KPI SCORECARD TEMPLATE

RANK PROGRESS
Fanshawe College - School of Digital and Performing Arts RANK KEY STATUS KEY
Top 10 KPI Performance Improving
ADDRESS 137 Dundas St
CITY London Middle 30 KPI Performance Staying About The Same TOP IMPROVING

STATE Ontario Bottom 10 KPI Performance Declining MIDDLE MAINTAINING

ZIP N6A 1E9 BOTTOM DECLINING

FINANCIAL INDICATORS PREVIOUS CURRENT RANK PROGRESS INTERNAL BUSINESS PROCESS INDICATORS PREVIOUS CURRENT RANK PROGRESS
Enrollment Revenue 204,759,796 263,755,385 TOP IMPROVING Donations/Giving 187,589 129,913 BOTTOM DECLINING

Investment revnue 2,882,718 6,013,120 MIDDLE IMPROVING Fanshawe Global Coperation 130,000 73,000 BOTTOM DECLINING

Ancillary Revenue 15,193,804 21,059,969 MIDDLE IMPROVING Reduction of Instructional and Instructional support Expenses 27,738,997 30,737,584 MIDDLE DECLINING

Total Income 347,768,156 412,459,980 MIDDLE IMPROVING Reduction of Student and college service expenses 45,932,918 49,540,061 TOP MAINTAINING

Cash Flows from operating actvities 83,417,201 111,798,725 MIDDLE IMPROVING Reduction of facilty expenses 46,537,643 57,871,649 MIDDLE DECLINING

Current Ratio 0.91 0.99 MIDDLE IMPROVING Reduction of Ancillary Expenses 5,243,674 5,795,413 MIDDLE MAINTAINING

Debt Ratio 0.09 0.08 MIDDLE IMPROVING Improved Professor resources 170,260,272 186,489,874 TOP IMPROVING

Goverment Grants 100,455,764 96,631,513 TOP DECLINING Improved student resources 4,621,968 7,843,472 TOP IMPROVING

CUSTOMER INDICATORS PREVIOUS CURRENT RANK PROGRESS LEARNING & GROWTH INDICATORS PREVIOUS CURRENT RANK PROGRESS
Part time Enrollment 20.0% 29.0% MIDDLE IMPROVING Enrollment Revenue % increase 11% 29% TOP IMPROVING

Indigenous student enrollment 4.9% 5.3% MIDDLE IMPROVING Student fee recivable % increase 19,558,068 18,903,811 MIDDLE MAINTAINING

Summer Enrollment / / MIDDLE Consolidated Revenue 347,768,156 412,459,980 MIDDLE IMPROVING

First Smester retention 76.3% 71.9% TOP DECLINING Profit margin 5.1% 10.6% MIDDLE IMPROVING

Co-op Placements / 82.0% MIDDLE IMPROVING Hotzone training 281,000 130,000 MIDDLE DECLINING

Repuation and goodwill / / TOP Improved Student Engagement / / TOP

Improved Online education 60% 24% TOP DECLINING

BASIC BALANCED SCORECARD TEMPLATE

Fanshawe College - School of Digital and

ADDRESS 137 Dundas St

TARGETS
STRATEGIC OBJECTIVES KEY PERFORMANCE INDICATORS
YEAR 1

Highter tuition revenues Enrolment Revenues ↑ 5%

Increased government funding Government Grants Maintain

FINANCIAL

Improved enrollment rate Enrolment Revenue % Increase ↑ 10%

CUSTOMER/STUDENT

Developing Fanshawe's Reputation Advertising & Market Complaints Received Maintain Zero

Improved / More efficient professor

Professor Resources Expenses ↑ 1%
resources
INTERNAL PROCESSES

Improved / More efficient student

Student Resources Expenses ↑ 1%
resources

Improved Online Education Offerings # of programs offered online 0

ARNING
 Increase
participation
Improved Student Engagement Student Feedback Surveys
by 250

