Managing for Results - TransACT · A REPORT OF THE PERFORMANCE MEASUREMENT AND BENCHMARKING PROJECT OCTOBER 2014 Managing for Results in America’s Great City Schools RESULTS FROM

A REPORT OF THE PERFORMANCE MEASUREMENT AND BENCHMARK ING PRO JECT

OCTOBER 2 0 1 4

Managing for Results in America ’s Great City Schools

RESULTS FROM FISCAL YEAR 2012-13

Copyright © 2006-2014

To Members of the Council of the Great City Schools –

We are pleased to present the 2014 edition of Managing for Results in America’s Great City Schools to the membership and the public. The report accompanies the web-based system, developed by TransAct Communications, Inc. Both the report and the web-based system are components of the Performance Management and Benchmarking Project, an initiative created by the Council of the Great City Schools to define, gather, and report data on key performance indicators (KPIs) in various non-academic operations of school district management. The operational areas include finance (accounts payable, cash management, compensation, financial management, grants management, procurement, and risk management); business services (food services, maintenance and facilities, safety and security, and transportation); human resources; and information technology.

We continue to improve our quality of service as it relates to the Performance Management and Benchmarking Project. The turnaround time from initial release of surveys to the release of results has dramatically improved. We launched a new “results preview” feature that reduced the time for districts to see their own data to only about 24 hours (the time it typically takes for data to undergo quality review by CGCS) after the data are submitted. And we also established a high level of stability and continuity from year to year. The surveys used in the past two cycles were identical, making the data collection process more predictable for districts.

Most charts in this report now include data quartiles. These quartile markers are color-coded with “stoplight colors” (green, yellow, red), where appropriate, to serve as a visual clue for where you might want to set your next benchmark targets. For example, if you see you are below the “red” quartile marker, you can set your target to be above that benchmark.

The members of the Council continue to find tremendous value in this project. It provides a source of national benchmarks, and serves as an important tool for performance management. The Performance Management and Benchmarking Project will continue to be one of the Council’s most important initiatives and one of the most innovative and promising developments in public education in many years. The Council will continue to develop new performance measures that spur accountability and improvements in urban public school systems. A special thanks to Jonathon Lachlan-Haché, Special Projects Consultant for the Council, who has managed the project this past year, and to so many others who have lent their time and expertise to further these goals.

Michael Casserly Robert Carlson Executive Director Director, Management Services Council of the Great City Schools Council of the Great City Schools

Council of the Great City Schools Performance Measurement and Benchmarking Project

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TABLE OF CONTENTS I N TRO DU C TI ON . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Overview ................................................................................................................................................................................................................... 1 Frequently Asked Questions.................................................................................................................................................................................. 2

F I N AN CE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

ACCOUNTS PAYABLE ...................................................................................................................................................................................................3 List of KPIs in Accounts Payable .......................................................................................................................................................................... 4 Featured Analysis .................................................................................................................................................................................................... 5 Data Discovery......................................................................................................................................................................................................... 6 KPI Definitions ......................................................................................................................................................................................................... 9

CASH MANAGEMENT ................................................................................................................................................................................................ 11

List of KPIs in Cash Management ......................................................................................................................................................................12 Featured Analysis ..................................................................................................................................................................................................13 Data Discovery.......................................................................................................................................................................................................14 KPI Definitions .......................................................................................................................................................................................................17

COMPENSATION......................................................................................................................................................................................................... 19

List of KPIs in Compensation ..............................................................................................................................................................................20 Featured Analyses .................................................................................................................................................................................................21 Data Discovery.......................................................................................................................................................................................................22 KPI Definitions .......................................................................................................................................................................................................26

FINANCIAL MANAGEMENT ...................................................................................................................................................................................... 27

List of KPIs in Financial Management ..............................................................................................................................................................28 Featured Analysis ..................................................................................................................................................................................................29 Data Discovery.......................................................................................................................................................................................................30 KPI Definitions .......................................................................................................................................................................................................35

GRANTS MANAGEMENT ........................................................................................................................................................................................... 37

List of KPIs in Grants Management...................................................................................................................................................................38 Featured Analysis ..................................................................................................................................................................................................39 Data Discovery.......................................................................................................................................................................................................40 KPI Definitions .......................................................................................................................................................................................................44

PROCUREMENT.......................................................................................................................................................................................................... 45

List of KPIs in Procurement ................................................................................................................................................................................46 Featured Analysis ..................................................................................................................................................................................................47 Data Discovery.......................................................................................................................................................................................................48 KPI Definitions .......................................................................................................................................................................................................55

RISK MANAGEMENT ................................................................................................................................................................................................. 59

List of KPIs in Risk Management .......................................................................................................................................................................60 Data Discovery.......................................................................................................................................................................................................61 KPI Definitions .......................................................................................................................................................................................................66

O PE R AT I ON S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

FOOD SERVICES ......................................................................................................................................................................................................... 69

List of KPIs in Food Services................................................................................................................................................................................70 Featured Analysis ..................................................................................................................................................................................................71 Data Discovery.......................................................................................................................................................................................................72

Managing for Results in America’s Great City Schools 2014

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KPI Definitions .......................................................................................................................................................................................................84

MAINTENANCE & OPERATIONS ............................................................................................................................................................................. 87

List of KPIs in Maintenance & Operations .......................................................................................................................................................88 Featured Analysis ..................................................................................................................................................................................................89 Data Discovery.......................................................................................................................................................................................................90 KPI Definitions .................................................................................................................................................................................................... 105

SAFETY & SECURITY .............................................................................................................................................................................................. 109

List of KPIs in Safety & Security ...................................................................................................................................................................... 110 Featured Analysis ............................................................................................................................................................................................... 111 Data Discovery.................................................................................................................................................................................................... 112 KPI Definitions .................................................................................................................................................................................................... 119

TRANSPORTATION ................................................................................................................................................................................................. 121

List of KPIs in Transportation ......................................................................................................................................................................... 122 Featured Analysis ............................................................................................................................................................................................... 123 Data Discovery.................................................................................................................................................................................................... 125 KPI Definitions .................................................................................................................................................................................................... 134

H UM AN RE SOUR C E S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137

List of KPIs in Human Resources ..................................................................................................................................................................... 138 Featured Analysis ............................................................................................................................................................................................... 139 Data Discovery.................................................................................................................................................................................................... 142 KPI Definitions .................................................................................................................................................................................................... 153

I NF OR M AT I ON TE C HN OL O GY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155

List of KPIs in Information Technology ......................................................................................................................................................... 156 Featured Analysis ............................................................................................................................................................................................... 157 Data Discovery.................................................................................................................................................................................................... 158 KPI Definitions .................................................................................................................................................................................................... 166


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LIST OF TABLES AND FIGURES

F I N AN CE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

ACCOUNTS PAYABLE ...................................................................................................................................................................................................3

Figure 1 Payments Voided vs. Invoices Past Due ............................................................................................................................................. 5 Figure 2 AP Cost per $100K Revenue ................................................................................................................................................................. 6 Figure 3 AP Cost per Invoice ................................................................................................................................................................................ 6 Figure 4 Invoices – Days to Process.................................................................................................................................................................... 7 Figure 5 Invoices Processed per FTE per Month .............................................................................................................................................. 7 Figure 6 Invoices Past Due at Time of Payment .............................................................................................................................................. 8 Figure 7 Payments Voided.................................................................................................................................................................................... 8

CASH MANAGEMENT ................................................................................................................................................................................................ 11

Figure 8 Cash/Investment Equity vs. Investment Earnings ........................................................................................................................13 Figure 9 Cash Flow - Short-Term Loans per $100K Revenue .....................................................................................................................14 Figure 10 Cash Flow - Months Above Liquidity Baseline .............................................................................................................................14 Figure 11 Investment Earnings per $100K Revenue ....................................................................................................................................15 Figure 12 Investment Earnings as Percent of Cash/Investment Equity ...................................................................................................15 Figure 13 Cash/Investment Equity per $100K Revenue ..............................................................................................................................16 Figure 14 Treasury Staffing Cost per $100K Revenue .................................................................................................................................16

COMPENSATION......................................................................................................................................................................................................... 19

Figure 15 Payroll Cost per $100K Spend vs. Payroll Cost per Pay Check .................................................................................................21 Figure 16 Pay Checks Processed per FTE per Month ...................................................................................................................................22 Figure 18 Payroll Cost per $100K Spend .........................................................................................................................................................22 Figure 19 Payroll Cost per Pay Check ..............................................................................................................................................................23 Figure 20 Pay Check Errors per 10K Payments .............................................................................................................................................23 Figure 21 Payroll Staff - Overtime Hours per FTE ........................................................................................................................................24 Figure 22 Personnel Record Self-Service Usage per District FTE ..............................................................................................................24 Figure 23 W-2 Correction Rate (W-2c’s) ........................................................................................................................................................25 Figure 24 Pay Checks - Direct Deposits ...........................................................................................................................................................25

FINANCIAL MANAGEMENT ...................................................................................................................................................................................... 27

Figure 25 Debt Principal vs. Debt Servicing Costs .........................................................................................................................................29 Figure 26 Debt Principal Ratio to District Revenue .....................................................................................................................................30 Figure 27 Debt Servicing Costs Ratio to District Revenue ...........................................................................................................................30 Figure 28 Fund Balance Ratio to District Revenue - All Types...................................................................................................................31 Figure 29 Fund Balance Ratio to District Revenue – Unrestricted ...........................................................................................................31 Figure 30 Expenditure Efficiency – Adopted Budget Difference from Actual ..........................................................................................32 Figure 31 Revenue Efficiency – Adopted Budget Difference from Actual .................................................................................................32 Figure 32 Expenditure Efficiency – Final Budget Difference from Actual ................................................................................................33 Figure 33 Revenue Efficiency – Final Budget Difference from Actual .......................................................................................................33 Figure 34 Annual Financial Report – Days to Publish .................................................................................................................................34

GRANTS MANAGEMENT ........................................................................................................................................................................................... 37

Figure 35 Grant Funds vs. Grant-Funded Staff ..............................................................................................................................................39 Figure 36 Grant Funds as Percent of Total Budget ......................................................................................................................................40 Figure 37 Grant-Funded Staff as Percent of District FTEs ..........................................................................................................................40 Figure 38 Returned Grant Funds per $100K Grant Revenue ......................................................................................................................41 Figure 39 Competitive Grant Funds as Percent of Total .............................................................................................................................42 Figure 40 Days to Access New Grant Funds ...................................................................................................................................................42 Figure 41 Grants Receivables Aging ................................................................................................................................................................43


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PROCUREMENT.......................................................................................................................................................................................................... 45

Figure 42 Cost per Purchase Order vs. Cost per Spend ................................................................................................................................47 Figure 43 Procurement Cost per Purchase Order .........................................................................................................................................48 Figure 44 Procurement Cost per $100K Revenue .........................................................................................................................................48 Figure 45 Procurement Savings Ratio .............................................................................................................................................................49 Figure 46 Strategic Sourcing Ratio ..................................................................................................................................................................49 Figure 47 Competitive Procurements Ratio ...................................................................................................................................................50 Figure 48 Cooperative Purchasing Ratio ........................................................................................................................................................50 Figure 49 P-Card Purchasing Ratio .................................................................................................................................................................51 Figure 50 PALT for Requests for Proposals ....................................................................................................................................................51 Figure 51 PALT for Invitations for Bids ..........................................................................................................................................................51 Figure 52 PALT for Informal Solicitations......................................................................................................................................................52 Figure 53 Procurement Staff with Professional Certificate ........................................................................................................................53 Figure 54 Warehouse Operating Expense Ratio ...........................................................................................................................................53 Figure 55 Warehouse Stock Turn Ratio ..........................................................................................................................................................54

RISK MANAGEMENT ................................................................................................................................................................................................. 59

Figure 56 Cost of Risk per Student ...................................................................................................................................................................61 Figure 57 Workers’ Compensation Cost per $100K Payroll Spend ...........................................................................................................61 Figure 58 Workers’ Compensation Cost per 1,000 Employees ...................................................................................................................62 Figure 59 Workers’ Compensation Lost Work Days per 1,000 Employees ..............................................................................................62 Figure 60 Liability Claims - Percent Litigated ...............................................................................................................................................63 Figure 61 Liability Claims per 1,000 Students ...............................................................................................................................................63 Figure 62 Liability Cost per Student ................................................................................................................................................................64 Figure 63 Workers’ Compensation Claims per 1,000 Employees ..............................................................................................................64 Figure 64 Workplace Incidents per 1,000 Employees ..................................................................................................................................65

O PE R AT I ON S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

FOOD SERVICES ......................................................................................................................................................................................................... 69

Figure 65 Food Cost vs. Labor Cost ...................................................................................................................................................................71 Figure 66 Breakfast Participation Rate (Meal Sites) ....................................................................................................................................72 Figure 67 Breakfast Participation Rate (by Grade Span) ............................................................................................................................72 Figure 68 Breakfast F/RP Participation Rate ................................................................................................................................................73 Figure 69 Breakfast F/RP Participation Rate (By Grade Span) .................................................................................................................73 Figure 70 Lunch Participation Rate (Meal Sites) ...........................................................................................................................................73 Figure 71 Lunch Participation Rate (by Grade Span) ...................................................................................................................................74 Figure 72 Lunch F/RP Participation Rate .......................................................................................................................................................75 Figure 73 Lunch F/RP Participation Rate (by Grade Span) ........................................................................................................................75 Figure 74 Cost per Meal.......................................................................................................................................................................................76 Figure 75 Food Cost per Meal.............................................................................................................................................................................76 Figure 76 Fund Balance per Revenue ...............................................................................................................................................................77 Figure 77 Total Cost as Percent of Revenue ....................................................................................................................................................77 Figure 78 Food Cost per Revenue ......................................................................................................................................................................78 Figure 79 Labor Cost per Revenue ....................................................................................................................................................................78 Figure 80 Meals per Labor Hour........................................................................................................................................................................79 Figure 81 USDA Commodities as Percent of Revenue ...................................................................................................................................79 Figure 82 Provision II Enrollment Rate - Breakfasts ....................................................................................................................................80 Figure 83 Provision II Enrollment Rate – Lunches ........................................................................................................................................80 Figure 84 ServeSafe or Equivalent Staff per Si te ...........................................................................................................................................81 Figure 85 Outside Meal Services - Meals to Charter/Other .........................................................................................................................81 Figure 86 Meal Accountabi lity - Percent of Sites with POS System............................................................................................................82 Figure 87 Meal Rei mbursements - Breakfasts ................................................................................................................................................82 Figure 88 Meal Rei mbursements - Lunches.....................................................................................................................................................83

