Category 1
We will maintain a financial contingency account in every operating budget that accounts for at least 5 percent of the approved budget by 2030. This will build short-to-long-term flexibility for operational officers to be able to adapt to unforeseen strategic challenges as well as capitalize on unforeseen opportunities. This KPI’s steward is Chief Financial Officer Dr. Kristy Vienne.
What is G1-T2: Contingency Accounts
We will achieve a Learning Environment Satisfaction Index of 80%, where the percentage is calculated by students rating classrooms, labs, and digital tools as meeting their learning needs. With this KPI to be updated once the baseline is identified within 30 days. This index highlights the quality of physical and virtual environments and guides targeted improvements. A strong learning environment directly shapes student success, persistence, and overall satisfaction. This KPI’s steward is Executive Vice Chancellor Dr. Bridgett Johnson.
What is G2-T6: Learning Environment
We will pay every full-time employee at this institution a livable wage by FY31. This is not just a moral imperative but a business one as well. Paying every full-time employee a livable wage will not just increase productivity and efficiency for the employees we already have, it will make us more competitive in the labor market, and it will invest in our most valuable asset, our people. This KPI’s steward is Vice Chancellor Ms. Nancy Molina.
What is G1-T5: Livable Wage
We will achieve an Employee Engagement Index where at least 80 percent of our employees “Strongly Agree” or “Somewhat Agree” that communications have improved from 2023’s Employee Engagement Survey. This KPI ensures that employees feel informed, valued, and included in the life of the institution. Clear and consistent communication builds trust, reduces ambiguity, and empowers our people to contribute their best work every day. This KPI’s steward is Vice Chancellor Dr. Deirdre Prince.
What is G3-T1: Employee Engagement
We will have a revenue diversification ratio of at least .62 by 2030. The revenue diversification ratio ensures that we never become overly dependent on any specific revenue or income source thereby building resiliency as to any funding source. This KPI's steward is Chief Financial Officer Dr. Kristy Vienne.
What is G1-T3: Revenue Diversification
We will achieve offering our students 2000 structured internships and apprenticeships. Work-based learning is one of the strongest predictors of career readiness. This KPI ensures that our students gain real-world experience while still enrolled, bridging the gap between the classroom and the workplace. This KPI’s steward is Interim Vice Chancellor Mr. Garth Howard.
What is G4-T4: Structured internships and apprenticeships
We will achieve a success rate of at least 72% in Gateway Math and 76% in Gateway English courses by 2030. Early and successful completion of these courses significantly increases a student’s likelihood of persisting and graduating. This KPI builds the academic momentum that defines long-term student success. This KPI’s steward is President Dr. De’ Reese Reid-Hart.
What is G2-T3: Gateway Success
We will achieve a Leadership Pipeline where there are at least 1.5 successors identified for key positions. This KPI ensures continuity and stability by preparing the next generation of leaders in advance. Succession planning protects the institution from disruption, while also motivating employees by making advancements visible and attainable. This KPI’s steward is Vice Chancellor Ms. Nancy Molina.
What is G3-T5: Leadership Pipeline
We will reduce the percentage of degree-seeking students in undeclared academic plans by 50% by 2030 through intentional onboarding, early advising, and degree-planning practices. With this KPI to be updated once the baseline is identified within 30 days. This KPI ensures students establish clear academic goals early, improving persistence, success, and completion rates across the System. This KPI’s steward is Interim Vice Chancellor Mr. Garth Howard.
What is G2-T4: Undeclared Plans
By 2030, we will have 5 Guaranteed Transfer Partnership Agreements with partner universities for our top-performing programs for a total of 50 pathways. These legal agreements will remove uncertainty and give our students confidence that the credits they earn here will count there. This KPI builds equity and transparency into the transfer process, eliminating hidden barriers. This KPI’s steward is Executive Vice Chancellor Dr. Seelpa Keshvala.
What is G4-T5: Guaranteed Transfer Partnership Agreements
We will achieve an internal mobility and promotional rate of 25 percent by 2030. This KPI recognizes that our institution’s greatest asset is its people, and when opportunities for advancement are available internally, we retain talent, reward loyalty, and strengthen institutional knowledge. A healthy mobility rate signals a culture where employees see real career pathways inside the Lone Star College System. This KPI’s steward is President Dr. Lee Ann Nutt.
What is G3-T3: Internal Mobility and Promotions:
By 2030, we will achieve a 70% university graduation rate for LSCS first-time transfer students. This KPI ensures that our students who aspire to continue their education at a four-year university not only transfer but also succeed after they do. It emphasizes the quality of preparation we provide and our shared responsibility for long-term student academic achievement. This KPI’s steward is Executive Vice Chancellor Dr. Seelpa Keshvala.
What is G4-T1: University graduation rate
We will achieve a Wraparound Service Utilization Rate of 65 percent for non-dual credit students by 2030. This KPI ensures that students are not just aware of services such as tutoring, counseling, financial aid, and food assistance, but are making use of them. By normalizing support as a key part of the student experience, we strengthen persistence and outcomes. This KPI’s steward is President Dr. Quentin Wright.
