1 metrics framework and key indicators presentation to the board of regents november 12, 2009
TRANSCRIPT
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Metrics Framework and Key Indicators
Presentation to the Board of Regents
November 12, 2009
Metrics and Accountability at the U
“ ... [The regents shall] make a report annually, to the Legislature ... exhibiting the state and progress of the University...and such other information as they may deem proper, or may from time to time be required of them.…”
University charter, 1851 Territorial Laws, Chapter 3, Section 16
2000: The University Plan, Performance, and Accountability Report approved by the Board of Regents.
2004: Transforming the U began, with the need for metrics at its core:– To track results and progress toward strategic goals– To help inform difficult decisions
2006: The Metrics and Measurement task force recommend an initial set of 20 broad metrics.
2007: The Board of Regents heard a presentation on the need for a more comprehensive metrics strategy.
2009: University planning functions consolidated to a single office with responsibility for refining a comprehensive metrics strategy.
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Principles
The University’s metrics framework must:• Use measures that reflect essential mission and support activities
and are relevant, valid, reliable, adaptable, parsimonious and clear• Support University leadership in assessing progress and
performance on agreed-upon goals, objectives, and strategies• Support data-driven decision-making and assessment• Be meaningful internally as a management tool for continuous
improvement purposes and externally for accountability purposes• Be responsive to the governing policies of the Board of Regents
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Key Questions
Is this the right framework?• Do the principles accurately reflect the measurement and analysis
needs of the University, the Board of Regents, and our stakeholders?
• Are the strategies articulated comprehensive enough to represent the scope of the University’s mission and functions?
• Do the articulated goals encompass the University of Minnesota’s mission and core capacities required to deliver on its mission?
• Are the key indicators identified at the right level to support the Board of Regents in meeting its responsibilities?
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Definition of Indicator
Indicators are: • Observable• Measurable• Connected to policy decisions and accountability requirements• Focused on outcomes wherever possible
Key indicators are all-University measures that assess our standing, performance and progress.
• Strategic: How is the University progressing on the strategies that forward its mission and are the right strategies being pursued?
• Operational: How well are our operations supporting the mission, strategies, and goals?
Collectively, these are the measures on which we are accountable to the Board of Regents, state and federal agencies, accreditors, associations and more.
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Anchoring of Indicators
Indicators are drawn from measures that are anchored in:• Board of Regents and University policy• State and federal reporting requirements• Accreditation standards• Granting agency reporting requirements• Inter-institutional agreements• National and international comparison data
Example: The test scores of incoming students are reported to the federal government through the Integrated Postsecondary Education Data System (IPEDS), and to the Voluntary System of Accountability (VSA), an alliance of public universities.
Goals: Mission and Capacity
Extraordinary Education – Recruit, educate, challenge, and graduate outstanding students who become highly motivated lifelong learners, leaders, and global citizens.
Breakthrough Research – Explore new ideas and breakthrough discoveries that address the critical problems and needs of the state, nation, and world.
Dynamic Outreach and Service – Connect the University’s academic research and teaching as an engine of positive change for addressing society’s most complex challenges.
Mis
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World-Class Faculty and Staff – Engage exceptional faculty and staff who are innovative, energetic, and dedicated to the highest standards of excellence.
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Outstanding Organization – Be responsible stewards of resources, focused on service, driven by performance, and known as the best among peers.
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Pi lla rs
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Strategies and Key Indicators: Education
Recruit highly prepared students from diverse populations
Incoming student preparation
Student diversity
Graduation and retention rates
Placement of graduates
Student engagement
Participation in study abroad and international experiences
Student development outcomes (in process)
Student learning outcomes (in process)
Extraordinary Education – Recruit, educate, challenge, and graduate outstanding students who become highly motivated lifelong learners, leaders, and global citizens.
Develop lifelong learners, leaders and global citizens
Challenge, educate and graduate students
Go
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trat
egie
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Key
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Ensure affordable access for students of all backgrounds
Internal support for scholarships
Average net cost for students
Strategies and Key Indicators: Research
Foster an environment of creativity that encourages evolution of dynamic fields of inquiry
Highly cited research publications
National academy members and other faculty awards
Major research awards, research center awards and centers of excellence
Technology disclosures, licenses and startups
Breakthrough Research – Explore new ideas and breakthrough discoveries that address the critical problems and needs of the state, nation, and world.