MAINTENANCE & OPERATIONS ............................................................................................................................................................................. 87

Figure 89 Custodial Workload vs. Cost per Square Foot ..............................................................................................................................89


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Figure 90 Custodial Work - Cost per Square Foot..........................................................................................................................................90 Figure 91 Custodial Work - Cost per Student..................................................................................................................................................90 Figure 92 Custodial Workload (Sq. Ft.) ............................................................................................................................................................91 Figure 93 Custodial Supply Cost per Square Foot ..........................................................................................................................................91 Figure 94 Routine Maintenance – Cost per Square Foot ..............................................................................................................................92 Figure 95 Routine Maintenance – Cost per Work Order ..............................................................................................................................92 Figure 96 Routine Maintenance – Proportion Contractor-Operated, by Work Orders .........................................................................93 Figure 97 Major Maintenance – Cost per Student .........................................................................................................................................93 Figure 98 Major Maintenance – Delivered Construction Costs as Percent of Total Costs .....................................................................93 Figure 99 Major Maintenance – Design to Construction Cost Ratio ..........................................................................................................94 Figure 100 Renovations – Cost per Student ....................................................................................................................................................95 Figure 101 Renovations – Delivered Construction Costs as Percent of Total Costs ................................................................................95 Figure 102 Renovations – Design to Construction Cost Ratio .....................................................................................................................96 Figure 103 New Construction – Cost per Student ..........................................................................................................................................96 Figure 104 New Construction – Delivered Construction Costs as Percent of Total Costs .....................................................................97 Figure 105 New Construction – Design to Construction Cost Ratio...........................................................................................................97 Figure 106 M&O Cost per Student .....................................................................................................................................................................98 Figure 107 M&O Cost Ratio to District Budget ...............................................................................................................................................98 Figure 108 Work Order Completion Time (Days) ..........................................................................................................................................99 Figure 109 Recycling – Percent of Material Stream......................................................................................................................................99 Figure 110 Uti lity Costs per Square Foot ...................................................................................................................................................... 100 Figure 111 Uti lity Usage – Electricity Usage per Square Foot (kWh) .................................................................................................... 101 Figure 112 Uti lity Usage – Heating Fuel Usage per Square Foot (kBTU) .............................................................................................. 101 Figure 113 Uti lity Usage – Water (Non-Irrigation) Usage per Square Foot (Gal.) ............................................................................. 102 Figure 114 Building Square Footage by Type .............................................................................................................................................. 102 Figure 115 Building Square Footage by Usage ........................................................................................................................................... 103 Figure 116 Green Buildings – Buildings Green Certified or Equivalent ................................................................................................. 104

SAFETY & SECURITY .............................................................................................................................................................................................. 109

Figure 117 Incident Rate vs. Staffing Level .................................................................................................................................................. 111 Figure 118 Incidents - Assault/Battery Incidents per 1,000 Students ................................................................................................... 112 Figure 119 Incidents - People Incidents per 1,000 Students ..................................................................................................................... 112 Figure 120 S&S Expenditures per 1,000 Students ....................................................................................................................................... 113 Figure 121 S&S Expenditures as Percent of District Budget .................................................................................................................... 113 Figure 122 S&S Staff per 1,000 Students ...................................................................................................................................................... 114 Figure 123 Training Hours per Safety/Security Personnel ...................................................................................................................... 114 Figure 124 Crisis Response Teams - Drills per Team ................................................................................................................................. 114 Figure 125 Crisis Response Teams - Teams per Academic Site ................................................................................................................ 115 Figure 126 Health/Safety Inspections - Sites Inspected Annually ........................................................................................................... 116 Figure 127 Health/Safety Violations per Site .............................................................................................................................................. 116 Figure 128 Incidents - Bullying/Harassment per 1,000 Students ........................................................................................................... 117 Figure 129 Incidents - Intrusion/Burglary Incidents per Site .................................................................................................................. 117 Figure 130 Intrusion/Burglary Alarm Systems - Percent Of Sites ........................................................................................................... 118

TRANSPORTATION ................................................................................................................................................................................................. 121

Figure 131 Cost per Mile Operated vs. Cost per Rider ................................................................................................................................ 123 Figure 132 Cost per Bus vs. Cost per Rider ................................................................................................................................................... 124 Figure 133 Bus Fleet - Average Age of Fleet................................................................................................................................................. 125 Figure 134 Cost per Mile Operated ................................................................................................................................................................ 125 Figure 135 Cost per Rider................................................................................................................................................................................. 126 Figure 136 Cost per Bus .................................................................................................................................................................................... 126 Figure 137 On-Time Performance.................................................................................................................................................................. 127 Figure 138 Bus Equipment - GPS Tracking .................................................................................................................................................. 127 Figure 139 Accidents - Miles between Accidents ......................................................................................................................................... 128 Figure 140 Accidents - Miles between Preventable Accidents .................................................................................................................. 129 Figure 141 Bus Fleet - Alternatively Fueled Buses ...................................................................................................................................... 130 Figure 142 Bus Fleet - Daily Buses as Percent of Total Buses .................................................................................................................. 130


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Figure 143 Bus Usage - Daily Runs per Bus .................................................................................................................................................. 131 Figure 144 Bus Usage - Daily Seat Utilization ............................................................................................................................................. 131 Figure 145 Fuel Cost as Percent of Retai l – Diesel ...................................................................................................................................... 132 Figure 146 Fuel Cost as Percent of Retai l – Gasoline ................................................................................................................................. 132 Figure 147 Daily Ride Ti me - General Education........................................................................................................................................ 133 Figure 148 Daily Ride Ti me - Special Education ......................................................................................................................................... 133

H UM AN RE SOUR C E S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137

Figure 149 Teacher Retention – Quarti le Analysis of Employment Length .......................................................................................... 139 Figure 150 Teacher Retention – Variability across Employment Length Categories ......................................................................... 140 Figure 151 Employee Separation Rate – Quartiles by Employee Category ........................................................................................... 141 Figure 152 Teacher Retention - Teachers Hired 1 Year Ago .................................................................................................................... 142 Figure 153 Teacher Retention - Teachers Hired 2 Years Ago .................................................................................................................. 142 Figure 154 Teacher Retention - Teachers Hired 3 Years Ago .................................................................................................................. 143 Figure 155 Teacher Retention – Teachers Hired 4 Years Ago.................................................................................................................. 143 Figure 156 Teacher Retention – Teachers Hired 5 Years Ago.................................................................................................................. 144 Figure 157 Substitute Placement Rate .......................................................................................................................................................... 144 Figure 158 Substitute Placements with BA/BS or Higher ......................................................................................................................... 145 Figure 159 Employee Separation Rate .......................................................................................................................................................... 145 Figure 160 Employee Separation Rate - Teachers...................................................................................................................................... 146 Figure 161 Employee Separation Rate – Instructional Support Staff .................................................................................................... 146 Figure 162 Employee Separation Rate – School-Based Exempt Staff .................................................................................................... 147 Figure 163 Employee Separation Rate – School-Based Non-Exempt Staff ........................................................................................... 147 Figure 164 Employee Separation Rate – Non-School Exempt Staff ........................................................................................................ 148 Figure 165 Employee Separation Rate – Non-School Non-Exempt Staff ............................................................................................... 148 Figure 166 Exit Interview Completion Rate ................................................................................................................................................. 149 Figure 167 Health Benefits Enrollment Rate ............................................................................................................................................... 149 Figure 168 Health Benefits Cost per Enrolled Employee ........................................................................................................................... 150 Figure 169 HR Cost per District FTE.............................................................................................................................................................. 150 Figure 170 HR Cost per $100K Revenue ........................................................................................................................................................ 151 Figure 171 Employee Relations - Discrimination Complaints per 1,000 Employees .......................................................................... 151 Figure 172 Employee Relations - Misconduct Investigations per 1,000 Employees ............................................................................ 152

I NF OR M AT I ON TE C HN OL O GY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155

Figure 173 Devices per Student vs. Bandwidth per Student ..................................................................................................................... 157 Figure 174 Devices - Average Age of Computers ......................................................................................................................................... 158 Figure 175 Devices - Computers per Employee .......................................................................................................................................... 158 Figure 176 Devices per Student ...................................................................................................................................................................... 159 Figure 177 Devices - Advanced Presentation Devices per Teacher ......................................................................................................... 159 Figure 178 IT Spending Percent of District Budget .................................................................................................................................... 160 Figure 179 IT Spending Percent of District Budget (Including Capi tal Investments) ........................................................................ 160 Figure 180 IT Spending per Student .............................................................................................................................................................. 161 Figure 181 Network - Bandwidth per 1,000 Students (Mbps) ................................................................................................................. 161 Figure 182 Network - Days Usage Exceeds 75% of Capacity ................................................................................................................... 162 Figure 183 Network - WAN Availability ....................................................................................................................................................... 162 Figure 184 Support - Break/Fix Staffing Cost per Ticket.......................................................................................................................... 163 Figure 185 Support - First Contact Resolution Rate .................................................................................................................................. 163 Figure 186 Support - Help Desk Call Abandonment Rate ......................................................................................................................... 164 Figure 187 Support - Help Desk Staffing Cost per Ticket .......................................................................................................................... 164 Figure 188 Systems Cost - Business Systems Cost per Employee ............................................................................................................. 165 Figure 189 Systems Cost - Instructional Systems Cost per Student......................................................................................................... 165


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INTRODUCTION OVE R VI E W

Th e P erformance Management an d Benchmarking P roject

In 2002 the Council of the Great Ci ty Schools and i ts members set out to develop performance measures that could be used to im-prove business operations in urban public school districts . The Coun-

cil launched the Performance Measurement and Benchmarking Pro-ject to achieve these objectives . The purposes of the project were

to:

x Establish a common set of key performance indicators (KPIs ) in a range of school operations , including business services , fi-nances, human resources, and technology;

x Use these KPIs to benchmark and compare the performance of the nation’s largest urban public school systems;

x Use the resul ts to improve operational performance in urban public schools.

Since i ts inception, the project has been led by two Council task forces operating under the aegis of the organization’s Board of Di-‐rectors : the Task Force on Leadership, Governance, and Manage-

ment, and the Task Force on Finance. The project’s work has been conducted by a team of member-dis trict managers , technical advi -sors with extensive expertise in the following functional areas : busi-

ness services (transportation, food services , maintenance and oper-ations , safety and securi ty), budget and finance (accounts payable,

financial management, grants management, risk management, compensation, procurement and cash management), information technology, and human resources.

Meth odology of KP I D evelopment

The project’s teams have used a sophisticated approach to define, collect and validate school -system data. This process calls for each

KPI to have a clearly defined purpose to justi fy i ts development, and extensive documentation of the metric definitions ensures that the expertise of the technical teams is fully captured. (The defini tional

documentation for any KPI that is mentioned in this report is includ-ed in the “KPI Definitions” section of each functional area.)

At the core of the methodology is the principle of continuous im-

provement. The technical teams are instructed to focus on opera-tional indicators that can be benchmarked and are actionable, and

thus can be s trategically managed by setting improvement targets.

From the KPI definitions, the surveys are developed and tested to ensure the comparability, integri ty and validity of data across school

dis tricts.

P ower In dicators an d Essential F ew

The KPIs are categorized into three levels of priori ty—Power Indica-

tors , Essential Few, and Key Indicators—with each level having its own general purpose.

x Power Indicators: Strategic and policy level ; can be used by su-

perintendents and school boards to assess the overall perfor-mance of their district’s non-instructional operations.

x Essential Few: Management level ; can be used by chief execu-tives to assess the performance of individual departments and

divisions.

x Key Indicators: Technical level ; can be used by department heads to drive the performance of the higher-level measures.

This division is more or less hierarchical, and while i t is just one way

of organizing the KPIs , i t is helpful for highlighting those KPIs that are important enough to warrant more attention being paid to them.

A Note on Cost of Livin g Ad ju stments

We adjust for cost of living in most cost-related measures. Regions where it is more expensive to live, such as San Francisco, Boston,

New York Ci ty and Washington, D.C., are adjusted downward in or-der to be comparable with other ci ties . Conversely, regions where the costs of goods are lower, such as Columbus , OH, and Nashville,

TN, are adjusted upwards.


Introduction Page 2

F R E Q U E N TL Y A S K E D QU E S TI O N S Why do the charts in this report have axes labeled with

numbers instead of district names?

Each bar chart in this report has axis labels that show the district ID number. This is done in order to keep the district data confidential.

How do I find my district’s ID number?

You can contact CGCS at 800-394-2427 and ask for your KPI ID. Your ID is also shown (at top-right) when you log in to ActPoint® KPI (https ://kpi.actpoint.com).

How do I get the ID numbers for all the other districts?

The ID numbers of other districts are confidential, and we do not share them without the permission of each district. If you would like

to identify specific dis tricts that are in your peer group in order to col laborate with them, please contact CGCS at 800-394-2427.

Why isn’t my data showing? My district completed the sur-‐veys.

It is likely that your data was flagged for review or is invalid. To re-

solve this , log in and check the Surveys section of the websi te. You should see a message telling you that there are data that need to be

reviewed.

It is also possible that you submitted your data after the publication deadline for this report.

In ei ther case, i t may be possible to update your data in the surveys . Once you do, your resul ts will be reviewed and approved by CGCS or

TransAct within 24 hours of your submission. You will then be able to view the results online.

Can I still submit a survey? Can I update my data?

You may s till be able to submit or edi t a survey depending on the

survey cycle. You will see a message saying “This survey is now closed” i f the survey is closed to edits . If you do not see this mes-‐sage, then updates are s till allowed for the fiscal year.

If the surveys are s till open, any data that is updated will need to be reviewed and approved by CGCS or TransAct before the resul ts can

be viewed online. You can expect your data to be reviewed within 24 hours of your submission.

https://kpi.actpoint.com/


Page 3 Accounts Payable

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ACCOUNTS PAYABLE Performance metrics in Accounts Payable (AP) focus on the cost efficiency, productivity, and service quality of in-

voice processing. Cost efficiency is measured most broadly with AP Costs per $100K Revenue, which evaluates the

entire cost of the AP department against the total revenue of the district. This metric is supported by a similar met-

ric, AP Cost per Invoice, which compares against the number of invoices processed rather than district revenue.

Productivity is measured by Invoices Processed per FTE per Month, and service quality is captured, in part, by Days to Process Invoices, Invoices Past Due at Time of Payment and Payments Voided.