What is G2-T5: Wraparound Services
We will achieve an Alumni Engagement Index of 25 percent by 2030. Alumni are more than former students; they are ambassadors, advocates, and partners. By fostering connections that last beyond graduation, this KPI strengthens our reputation, builds community, and creates a network that benefits future and former students alike. This KPI’s steward is President Dr. Bennie Lambert.
What is G4-T3: Alumni Engagement Index
We will achieve an Employee-Supervisor Communication Index score of at least 85 percent where employees rate their supervisors as providing clear and timely communications regarding the employee’s employment. Supervisors are the frontline communicators of our culture. This KPI ensures accountability at every level of management to foster openness, clarity, and responsiveness. This KPI’s steward is Vice Chancellor Dr. Deirdre Prince.
What is G3-T4: Employee-Supervisor Communication
We will achieve a fall-to-fall retention rate of 70% by 2030. This KPI expands beyond First Time in College students to include all students at Lone Star College. By raising both ambition and scope, this measure signals that retention is not a one-time event but an ongoing expectation of excellence across all populations. It ensures that our commitment to persistence is universal, and it drives us toward systems and supports that equally benefit every student. This KPI’s steward is President Dr. Melissa Gonzalez.
What is G2-T1: Fall to Fall Retention
We will achieve a Workspace Quality Index of 70%, where the percentage is calculated by employees rating their physical workspace at LSC as fulfilling the basic needs of their jobs. This KPI will be updated once the baseline is identified within 30 days. This KPI ensures that Facilities and IT work together to create environments that support productivity, innovation, and employee well-being. This KPI’s steward is Executive Vice Chancellor Dr. Bridgett Johnson.
What is G3-T6: Workspace Quality
We will achieve a fall-to-spring retention rate of 86% by 2030. This measure acts as a leading indicator for fall-to-fall retention and helps us avoid the trap of only measuring progress once a year. By expanding this KPI beyond FTIC students, we will ensure that persistence between semesters is the norm, not the exception. Achieving this goal will require seamless transitions between terms, proactive outreach, and interventions before students disengage. This KPI’s steward is President Dr. Valerie Jones.
What is G2-T2: Fall to Spring Retention
We will achieve career and transfer success tech integration by a percentage of 70% of students that rate IT enabled tools for career and transfer platforms. This KPI will be updated once the baseline is identified within 30 days. This KPI ensures that technology serves as a bridge, not a barrier, to opportunity. By integrating digital tools into advising and planning, we will help students see, plan, and achieve their futures with clarity. This KPI’s steward is Chief Information Officer Dr. Reginald Brumfield
What is G4-T6: IT enabled tools for career and transfer platforms
We will have a new budget model and process for the entire system by FY2027. The new budget model and process must better align the financial activities of this institution with the System’s new Vision Statement, new Mission Statement, and Strategic Plan. It must also possess a multi-year outlook with some predictability of year-to-year funding priorities so that we get away from planning solely in one-year terms. Finally, the new model must better account for how the different business units are the same while being different. This KPI’s steward is Chief Financial Officer Dr. Kristy Vienne.
What is G1-T4: Budget Model and Process
We will achieve an Employee Professional Development Index where 90 percent of our full-time employees undergo at least 20 hours of professional development a year. By investing directly in our employees’ growth, we demonstrate that talent development is not optional but a core function of the organization. This KPI builds our long-term capacity for excellence and creates a culture of lifelong learning within our workforce. This KPI’s steward is President Dr. Carlos Morales.
What is G3-T2: Employee Professional Development
We will pay every full-time employee at this institution a competitive wage for higher education in the area for that job family. We will measure competitive wage rates by dividing our wages for a particular job family by the area’s average wage for that same job family in higher education. Most employees who believe they are underpaid believe they should be at the front of the line. We need a systematic way in which to prioritize who goes first, second, third, etc., as we increase the competitiveness of employee pay. This KPI will track where each employee job family ranks and the predictable order in which increases will be applied year to year with the goal being to achieve a ratio greater than 1.0 for all job families by 2030. This KPI’s steward is Vice Chancellor Ms. Nancy Molina.
What is G1-T6: Competitive Wage
We will achieve a workplace placement rate of 75% within six months in the student’s field of study. This KPI confirms that our programs lead directly to economic mobility. It ties education to outcomes that matter the most to our students and their families: employment in a chosen field. This KPI’s steward is President Dr. Matthew Dempsey.
What is G4-T2: Workplace placement rate
We will maintain financial reserves that allow a six-month full operation by 2030. This will build short-to-medium term stability irrespective of external factors to continue to offer educational opportunities to students while providing for increased job security and stability. This KPI’s steward is Chief Financial Officer Dr. Kristy Vienne
What is G1-T1: Financial Reserves