Develop innovative strategies to accelerate the efficient and effective transfer of knowledge for the public good
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Key
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Research expenditures and competitive ranking
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Strategies and Key Indicators: Outreach
Promote and secure the advancement of the most challenged communities
Longitudinal changes in communities where the University is actively engaged (in development)
Active partnerships and assessments of impact (in development)
Faculty, staff, and student engagement and community service (in development)
Dynamic Outreach and Service – Connect the University’s academic research and teaching as an engine of positive change for addressing society’s most complex challenges.
Be a knowledge, information, and human capital resource for the betterment of the state, nation, and world
Build community partnerships that enhance the value and impact of the University’s research and teaching
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Key
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Strategies and Key Indicators: Faculty and Staff
Recruit and place talented and diverse faculty and staff to best meet organizational needs
Quality of incoming faculty and staff
Faculty and staff diversity
Faculty and staff awards and distinctions
Supervisor and departmental support satisfaction
Faculty and staff salary and total compensation
Employee engagement index
Employee training and development index (in development)
World-Class Faculty and Staff – Engage exceptional faculty and staff who are innovative, energetic, and dedicated to the highest standards of excellence.
Recognize and reward outstanding faculty and staff
Mentor, develop, and train faculty and staff to optimize performance
Go
alS
trat
egie
s
Key
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rs
Engage and retain outstanding faculty and staff Employee retention index 12
Strategies and Key Indicators: Organization
Ensure the University’s financial strength
Bond rating: resources and leverage; liquidity and operating cushion
Private giving and endowment
Carbon footprint
Facilities Condition Needs Index (FCNI)
External awards to units for performance, quality, and innovation (in development)
Research space productivity
Crime and perceptions of safety
Faculty and staff satisfaction with support services
Outstanding Organization – Be responsible stewards of resources, focused on service, driven by performance, and known as the best among peers.
Be responsible stewards of resources
Go
alS
trat
egie
s
Key
In
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rs
Focus on quality service
Foster peer-leading research competitiveness, productivity, and impact
Ensure a safe and secure environment for the University community
Promote performance, process improvement, and effective practice
Research proposals and awards
Workplace injuries
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Technology commercialization agreements
Integrated Metrics Framework
U-Wide Strategies
U-WideKey Indicators
U-Wide Goals
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Unit-Level Goals
Unit-Level Strategies
Unit-Level Measures
University-Wide
Unit-Level
Example: OIT Balanced Scorecard
Engage and retain exceptional faculty
and staff
Employee Engagement Index (PULSE survey)
World-Class Faculty and Staff
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Maximize staff member contributions through engagement,
growth, and development
OIT Employee Engagement
OIT Climate Survey Results
University-Wide
Unit-Level
OIT Pulse Responses
Example: Undergraduate Education
Challenge, educate and graduate students
Graduation and retention rates
Extraordinary EducationChallenge, educate and
graduate students
Undergraduate retention, graduation and outcomes
First-year retention
University-Wide Unit-Level
Student learning outcomes
Second-, third- and fourth-year progress toward degree
Four-year graduation rates
Structure of degree program requirements
Effective curricular scheduling
Quality of instruction16
Placement of graduates
Example: Undergraduate Education
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Accountability Structure
Discussion
Is this the right framework?• Do the principles accurately reflect the measurement and analysis
needs of the University, the Board of Regents, and our stakeholders?
• Do the articulated goals encompass the University of Minnesota’s mission and core capacities required to deliver on its mission?
• Are the strategies articulated comprehensive enough to represent the scope of the University’s mission and functions?
• Are the key indicators identified at the right level to support the Board of Regents in meeting its responsibilities?
Questions?
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Principles
The University’s metrics framework must:• Use measures that reflect essential mission and support activities and are
relevant, valid, reliable, adaptable, parsimonious and clear
• Support University leadership in assessing progress and performance on agreed-upon goals, objectives, and strategies
• Support data-driven decision-making and assessment
• Be meaningful internally as a management tool for continuous improvement purposes and externally for accountability purposes
• Be responsive to the governing policies of the Board of Regents
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