With the above KPIs combined with staffing and electronic invoicing KPIs, district leaders have a baseline of infor-

mation to consider whether their AP function:

x Needs better automation to process invoices

x Is overstaffed or has staff that is under-trained or under-qualified

x Should revise internal controls to improve accuracy

x Needs better oversight and reporting procedures


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L I S T O F KPIS I N A CCO U N TS P A Y A B L E Below is the complete list of Power Indicators , Essential Few, and other key indicators in Accounts Payable . Indicators in bold are those included in

this report. (See “KPI Defini tions” at the back of this section for more complete descriptions of these measures .) All other KPIs are available to CGCS members on the web-based ActPoint® KPI system.

POWER INDICATORS

AP Cost per $100K Revenue

AP Cost per Invoice

Invoices - Days to Process

Invoices Processed Per FTE per Month

ESSENTIAL FEW

Invoices - Past Due at Time of Payment

Payments Voided

Payments Voided Due To Duplication

Payments Voided Due To Error

OTHER KEY INDICATORS

AP Staff - Accountants with AP Certi ficate

AP Staff - Accountants with CPA

AP Staff - Cost Per FTE

AP Staff - District FTEs per AP FTE

AP Staffing Ratio - Clerical and Support

AP Staffing Ratio - Managers

AP Staffing Ratio - Professionals

AP Staffing Ratio - Supervisors

Invoices - Percent Pa id Electronically

Invoices - Percent Received Electronically



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FE A TU R E D A N A L Y S I S Figure 1 Payments Voided vs. Invoices Past Due

This scatter plot shows the percent of payments voided compared with the percent of invoices that were past due at the time of payment. These two KPIs should both be minimized, so the best-performing dis tricts are those that are at the bottom-left of the chart. Districts that are far to the right or far to the top—or both—should track the corresponding KPI closely, and review their practices to move toward the bottom-left.

2

3

4

5

89

10

1114

15

16 1823

25

28

32

35

37

39

41

43

44

4547

48

55

56

57

5866

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Pa

yme

nts

Vo

ided

Invoices Past Due at Time of Payment


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D A TA D I S CO VE R Y The following charts show the data from the Power Indicators and the Essential Few in Accounts Payable. There are also guiding questions to en-

courage cri tical thinking about your district’s data . See the “KPI Definitions” at the back of this section for more complete descriptions of these measures.

Figure 2 AP Cost per $100K Revenue

This is the total AP department cost relative to the dis trict’s total operating revenue. Not adjusted for cost of living.

Figure 3 AP Cost per Invoice

This is the total AP department cost relative to the number of in-voices that were processed. Adjusted for cost of living.

$201.4$181.2

$151.2$119.2

$92.1$86.2

$81.8$79.9

$76.8$75.6$73.5

$70.6$69.0$68.0$67.4$65.3$63.5$63.4$62.4$62.2$61.3

$59.9$58.2$57.6

$54.2$53.1$52.2$51.4$49.6$48.1

$44.9$44.8

$41.5$39.5$38.1$37.9

$34.2$33.4$32.4

$28.7$22.1$21.9

$14.5

$43.1

$59.9

$72.0

$0.0 $50.0 $100.0 $150.0 $200.0 $250.0

6101

1279

31

66283533

53rd Quartile

47444556671416494820

Median1821

26223523741554371

1st Quartile78

25301339

410265854

3rd Quartile

Median

1st Quartile

District Value

$25.36$20.35

$18.81$17.17

$14.23$12.48

$12.13$11.87

$10.35$10.28$10.05

$9.50

$8.69$8.68$8.59$8.39$8.37$8.29$8.18$7.99$7.85$7.75$7.68

$7.13$6.83

$6.08$5.83$5.80

$5.20$5.11$5.05$4.79$4.50

$3.82$3.73

$3.51$3.10

$2.73$2.70$2.54$2.53$2.35$2.27$2.26$2.09$1.96$1.78

$3.62

$7.13

$9.09

$0.00 $5.00 $10.00 $15.00 $20.00 $25.00 $30.00

457733

101791525

643561647

3rd Quartile21526235

128446766

95

Median585711

31855

2372620

714

1st Quartile41

432713039

81323481054

3rd Quartile

Median

1st Quartile

District Value



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Figure 4 Invoices – Days to Process

Average processing time can reflect the efficiency of the AP depart-

ment.

Figure 5 Invoices Processed per FTE per Month

57.8

42.8

42.2

39.6

30.0

29.1

29.1

25.3

24.0

23.7

20.0

19.7

19.0

17.1

16.2

15.9

14.7

14.0

14.0

10.8

10.1

10.0

7.0

6.8

6.2

5.0

4.8

4.2

4.2

3.5

3.4

3.4

3.0

2.6

2.0

1.2

4.7

14.0

23.8

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0

25

58

56

45

26

67

44

7

9

3rd Quartile

35

23

4

11

16

48

21

10

79

66

Median

8

71

30

6

5

62

57

20

1st Quartile

55

14

37

3

33

32

47

13

41

3rd Quartile

Median

1st Quartile

District Value

140

232

260

325

326

438

456

467

476

508

552

618

639

641

658

675

686

720

726

729

746

762

775

801

804

825

890

925

945

955

978

1,001

1,145

1,184

1,333

1,340

1,399

1,417

1,657

1,674

1,768

1,978

2,029

2,163

2,223

3,109

3,430

629

801

1336

0 1000 2000 3000 4000

77

45

33

25

15

79

43

16

101

44

56

5

1st Quartile

21

47

52

6

66

67

3

1

9

28

62

Median

11

2

57

55

14

37

35

58

26

18

20

41

3rd Quartile

7

71

39

4

32

8

10

13

23

48

54

30

3rd Quartile

Median

1st Quartile

District Value


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Figure 6 Invoices Past Due at Time of Payment

Payments are often held until the due date (often net 30 days). One

reason for doing this is to sustain posi tive cash flow. However, pay-ments that are made after their due date can resul t in fees and/or harm the district’s reputation .

Figure 7 Payments Voided

This can be used to identify your void rate.

84.42%

63.18%

43.38%

42.12%

38.92%

36.43%

34.76%

31.95%

24.76%

23.79%

22.58%

22.31%

19.98%

19.32%

19.07%

18.05%

17.75%

14.52%

13.11%

11.69%

11.62%

10.78%

10.64%

9.35%

8.18%

8.13%

6.50%

4.05%

4.00%

3.11%

2.08%

1.80%

1.64%

1.51%

0.45%

0.36%

5.89%

13.82%

24.03%

0.00% 20.00% 40.00% 60.00% 80.00% 100.00%

54

25

45

43

56

57

39

15

14

3rd Quartile

41

8

32

18

35

20

4

5

37

Median

16

28

11

67

71

47

9

10

58

1st Quartile

55

79

62

66

44

2

3

23

48

3rd Quartile

Median

1st Quartile

District Value

5.29%2.40%

2.24%2.13%2.08%

1.99%1.78%

1.59%1.49%1.44%

1.34%

1.23%1.23%1.17%

1.11%1.09%

1.01%0.98%0.93%0.92%0.91%

0.91%0.82%0.76%0.70%0.69%0.69%0.65%0.60%0.58%0.52%0.51%

0.51%0.46%0.41%0.40%

0.31%0.29%0.26%0.21%0.17%0.16%0.11%

0.51%

0.91%

1.29%

0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00%

15101

33284148

255254423


57971

67

Median3

32101349

16735

95658

1st Quartile11

86614214537

4524777

3rd Quartile

Median

1st Quartile

District Value

What does your Accounts Payable department need to work on?

Which KPIs will track progress towards your improvement goals? Who is responsible for reporting on this?

Whose buy-in and support is needed to support these goals (e.g., CFO, Assistant Superintendent, CIO/CTO)?

How many percentage points would you need to improve in or-der to move to the next highest quartile? To move into the Top 5?

How many more invoices would need to be paid on-time in order to gain that many percentage points?



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KPI D E F I N I TI O N S AP Cost p er $1 00K Revenue

Importance This measures the operational efficiency of an Ac-

counts Payable Department. Factors that Influence

x Administrative policies and procedures

x Administrative organizational structure

x Administrative leadership s tyle, decision-making process and distribution of organizational authority

x Departmental and individual employee responsibilities and competencies

x Performance management systems

x Monitoring and reporting systems

x Number of FTEs in the Accounts Payable Department

x The tota l dollar amount of invoices paid annually

x Level of automation

x Regional salary differentials and different processing ap-proaches

Calculation Total AP department personnel costs plus AP department non-

personnel costs divided by total district operating revenue over $100,000.

AP Cost p er In voice

Importance This measure determines the average cost to process

an invoice. According to the Insti tute of Management, the cost to handle an invoice is the second most used metric in benchmarking

AP operations. Factors that Influence








x The tota l dollar amount of invoices paid annually

x Level of Automation

x Regional salary differentials and different processing ap-proaches

Calculation Total AP department personnel costs plus AP depart-ment non-personnel costs divided by total number of invoices han-dled by the AP department.

In voices – D ays to P rocess

Importance This measures the efficiency of the payment process. Factors that Influence

x Automation

x Size of district

x Administrative policies Calculation Aggregate number of days to process all AP invoices , from date of invoice receipt by the AP department to the date of

payment post/check release divided by the total number of invoices handled by the AP department.

In voices P rocessed p er FTE p er Mon th

Importance This measure is a major driver of accounts payable

department costs . Lower processing rates may resul t from handling vendor invoices for small quanti ties of non-repeti tive purchases; higher processing rates may resul t from increased technology using

online purchasing and invoice systems to purchase and pay for large quantities of items from vendors.

Factors that Influence


x Administrative leadership s tyle, decision-making process and dis tribution of organizational authority





x The number of invoices paid annually

x Level of automation Calculation Total number of invoices handled by the AP depart-ment divided by total number of AP s taff (FTEs), divided by 12

months.

In voices P ast D ue at Time of P ayment

Importance Minimizing the number of payments that are past due

should be a mission of the accounts payable department. Factors that Influence

x Process controls

x Department workload management

x Overtime policy Calculation Number of invoices past due at time of payment di-vided by tota l number of invoices handled by the AP department.

P aymen ts Voided

Importance This measure reflects processing efficiencies and the

degree of accuracy. A high percentage of duplicate payments may indicate a lack of controls , or indicate that the master vendor files need cleaning.









x The tota l number of checks written annually

x Level of automation Calculation Number of payments voided divided by total number

of AP transactions (payments).


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Page 11 Cash Management

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CASH MANAGEMENT These performance metrics can help a district assess their cash management. Cash management relies upon well-controlled cash-flow practices. Performance metrics that indicate healthy cash management include Months be-

low Target Liquidity Level and Short-Term Loans per $100K Revenue.

Measures that look at investment yield include Investment Earnings per $100K Revenue and Investment Earnings

as Percent of Cash/Investment Equity.

When evaluating cash-management performance, the following conditions should be considered among the influ-

encing factors:

x Revenue inflows and expenditure outflows , and the accuracy of cash flow projections

x School board and administrative policies requiring internal controls and transparency

x Accounting standards

x Borrowing eligibility and liquidity

x State laws and regulations


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L I S T O F KPIS I N CA S H MA N A G E M E N T Below is the complete lis t of Power Indi cators , Essential Few and other key indicators in Cash Management. Indicators in bold are those included in


POWER INDICATORS

Cash Flow - Short-Term Loans per $100K Revenue

Investment Earnings per $100K Revenue

ESSENTIAL FEW

Cash Flow - Months above Liquidity Baseline

Cash/Investment Equity per $100K Revenue

Investment Earnings as Percent of Cash/Investment Equity

Treasury Staffing Cost per $100K Revenue


Treasury Staff - Cost Per FTE

Treasury Staff - District FTEs per Treasury FTE

Treasury Staffing Ratio - Clerical and Support

Treasury Staffing Ratio - Managers

Treasury Staffing Ratio - Professionals

Treasury Staffing Ratio - Supervisors



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FE A TU R E D A N A L Y S I S Figure 8 Cash/Investment Equity vs. Investment Earnings

A dis trict with more available equity might hope to create additional value through investments. This chart shows the level o f equity compared

with the level of investment earnings.

(For visualization purposes, the following districts a re not shown: Dis trict 48, $110,211 equity, $1,283 earnings ; dis trict 39, $94,746 equity, $150 earnings.)

1428

71

6

13

45

23

55

54

20 35

41

37

12

44

67

49

10

3353

56

47

3052

2566

8

435

221

62

16

101

58

1

18379

4 $-

$100

$200

$300

$400

$500

$600

$700

$800

$900

$1,000

$- $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000

Inve

stm

ent E

arn

ings

pe

r $1

00K

Re

venu

e

Cash/Investment Equity per $100K Revenue


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D A TA D I S CO VE R Y Figure 9 Cash Flow - Short-Term Loans per $100K Revenue

High levels of short-term borrowing (loans with a repayment term of less than one year) are a sign that the dis trict has cash flow prob-lems. (Note that some districts are legally not allowed to take out

short-term loans.) Not adjusted for cost of living.

Figure 10 Cash Flow - Months Above Liquidity Baseline

This reflects the dis trict’s level of cash liquidi ty against the district-es tablished (internal) liquidi ty baseline. Twelve (12) months means that the district did not fall below i ts liquidity baseline floor within

the fi scal year.

$28,794$15,434$15,239

$11,895$11,428

$10,642$8,856

$8,439$7,375

$5,765$5,260

$4,712$1,358

$5$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0

$0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000

3582316373062

1018

13567125

66643

72021493967

42

41521048

554184744352833795312

14514

District Value

55

68

910

1112121212121212121212121212121212121212121212121212121212121212121212121212

0 5 10

6247

101673513

86

18775816125332795533237128

34830

91139491041

24

2543565714376620

74454

5

District Value

Are your investments generating value relative to total cash and investment equity? See the featured analysis on Page 13.

If your district takes out short-term loans, have you quantified the marginal costs of those loans?

If your level of short-term borrowing is high, what steps can you take to bring it down to the median? To bring it down to zero?



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Figure 11 Investment Earnings per $100K Revenue

Not adjusted for cost of living.

Figure 12 Investment Earnings as Percent of Cash/Investment Equity

This is the cumulative amount of investment earnings relative to the

available equity (as of year-end) that theoretically could be used for investments. Not adjusted for cost of living.