LEARNING
students
ol of Digital and Performing Arts
CITY London PROVINCE Ontario
TARGETS INITIATIVES
YEAR 2 YEAR 3 PROGRAMS
↑ 5% ↑ 5% - For the Digital and Performance Arts
school, a 5% annual increase will be on par
Maintain ↑ 2.5% with Fanshawe's overall growth and make it
aligned with the School's goals.
- Government grants
should be targeted to maintain for the next
two years as an improvement to the decline
they saw in this prior year. Then a slight
increase of 2.5% would indicate proper
growth over 3 years.
↑ 10% ↑ 10% - Fanshawe has an annual target of 10%
growth in this figure which was surpassed at
Maintain Maintain
29% by the College as a whole, so 10% is a fir
Zero Zero
target for the school of Digital and
Performing Arts.
Fanshawe's complaints filed in annual reports
has been Nil, this is the target to maintain for
future years.
- Annual growth of 1% for both professor
↑ 1% ↑ 1% and student resources expenses is on par
with the expansion of expenses for the
college from prior years. Therefore, a steady
↑ 1% ↑ 1% increase for this school is sufficient and
aligns with the programming growth.
- The school of Digital and Performing Arts
2 4
initially had 0 programs offered online, and
should aim to add two per year over three
years to properly expand the programming.
Online and eLearning options have
becoming increasingly important for the
College in recent years due to the pandemic.
Increasing # of programs offered online can
increase part-time enrolment and thus
POSTAL N6A 1E9
BUDGETS
- The average total tuition cost
of program across all 6
programs currently offered by
this school is $9,333.79 for
domestic students and
$27,620.68 for international
students.
- According to Fanshawe
College's 2023/24 budet, total
domestic tuition revenue is
projected to increase by 3.6%,
- while total post-secondary
enrolment projections
anticipate an overall increase of
14.6% over 2022/23 actual
enrolment.
- The College saw a 10% and
8% increase in expenditures for
instructional services and
student services respectively, in
the 2022/23 annual report.
-According to Fanshawe
College, "Course fees for part-
time post-secondary studies
are generally calculated at
$6.02 per student contact hour
for tuition, plus part-time post-
secondary ancillary fees.
Ancillary fees are $50.37 per
course when studying at any
 - The school of Digital and Performing Arts
initially had 0 programs offered online, and
Increase Increase should aim to add two per year over three
participation participatio years to properly expand the programming.
by 250 n by 250 Online and eLearning options have
students students becoming increasingly important for the
College in recent years due to the pandemic.
Increasing # of programs offered online can
increase part-time enrolment and thus
increase enrolment revenues.
-According to Fanshawe
College, "Course fees for part-
time post-secondary studies
are generally calculated at
$6.02 per student contact hour
for tuition, plus part-time post-
secondary ancillary fees.
Ancillary fees are $50.37 per
course when studying at any
campus in London and $29.84
per course when studying
online or at a Regional
Campus".
STRATEGY MAP SCORECARD TEMPLATE

Fanshawe College - School of Digit

ADDRESS 137 Dundas St

STRATEGIC OBJECTIVES

Higher Increased
FINANCIAL

Tuition Governmen
Revenues t Funding
CUSTOMER/STUDENT

Improved Developing
Enrollment Fanshawe's
Rate Reputation
INTERNAL/SCHOOL

Improved Improved
Professor Student
Resources Resources
LEARNING & GROWTH

Improved Improved
Online Student
Education Engagement
 LEARNING & GR
Improved Improved
Online Student
Education Engagement

Strategic goals:
1. Enhance innovative practices for exceptional student learning
2. Manage enrollment growth
3. Optimize use of resources and enhance organizational capacity
4. Build sustainable, complementary sources of revenue.
e - School of Digital and Performing Arts
CITY
MEASURES
Enrollment revenue
Grant revenue
Net revenue
Enrollment % increase
First Smester retention
Co-op Placements
Student services expenses
Instructional Services snd support
expenses
College service expenses
# of programs offered online (0)
Attendance rate for lectures
Student feedback
London PROVINCE Ontario
TARGETS
Target 1: Increase part time
enrolment.
Target 2: Regain the 4% lost.
Target 3: Meet or exceed annual
eligible revenue targets from SMA3.
Target 1: Increase by 30% over
2021/22 baseline
Target 2: Increase by 5%.
Target 3: Achieve 1% increase
annually.
Target 1: Maintain expenses
Target 2: Reduce costs where
applicable.
Target 3: Maintain or decrease
expenses.
Target 1: Increase enrolment
revenues and % by expanding
online offerings.
Target 2
Target 3: Increase surveys and CMP
platform.
POSTAL N6A 1E9
INITIATIVES
Initiative 1: Stay within the corridor of
15,996-17,716 weighted funding
units)
Initiative 2: manage international
student recovery decline.
Initiative 3: Minimum annual 5% net
profit margin.
Initiative 1: Expand offerings to
international, part-time, and
indigenous students.
Initiative 2: Target the increase over 3
years over the 2021/22 baseline.
Initiative 3: Continue adding co-op
partnerships to expand placement
opportunities.
Initiative 1: Re-introduce athletics
programming & wellness centre
expenses.
Initiative 2: Continue to fund growth
of new programming, cutting costs in
other well-developed programs.
Initiative 3: Manage economic
increases and finish implementation
of the ERP project.
Initiative 1: Increase online offerings
by 1 for digital arts school.
Initiative 2
Initiative 3: Expand Campus Master
Plan online platform to engage
student feedback and ideas.
 Target 1: Increase enrolment
revenues and % by expanding
# of programs offered online (0)
online offerings.
Attendance rate for lectures
Target 2
Student feedback
Target 3: Increase surveys and CMP
platform.
Initiative 1: Increase online offerings
by 1 for digital arts school.
Initiative 2
Initiative 3: Expand Campus Master
Plan online platform to engage
student feedback and ideas.