Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

ROB - NHEBI 2013

Benchmarks in KPIs
by

Michelle Stando

on 24 June 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of ROB - NHEBI 2013

Next Steps
Next Steps
Benchmarks in
Key Performance Indicators

E. Rob Stirton
Director of Institutional Effectiveness

Learning & Growth
Strategic Objectives
Example Benchmark KPIs
with their multiple measures
KPI [multiple measures] Baseline
Learning & Growth
Critically Important
Metadata
KPI Foundation
Benchmark Crosswalk
KPI Dashboard
“…a set of measures focusing on those aspects of organizational performance that are the most critical for the current and future success of the organization.”
Institutional
Perspectives
Processes
National Higher Education
Benchmarking Institute
2013 Conference

“…a performance [indicator] needs to … ensure it creates a desired behavioral outcome.”
“All staff understand the indicator [and its multiple measures] and what corrective action is required … to increase performance dramatically.”
“Responsibility can be tied down
to an individual or team.”
KPIs within a
Balanced Scorecard
Framework
Learning & Growth
Customers
Financials
KPIs
Financial Margins
Revenue Streams
Mulitple Measures
Operating expenses % gross revenue
Benefits expense % operating expense
Drives
Drives
Drives
Conversion Rates
Retention Rates
Contracts Ratified
Processes Mapped
Financial Aid Processing & Utilization
Gainful Employment Success
Student Success
Student Complaints
Learning & Growth
Processes
Customers
Financials
Value-added Learning - Outcomes
Value-added Learning - Dev Ed
Program/Course Offerings
Business Analytics
Financial Margins
Revenue Streams
Student ROI
Stable Operating Expenses
KPI
KPI overall condition
Strategic Objective:

BY January 2014 -
Ensure 100% of Gainful Employment programs meet minimum thresholds for compliance regulations
By 7/1/2015
Increase documented and demonstrated learning outcomes by 5%
Increase documented and demonstrated learning outcomes by 5%
Increase value-added program by 3% and course offerings by 6%
Increase college's capacity to conduct analytics by 12 employees
Value-added Learning - Outcomes
Value-added Learning - Dev Ed
Program/Course Offerings
Business Analytics
KPIs
KPIs
Value-added Learning - Outcomes
Multiple Measures
% Core ability Communicate Effectively success scores
% Core ability Think Creatively success scores
% Core ability Use Technology Effectively success scores
% Core ability Use Mathematics success scores
% Core ability Manage Information success scores
% Core ability Act Responsibly success scores
% Core ability Work Cooperatively success scores
% Core ability Demonstrate Social & Cultural Awareness scores
% Program outcomes success scores
# Programs aligned to specialty accreditation standards
%

student success*
% retention rates*
* indicates KPI from other Institutional Perspectives
FT Faculty FTE Student Credit Hours Taught
PT Faculty FTE Student Credit Hours Taught
Other Employee FTE Student Credit Hours Taught
Academic Program SCHT Student Credit Hours Taught

Academic Program FTE FTE Students

FT Faculty % of Student Credit Hours Taught
PT Faculty % of Student Credit Hours Taught
Other Employee % of Student Credit Hours Taught
Academic Program %SCH % of Student Credit Hours Taught

Academic Program $SCH Instructional Costs per Student Credit Hour
Value-added Learning - Dev Ed
Input Variable

Imported Variable

Calculated Variable

Calculation

Constant Variable

Data/Info Source
Dev Ed Math
retention rate
Dev Ed Writing
retention rate
Dev Ed Math enrollee
success rate
in next-level math course
Dev Ed Math
enrollee success rate
Dev Ed Writing
enrollee success rate
Dev Ed Writing enrollee
success rate
in next-level math course
2010
2011
2012
BaseLine
NCCBP
NCCBP
NCCBP
NCCBP
NCCBP
NCCBP
84.82
85.87
85.02
85.2
91.65
96.05
88.32
92.0
66.15
70.27
70.03
68.8
48.15
46.16
46.87
47.1
92.72
69.73
67.26
76.6
95.81
89.50
86.60
90.60
X
X
X
X
X
X
X
X
X
X
X
X
77%
Document benchmarks already available on your campus
Identify 20-35 departmental or divisional leaders on your campus
Facilitate meetings with departmental/divisional leaders to identify 8 to 12 KPIs and their associated multiple measures
Determine best approach for baseline of multiple measures (cut scores, ranges, etc.) and baseline multiple measures and KPIs (minimum 3-5 data points)
Process map critical processes (admission, registration, etc.)
Align departmental or divisional leaders to mutiple measures (NOT KPIs)
Monitor KPIs and report their status regularly (with drill-down)
Develop improvement strategies for mutliple measures that are under-performing
erob.personal1@gmail.com
810.922.4482
Thank you!
Enjoy the rest of your conference
Ensure institutional perspectives (Process, Customer, etc.) are not associated with any one particular division

Foster cross-divisional KPI support by embedding a KPI as one of the multiple measures within another KPI

Ensure a KPI strategy requires cross-divisional teams to be successful

Ensure KPIs are future-oriented for sustaining the organization and documenting achievement of the college’s mission

Ensure KPI’s multiple measures can be filtered by meaningful and analytically important categories

Ensure institutional perspectives’ KPIs provide multiple points of view
Overarching KPI Development Context
Necessary Characteristics of Good KPIs:
KPI Range = 73% to 80%
Measure_ID
KPI_ID
Measure_Name_or_Question
Question_Number
Respondent_Type
Data_Collection_Type
Indicator_Name
Data_Source
Source_Report
Benchmark_Type
Measure_Method
Measure_Baseline_Year
Measure_Archive_Year
KPI_Refresh_Cycle
KPI_Basis
KPI_Basis_Accronym
KPI_Type
KPI_Primary_Type_SC
KPI_Secondary_Types_SC
KPI_Change_Approval
KPI_Baseline_Year
KPI_Archive_Year
Multiple Measures
KPI
1.They are nonfinancial (financial measures are a result of something)

2.They are measured frequently; minimum weekly

3.They affect the entire organization

4.They tie responsibility down to a cross-divisional team

5.They are current- or future-oriented as opposed to lagging or assumptive measures

6.They clearly indicate what action is to be taken by the cross-divisional team

7.They have a significant impact on the organization’s sustainability

8.They are not a consolidation of team, department or divisional performance measures
Distinguishing between
KPIs and KRIs (Key Results Indicators):
KRIs are the result of many actions across the organization.

They cover a longer period of time between measurements, e.g. monthly, quarterly, annually or even triennially .

Example KRIs include customer satisfaction, employee satisfaction, and profitability.

These represent ‘lag’ indicators.

They are more appropriate for review by a Board report.
Full transcript