$0

$0

$0

$9

$19

$22

$22

$23

$25

$28

$31

$35

$38

$39

$47

$49

$50

$54

$57

$60

$73

$83

$87

$91

$91

$93

$101

$102

$104

$133

$150

$164

$188

$200

$289

$295

$303

$572

$577

$750

$944

$1,283

$32

$78

$160

$0 $200 $400 $600 $800 $1,000 $1,200 $1,400

47

2

54

14

30

21

18

23

49

55

28

1st Quartile

4

52

25

3

79

58

62

66

71

8

Median

13

12

53

35

20

43

33

5

101

39

3rd Quartile

67

41

10

16

56

6

45

37

44

1

48

3rd Quartile

Median

1st Quartile

District Value

0.00%0.00%0.02%0.05%0.08%0.09%0.10%0.11%0.11%0.13%0.14%0.14%

0.15%0.15%0.16%0.18%0.18%0.18%0.24%0.25%0.26%0.26%0.26%0.31%

0.31%0.35%0.35%0.40%0.40%0.40%0.41%0.46%0.51%

0.59%0.66%

0.73%

0.73%0.84%0.84%0.84%

1.05%1.16%

1.26%1.30%1.35%

1.55%1.66%

3.33%

0.15%

0.31%

0.73%

0.00% 0.50% 1.00% 1.50% 2.00% 2.50% 3.00% 3.50%

247142128

43

5218

97179

1st Quartile3523392066

83019

55512

101Median

133353435410586216564941


632677744

1

3rd Quartile

Median

1st Quartile

District Value


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Figure 13 Cash/Investment Equity per $100K Revenue

This is the level of cash and investment equity available to the dis-

trict at year-end. Not adjusted for cost of living.

Figure 14 Treasury Staffing Cost per $100K Revenue

This is the total Treasury department cost relative to the district’s tota l operating revenue. Not adjusted for cost of living.

$34

$3,803

$4,624

$7,272

$7,948

$10,831

$11,659

$11,672

$12,133

$12,164

$15,479

$15,591

$19,830

$24,037

$25,516

$25,675

$25,884

$26,752

$28,345

$29,388

$32,159

$32,846

$33,967

$34,522

$39,679

$39,911

$40,199

$40,208

$42,800

$43,658

$45,041

$45,277

$47,840

$49,559

$50,432

$51,992

$54,596

$55,475

$56,771

$61,896

$68,245

$94,746

$110,211

$15,535

$32,846

$46,558

$0 $30,000 $60,000 $90,000 $120,000

54

49

25

47

30

55

62

2

67

58

23

1st Quartile

7

18

6

43

41

53

13

1

33

66

12

Median

52

79

28

4

5

8

101

71

21

44

3rd Quartile

3

10

56

20

45

14

16

35

37

39

48

3rd Quartile

Median

1st Quartile

District Value

$120.5

$105.5

$88.6

$70.5

$57.8

$35.4

$35.2

$33.8

$30.1

$27.2

$26.7

$25.5

$25.5

$25.3

$25.0

$24.5

$23.5

$22.1

$21.2

$19.4

$18.6

$18.2

$17.8

$17.8

$17.5

$17.3

$15.7

$15.3

$14.4

$12.2

$10.5

$9.9

$8.8

$5.8

$4.0

$3.4

$3.3

$1.3

$14.6

$20.3

$27.1

$0.0 $20.0 $40.0 $60.0 $80.0 $100.0 $120.0 $140.0

12

33

56

62

5

28

66

44

1

101

3rd Quartile

41

25

7

13

79

37

49

39

52

Median

8

35

48

10

71

23

21

43

54

1st Quartile

3

67

4

18

58

55

14

45

30

53

3rd Quartile

Median

1st Quartile

District Value

Are there any signs that you have a problem with cash flow?

Is your cash and investment equity being utilized effectively to bring value to the district?



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KPI D E F I N I TI O N S Cash Flow - S h ort-Term Loans p er $100K Revenue

Importance This measure identifies the degree to which districts

need to borrow money to meet cash flow needs . Short-term bor-rowing is defined here as any loan with a repayment term of less than one year.


x The timing of revenue inflows and expenditure outflows and the arbitrage ability to cover the borrowing

x Abili ty to meet required spending for tax-exempt borrowing el-igibility

x State law may restrict or prohibit certain types of short-term borrowing

Calculation Total amount borrowed in short-term loans (with a

repayment period of one year or less) divided by total district oper-ating revenue, divided by $100,000

In vestment Earnin gs p er $1 00K Reven ue

Importance This measure analyzes the risk of the investments versus i ts projected returns. Factors that Influence

x Revenue types

x Types of receipt percentages

x Investments internal or external

x Investment policy Calculation Total investment earnings divided by total district op-erating revenue, divided by $100,000.

Cash Flow - Mon ths ab ove Liq uidity Baselin e

Importance This measure hi ghlights cash-flow performance rela-tive to an established minimum liquidity level.


x Cash management policies and s trategies

x Bus iness tracking systems Calculation Twelve months minus the number of months that the dis trict was below the target liquidity baseline.

Cash / Investment Eq uity p er $1 00K Revenue

Importance This measure indicates the total amount of cash and

investment equity relative to annual district revenue. Calculation Total cash and investment equity divided by total dis-

trict operating revenue, divided by $100,000.

In vestment Earnin gs as P ercen t of Cash/Equity Investmen t

Importance This indicates the rate of return on cash and invest-

ment assets . It reflects the degree to which the district uses its avail-able assets to build value. Calculation Total investment earnings divided by total cash and

investment equity.

Treasury S taf fing Cost p er $100K Revenue

Importance This measure helps evaluate s taffing costs.

Calculation Total Treasury personnel costs divided by total district operating revenue, divided by $100,000.


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Page 19 Compensation

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COMPENSATION Performance metrics in compensation evaluate the cost efficiency and productivity of the payroll department. Cost

efficiency is broadly represented by the two measures Payroll Cost per Pay Check and Payroll Cost per $100K

Spend, which both evaluate the total costs of the Payroll department relative to workload. Productivity is broadly

represented by Pay Checks Processed per FTE per Month, which is also a cost driver of payroll.

Because compensation involves high volumes of regular and predictable transactions, most cost efficiencies can be

realized by expanding the use of existing tools such as employee direct deposit and employee self-service modules.

This is captured in part by the measures Direct Deposit Rate and Personnel Record Self-Service Usage per District

FTE.

Conversely, districts that underutilize modern automation systems could see an increase in Pay Check Errors per

10K Payments and increased W-2 Correction Rates (W-2c’s) due to the manual effort required, as well as an ex-

cessive level of Overtime Hours per Payroll Employee. Percent of Off-Cycle Payroll Checks may also indicate lower

productivity, as this may increase the workload of the Payroll department staff.

These service level, productivity, and efficiency measures should be considered in combination, and provide dis-

trict leaders with a baseline of information to determine whether their payroll function:

x Needs better automation to improve accuracy and reduce workload

x Should consider switching to software that is more accurate and efficient

x Has problems with time management or workload management, or should have clearer policies around timelines

x Has staff that is under-skil led or under-trained

x Should adopt a policy to increase direct deposits

Additionally, the following factors should be considered when evaluating performance levels:

x Number of contracts requiring compliance

x Frequency of payrolls

x Complexity of state/local reporting requirements


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L I S T O F KPIS I N CO M P E N S A TI O N Below is the complete list of Power Indicators , Essential Few and other key indicators in Compensation . Indicators in bold are those included in this

report. (See “KPI Definitions” at the back of this section for more complete descriptions of these measures.) All other KPIs are available to CGCS members on the web-based ActPoint® KPI system.

POWER INDICATORS

Pay Checks Processed Per FTE per Month

Payroll Cost per $100K Spend

Payroll Cost per Pay Check

ESSENTIAL FEW

Pay Checks - Errors per 10K Payments

Payroll Staff - Overtime Hours per FTE

Personnel Record Self-Service Usage per District FTE

W-2 Correction Rate (W-2C)


Pay Checks - Direct Deposits

Pay Checks - Percent Off-Cycle

Payrol l Cost per $100K Revenue

Payrol l Outsourcing as Percent of Costs

Payrol l Staff - Cost Per FTE

Payrol l Staff - District FTEs per Payroll FTE

Payrol l Staffing Ratio - Clerical and Support

Payrol l Staffing Ratio - Managers

Payrol l Staffing Ratio - Professionals

Payrol l Staffing Ratio - Supervisors

Personnel Records Self-Service Usage: Address Changes

Personnel Records Self-Service Usage: Direct Deposit Changes

Personnel Records Self-Service Usage: W-4 Changes



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FE A TU R E D A N A L Y S I S Figure 15 Payroll Cost per $100K Spend vs. Payroll Cost per Pay Check

These two measures each approximate the cost efficiency of the Payroll department. The size of the bubbles in this chart represents the dis tricts ’ s tudent enrollments. Several of the largest districts appear to dominate the bottom-left quadrant (the most cost-efficient), whereas more medium-s ized districts are in the middle (average cost efficiency) and top-right (the least cost-efficient).

(For visualization purposes , some dis tricts are not displayed: District 12 at $566, $10.26; district 6 at $311, $12.86; dis trict 15 at $424, $9.81; and dis trict 79 at $427, $7.15.)

1

2

3

4

5

7

8

9

10

11

13

14

16

18

21

23

25

26

28

30

32

33

35

37

39

41

43

44

45

47

48

49

52

53

54

56

57

66

67

71

77

101

$-

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$7.00

$8.00

$9.00

$10.00

$- $50 $100 $150 $200 $250 $300

Pa

yro

ll C

ost p

er P

ay C

hec

k

Payroll Cost per $100K Spend

How does your district compare with similarly sized districts?

How much should district size matter as you set benchmark tar-gets for these measures?


Finance Page 22

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D A TA D I S CO VE R Y Figure 16 Pay Checks Processed per FTE per Month

This is a productivi ty measure that compares your s taffing level with workload.

Figure 17 Payroll Cost per $100K Spend

This cost efficiency measure compares the Payroll department ex-penditures with the total annual payroll payout. Not adjusted for cost of living.

542587616630640660715745749

938945960

1,178

1,1831,1891,2081,2111,3121,3151,3501,3691,4091,4611,584

1,6001,8801,8981,9421,9972,0292,0502,054

2,3132,3282,430

2,5712,714

2,7542,885

3,1893,2723,314

3,4783,892

4,2064,2634,2744,341

5,185

1,178

1,600

2,714

0 1,000 2,000 3,000 4,000 5,000 6,000

101771512

61

7911

567625620

1st Quartile4

577137164421

72

4525

Median41

32823354366534914481033

3rd Quartile89

18302654321358523947

3rd Quartile

Median

1st Quartile

District Value

$566$427$424

$311$292

$265$248

$235$233$229$224$218

$212$201

$186$183$182

$167$165

$158$157$155$154$154

$145$144$143$139$138$133$131$131$131$128$125

$115$114$109$108$106$103

$86$62$56$56$55

$37

$120

$154

$215

$0 $100 $200 $300 $400 $500 $600

127915

621162377

4351149

3rd Quartile513

194456576714483728

Median33

266

10145105371

73043


825

95232265447

3rd Quartile

Median

1st Quartile

District Value



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Figure 18 Payroll Cost per Pay Check

This cost efficiency measure compares the Payroll department ex-

penditures with the annual number of paychecks. Adjusted for cost of living.

Figure 19 Pay Check Errors per 10K Payments

$12.89$10.26

$9.81$9.05

$8.42$8.33

$7.61$7.15$7.15

$6.71$6.35

$6.11

$6.08$5.91

$5.64$5.06

$4.79$4.75$4.62$4.62

$4.47$4.11

$3.88$3.83

$3.76$3.75

$3.49$3.34$3.30$3.21$3.10

$2.93$2.87

$2.48$2.36$2.24

$2.21$2.20$2.17$2.10

$1.89$1.75$1.66$1.56$1.46$1.32$1.24$1.23

$0.82

$2.22

$3.80

$6.10

$0.00 $5.00 $10.00 $15.00

61215

1011

7716

5791162563rd…6721

43743

75735204528

3Median

667141234844

253493325

91st…393014

8101854585226321347

3rd Quartile

Median

1st Quartile

District Value

498.6

256.4

201.0

166.6

163.9

144.4

115.1

110.7

106.0

102.6

90.5

85.0

68.7

61.5

59.4

53.1

41.4

38.0

36.8

30.2

26.7

22.0

21.9

16.2

13.8

13.7

12.0

11.7

10.3

10.2

8.0

7.9

6.0

4.6

3.9

1.9

1.9

1.6

1.0

0.2

0.1

8.0

26.7

90.5

0.0 100.0 200.0 300.0 400.0 500.0 600.0

3

19

54

62

55

33

28

35

41

67

37

3rd Quartile

13

11

101

18

15

52

16

1

56

5

Median

47

14

4

30

12

71

57

43

66

58

1st Quartile

48

79

7

53

8

39

32

9

44

26

3rd Quartile

Median

1st Quartile

District Value


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Figure 20 Payroll Staff - Overtime Hours per FTE

This is the average number of annual overtime hours per Payroll

employee.

Figure 21 Personnel Record Self-Service Usage per District FTE

225.1

127.9

102.8

65.5

65.0

58.5

55.7

52.0

50.1

42.3

39.8

37.9

32.2

31.0

30.1

28.9

28.8

27.5

27.2

18.3

18.3

16.3

14.1

14.1

13.9

13.7

12.9

12.0

11.5

11.0

10.0

8.7

8.1

7.1

5.6

2.7

1.7

1.1

0.6

0.1

10.8

18.3

40.4

0.0 50.0 100.0 150.0 200.0 250.0

5

77

52

25

57

3

28

71

10

37

3rd Quartile

21

30

54

4

53

6

34

11

49

58

Median

23

14

15

18

35

26

41

39

45

1

1st Quartile

101

2

8

16

79

44

7

66

67

48

3rd Quartile

Median

1st Quartile

District Value

0%

7%

7%

23%

23%

23%

27%

29%

35%

35%

42%

57%

69%

90%

90%

94%

110%

122%

0% 20% 40% 60% 80% 100% 120% 140%

5

66

101

37

1st Quartile

12

16

4

26

Median

32

39

54

11

3rd Quartile

55

8

52

Address or PersonalInformation

Direct Deposits

W-4 (WithholdingAllowances)

3rd Quartile

Median

1st Quartile

How many fewer errors would your district need to produce in order to reach the next quartile? To move into the Top 10?

Is overtime more cost efficient for your district than hiring more personnel?



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Figure 22 W-2 Correction Rate (W-2c’s)

Figure 23 Pay Checks - Di rect Deposits

This is the percent of pay checks issued that were direct deposits.

