OPERATIONOPERATIONAL SUCCESS AL SUCCESS KEY KEY INDICATORSINDICATORS
OSKI Metrics OSKI Metrics for your for your teamteam
Metrics: a fair, simple, transparent measure of a unit’s ability to accomplish its goals.
University of California, Berkeley
WHO Daniel Roddick
Layla Naranjo
Rebecca Andersen
Louise Davidson
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
OVERVIEW
CalMetrics Vision
Creating Metrics:•Step 1: Mission & Goals•Step 2: Develop Parameters•Step 3: Townhall•Step 4: Synthesize & Draft•Step 5: Communication
Future of metrics at Cal
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Vision Statement
We believe UC Berkeley operational units do their best work through a feeling of engagement…This engagement is fostered by a bridge of communication between administration's expectations and employee feedback and participation…As a result, UC Berkeley units have a means to provide their best work…
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Step 1:Mission, Mission, VisionVision
& Goals& Goals
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Success Factors:• Metrics and your mission• Focus on the “what” and “why”
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Key Points:• Stewardship• Change facilitation
Step 1:Mission, Mission, VisionVision
& Goals& Goals
Step 2:Develop Develop
ParametersParameters
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Success Factors:• Transparency• Be clear to those involved
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Chez Pannise Cafe McDonald’s
Step 2:Develop Develop
ParametersParameters
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Key Points:• Set expectations and parameters• Determine scope
Step 3:TownhallTownhall
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Success factors:• Solicit feedback• Encourage participation• Seek inclusivity• Shared responsibility
Step 3:TownhallTownhall
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Examples:• One-on-ones• Mini-retreat• Staff meeting• Departmental townhall
Step 3:TownhallTownhall
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Key Points:• Many ways to engage• Identify what’s needed• Obtain buy-in• Follow-through
Step 4:Synthesize & Synthesize & Draft MetricsDraft Metrics
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Success factors:• Tie to a vision or goal• Reflect the work of a team• Be measureable
Operational vs. Transactional Metrics
InputsOne laboratory safety inspector
ActivitiesLab inspections are conducted
OutputsAnnual lab
inspections are completed
OutcomesLaboratory
accidents decrease
“The Logic Model” by The Institute on Governance, Canada
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Operational vs. Transactional Metrics
InputsAcademic
Counselors
ActivitiesMandatory
student check-ins
OutputsIncreased student
engagementOutcomes
Increase first-year retention rate
“The Logic Model” by The Institute on Governance, Canada
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Operational vs. Transactional Metrics
InputsOne IT person
assigned to help on this project
ActivitiesDevelop online
scholarship application
OutputsMore accurate
reports available OutcomesGreater access to
all scholarships for all students
“The Logic Model” by The Institute on Governance, Canada
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Operational vs. Transactional Metrics
InputsSpeak to various offices abt. web
consolidation
ActivitiesRemove duplicate websites,
consolidate information
OutputsFewer Websites
to maintain, greater accuracy
OutcomesImprove usability
of website and improve self-
service for students
“The Logic Model” by The Institute on Governance, Canada
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Step 4:Synthesize & Synthesize & Draft MetricsDraft Metrics
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
ACTIVITYACTIVITY
Activity
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Prompts / Goals:• Increase the percentage of undergraduates graduating in 4 years
• Increase staff engagement
• Build a strong faculty and research institution
• Provide excellent customer service / support
Step 5:CommunicateCommunicate
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Addressing the:• Who?• What?• How?
Step 5:CommunicateCommunicate
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Key Points:• Tailored messaging• Sustainability• Continuous improvement
Future of
Metrics at Cal
Intro Step 2 Step 3 Step 4 Step 5 FutureStep 1
Recommendations:• Identify pilot units• Develop a dashboard• Core metrics• Tailored metrics• Do something with the results!!!
Metrics – “Do’s” and “Don’ts”
• Do use them as a useful management tool • Do tie them directly to a strategic plan• Don’t forget the external dimension• Do have a good mix of effectiveness (impact, client
satisfaction and quality) and efficiency (timeliness, volume and cost)
• Don’t fall prey to metric mania! (measure only the key activities)
• Don’t get survey fatigue!
Metrics help us do our best work.help us do our best work.
Metrics should be tied to visions & visions & goals.goals.
Operational metrics are TEAM TEAM metricsmetrics, and the process must be process must be
inclusive.inclusive.
Operational metrics are about how how we make a difference.we make a difference.
There are toolstools that can help!
Continuous improvement Continuous improvement is key.
OPERATIONAL
SUCCESS
KEY
INDICATORS
Thank you!
Questions?