If you are asking about higher education Key Performance Indicators, the measures vary depending on who is evaluating. Internal strategic planners, external accrediting and licensing agencies, or the plethora of various magazine rankings. There are many articles and books on this subject. In regard to quantifiable strategic indicators, one article states that "The strategic indicators included measures such as student-faculty ratios, yield on endowments, percentage of applicants accepted for admission, percent of accepted applicants matriculating, and percent of matriculants who graduate within a reasonable period of time. The top ten indicators identified in the report were (a) revenue structure, (b) expenditure structure, (c) excess (deficit) of fund revenues over fund expenditures, (d) percentages of freshman applicants accepted and who matriculate, (e) ratio of full-time-equivalent (FTE) students to FTE faculty, (f ) scholarship/fellowship expenditures as a percent of total tuition/fee income, (g) tenure status of FTE faculty, (h) percent of total FTE employees who are faculty, ( i ) estimated maintenance backlog as a percentage of total replacement value of plant, and (j ) percent of living alumni who have given at any time during the past five years." See Miller, 1998). Also Taylor and Massey in 1996 stated that "The indicators are grouped in four broad categories: (1) financial capital, which includes revenues, expenditures, assets, liabilities, and fund balances, and fund raising; (2) physical capital, which includes plant operation and maintenance and new investment; (3) information capital, which includes library and other information resources and technology access; and (4) human capital, which encompasses student enrollment, admissions, tuition, fees and financial aid, and faculty"
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