0.894%

0.426%

0.229%

0.216%

0.157%

0.075%

0.071%

0.063%

0.062%

0.048%

0.045%

0.039%

0.038%

0.038%

0.035%

0.034%

0.034%

0.031%

0.030%

0.028%

0.027%

0.023%

0.022%

0.019%

0.018%

0.016%

0.016%

0.012%

0.011%

0.011%

0.010%

0.010%

0.010%

0.010%

0.008%

0.006%

0.015%

0.030%

0.051%

0.000% 0.200% 0.400% 0.600% 0.800% 1.000%

21

20

39

62

16

23

79

32

34

3rd Quartile

37

3

5

44

10

56

58

55

52

Median

30

101

11

48

47

66

43

33

12

1st Quartile

28

54

13

8

53

7

35

67

14

3rd Quartile

Median

1st Quartile

District Value

17.0%47.7%

59.9%70.5%71.3%73.3%73.6%74.3%76.4%76.5%76.9%

80.9%81.1%

82.7%83.2%83.4%85.2%85.9%86.4%87.4%87.5%89.1%89.1%90.2%91.3%

92.1%93.6%94.7%95.2%95.3%95.9%96.0%96.1%96.3%97.2%97.7%98.5%

98.6%98.8%99.1%99.1%99.1%99.2%99.3%99.5%99.6%99.7%99.7%100.0%100.0%

81.5%

91.7%

98.6%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

62491811

6772545

73057

24

1st Quartile6716

5135647

12021

1019

26Median

79525839

315

83335445410

3rd Quartile23416653141228483271554337

3rd Quartile Median 1st Quartile District Value


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KPI D E F I N I TI O N S P ay Ch ecks P rocessed p er FTE p er Mon th

Importance This measure is a driver of a payroll department's

costs . Lower processing rates may resul t from a low level of automa-tion, high paycheck error rates , or high rates of off-cycle paychecks that must be manually processed. Higher processing rates may be

the result of increased automation and highly competent staff. Calculation Total number of paychecks processed by Payroll de-

partment divided by total number of Payroll s taff (FTEs), divided by 12 months.

P ayroll Cost p er $100K S pend

Importance This measures the efficiency of the payroll operation.

A higher cost could indicate an opportunity to realize efficiencies in payroll operation while a lower cost indicates a leaner, more effi-

cient operation. Factors that Influence

x Number of employees processing the payroll

x Ski ll level of the employees processing payroll

x Types of software/hardware used to process the payroll

x Processes and procedures in place to collect payroll data

x Number of employees being paid



x Complexity of s tate/local reporting requirements Calculation Total Payroll personnel costs plus total payroll non-personnel costs divided by total dis trict payroll spend, divided by $100,000.

P ayroll Cost p er P ay Ch eck

Importance This measures the efficiency of the payroll operation. A higher cost could indicate an opportunity to realize efficiencies in

payroll operation while a lower cost indicates a leaner, more effi-cient operation. Factors that Influence

x Number of employees processing the payroll

x Ski ll level of the employees processing payroll

x Types of software/hardware used to process the payroll

x Processes and procedures in place to collect payroll data

x Number of employees being paid



x Complexity of s tate/local reporting requirements Calculation Total Payroll personnel costs plus total payroll non-personnel costs divided by tota l number of payroll checks.

P ay Ch ecks - Errors p er $10K P ay Ch ecks

Importance High error rates can indicate a lack of adequate con-trols .


x Process controls

x Staff turnover

x Staff experience

x Payment system

x Level of automation Calculation Total number of paycheck errors divided by total number of paychecks handled by Payroll department, divided by $10,000.

P ayroll S taff - O vertime Hours p er P ayroll FTE

Importance This measures the efficiency and effectiveness of the payroll department. Excessive overtime can be an indication that

s taffing levels are inadequate or that processes and procedures need to be revised and s treamlined to make the work mo re effi-cient. An absence of any overtime may indicate s taffing levels that

are too high for the volume of work the department is processing. Calculation Total number of Payroll overtime hours divided by to-

ta l number of Payroll staff (FTEs).

P erson nel Recor d S elf-Service Usage p er D istrict FTE

Importance This measures the level of automation of the payroll department, which can reduce error rates and processing costs.


x Software used may not provide employee self-service

x Employee self-service modules of the software may not be in use

x Implementation of these modules may be too costly

x Support/help-desk services for the employee self-serve mod-ules may not be available

Calculation Total number of employee records self-service changes divided by tota l number of district employees (FTEs).

W - 2 Correction Rate (W -2c’s)

Importance W-2(c) forms are the resul t of errors in the initial W-2 fi l ing. Corrections can be costly in terms of s taff time.


x Process controls

x Qual ity controls Calculation Total number of W-2(c) forms issued divided by total

number of W-2 forms issued.

P ay Ch ecks - D irect D eposits

Importance Use of di rect deposit can increase the levels of auto-mation and decrease costs.


x Payment systems

x Pay check policy Calculation Total number of pay checks paid through di rect de-

pos it divided by the tota l number of pay checks i ssued.


Page 27 Financial Management

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FINANCIAL MANAGEMENT Performance metrics in financial management assess the overall financial health of a district, as measured by its

Fund Balance Ratio to District Revenue and Debt Service Burden per $1,000 Revenue . They also measure a dis-

trict’s practices in effective budgeting. These practices are broadly represented by a district’s Expenditure Efficien-

cy and Revenue Efficiency, which compare the adopted and final budgets to actual levels of income and spending. A value close to 0% shows highly accurate budget forecasting . Finally, Days to Publish Annual Financial Report is a

measure of the timeliness of district’s financial disclosures.

Generally, leadership and governance factors are the starting point of good financial health:

x School board and administrative policies and procedures

x Budget development and management processes

x Unrestricted fund balance use policies and procedures

x Operating funds definition

Additionally, other conditions and factors should be considered as you evaluate your district’s financial health and forecast for the future:

x Revenue experience, variability, and forecasts

x Expenditure trends, volatil ity, and projections

x Per capita income levels

x Real property values

x Local retail sales and business receipts

x Commercial acreage and business property market value

x Changes in local employment base

x Changes in residential development trends

x Restrictions on legal reserves

x Age of district infrastructure



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L I S T O F KPIS I N FI N A N CI A L MA N A G E M E N T Below is the complete list of Power Indicators , Essential Few and other key indicators in Financial Management. Indicators in bold are those includ-

ed in this report. (See “KPI Defini tions” at the back of this section for more complete descriptions of these measures .) All other KPIs are available to CGCS members on the web-based ActPoint® KPI system.

POWER INDICATORS

Debt Principal Ratio to District Revenue

Debt Servicing Costs Ratio to District Revenue

Fund Balance Ratio (A) Unassigned

Fund Balance Ratio (B) Uncommitted

Fund Balance Ratio (C) Unrestricted

Expenditure Efficiency - Final Budget as Percent of Actual

Revenue Efficiency - Final Budget as Percent of Actual

ESSENTIAL FEW

Annual Financial Report - Days to Publish

Expenditure Efficiency - Adopted Budget as Percent of Actual

Revenue Efficiency - Adopted Budget as Percent of Actual


Budget Amendments

Debt Servicing Costs Ratio to Total Debt

Fund Balance - Percent (a) Unassigned

Fund Balance - Percent (b) Assigned

Fund Balance - Percent (c) Committed

Fund Balance - Percent (d) Restricted

Fund Balance - Percent (e) Nonspendable

Fund Balance Ratio (D) All except Nonspendable

Fund Balance Ratio (E) All Types



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FE A TU R E D A N A L Y S I S Figure 24 Debt Principal vs. Debt Servicing Costs

This scatter plot shows a district’s total outstanding debt (regardless of the period of repayment) as a ratio to one year of revenue, compared with

the debt servicing costs over one year (also as a ratio to one year of revenue). The clear trend to notice is not surprising: more total debt means more money that is spent annually on debt repayments.

What is not represented in this chart is what the dis trict was able to do with those borrowed funds. Often borrowing is done in order to make

worthwhile investments, such as school buildings.

7

28

71

6

13

23

55

54

20

35

41

12 44

6710

39

33

3447

30

52

66

48

843

5

21

62101

58

1

18

3

79

4

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

0% 20% 40% 60% 80% 100% 120% 140% 160% 180% 200%

De

bt

Serv

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g C

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s R

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to

Dis

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eve

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Debt Principal Ratio to District Revenue

Have your borrowed funds been worthwhile enough to justify the cost of debt?

Where do you expect your district to be on this chart in three years?


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D A TA D I S CO VE R Y

Figure 25 Debt Principal Ratio to District Revenue

This shows the total amount of debt outstanding (regardless of re-

payment term) relative to one year of revenue.

Figure 26 Debt Servicing Costs Ratio to District Revenue

This is the amount paid in debt payments over one year relative to

one year of revenue.

268.4%

188.4%

168.4%

150.8%

146.6%

137.6%

132.3%

126.9%

125.4%

123.4%

113.3%

102.1%

94.1%

92.8%

90.8%

87.5%

80.7%

78.8%

76.6%

70.7%

68.3%

68.3%

59.8%

59.2%

46.9%

40.6%

39.8%

35.7%

34.6%

31.0%

27.4%

19.8%

19.3%

16.5%

13.5%

8.3%

0.2%

0.2%

34.9%

73.7%

120.9%

0.0% 50.0% 100.0% 150.0% 200.0% 250.0% 300.0%

37

41

23

39

45

54

20

8

101

58

3rd Quartile

5

33

48

13

47

71

7

52

4

Median

3

35

10

21

43

67

79

44

53

1st Quartile

66

30

12

34

28

1

62

6

55

18

3rd Quartile

Median

1st Quartile

District Value

29.5%

17.7%

17.1%

15.2%

13.8%

13.5%

12.0%

11.7%

11.5%

10.6%

10.0%

9.6%

9.5%

8.6%

8.5%

8.0%

7.9%

7.5%

6.6%

6.3%

5.5%

5.4%

4.9%

4.4%

4.4%

3.8%

3.1%

2.9%

2.5%

2.4%

1.0%

0.7%

0.4%

0.2%

0.1%

0.1%

3.0%

7.0%

10.8%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%

23

52

5

1

41

39

20

4

7

3rd Quartile

71

43

8

58

13

54

33

3

30

Median

48

47

10

34

67

21

35

66

79

1st Quartile

44

12

28

101

6

62

2

18

55

3rd Quartile

Median

1st Quartile

District Value



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Figure 27 Fund Balance Ratio to District Revenue - All Types

This is the year-end fund balance relative to total annual revenue ,

including both unrestricted and restricted fund balance types . An adequate fund balance means that there is enough money to main-ta in cash flow for regular district operations.

Figure 28 Fund Balance Ratio to District Revenue – Unrestricted

This is the year-end fund balance relative to total annual revenue for

all unrestricted fund balance types (which includes unassigned, as-signed and committed). Unrestricted funds are generally easier to repurpose i f the need arises, especially i f they are unassigned.

0.8%

3.1%

3.9%

4.2%

4.9%

6.0%

6.5%

6.8%

8.0%

8.4%

8.5%

8.7%

9.6%

9.9%

11.2%

12.6%

12.6%

13.0%

13.2%

13.4%

13.4%

13.8%

13.8%

14.4%

14.5%

15.3%

16.2%

16.3%

16.8%

17.8%

18.5%

20.1%

21.7%

22.1%

22.4%

26.0%

28.3%

30.1%

32.6%

32.7%

37.2%

41.4%

49.3%

51.8%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%

6

49

62

16

2

13

14

55

101

30

1st Quartile

8

47

67

1

5

21

4

25

44

66

18

Median

28

56

53

23

10

52

7

43

54

3

3rd Quartile

37

71

45

48

39

20

12

34

35

41

Unrestricted

Restricted

1st Quartile

Median

3rd Quartile

0.8%

1.6%

2.1%

2.7%

2.9%

3.0%

3.6%

4.6%

5.4%

5.8%

6.0%

6.2%

6.2%

7.9%

8.4%

8.7%

9.4%

10.0%

10.3%

10.7%

10.8%

10.8%

10.8%

11.1%

11.4%

11.7%

13.0%

13.1%

13.6%

13.8%

14.2%

15.9%

16.9%

17.1%

17.4%

18.1%

18.4%

21.1%

24.1%

25.0%

25.4%

27.9%

29.0%

33.8%

0.0% 10.0% 20.0% 30.0% 40.0%

6

49

62

16

55

2

13

14

4

101

1st Quartile

8

30

47

25

67

1

18

5

53

66

37

Median

21

44

56

7

28

23

12

10

52

20

3rd Quartile

54

3

43

41

45

71

35

48

39

34

Unassigned

Assigned

Committed

1st Quartile

Median

3rd Quartile

Have your fund balance levels been enough to avoid cash flow and/or programming problems?


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Figure 29 Expenditure Efficiency – Adopted Budget Di fference from Actual

A ratio above zero means that the district spent less than expected.

Figure 30 Revenue Efficiency – Adopted Budget Di fference from Actual

A ratio below zero means that the dis trict received more revenue

than expected.

-36.5%

-21.9%

-21.0%

-21.0%

-18.2%

-16.2%

-15.8%

-11.7%

-9.8%

-8.0%

-7.6%

-6.4%

-3.5%

-2.8%

-2.0%

-1.4%

-0.2%

0.0%

0.1%

0.1%

0.3%

0.4%

1.3%

1.3%

1.4%

1.7%

1.9%

2.3%

2.7%

2.8%

3.6%

4.2%

6.0%

6.0%

6.3%

9.5%

11.5%

12.8%

19.5%

27.5%

-40.0% -20.0% 0.0% 20.0% 40.0%

62

7

67

12

58

16

43

79

41

25

4

6

20

10

30

23

18

52

13

2

35

49

47

34

101

53

71

3

14

39

8

21

45

1

56

66

48

5

44

28

District Value

23.6%

21.7%

12.9%

11.0%

8.6%

7.8%

4.5%

3.3%

2.9%

2.7%

1.8%

1.6%

1.0%

0.8%

0.3%

0.3%

0.2%

-1.0%

-1.2%

-1.3%

-1.4%

-1.5%

-1.6%

-3.1%

-5.4%

-6.0%

-6.7%

-7.8%

-9.2%

-9.4%

-11.0%

-11.1%

-12.1%

-14.0%

-14.8%

-18.9%

-20.1%

-22.0%

-23.5%

-24.3%

-25.8%

-36.6%

-40.0% -30.0% -20.0% -10.0% 0.0% 10.0% 20.0% 30.0%

101

28

53

5

44

66

8

56

54

1

49

79

2

13

71

3

21

39

52

14

47

10

30

18

23

34

6

20

45

25

48

4

37

58

41

43

35

7

16

12

67

62

District Value



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Figure 31 Expenditure Efficiency – Final Budget Di fference from Actual

A ratio above zero means that the district spent less than expected.

Figure 32 Revenue Efficiency – Final Budget Di fference from Actual

A ratio below zero means that the dis trict received more revenue

than expected.

