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Key Performance Indicators in Measuring Institutional Performance
 

Key Performance Indicators in Measuring Institutional Performance

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    Key Performance Indicators in Measuring Institutional Performance Key Performance Indicators in Measuring Institutional Performance Presentation Transcript

    • Key Performance Indicators in Measuring Institutional Performance Case Study Use of Board Level KPIs John Lauwerys Secretary & Registrar
    • Overview
      • Part 1 - John Lauwerys
      • University of Southampton – facts & figures
      • Corporate Strategy, Strategic Planning & Budgeting
      • Early assessments of University performance
      • Approach to Developing KPIs
      • Development of KPIs at Southampton
    • Overview
      • Part 2 - Dame Valerie Strachan
      • Governing Body’s requirements
      • Observation on the two approaches
      • - KPIs based on strategic themes
      • - KPIs based on critical success factors
      • Part 3 - Questions & Discussion
    • University of Southampton
      • Over 20,000 students (5000 postgraduates)
      • Over 2,000 international students
      • 5200 staff including 2100 academics
      • £300 million turnover (40% from research)
      • 6 campuses
      • Research links across the world
    • University of Southampton
      • Top-10 in UK for research income
      • Top-10 in National Student Survey 2006
      • Top- 5 for enterprise activity
      • Queen’s Anniversary prize for Higher Education awarded to Institute of Sound & Vibration Research
      • But further ambition to be top-10 across the board by 2010
    • Strategic Planning & Budgeting
      • Corporate Strategy developed ahead of restructuring in August 2003
      • 7 faculties, 50+ departments  3 faculties, 23 Schools & Research Institutes
      • Annual strategic planning and budgeting round designed to meet changing requirements
      • Planning horizon – “ 5 years” for University but “ current year +2” for Schools & Professional Services
      • Role of Council
    • Early assessments of University performance
      • Abstract of statistics (to 2002)
        • Student numbers (mode and level)
        • Domicile of students (UK/EU, overseas)
        • Residence (catered, self-catered, home, private sector)
        • Degrees awarded
        • Academic staff (numbers and categories)
        • Income & Expenditure
    • Early assessments of University performance
      • Abstract of statistics (to 2002)
        • Presented core information and trends for student numbers and income
        • Useful indicator of the scale of operations and as a reference tool but no link to corporate aims
    • Approach to Developing KPIs
      • Aug 2003 - University restructuring implemented
      • Dec 2003 - Corporate Strategy published. Council
      • asks for KPIs to be developed
      • Dec 2004 - KPIs based on strategic aims presented to Council
      • Sep 2006 - Revised KPIs based on critical success factors presented to Council
      • Nov 2006 - Development of KPIs continues
    • Development of KPIs
      • KPIs based on Strategic Aims (2004)
        • Strategic aims from Corporate Strategy
        • Objectives derived from strategic aims
        • Performance indicators flow from objectives
        • Status and progress indicators
        • Year-on-year change indicators
    • Example of KPI based on Strategic Aims
    • Development of KPIs – new approach
      • Revised KPIs based on Critical Success Factors (2006)
        • Critical success factors – key issues requiring management attention
        • Represent real issues faced “here and now”
        • Performance indicators relate to critical success factors not strategic aims – offers greater flexibility
        • Critical success factors can be mapped to strategic aims
    • Development of KPIs - CSFs
      • Revised KPIs based on Critical Success Factors (2006)
        • 11 Critical success factors identified covering
          • Student recruitment
          • Staff recruitment
          • Staff and student experience
          • Enterprise
          • Reputation
          • Funding
          • Business processes
          • Research activity
    • Overview
      • Part 2 - Dame Valerie Strachan
      • Governing body’s requirements
      • Observations on the two approaches
        • KPIs based on strategic themes
        • KPIs based on critical success factors
    • Governing body’s requirements
      • Monitor the University’s progress in achieving its strategic aims
      • Identify areas of activity that require greater attention
      • Performance indicators that are grounded in data
      • Striking a balance between a comprehensive set of KPIs and information overload
    • Examples of Strategic Aims Provides research-led teaching and learning that is informed by leading edge concepts 4 Conducts world-class research and is recognised as an innovative, intellectual leader of international standing. 3 Recognised as a well managed, autonomous institution demonstrating excellence across our activities. 2 Positioned amongst the top 10 universities in the UK. 1   Strategic Aim
    • KPIs based on Strategic Themes
        • Do the KPIs provide Council with a clear indication of progress to date and areas requiring greater attention?
        • Strategic aims do not always lend themselves to measurement and require associated objectives
        • No difficulty with objectives extracted from the Corporate Strategy but derived objectives may have no real ownership
    • KPIs based on Strategic Themes
        • Metrics may not always provide good evidence of progress and need to be chosen carefully
        • Tendency to use metrics that are readily available rather than collecting data that reflect what needs to be measured
    • KPIs based on Strategic Themes
      • Strategic Aims do not all easily lend themselves to proof, for example number 4 above ”Provides research-led teaching and learning that is informed by leading edge concepts”
      • Reports against this aim might look fine while the University may not actually be succeeding
    • Mapping of CSFs to Strategic Aims
    • Example of Critical Success Factor
    • Example of metrics used in CSF CSF3 Maintain our premier position as a research intensive University
    • KPIs based on CSFs
        • CSFs are more tangible and down-to-earth; success or otherwise is more easily seen, and if we are doing well on all of them we can be confident that the University really is in good shape
        • Provide flexibility to adopt or retire new CSFs as circumstances change e.g. Mountbatten fire
        • Can be cascaded to operational levels of management more easily and usefully than strategic aims
    • In Summary
        • Introduction of KPIs represents a major step forwards
        • Enables governing body to understand where progress is being made towards achieving strategic aims and those areas which need to be addressed
        • Development of KPIs continues in response to Council’s requirements
        • Commend adoption of KPIs by other higher education institutions
    • Questions & Discussion