How to Modernize The Management of an Academic Institution With Indicators Focused on Education

Higher Education Institutions use common performance indicators (KPIs) to identify internal or external evolution or changes to compare with other areas or institutions. Next, we will explain the traditional indicators that measure the five management areas common to the administration of an academic institution. Likewise, we complement this information with KPIs focused on education that contributes to enriching the data on how the institution is managed. 1. Student management The traditional indicators in this area are:
Applicant rate.
Tuition fee.
Graduate rate.
Dropout/abandonment rate.
Re-entry rate. Meanwhile, the following KPIs offer more insight into the performance of student administration: Student / Teacher Ratio: It is a metric that varies from year to year and helps to measure whether students receive adequate attention from their teachers. The lower this ratio, the better. According to Bridge-U, the closer the number is to 1: 1, the more interactive and participatory the student-educator relationship is. Administrative / Teacher Ratio: Similar to the previous one, it measures whether teachers receive sufficient support from the institution. If the ratio is very low, there are usually problems with coordination of schedules and classes, and disorganization in the payment of wages. Applications vs. Registration: It is also known as the acceptance rate. It is a metric that helps to know how many of the applicants become enrolled students of the institution. It helps to keep statistics on the evolution of the student body and to anticipate changes in the allocation of resources, in addition to the interest in the institution. Dropout/dropout rate: It is the number of students who dropped out of a course, study program at the end of a specific period of time (months, trimesters, semesters, academic year). It is expressed as a percentage of the total students enrolled in the course or study program at the end of the period in question. 2. Performance of the academic curriculum In general, the performance indicators used to evaluate this area are:
Rate of subjects assigned per student.
Effective completion time of curricular mesh per student: Timely graduation. Exact graduation. Achievement of skills and / or expected performances for students.
Dedication time required by the curriculum: Hours of direct teaching. Hours of autonomous work. But there are also KPIs to further evaluate curriculum management: Percentage of students in specific disciplines: With this metric you can know the number of students by teaching area, level of courses, etc., depending on the planning strategy. Graduate performance: This indicator measures – through graduates – whether the skills stated in the profile are achieved during training. In addition, it serves to assess the relevance and educational quality. 3. Teacher management The most common indicators for this measurement are: Number of classes per teacher.
Number of teachers per subject or study program.
Teachers hired by the academic period.
Exchange rate per academic year.
Percentage of part-time teachers.
Percentage of teachers with academic degrees of master or Ph.D. or others.
Teaching career and hierarchy (rates).
Total number of posts. The following indicators allow to measure and control in greater depth the quality of education: Percentage of teachers with academic and postgraduate degrees: Metric that identifies the number of teachers per student who have certificates obtained after receiving their professional title (postgraduate, diploma, master, doctorate or other types of certification). It is important for the delivery of social and monetary recognitions, as well as for the reputation of the educational entity. Training per year: Indicator that measures the number of times each teacher receives training and training in teaching techniques, resource allocation, or updates in the use of Information Technology (IT). This metric contributes to knowing the quality of the educational experience offered by the institution. Attendance rate of teachers and administrators: The lower this indicator, the greater the negative impact it has on the organization. It affects schedules, planning, resource allocation, and even the recruitment and hiring strategy for substitute teachers and temporary workers. Teacher and administrative retention rate: This metric measures the number of staff that continues in the institution between one period of time and another comparable. The higher this rate, the better the relationship between student and their environment. In addition, it has a positive impact on the levels of operational costs, given that the institution avoids hiring and training new collaborators regularly. 4. Time and Infrastructure Management Time and physical space planning is generally in charge of a specific area within the institution and is managed centrally (central house) or decentralized (faculties or departments). The traditional KPIs in this case are: Room ratio per student.
Total classrooms per day.
Total class hours per day.
Basic services expenses per student.
Total rooms and hours by subject and program of studies. These other KPIs also provide more information on this area of institutional administration: Infrastructure age: Measuring the age of the institution’s buildings and physical spaces ensure adequate and relevant maintenance of this infrastructure so that it remains functional and safe over time. Percentage of infrastructure that approves inspections: The ideal of this metric is 100%, however, if a building, physical space or setting does not pass the inspection of some municipal or government regulatory agency, or it passes but with restrictions, it is a metric. important to take into account to improve quality. Percentage of use of technology: This indicator shows the availability of technological tools in teaching to carry out activities and projects in class. Percentage of faculty and administrative staff that use technology: It is the number of teaching and administrative staff that use technological tools to carry out their tasks; from the institution’s Wi-Fi network to personal computers and tablets, allowing to determine which technology is the most used and to know if its availability is adequate. Consultation rate to the IT department: This productivity metric helps to know the intensity of use of technologies by teachers and administrators individually and the difficulties encountered, by area or department. Classroom use rate: This indicator examines the use of each space in the institution for teaching classes (from rooms to auditoriums and open spaces). It is measured by comparing each place with the number of students per section, or the number of hours assigned daily. 5. Financial management The most common KPIs to measure the financial administration of the institution are: Income versus expenses.
Operational expenses.
CAPEX / Sales ratio.
Budget compliance percentage by area.
Annual budget surplus/deficit.
State scholarships and grants rate.
Institutional debt per student. The following indicator also shows more knowledge about this administrative area: Cost per Student / Teacher: It allows knowing the costs that the institution incurs to educate each student or employ each doctor. This ratio includes infrastructure expenses, maintenance, administrative salaries, books and teaching resources, food, among others.