-26.6%

-22.3%

-21.9%

-19.4%

-18.4%

-15.8%

-10.1%

-8.6%

-7.8%

-6.3%

-3.8%

-3.5%

0.0%

0.0%

0.7%

1.3%

1.3%

1.3%

1.6%

2.2%

4.0%

4.9%

6.1%

6.4%

7.0%

7.3%

7.4%

8.3%

9.2%

9.5%

9.7%

10.9%

11.1%

12.0%

12.8%

13.2%

13.3%

15.3%

17.9%

18.2%

22.1%

36.5%

-30.0% -20.0% -10.0% 0.0% 10.0% 20.0% 30.0% 40.0%

62

12

7

67

58

43

41

16

79

4

6

20

35

52

71

18

47

25

13

1

30

101

53

45

8

23

55

49

14

66

3

54

21

2

56

34

5

10

39

44

48

28

District Value

29.6%

26.0%

13.0%

11.5%

9.8%

8.1%

7.8%

7.8%

7.7%

7.6%

6.9%

6.0%

5.1%

5.0%

4.7%

4.4%

4.1%

3.5%

2.7%

1.2%

0.9%

0.7%

0.0%

-1.0%

-1.2%

-1.4%

-1.5%

-2.3%

-2.9%

-4.3%

-5.2%

-8.8%

-9.6%

-12.8%

-17.1%

-17.3%

-18.9%

-20.2%

-21.3%

-22.0%

-22.9%

-28.0%

-40.0% -30.0% -20.0% -10.0% 0.0% 10.0% 20.0% 30.0% 40.0%

28

101

2

5

49

44

66

34

56

8

21

39

10

55

14

54

3

79

23

13

1

71

25

48

52

47

37

18

20

6

53

45

4

41

16

58

43

35

67

7

12

62

District Value


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Figure 33 Annual Financial Report – Days to Publish

242240

236226

213212210

201198

194186

180180

180180

173173172172171170169169

165164164

163163163

159158157

144144141138137

137128

123121

115115

10277

7265

6037

31

137

164

180

0 50 100 150 200 250 300

541558522044

2141149713018

3rd Quartile574379

34

48351321

5626732

Median47121628

10125233741

939

1st Quartile533455

78

451

56106619

633

3rd Quartile

Median

1st Quartile

District Value

Are you satisfied with the length of time it took to publish your annual financial report?



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KPI D E F I N I TI O N S D eb t P rincipal Ratio to D istrict Revenue

Importance This evaluates the total level of debt that the district currently owes relative to i ts annual revenue. Factors that Influence

x Tax base and growth projections

x Capital projects

x Levels of state and grant funding

x Interest rates (cost of borrowing)

x Fund balance ratio Calculation Total debt principal divided by total debt servicing costs .

D eb t S ervicing Costs Ratio to D istrict Reven ue

Importance This evaluates the annual amount paid in debt servic-ing relative to annual district revenue.


x Interest rates (cost of borrowing)

x Level of debt

x Tax base and growth projections

x Revenue sources to pay down debt

x Fund balance ratio Calculation Total debt servicing costs divided by total district op-erating revenue.

Fu n d Balance Ratio to D istrict Revenue

Importance This measure assesses the fiscal heal th of the district supported by the general fund, including financial capaci ty to meet

unexpected or planned future needs . A high percentage indicates greater fiscal health and financial capaci ty to meet unexpected or future needs . A low percentage indicates risk for the dis trict in its

abi lity to meet unexpected changes in revenues or expenses. Factors that Influence


x Administrative leadership and decision making processes


x Revenue experience, variability, and forecasts

x Expenditure trends, volatility, and projections

x Planned uses of fund balance

x Restrictions on legal reserves

x Unreserved fund balance use policies and procedures

x Local fiscal authority policies and procedures

x Operating funds definition Calculation Total fund balance that was unassigned divided by to-ta l district operating expenditures.

Exp en diture Ef ficiency

Importance This measure assesses efficiency in spending against the final approved general fund expenditure budget. A high per-centage nea ring 100% indicates efficient utilization of appropriated

resources. A low percentage, or a percentage signi ficantly exceeding 100%, indicates major variance from the final approved budget and

signi fies that the budget was inaccurate, misaligned with the a ctual needs of the school system, signi ficantly impacted by unforeseen factors , and/or potentially mismanaged. Dis tricts experiencing a low

percentage or a significantly high percentage should thoroughly in-vestigate the causes for the variances and reevaluate thei r budget development and management processes to improve accuracy and

alignment. Dis tricts having significant variances in expenditures to budget when measured against the original budget, but near 100%

when measured against the final amended budge t, are monitoring and adjusting thei r budgets during the year to meet the changing conditions of the dis trict. Such dis tricts should also consider reevalu-

ating thei r budget development and management processes to im-prove accuracy and alignment.




x Administrative organizational s tructure, leadership s tyles , deci-s ion making processes, and distribution of authority


x Performance management, monitoring, and reporting systems

x General Fund definition Calculation Total budgeted expenditures in the final budget di-vided by tota l district operating expenditures.

Reven ue Ef ficiency

Importance This measure assesses efficiency in spending against the final approved general fund revenue budget. A high percentage nearing 100% indicates efficient utilization of appropriated re-

sources. A low percentage, or a percentage signi ficantly exceeding 100%, indicates major variance from the final approved budget and

signi fies that the budget was inaccurate, misaligned with the actual needs of the school system, signi ficantly impacted by unforeseen factors , and/or potentially mismanaged. Dis tricts e xperiencing a low

percentage or a significantly high percentage should thoroughly in-vestigate the causes for the variances and reevaluate thei r budget

development and management processes to improve accuracy and alignment. Districts having signi ficant variances in revenues to budg-et when measured against the original budget, but near 100% when

measured against the final amended budget, are monitoring and ad-justing thei r budgets during the year to meet the changing condi-tions of the district. Such districts should also consider reevaluating

thei r budget development and management processes to improve accuracy and alignment.




x Administrative organizational s tructure, leadership s tyles , deci-s ion making processes and distribution of authority


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x Departmental and individual employee responsibilities and

competencies

x Performance management, monitoring, and reporting systems

x General Fund definition

Calculation Total budgeted revenue in the final budget divided by tota l district operating revenue.

An n u al Fin ancial Rep ort – D ays to P u blish

Importance Timely publication of annual financial reports is an

important part of responsible financial management and govern-ance.


x Reporting processes

x Time management and goal-setting

x Staff experience and credentials Calculation Number of calendar days to publish the annual finan-cia l report, from end-of-year date to publishing date.


Page 37 Grants Management

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GRANTS MANAGEMENT Good performance in grants management is reflected in a few basic performance characteristics. Cash flow and

availabil ity of grant funds are the primary concerns: Do you spend all your grant funds in the grant period? How

quickly do you process reimbursements? These are addressed in part using the metrics Returned Grant Funds per

$100K Grant Revenue and Aging of Grants Receivables.

Grant-funded programming should also be considered an exposure to risk. Looking at levels of Grant-Funded FTE

Dependence can guide a district to either:

a) Allocate enough fund reserves to insure themselves against possible shifts in funding sources; or

b) Have an evaluation system in place that helps determine whether positions should be continued beyond

the term of a grant.

These metrics should give a basic sense of where a district might improve its performance in grants management.

Areas of improvement may include:


x Escalation procedures to address timeliness

x Administrative leadership style, decision-making process, and distribution of organizational authority

x School Board, administrative policies, and management process

x Procurement regulations and policies

x Reserve funds to supplant the risks of high grant dependency


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L I S T O F KPIS I N G R A N TS MA N A G E M E N T Below is the complete list of Power Indicators , Essential Few and other key indicators in Grants Management . Indicators in bold are those included

in this report. (See “KPI Defini tions” at the back of this section for more complete descriptions of these measures .) All other KPIs are available to CGCS members on the web-based ActPoint® KPI system.

POWER INDICATORS

Grant Funds as Percent of Total Budget

Grant-Funded Staff as Percent of District FTEs

Returned Grant Funds per $100K Grant Revenue

ESSENTIAL FEW

Amendments to Grant Budgets

Competitive Grant Funds as Percent of Total

Days to Access New Grant Funds

Grants Receivables Aging


Grant Funds - Percent Federal

Grant Funds - Percent Local/Private

Grant Funds - Percent State

Grants Receivables Aging - Days to Process

Grants Receivables Aging - Days to Receive Payment

Returned Grant Funds - Federal

Returned Grant Funds - Local/Private

Returned Grant Funds - State



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FE A TU R E D A N A L Y S I S Figure 34 Grant Funds vs. Grant-Funded Staff

1

2

3

4

5

6

7

8

10

12

13

14

16

20

23

26

28

30

33

35

39

41

4748

52

54

56

58

62

66

67

79

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0%

Gra

nt-

Fun

ded

Sta

ff a

s P

erce

nt o

f Dis

tric

t FTE

s

Grant Funds as Percent of District Budget


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D A TA D I S CO VE R Y Figure 35 Grant Funds as Percent of Total Budget

This answers the basic question, “How much of dis trict funding comes from grants?” Grants here are defined as funds that are re-‐stricted due to constraints set by the grantor.

Figure 36 Grant-Funded Staff as Percent of District FTEs

This shows the level of dependency on grant funds for district s taff.

6.6%

6.9%

9.0%

9.9%

10.0%

10.1%

10.5%

10.9%

10.9%

11.0%

11.2%

11.4%

11.5%

12.1%

12.2%

12.3%

12.6%

12.8%

12.9%

12.9%

13.3%

13.6%

13.6%

13.6%

14.8%

15.2%

15.3%

15.3%

16.0%

16.9%

17.3%

17.4%

18.2%

18.7%

19.2%

19.8%

20.0%

21.0%

29.1%

31.0%

33.8%

37.0%

43.1%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0%

33

7

13

48

49

44

35

3

41

47

1st Quartile

1

71

79

66

4

43

8

14

52

45

39

Median

20

5

28

26

10

53

2

58

54

18

3rd Quartile

23

34

12

30

62

67

16

56

6

Federal

State

Local

1st Quartile

Median

3rd Quartile

44.9%

44.1%

38.9%

37.4%

30.3%

26.4%

21.0%

20.0%

18.5%

17.3%

14.8%

13.7%

13.4%

13.1%

12.9%

12.0%

11.8%

11.3%

11.3%

10.9%

10.7%

10.6%

10.6%

10.6%

9.8%

9.7%

9.5%

9.5%

9.2%

9.0%

8.8%

8.5%

7.9%

7.6%

9.7%

11.5%

18.2%

0 0.1 0.2 0.3 0.4 0.5

101

16

67

56

12

62

6

10

58

3rd Quartile

54

23

41

30

2

79

35

26

Median

32

1

28

5

4

66

20

39

1st Quartile

13

3

52

7

47

33

48

14

8

3rd Quartile

Median

1st Quartile

District Value

Does your level of grant fund dependency expose your district to risk?



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Figure 37 Returned Grant Funds per $100K Grant Revenue

Grant funds are typically returned when there is no carryover option and the grant term is finished.

$23,444 (not shown)

$15,853 (not shown)

$9,119

$7,397

$5,970

$1,817

$1,187

$1,111

$972

$972

$777

$642

$574

$572

$514

$505

$503

$499

$408

$408

$231

$208

$195

$178

$163

$145

$110

$110

$104

$104

$53

$42

$40

$38

$10

$8

$4

$0

$- $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 $9,000 $10,000

$- $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 $9,000 $10,000

20

71

45

48

28

44

30

39

14

3rd Quartile

33

15

41

19

13

8

32

79

43

Median

1

56

53

62

58

5

101

77

35

1st Quartile

52

11

12

4

54

9

18

26

Federal State Local 1st Quartile Median 3rd Quartile


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Figure 38 Competitive Grant Funds as Percent of Total

This answers the question, “How much of a district’s grant funding

comes from competi tive grants?” Note that the order in this chart does not suggest ranking.

Figure 39 Days to Access New Grant Funds

This is the average number of days i t takes before spending begins

on a grant project after i t has been approved by the grantor. It is an efficiency measure for the office that processes grant approvals.

0%

0%

1%

2%

2%

2%

3%

3%

3%

4%

4%

4%

7%

8%

8%

9%

9%

10%

12%

12%

12%

12%

13%

13%

15%

16%

16%

17%

19%

20%

20%

21%

22%

22%

23%

25%

34%

34%

35%

37%

4%

12%

20%

0% 10% 20% 30% 40%

6

47

14

15

58

11

67

33

66

53

1st Quartile

62

9

10

30

56

4

101

8

13

18

Median

20

79

23

48

12

35

39

19

1

3

3rd Quartile

32

43

5

45

49

7

26

52

71

54

3rd Quartile

Median

1st Quartile

District Value

128.0

73.4

65.5

63.9

60.0

59.2

45.0

35.0

34.2

33.6

30.0

30.0

30.0

30.0

30.0

26.0

20.3

20.0

20.0

15.0

14.0

14.0

11.0

10.0

10.0

6.7

5.0

5.0

1.7

1.3

0.5

10.5

26.0

34.6

0.0 20.0 40.0 60.0 80.0 100.0 120.0 140.0

14

71

18

101

20

4

15

79

3rd Quartile

26

12

5

47

7

62

30

19

Median

39

53

10

48

3

35

49

1st Quartile

58

1

66

8

43

33

54

32

3rd Quartile

Median

1st Quartile

District Value

Should it be easier for district personnel to use their grant funds?



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Figure 40 Grants Receivables Aging

This is the average number of days i t takes to invoice and receive

grant reimbursements.

60

60

60

53

50

42

41

38

38

38

36

35

34

30

29

26

25

25

24

24

21

20

19

16

15

14

13

12

12

12

12

11

11

9

9

3

1

- 10 20 30 40 50 60 70

- 10 20 30 40 50 60 70

7

58

62

56

12

18

33

1

3rd Quartile

4

52

26

45

30

8

3

9

10

Median

39

101

43

19

14

53

48

71

1st Quartile

13

20

35

5

66

28

79

47

32

Days to Process Days to Receive Payment

1st Quartile Median

3rd Quartile

What are the issues, if any, that your district faces when it comes to Grants Management? Are there any risks that the district is exposed to on account of these issues?


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KPI D E F I N I TI O N S Gran t Fu nds as P ercent of Total Bu dget

Importance Shows the magnitude of a district's reliance on addi-

tional and alternative funding sources. Factors that Influence

x District demographics that drive eligibility for categorical grants

x Philosophy, policies, procedures embra ced by a district in iden-ti fying and pursuing grants

x Local economic conditions Calculation Total grant fund expenditures divided by total district operating revenue.

Gran t-Funded S taff as P ercent of D istrict FTEs

Importance This measure shows the level of dependency on grant funds for district personnel funding.

Calculation Number of grant-funded s taff (FTEs) divided by total number of district employees (FTEs).

