Institutional Policy and Quality of Faculty to meet student achievement KPIs. Three Academic Credit faculty must attain Masters degree to attain full compliance. Encourage faculty to pursue PhD or EDD. |
|
Percent of Total Full Time ABE Faculty with Bachelors’ Degrees or equivalent |
50% |
100% |
METO Goal I |
|
Employee FTE directly providing non-instructional services to students out of total employees |
23% |
30% |
METO Goal 1 Enhance services to students in areas of teaching and learning support and student services by increasing no. of personnel in these areas. |
|
Faculty/Non Faculty Ratio by FTE. |
0.50:1 |
N/A |
Ensure we are meeting core business and mission. |
|
Number of Marshallese Faculty in credit academic programs |
2 |
Previous year +2 |
METO Goal III Strategic Plan KPI |
|
Tuition and Fees as a % of Total Current Unrestricted Fund Revenues |
46% |
50% |
Improve revenue and student retention |
|
Percentage of Unrestricted Funds as a % of Total Current Fund Revenues |
42% |
56% |
Increase CMI’s general fund and minimize dependency of outside funding |
|
Percentage of Restricted Funds as a % of Total Current Fund Revenues |
56% |
44% |
Increase CMI’s general fund and minimize dependency of outside funding |
|
Instructional Expenditures as a Percentage of Total Current Unrestricted Fund Expenditures |
32% |
35% |
To ensure College resources are allocated to address student needs in the classrooms. |
|
Instructional Support Expenditures per FTE |
31% |
35% |
To ensure College resources are allocated to address student needs in the classrooms. |
|
Current Assets/Quick Ratio – CMI’s quality and adequacy of current assets to meet its current obligations as they come due |
$1.04 |
$3.5 |
To ensure CMI has sufficient cash/current assets to pay for its current obligations. |
|
Endowment Fund Amount- Average annual growth rate |
$125,000 |
$350,000 |
To provide CMI with clear direction wherein the performance of the endowment is headed. |
|
Contingency Fund Amount- Average annual growth rate |
$150,000 |
$250,000 |
To provide CMI with clear direction wherein the performance of the contingency fund is headed. |
|
Maintenance Fund Amount- Average annual growth rate |
$350,000 |
$650,000 |
To provide CMI with clear direction wherein the performance of the maintenance fund is headed. |
|
Percentage of students eligible for Pell Grant as a % of Total Current Enrollment (Fall Semesters) |
83% |
98% |
Improve revenue and student retention |
|
Percentage of students eligible for Pell Grant as a % of Total Current Enrollment (Spring Semesters) |
82% |
98% |
Improve revenue and student retention |
|
Percentage of contingency fund as % of total actual unrestricted expenditure |
8% |
12% |
To ensure CMI has sufficient resources to address emergency financial needs. |
Recommended by IEC: April 8, 2020
Endorsed by EC: May 6, 2020
Approved by BOR: October 6, 2020
In 2020, CMI’s Board of Regents approved a new set of Institutional Key Performance Indicators that indicate how well the college is progressing in meeting its mission. Included are Institution-Set Standards (ISS) that serve as the institution’s minimum expectation for each KPI and Stretch Goals that show the college’s aspirations for continuous quality improvement.
In addition, the college establish a process for monitoring and remediation as follows:
Institutional Research will prepare an annual report on KPIs, which will be shared with the IEC and posted to the CMI website in July. The Human Resources KPIs section of the report will initially be drafted by the Human Resources Committee and submitted to Institutional Research for inclusion. The Finance KPIs section of the report will initially be drafted by the Budget Committee and submitted to Institutional Research for inclusion. As part of the annual report on KPIs, student achievement KPIs must be disaggregated based on gender; English level at admission; and Majuro, Ebeye, or Outer Islands high schools. Disaggregation by high school will be included in a report for internal use only. Where achievement gaps are seen, IEC will recommend action plans to the appropriate operational units with a report to EC and include remedial action in institutional planning recommendations. This requirement is in accord with ACCJC standard I.B.6: “The institution disaggregates and analyzes learning outcomes and achievement for subpopulations of students. When the institution identifies performance gaps, it implements strategies, which may include allocation or reallocation of human, fiscal and other resources, to mitigate those gaps and evaluates the efficacy of those strategies.”
Where KPIs are the responsibility of one or more specific departments, the Chair of IEC will notify those departments that have not met the ISS that they must include plans for improvement in their program reviews and annual reports. If these KPIs fall 10% or more below the ISS or have been below the ISS for three or more years, the department head will be required to submit a special report to the IEC and appear before the committee to discuss it. Where responsibility for the KPI is spread across the institution, the IEC will recommend action plans and include remedial action in institutional planning recommendations.
