KPI Dashboards

Key Performance Indicators (or KPIs) help Kirkwood Community College live up to its mission to identify community needs; provide accessible, quality education and training; and promote opportunities for lifelong learning through data.

KPIs are a key part of Kirkwood's Strategic Plan. Institutional- and departmental-level KPIs are reviewed annually in order to ensure data-driven decisions and continuous improvement based on the mission, vision, core values, and Learner Success Blueprint.

Strategic Plan Institutional KPIs Departmental KPIs

What Are KPI Dashboards?

Dashboards are graphical depictions that provide at-a-glance views of key performance indicators relevant to a particular objective or process. They are progress reports and integral pieces of the measure and analyze steps in the strategic planning cycle.

How the Dashboards Are Used

Monitoring and discussion of all levels of KPIs will be a component of Cabinet, department, and team meetings across the campuses. Leadership team report meetings are held quarterly and the analysis of departmental KPIs are shared on a rotational basis.

More important than discussing the data that are represented in dashboards is the learning that takes place based on sharing information with colleagues regarding the changes made or not made based on the data. There are no failures, only learning that results in continuous improvement. 

Institutional-Level KPIs

Measures based on 2018 National Community College Benchmark Project (NCCBP)


Fall to spring, all credit students that return to campus for the next semester:

  • Increase percentage from 72 to 75 by fiscal year (FY)2023
  • Increase percentage from 75 to 77 by FY2025, placing Kirkwood at the 90% overall when compared to community colleges nationwide


Fall to fall and spring to spring, all credit students return to campus for the next academic year. (National average is 62%)

  • Increase percentage from 48 to 51 by FY2021
  • Increase percentage from 51 to 53 by FY2023
  • Increase percentage from 53 to 55 by FY2025


Attained degree/certificate or transfer within 3 years for full time or 6 years for part time

  • Increase full time percentage from 39 to 42 by FY2021
  • Increase full time percentage from 42 to 45 by FY2023
  • Increase part time percentage from 28 to 32 by FY2021
  • Increase part time percentage from 32 to 35 by FY2023

Measures based on 2017 The Community College Survey of Student Engagement (CCSSE); conducted every 2 years and with cohort colleges of similar size; and Survey Data.

Active and Collaborative Learning

  • Increase percentage from 50.4 to 51.4 by FY2021
  • Increase percentage from 51.4 to 55.0 by FY2023

Academic Challenge

  • Increase percentage from 49.5 to 50.5 by FY2021
  • Increase percentage from 50.5 to 52.0 by FY2023

Student-Faculty Interaction

  • Increase percentage from 48.8 to 50.8 by FY2021
  • Increase percentage from 50.8 to 52 by FY2023

Support for Learners

  • Increase percentage from 50.7 to 51.7 by FY2021
  • Increase percentage from 51.7 to 53 by FY2023

Equity and Inclusion

  • Identify survey instrument and prepare for distribution by FY2020
  • Conduct campuswide survey, analyze results, and develop KPIs by FY2021

Teaching and Learning

  • 100% of associate degree granting programs will assess students on each of the eight Kirkwood Student Learning Outcomes (KSLOs) by FY2021
  • 100% of FT and PT faculty will collect and analyze student assessment data per their KSLO assessment plan by FY2022
  • Benchmark student satisfaction through the Class Climate Survey by FY2020 and increase satisfaction ratings by FY2023

Measures based on Iowa Community College Data, Gallup Employee Engagement Survey, and Governmental Demographic Data.

Employee Turnover

  • Not to exceed the Iowa Community College percentage for 2018 average of 6.84% by more than 2%; stated as rate of less than 8.84% for FY2020

Employee Engagement and Inclusion

  • Establish Q12 Gallup Score by FY2021

Equity and Inclusion

  • Establish a ratio of .70 minority employee population to Cedar Rapids’ minority population by FY2021

Measures based on Colleague Data, Survey Data, and Iowa Department of Education Management Information System Data.


For academic year 2019 – 2020, maintain the 2018 – 2019 academic year’s total attempted credit hours of 269,734

Financial Reserves

Maintain a cash balance of 75 operating days


Establish an innovation request process by FY2021, including procedure, request form, and rubric to measure quality of request

Information Technology

Deliver a consistent and reliable technology experience, based on four categories utilizing a Likert score of 1 – 5, establishing a baseline by FY2020


Maintain an overall facilities condition index (FCI) of 2.5%

Measures based on Colleague and Survey Data.

  • Increase Continuing Education Full Time Equivalent (FTE) enrollment as a percentage of institutional FTE enrollment to 14.12% by FY2024
  • Establish a benchmark of customer service satisfaction by FY2021
  • The Foundation will establish institutional KPIs as an outcome of its strategic planning process by FY2021

Departmental-Level KPIs

KPIs vary by department. This template is used by college departments to establish departmental-level KPIs aligned with the Learner Success Blueprint and institutional-level KPIs. It is also a mechanism to request data that may be needed to support measurement of the KPI.


<Enter department name>

Strategic Focus (Learner Success, Student Experience, Employee Development, Community Impact, Operational Excellence)

<Identify the Strategic Focus from above that links to the departments KPI. Example: "Learner Success.">

Institutional-Level Key Performance Indicator

<Enter an institutional KPI area from the strategic plan that links to the department KPI. Example: "Active Collaborative Learning.">

Department Key Performance Indicator(s)

<Enter a short write-up of a department KPI SMART goal.>

Data Points or Information Needed to Help Support Department KPI

<Identify data points or information needed to help show current state and/or progress to the KPI goal. IR/IE can help identify possible goals and deliver data needed to review and show progress on the KPI.>

Meet Our Staff

Dr. Connie Thurman
Chief Officer, Institutional Effectiveness and Innovation

Patrick Clemence
Executive Director of Institutional Effectiveness

Greg Hall
Director of Compliance

More Questions?

Connect With Us

Office of Institutional Effectiveness
6301 Kirkwood Blvd. SW
Cedar Rapids, Iowa 52404