Retu rned Grant Fu nds p er $1 00K Grant Revenue

Importance Identify and improve cycle time of grant-fund availa-

bili ty. Ensure that no delays exis t from budget approval to program implementation that the grant timelines can't be met. This measure

assesses efficiency in spending grant funds that are provided by fed-eral , s tate, and local governments, as well as other sources such as foundations.


x Who monitors awards and the grant program coordinator to assure timeliness

x Timeliness of award notification from federal and state entities

x School board and administrative policies; as well as budget de-velopment and management process and procurement regula-tions and policies

x The timeliness of expenditures is a good indicator for the gran-tor to ensure that programming is occurring in time to meet

grant deliverables and expected outcomes by the expiration date

x A low number of days between the date the budget is approved until the date of the fi rs t expenditure would indicate an effec-tive use of grant funds

x A high number of days would indicate an ineffective use of sup-plemental resources that could limit or reduce the district’s

abi lity to obtain additional revenues in the future Calculation Total grant funds returned (not spent) divided by total grant funds expenditures over 100,000.

Comp etitive Gran t Fu nds as P ercent of Total

Importance This can be used to evaluate the level of competi tive grant funding in a district. Competi tive grant funds can provide use-

ful resources , but can be di fficul t for long-term planning and can ra ise concerns about sustainability.


x Experience and network of grant writers

x Level of focus on obtaining competitive grants

x Vis ion of district mission Calculation Grant funds expenditures that are from competi tive

grants divided by tota l grant funds expenditures.

D ays to Access New Grant Fu nds

Importance Identify and improve cycle time of grant fund availa-bili ty. Ensure that no delays exis t from budget approval to program

implementation that the grant timelines can't be met. This measure assesses efficiency in spending grant funds that are provided by fed-

eral , s tate, and local governments, as well as other sources such as foundations. Factors that Influence

x Who monitors awards and the grant program coordinator to assure timeliness

x Timeliness of award notification from federal and state entities

x School board and administrative policies, as well as budget de-velopment and management process and procurement regula-

tions and policies

x Therefore, the timeliness of expenditures is a good indicator for the grantor to ensure that programming is occurring in time to meet grant deliverables and expected outcomes by the expira-

tion date

x A low number of days between the date the budget is approved until the date of the fi rs t expenditure would indicate an effec-

tive use of grant funds

x A high number of days would indicate an ineffective use of sup-plemental resources that could limit or reduce the district’s abi lity to obtain additional revenues in the future

Calculation Total aggregate number of days that passed after new grant award notification dates to the fi rst expenditure date di-vided by the tota l number of new grant awards in the fiscal year.

Gran ts Receivables Ag ing

Importance Aging greater than 30 days may indicate that expend-i tures have not been submitted in a timely way to the funding agen-

cy or the funding agency is slow in sending reimbursement, thereby requiring follow-up.


x Funding agency reimbursement process

x Level of automation

x Complexity of grant

x Frequency of billing

x Payrol l suspense Calculation Aggregate number of calendar days to internally pro-cess grant receivable invoices , from date grant reimbursements are

filed to date invoice is submitted to the grantor plus the aggregate number of calendar days to receive payment of submitted invoices ,

divided by the tota l number of grant receivable invoices.


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PROCUREMENT Procurement improvement strategies generally fall into two categories:

1. Increasing the level of cost savings, represented broadly by Procurement Savings Ratio.

2. Improving efficiency and decreasing costs of the Purchasing department, represented broadly by Cost per

Purchase Order and Purchasing Department Costs per Procurement Dollars Spent .

The first goal is assessed by the cost savings measures Competitive Procurements Ratio, Strategic Sourcing Ratio,

and Cooperative Purchasing Agreements Ratio.

Purchasing department cost efficiency is generally improved through the effective automation of procurement spending. This is largely represented through P-Card Transactions Ratio and Electronic Procurement Transactions

Ratio . Figures 43 and 44 show the relationship between districts who use P-cards and electronic transactions and

their total Purchasing Department Costs per Procurement Dollars Spent.

Finally, metrics of the procurement department’s service level, such as Procurement Administrative Lead Time,

should also be considered.

These metrics of district procurement practices should provide district leaders with a good baseline of information

on how their district can improve its Procurement function. The general influencing factors that can guide im-

provement strategies include:

x Procurement policies, particularly those delegating purchase authority and P-Card usage

x Utilization of technology to manage a high volume of l ow dollar transactions

x e-Procurement and e-Catalog processes util ized by district

x P-Card reconcil iation software and P-Card database interface with a district’s ERP system

x Budget, purchasing, and audit controls, including P-card credit-limit controls on single transaction and

monthly l imits

x Utilization of blanket purchase agreements (BPAs)

x Degree of requirement consolidation and standardization

x Use of P-Cards on construction projects and paying large dollar vendors , e.g., utilities, textbook publish-

ers, food, technology projects

x Number of highly complex procurements, especially construction


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L I S T O F KPIS I N P R O CU R E M E N T Below is the complete list of Power Indicators , Essential Few and other key indicators in Procurement . Indicators in bold are those included in this


POWER INDICATORS

Competitive Procurements Ratio

Procurement Cost per $100K Spend Procurement Cost per Purchase Order

Procurement Savings Ratio Strategic Sourcing Ratio

ESSENTIAL FEW

Cooperative Purchasing Ratio

P-Card Purchasing Ratio

PALT for Requests for Proposals PALT for Invitations for Bids

PALT for Informal Solicitations Procurement Staff with Professional Certificate Warehouse Operating Expense Ratio

Warehouse Stock Turn Ratio


Competition-Eligible Procurements - Percent Emergency Competition-Eligible Procurements - Percent Non-Authorized

Competition-Eligible Procurements - Percent Sole-Source Competition-Eligible Procurements Percent of Total Spending

Construction - Percent of Purchasing Construction Contracts Awarded Cooperative Purchasing Ratio - Excluding P-Cards

M/WBE Vendor Uti lization P-Card Average Transaction Amount P-Card Single Transaction Limit

PALT for Invi tations for Bids - (A) Days to Prepare PALT for Invi tations for Bids - (B) Days of Advertising and Open Bid-

ding PALT for Invi tations for Bids - (C) Days to Issue after Close

PALT for Requests for Proposals - (A) Days to Prepare PALT for Requests for Proposals - (B) Days Proposals Accepted PALT for Requests for Proposals - (C) Days to Issue after Close

Procurement Costs per $100K Revenue Procurement Costs Ratio - Outsourced Services

Procurement Costs Ratio - Personnel Procurement Savings - Percent through Informal Solicitations Procurement Savings - Percent through Invitations for Bids

Procurement Savings - Percent through Requests for Proposals Procurement Staff - Cost Per FTE Procurement Staff - District FTEs per Procurement FTE

Procurement Staffing Ratio - Professional Staff Procurement Staffing Ratio - Supervisors and Managers

Procurement Staffing Ratio - Support and Clerical Threshold for Formal Proposal Threshold for Formal Sealed Bid

Threshold for School Board Approval Warehouse Number of Unique Items

Warehouse Number of Unique Items - Facility Maintenance Warehouse Number of Unique Items - Food Services Warehouse Number Of Unique Items - School/office Supplies

Warehouse Number of Unique Items - Textbooks Warehouse Number of Unique Items - Transportation Maintenance Warehouse Operating Expense Ratio - Facility Maintenance

Warehouse Operating Expense Ratio - Food Services Warehouse Operating Expense Ratio - School/Office Supplies

Warehouse Operating Expense Ratio - Textbooks Warehouse Operating Expense Ratio - Transportation Maintenance Warehouse Stock Turn Ratio - Facility Maintenance

Warehouse Stock Turn Ratio - Food Services Warehouse Stock Turn Ratio - School/Office Supplies

Warehouse Stock Turn Ratio - Textbooks Warehouse Stock Turn Ratio - Transportation Maintenance


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FE A TU R E D A N A L Y S I S Figure 41 Cost per Purchase Order vs. Cost per Spend

The s ize of the circles represent relative district s ize by s tudent enrollment.

1

2

3

4

5

6

7

8

9

10

12

13

14

16

19

23

32

33

37

39

44

45

47

48

49

52

53

54

55

67

71

77

101

$-

$100

$200

$300

$400

$500

$600

$700

$800

$900

$1,000

$- $50 $100 $150 $200 $250

Co

st p

er

$10

0K S

pen

d

Cost per Purchase Order

Is your procurement department cost-effective?


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D A TA D I S CO VE R Y Figure 42 Procurement Cost per Purchase Order

This is the cost of the procurement department relative to the total number of purchase orders issued in the fiscal year. Adjusted for cost of living.

Figure 43 Procurement Cost per $100K Revenue

This is the cost of the procurement department relative to the total operating revenue of the district. Not adjusted for cost of living.

$228

$160

$134

$127

$122

$120

$117

$114

$100

$94

$93

$86

$86

$85

$71

$67

$66

$61

$58

$55

$52

$51

$46

$43

$41

$40

$40

$39

$39

$38

$36

$36

$35

$35

$35

$32

$27

$25

$24

$24

$22

$21

$18

$35

$51

$90

$0 $50 $100 $150 $200 $250

5

7

67

71

3

4

33

23

2

15

32

3rd Quartile

16

66

101

45

9

77

37

52

44

35

8

Median

19

48

26

14

47

58

11

49

20

6

1st Quartile

18

41

1

10

57

55

53

13

39

12

54

3rd Quartile

Median

1st Quartile

District Value

$277

$276

$198

$189

$184

$162

$160

$156

$152

$144

$143

$140

$134

$131

$119

$116

$113

$109

$103

$102

$101

$100

$95

$95

$93

$92

$91

$88

$82

$81

$76

$74

$72

$65

$57

$56

$55

$52

$29

$81

$102

$144

$0 $50 $100 $150 $200 $250 $300

67

56

23

28

101

66

7

2

4

5

3rd Quartile

16

14

71

39

48

1

6

18

20

53

Median

47

37

8

10

3

41

35

33

44

1st Quartile

45

13

52

49

30

26

55

54

12

58

3rd Quartile

Median

1st Quartile

District Value


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Figure 44 Procurement Savings Ratio

This is the annual amount of savings (defined as the difference be-

tween the average bid, proposal or quote amounts , and the actual amount paid) as compared to the total amount of purchasing.

Figure 45 Strategic Sourcing Ratio

The total amount spent through s trategic sourcing relative to the to-

ta l amount of purchasing.

0.2%

0.6%

0.6%

1.6%

1.9%

2.0%

2.4%

3.5%

3.6%

3.7%

4.2%

5.4%

7.5%

7.8%

8.7%

22.5%

41.6%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0%

23

77

71

1st Quartile

8

39

10

55

Median

16

9

48

47

3rd Quartile

37

66

7

Savings from Requestsfor Proposals

Savings fromInvitations for Bids

Savings from InformalSolicitations

1st Quartile

Median

3rd Quartile

0.3%

0.4%

0.8%

1.2%

3.8%

4.7%

6.9%

7.4%

12.0%

12.8%

14.0%

17.0%

18.5%

20.4%

22.3%

25.2%

52.3%

53.6%

57.8%

60.4%

72.2%

72.9%

76.6%

80.8%

83.1%

93.9%

94.2%

7.1%

20.4%

66.3%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

2

20

5

19

101

66

7

1st Quartile

67

49

1

4

13

55

3

Median

48

71

39

33

37

11

3rd Quartile

9

47

14

16

32

10

8

3rd Quartile

Median

1st Quartile

District Value

What are some of the factors that might influence this result? (Hint: See "KPI Definitions".)


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Figure 46 Competitive Procurements Ratio

This is the amount spent through competi tive purchasing relative to

the tota l amount of purchasing.

Figure 47 Cooperative Purchasing Ratio

This is the amount spent through cooperative purchasing relative to

the tota l amount of purchasing.

0.0%

0.1%

2.2%

4.2%

10.1%

11.8%

20.2%

22.3%

30.1%

41.2%

45.8%

49.8%

54.6%

56.5%

56.6%

58.7%

64.2%

66.2%

69.8%

70.7%

71.0%

74.7%

88.9%

90.4%

91.7%

20.2%

54.6%

69.8%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

1

2

12

77

4

32

19

1st Quartile

101

3

37

47

55

16

Median

14

23

9

33

39

71

3rd Quartile

54

48

44

8

45

13

3rd Quartile

Median

1st Quartile

District Value

1.7%

3.0%

4.0%

4.1%

4.5%

5.5%

5.7%

5.9%

6.3%

6.8%

7.1%

8.8%

9.9%

11.4%

11.9%

12.1%

13.7%

14.0%

14.7%

5.0%

6.8%

11.7%

0.0% 5.0% 10.0% 15.0% 20.0%

77

9

33

49

53

1st Quartile

5

26

23

10

55

Median

47

19

8

39

3rd Quartile

2

67

71

48

16

3rd Quartile

Median

1st Quartile

District Value


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Figure 48 P-Card Purchasing Ratio

Figure 49 PALT for Requests for Proposals

The Procurement Adminis trative Lead Time captures the processing

time from receipt of requisition to when the contract was issued.

0.1%

0.3%

0.5%

0.6%

1.0%

1.2%

1.4%

2.4%

2.4%

2.8%

2.8%

3.0%

3.3%

3.3%

3.5%

4.0%

4.0%

4.6%

4.7%

4.9%

5.1%

5.3%

5.7%

6.9%

8.4%

9.4%

9.9%

10.3%

11.4%

11.8%

28.0%

2.4%

4.0%

6.3%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

67

47

45

20

14

52

101

1

1st Quartile

16

55

19

44

8

54

23

Median

4

11

5

13

32

3

48

7

3rd Quartile

9

39

71

66

10

12

49

37

3rd Quartile

Median

1st Quartile

District Value

150144

140135134

120120120

113111110108.5

104103

10098

9390

878079

737371.570

6665

60605858585757

50505048

44414038373534

3022

0 50 100 150 200

0 50 100 150 200

95

32135211333947

716

3rd Quartile48

103

71264148571467

Median7744

1016

192356583753

12

1st Quartile45181528664934122055

Days to Prepare

Days ProposalsAccepted

Days to Issue afterClose

1st Quartile

Median

3rd Quartile

Which phase could be shortened to move your district up into the next highest quartile?


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Figure 50 PALT for Invitations for Bids

The Procurement Adminis trative Lead Time captures the processing

time from receipt of requisition to when the contract was issued.

