Implementing KPI Reporting in the College of LSA Rob Wilke Nick Hadwick

Implementing KPI Reporting in the College of LSA

Rob WilkeNick Hadwick

• Our Data Environment• LSA in Context• KPI Development Process• System Demo• How used• Technical Infrastructure• Challenges encountered• Future Directions

BI: Data -> Information ->Knowledge -> Action

UM Data EnvironmentThousands of tables in PeopleSoft

Large datasetsPersonal data table – 2.3 million rows

Admissions Program table – 2.3 million rows

Student Enroll table – 6.7 million rowsJob table – 1.4 million rows

Pay Check table – 8.5 million rowsDept table – 20,000 rows/3700 distinct

DeptIDs

LSA:UMDistinct DeptIDs - 144:3700

Student Enrollments – 3.8 million:6.7 million

College of LSA• ~ 40 Academic Depts/Programs (3 Divisions – Humanities, Social

Sciences, Natural Sciences)

• Museums

• Michigan Learning Communities

• Student Support: Advising, Language Resource Center, Science Learning

Center, Study Abroad

• Dean’s Office

• 80% of Budget is Salary/Benefits

Heterogeneous Organization

• What to measure?• Can you compare the Exhibit

Museum with the English Department?

• Why did we develop the KPI measures?

LSA KPI History

• New Dean and Associate Deans• “Provost Indicators”– Student Headcount, Diversity– Faculty Appointments

Charge

“Work within the realm of information we’re already producing to make information useful for planning at the Associate Dean and Executive Committee level that will show changes in the College over time and project to the future.”

Goals

• Clear, Consistent and shared measures

• Benchmarks to help think about resource distribution in the College

• Not be reliant on self-reported data by departments

Principal Data Areas

• Faculty/Staff – Counts and Characteristics• Graduate Student Characteristics• Funding• Space and Energy Utilization• Student Credit Hours• Degrees• Relationships between Inputs and Outputs

Development Process

• Top down mandate from upper management• Modeled after Provost Indicators• Push detail down to departmental level• Team of Finance, Budget and IS personnel• 2 year trial period with departments• Incremental changes to add/subtract measures• Initial system was a Spreadsheet and PDF File

System Demonstration

http://www-a1.lsa.umich.edu/AdminData/KPIDeptCompare.aspx

0100200300400500600700800

2002 2003 2004 2005 2006

Student Credit Hours per FTE

Visualize Trends

100

150

200

250

300

350

400

450

2002 2003 2004 2005 2006

Student Credit Hours per FTE

Visualize Trends

Decision Making

Student Credit Hours/TTFTEComputed Course Releases/TTFTE% Small Sections% Over or Under Target

Faculty lines (Resource Commitment)Position requestsGSI, grader and fellowship fundingLecturer positions

Technical Environment

• SQL Server 2000 database – 3 tables• IIS Web Server• ASP.Net 2.0 Development Environment• Originally Excel with Macros

Tables• Header– Key, Description, URL, DisplayOrder, Page,

Classification (Profile, Indicator, Outline Separator)

• Data– Key, DeptID, Year, Data value

• Notes– Key, Title, Note content

(Notes and Header tables include HTML stored with data)

Sample dataKPICode DeptID AcadYear KPIValue

1A 172000 2002 31.5

1A 172000 2003 32.5

1A 172000 2004 33.5

1A 172000 2005 31.5

1A 172000 2006 30.25

1A 172000 2007 30.25

1A 172000 2008 32

1B 172000 2005 25.52

45,000+ rows

Data must be pivoted

Challenges• Inconsistent Source Data• Lack of Understanding of Source Data• Source Data Not Reflecting “Reality”• Numeric Values only• Making Assumptions Transparent• Conflicting Indicators• Minimizing # of Indicators• Communicating Context to Depts

Future Direction

• Create Charts on the fly• Drill down to see detail• “Top 10” lists of key values• Additional Research Indicator

Terminology Check

1. Key result indicators (KRIs) tell you how you have done in a perspective.

2. Performance indicators (PIs) tell you what to do.

3. KPIs tell you what to do to increase performance dramatically

David Parmenter, Key Performance Indicators

Key Performance Indicators

"KPIs represent 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."

Key Result Indicators

“KRIs typically cover a longer period of time than KPIs; they are reviewed on monthly/quarterly cycles, not on a daily/weekly basis as KPIs are.”

Ask the Right Questions

“Rarely is the question asked, is our children learning?”