To ensure broad dissemination and discussion of the results, IEC will hold an annual KPI workshop open to all CMI community members.
Previous Institutional Key Performance Indicators
2020 Institutional Key Performance Indicators
2017 Institutional Key Performance Indicators
Recommended by IPC: May 10, 2017; KPI #15-#18 added by IEC in 2018
Endorsed by EC: May 15, 2017
Approved by BOR: May 23, 2017
As of August 2019 (Fall 2018 student data and 2017-18 HR and Financial Data)
| College Wide Student Achievement KPIs | ||||||||||
| Data Element | Institution Set Standard* | FA11 or 1112 | FA12 or 1213 | FA13 or 1314 | FA14 or 1415 | FA15 or 1516 | FA16 or 1617 | FA17 or 1718 | FA18* or 1819 | |
| 1 | Course Completion Rate* (Fall only) | 73% | 71% | 74% | 78% | 72% | 71% | 72% | 74% | 72% |
| 2 | Graduation Data/ Number of Graduates (Bachelors Level) | 10 | NAV | NAV | NAV | NAV | NAV | NAV | NAV | 13 |
| 3 | Graduation Data/ Number of Graduates (Associate Level) | 102 | 77 | 79 | 103 | 102 | 86 | 102 | 118 | 150 |
| 4 | Graduation Data/ Number of Graduates (Certificate Level) | 41 | 18 | 35 | 45 | 35 | 43 | 38 | 45 | 52 |
| 5 | Student Retention – Fall to Spring | 75% | 72% | 69% | 76% | 75% | 73% | 77% | 75% | 74% |
| 6 | Student Retention – Fall to Fall | 51% | 55% | 51% | 51% | 49% | 48% | 54% | 52% | 51% |
| 7 | Full Time Students | 702 | 824 | 775 | 679 | 784 | 693 | 672 | 681 | 740 |
| 8 | Part Time Students | 328 | 170 | 348 | 327 | 303 | 302 | 321 | 385 | 379 |
| 9 | FTE Students (Fall only) | 966 | 979 | 1006 | 902 | 1013 | 969 | 938 | 1006 | 1055.75 |
| 10 | 150% or 3 Year Graduation Rate | 15% | 4% | 11% | 7% | 5% | 13% | 8% | DNA | DNA |
| 11 | 200% or 4 Year Graduation Rate | 20% | 12% | 14% | 15% | 14% | 20% | DNA | DNA | DNA |
| 12 | Percentage of Students in good academic standing as a % of total current enrollment | 85% | 87% | 81% | 83% | 85% | 84% | 93% | NAV | NAV |
| Programmatic Student Achievement KPIs | ||||||||||
| Data Element | Institution Set Standard* | FA11 | FA12 | FA13 | FA14 | FA15 | FA16 | FA17 | FA18* | |
| 13 | Job Placement Rate* | No Data | NAV | NAV | NAV | NAV | NAV | NAV | NAV | NAV |
| 14 | Transfer Rates | No Data | NAV | NAV | NAV | NAV | NAV | NAV | NAV | NAV |
| 15 | Completed – Developmental English | |||||||||
| English Level 1 (within 3 years) | 10% | 7% | 9% | 7% | 5% | 20% | 34% | DNA | DNA | |
| English Level 2 (within 2 years) | 18% | 7% | 13% | 8% | 15% | 4% | 48% | 40% | DNA | |
| English Level 3 (within a year) | 28% | 20% | 11% | 4% | 19% | 5% | 49% | 66% | DNA | |
| 16 | Completed – Developmental Math | |||||||||
| Math Level 1 (within 3 years) | 9% | 6% | 9% | 7% | 7% | 16% | 19% | DNA | DNA | |
| Math Level 2 (within 2 years) | 19% | 4% | 12% | 11% | 14% | 12% | 49% | 38% | DNA | |
| Math Level 3 (within a year) | 18% | 17% | 7% | 6% | 11% | 5% | 63% | 66% | DNA | |
| 17 | Time to Completion (Number of Semesters, including Summer)- Developmental English | |||||||||
| English Level 1 (within 3 years) | 7.1 | 7.6 | 6.5 | 6.6 | 7.1 | 7.6 | 4.4 | DNA | DNA | |
| English Level 2 (within 2 years) | 4.5 | 4.2 | 4.8 | 4.8 | 4.5 | 5.5 | 2.9 | 1.8 | DNA | |
| English Level 3 (within a year) | 1.3 | 1.0 | 1.0 | 1.0 | 2.0 | 1.0 | 1.4 | 1.5 | DNA | |
| 18 | Time to Completion (Number of Semesters, including Summer)- Developmental Math | |||||||||
| Math Level 1 (within 3 years) | 7.1 | 7.0 | 6.4 | 6.6 | 7.4 | 8.3 | 4.8 | DNA | DNA | |
| Math Level 2 (within 2 years) | 4.1 | 4.0 | 3.8 | 4.8 | 4.0 | 4.8 | 2.9 | 1.67 | DNA | |
| Math Level 3 (within a year) | 2.2 | 2.0 | 2.3 | 2.0 | 1.9 | 3.0 | 1.8 | 1.65 | DNA | |
| HR and Finance KPIs | ||||||||||
| Institution Set Standard | FA11 OR FY 11-12 | FA12 OR FY 12-13 | FA13 OR FY 13-14 | FA14 OR FY 14-15 | FA15 OR FY 15-16 (Unaudited) | FA16 OR FY 16-17 (Unaudited) | FA17 OR – | |||
| 19 | Faculty Headcount (includes adjunct; excludes non teaching faculty) | 65.4 | 76 | 61 | 67 | 62 | 73 | 64 | 74 | |
| 20 | Full Time Equivalent Faculty | 86.7 | 92.5 | 77.0 | 83.8 | 92.9 | 96.5 | 83.1 | 75.7 | |
| 21 | FTE Student to FTE Faculty Ratio | 10:01 | 11:01 | 13:01 | 11:01 | 11:01 | 10:01 | 11:01 | 13:01 | |
| 22 | Percent Full Time Faculty/ All Faculty | 67% | NAV | 55% | 66% | 69% | 81% | 67% | 75% | |
| 23 | Percent of Total Full Time Employees who are Faculty | 67% | NAV | 55% | 66% | 69% | 81% | 67% | 75% | |
| 24 | Percent of Total Full Time Faculty with Graduate Degrees or equivalent | 100% | NAV | 70% | 74% | 76% | 76% | 75% | 80% | |
| 25 | Faculty/Non Faculty Ratio by FTE. | 0.50:1 | NAV | 0.76:1 | 0.63:1 | 0.66:1 | 0.70:1 | 0.72:1 | 0.74:1 | |
| 26 | Tuition and Fees as a % of Total Current Unrestricted Fund Revenues | 45% | 48% | 51% | 47% | 49% | 47% | 47% | 49% | |
| 27 | Percentage of Unrestricted Funds as a % of Total Current Fund Revenues | 44% | 50% | 43% | 43% | 43% | 41% | 46% | 48% | |
| 28 | Percentage of Restricted Funds as a % of Total Current Fund Revenues | 56% | 50% | 57% | 57% | 57% | 59% | 54% | 52% | |
| 29 | Instructional Expenditures as a Percentage of Total Current Unrestricted Fund Expenditures | 33% | 37% | 34% | 32% | 30% | 27% | NAV | NAV | |
| 30 | Current Unrestricted Fund Balance as a % of Immediate Prior Year’s Unrestricted Fund Balance | $1,125.00 | $968 | $883 | $1,126 | $1,127 | $1,129 | NAV | NAV | |
| 31 | Current Unrestricted Fund Balance as a % of Immediate Prior Year’s Unrestricted Fund Balance | 50% | -54% | 30% | 42% | 46% | 119% | NAV | NAV | |
| 32 | Excess (deficit) of current unrestricted fund revenues over current unrestricted fund expenditures | 5% | -7% | 7% | 6% | 2% | 1% | 0.36% | -6.63% | |
| 33 | Current Assets/Quick Ratio – CMI’s quality and adequacy of current assets to meet its current obligations as they come due | $2.00 | 0.56 | 0.72 | 0.8 | 0.89 | 1.1 | 1.4 | 1.03 | |
| 34 | Endowment Fund Amount- Growth rate: annual return plus deposits | $155,000.00 | NA | $19,858 | $993,345 | $(32,366) | $142,893 | $129,772 | $274,291 | |
| 35 | Contingency Fund Amount- Growth rate: annual return plus deposits | $55,000.00 | NA | NA | NA | NA | $166,117 | $75,150.99 | $123,364 | |
| 36 | Maintenance Fund Amount- Growth rate: annual return plus deposits | $350,000.00 | NA | NA | NA | NA | NA | $500,000.00 | $616,775 | |
| 37 | Percentage of students awarded with Pell Grant as a % of Total Current Enrollment (Fall Semesters) | 90% | 99% | 91% | 89% | 90% | 89% | 89% | 92% | |
| 38 | Percentage of contingency fund as % of total actual unrestricted expenditure | 12% | NA | NA | NA | NA | 7% | 8.7% | 7.61% | |
| 39 | Length of Employment after Completion of Jitdam Kapeel Program | No set ISS | DNA* | DNA* | DNA* | DNA* | DNA* | 10 months | NAV | |
NAV – Data Not Available
DNA – Does Not Apply
* As of March 14, 2019