Figure 51 PALT for Informal Solicitations

165

165

124

110

96

90

87

83

82

80

80

79.75

79

79

76

72

72

67

65

61

61

58

55

52.5

50

50

45

45

45

40

40

38

37

36

34

33.25

33

33

32

31

30

29

28

27

25

24

20

0 50 100 150 200

0 50 100 150 200

13

32

5

9

15

39

41

26

11

7

77

3rd Quartile

33

57

44

16

71

56

101

48

67

58

10

Median

3

14

1

6

53

8

20

66

49

23

37

1st Quartile

4

18

19

28

2

47

45

55

52

34

12

Days to Prepare

Days of Advertisingand Open Bidding

Days to Issue afterClose

1st Quartile

Median

3rd Quartile

120

30

20

20

17

15

15

15

14

12

10

10

10

10

8

7

7

7

6

5

5

4

4

4

3

3

3

3

3

3

2

2

1

3

7

14

0 20 40 60 80 100 120 140

58

2

20

33

26

8

10

1

3

3rd Quartile

7

49

32

71

77

23

9

Median

57

55

45

12

37

13

66

11

14

39

41

18

47

53

1st Quartile

34

15

44

3rd Quartile

Median

1st Quartile

District Value


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Figure 52 Procurement Staff with Professional Certificate

Figure 53 Warehouse Operating Expense Ratio

This is the total cost of operating warehouses relative to the total

value of inventory that was issued from the warehouse (i .e., the amount of inventory that left the warehouse).

This is an overall average measure of all warehouses that were sur-

veyed, and thus includes warehouses for the following kinds of sup-plies and purposes : school/office supplies; textbooks ; food services ;

faci lity maintenance; and transportation maintenance.

4.0%

6.1%

7.4%

9.1%

9.7%

10.5%

11.1%

12.5%

13.3%

14.3%

14.3%

14.8%

21.7%

23.1%

23.1%

23.3%

26.0%

27.3%

30.8%

31.3%

32.0%

33.3%

33.3%

37.0%

45.5%

48.1%

50.0%

57.1%

62.5%

80.0%

100.0%

12.9%

23.3%

35.1%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0%

13

7

66

44

39

1

47

58

1st Quartile

41

30

14

48

32

5

23

Median

8

11

18

37

26

10

35

3

3rd Quartile

9

28

16

4

49

55

2

34

3rd Quartile

Median

1st Quartile

District Value

159.1%

126.6%

40.4%

28.5%

21.4%

16.5%

15.6%

6.3%

5.0%

15.6%

21.4%

40.4%

0.0% 50.0% 100.0% 150.0% 200.0%

77

23

5

3rd Quartile

71

16

Median

13

9

1st Quartile

55

33

3rd Quartile

Median

1st Quartile

District Value

Does the volume of inventory that is managed through your warehouses justify the cost of operating those warehouses?

Which of your warehouses most influence your result in this measure?


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Figure 54 Warehouse Stock Turn Ratio

The stock turn ratio represents how much inventory volume passes

through the warehouse over the course of the year. It is calculated by dividing the total annual volume (by dollar value) by the average month-end inventory va lue.

This is an overall average measure of all warehouses that were sur-veyed, and thus includes warehouses for the following kinds of sup-

plies and purposes : school/office supplies; textbooks ; food services ; faci lity maintenance; and transportation maintenance.

0.9

1.1

1.2

1.6

1.7

2.0

2.0

2.5

2.8

2.9

3.0

5.3

1.5

2.0

2.8

0.0 1.0 2.0 3.0 4.0 5.0 6.0

23

10

39

1st Quartile

71

77

26

Median

16

5

13

3rd Quartile

55

33

9

3rd Quartile

Median

1st Quartile

District Value

In which area(s) of improvement does your Purchasing Depart-ment need to focus? Who can take ownership for this?

Whose buy-in and support is needed to support these goals (e.g., CFO, Assistant Superintendent, COO)?

Is stock turn ratio a good approximation of operational efficien-cy?


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KPI D E F I N I TI O N S Comp etitive P rocurement Ratio

Importance This measure is important because competi tion maximizes procurement savings to the dis trict, provides opportuni-ties for vendors , assures integri ty, and builds school board and tax-

payers' confidence in the procurement process. Factors that Influence

x Procurement policies governing procurements that are ex-empted from competi tion, emergency or urgent requirement procurements , di rect payments (purchases without contracts or POs), minimum quote levels and requirements , and sole sourc-

ing

x Degree of shared services that may be included in purchase dol-lars with other public agencies

x Vendor registration/solicitation procedures that may determine magnitude of competition

x Professional services competi tion that may be exempted from competition

x In some instances , districts may have selection cri teria for cer-tain programs, such as local preference, environmental pro-

curement, M/WBE, etc., that result in less competition

x Uti l ization of technology and e-procurement tools

x Market availability for competition; e.g., utilities Calculation Total amount of purchasing through competi tive pro-

curements divided by the sum of total procurement outlays , total P-card purchasing and total construction spending.

P rocu rement Cost p er $100K S p end

Importance This measure identi fies the indirect cost of the pro-

curement function as compared to the total procurement dollars purchased by the dis trict. Assuming all other things being equal, this

is a relative measure of the adminis trative efficiency of a district’s procurement operations. Factors that Influence

x Degree of P-Card utilization

x e-Procurement automation

x Delegation of purchasing authority

x Purchasing office professional s taff grade s tructure, contract services, and other expenditures

x Number of highly complex procurements especially construc-tion

x Ski ll level of staff Calculation Total purchasing department costs divided by total procurement outlays over $100,000.

P rocu rement Cost p er P urchase O rder

Importance This measure, along with other indicators , provides an opportunity for districts to assess the cost/benefits that might re-sul t from other means of procurement (e.g., P-Card program, order-

ing agreements, and leveraging the consolidating requirement). Factors that Influence

x Uti l ization of BPAs

x Strategic sourcing (minimizing total vendors)

x Purchasing Department expenditures and FTE degree of e -procurement automation and P-Card utilization

x Degree of requirement consolidation and standardization

Calculation Total purchasing department costs divided by the to-

tal number of purchase orders that were processed by the purchas-ing department, excluding P-card transactions and construction.

P rocu rement S aving s Ratio

Calculation Total savings from Invi tations for Bids , Requests for Proposals, and informal solici tations divided by total procurement

outlays (excluding P-cards and construction). Factors that Influence

x Procurement policies , e.g., delegated purchase authori ty level , procurements exempted from competi tion, minimum quote

requirements, sole-source policies , vendor regis tra-tion/solicitation procedures (may determine magnitude of competition)

x Uti l ization of technology and e-procurement tools

x Use of national or regional vendor databases (versus district on-ly) to maximize competi tion, use of on-line comparative price analysis tools (comparing e -catalog prices), etc.

x Identification of al ternative products/methodology of providing services.

x Degree of leveraging required volume through s tandardization and utilization of cooperative contracting

Importance This measure compares a district's savings or "cost

avoidance" that resul t from centralized purchasing to the total pro-curement spend (less P-Card spending). This measure only captures

savings/cost avoidance in a limited form since districts may realize other procurement savings that are not captured by this measure (e.g., make-buy, certain life cycle savings, service, quality, reliability,

and other best value "savings" to the district).

S trategic S ourcing Ratio

Importance This measure is a s trong indicator of potential cost

savings that can result from leveraging consolidated requirements with competi tive procurements, and minimizing spot buying and maverick spending. The National Purchasing Insti tute (NPI)

Achievement of Excellence in Procurement Award ci tes an agency’s use of term (annual or requirements) contracts for at least 25% of

total dollar commodity and services purchases as a reasonable benchmark. Strategic sourcing is a systemic process to identify, qual-ify, specify, negotiate, and select suppliers for categories of similar

spend that includes identi fying competi tive suppliers for longer-term agreements to buy materials and services. Simply put, s trategic

sourcing is organized agency buying that di rectly affects the availa-ble contracts for goods and services , i .e., i tems under contract are readily accessible, while others are not.


x Technical training of procurement professional s taff

x Effectiveness of spend analysis regarding frequently purchased i tems

x Pol icies on centralization of procurement

x Balance between choice and cost savings

x Dol lar approval limits without competitive bids Calculation Total spending utilizing strategic sourcing divided by tota l procurement outlays (excluding P-cards and construction).


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Coop era tive P urchasin g Ratio

Importance This measure assesses the use of cooperative pur-

chasing agreements that dis tricts can use to leverage thei r collective buying power to maximize savings through economies of scale. Ad-di tionally, cooperative agreements provide purchasing efficiencies

by having one buyer from one dis trict buy for many districts , and de-creasing the cycle time for new requirements.


x Procurement laws and policies

x Commodity levels (some goods and services lend themselves to leveraging volume more than others)

x Degree of item standardization with other entities

x Number of available and eligible cooperative agreements

x Market environment (cooperative contracts may not remain competitive with market)

Calculation Total district dollars spent during the fiscal year under cooperative agreements (including P-Cards transactions but exclud-

ing construction) divided by total procurement outlays (including P-Cards but excluding construction)

P - Card P u rchasing Ratio

Importance P-Card utilization significantly improves cycle times

for schools , decreases procurement transaction costs as compared to a Purchase Order (2010 RPMG Research Corp ci ted average PO

transaction cost = $93 from requisition to check, versus P-Card transaction cost = $22), and provides for more localized flexibility. It also allows procurement professionals to concentrate efforts on the

more complex purchases, significantly reduces Accounts Payable workload, and gives schools a shorter cycle time for these i tems. In-

creased P-Card spending can provide higher rebate revenues , which in turn can pay for the management of the program. There are trade-offs however. The decentralized nature of these purchases

could have an impact on lost opportunity for savings, an d requires diligent oversight to prevent inappropriate use and spend analysis to identify contract savings opportunities.


x Procurement policies , particularly those delegating purchase authority and P-Card usage

x Utili zation of technology to manage a high volume of low dollar transactions

x e-Procurement and e-Catalog processes utilized by district

x P-Card reconciliation software and P-Card database interface with a district’s ERP system

x Budget, purchasing, and audit controls , including P-Card credit l imit controls on single transaction and monthly limits

x Accounts Payable policies for P-Card as an al ternative payment method

x Use of P-Cards on construction projects and paying large dollar vendors , e.g., utili ties, textbook publishers , food, technology

projects. Calculation Total dollar amount purchased using P-cards divided by tota l procurement outlays (including P-card purchases).

P ALT f or Requests f or P roposals

Importance This measure establishes a "cycle time" benchmark

for commencing and completing the acquisition process for informal bidding or quoting. Informal bids/quotes are usually for small pur-chases less than the formal bid or formal proposal threshold where

quotes can be obtained in wri ting, including electronically using e-commerce tools via telephone, etc., and can be processed without

school board approval typically using more efficient small purchase procedures. Factors that Influence

x Federal, s tate, and local school board procurement policies and laws, including formal solicitation requirements , minimum ad-vertis ing times and procurement dollar l imits

x Frequency of school board meetings

x Budget/FTE allocation for professional procurement staff

x Training on scope of work and specification development for

contract sponsors

x The award process including RFP proposal evaluation, vendor presentations, # of proposals, negotiations , pre -proposal con-ferences, site visits, and vendor reference checks

x Use of standard boilerplate bid and contract documents

x Use of current ERP and e -procurement technology to s tream-line internal procurement processes and external solici tation process with vendors

x Frequency of vendor protests

x Complexity and size of procurement

x Degree of commodity standardization within the district Calculation Average number of days to administer Requests for Proposals from receipt of requisition to the date that the contract was issued.

P ALT f or In vitations f or Bids

Importance This measure establishes a “cycle time” benchmark for commencing and completing the acquisi tion process fo r formal competi tive bidding (IFBs). It is an important measure that examines the balance between competi tion/objectivi ty, procedural compli-

ance, and the need to get products/services in place in a timely manner to meet customer requirements.


x Federal, s tate, and local school board procurement policies and laws, including formal solicitation requirements , minimum ad-vertis ing times, and procurement dollar l imits

x Frequency of school board meetings

x Budget/FTE allocation for professional procurement staff

x Training on scope of work and specification development for contract sponsors

x The award process, including IFB evaluation, pre -bid confer-ences, site visit requirements, and vendor reference checks

x Use of standard boilerplate bid and contract documents

x Use of current ERP and e -procurement technology to s tream-line internal-procurement processes and external solici tation and response process with vendors

x Frequency of vendor protests

x Complexity and size of procurement

x Degree of commodity standardization within the district Calculation Average number of days to administer Invi tations for

bids from receipt of requisition to the date that the contract was is-sued.


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P ALT f or In formal S olicitations

Importance This measure establishes a "cycle time" benchmark

for commencing and completing the acquisition process for informal bidding or quoting. Informal bids/quotes are usually for small pur-chases rather than the formal bid or formal proposal threshold

where quotes can be obtained in wri ting, including electronically us-ing e-commerce tools via telephone, etc., and can be processed

without school board approval typically using more efficient small purchase procedures. Factors that Influence

x Degree of P-Card utilization

x Extent of delegated purchase authori ty for small dollar pro-curements

x State/local laws and regulations

x Small purchase policies/procedures

x Utili zation of e-procurement automation tools including online sol icitation broadcasts and responses

Calculation Average number of days , from receipt of requisi tion by the purchasing department to date that purchase order issued, to process all informal solicitations.

P rocu rement S taf f with P rofessional Certificate

Importance This measure assesses the technical knowledge of the dis trict’s procurement s taff, which di rectly affects processing time,

negotiations , procedural controls , and strategies applied to maxim-ize cost savings . The procurement function should show procure-ment professional s taff focusing on--

x Strategic issues versus transactional processing

x Advanced business skills that look at agency supply chain, logis-tics optimization, total cost of ownership evaluations , make versus buy analysis, leveraging cooperative procurements ,

complex negotiations focusing on cost and other value -added factors , and agency spend analyses, and

x Balance of service with internal controls and compliance. Factors that Influence

x Budget/FTE allocations to central procurement functions and employee professional development

x Procurement policies such as delegated purchasing authori ty, formal procurement dollar threshold, small purchase proce-

dures, P-card utilization, etc.

x Utili zation of technology and knowledge required for e -procurement and e-commerce

x Value that an organization places on i ts procurement functions and procedures

x Pol icies favoring internal promotion over technical recruitment

x Incentive pay Calculation Number of purchasing department s taff with a pro-fessional certi ficate divided by total number of purchasing s taff

(FTEs).

W arehouse O perating Expense Ratio

Importance The operational cost of maintaining an intermediate s torage/distribution point (warehouse) should be constantly evalu-

ated against other alternatives as the market and other supply chain factors change in the district’s region. Factors that Influence

x Warehouse building utility cost and space efficiency

x Tota l SKUs for indirect and direct cost allocations

x Number of warehouse personnel and material handling equip-ment/vehicles

x Type of warehouse (environmentally controlled or not)

x Cycle time requirements Calculation Total operating expenses of all measured warehouses (including school/office supplies, textbooks, food service items, facil-

i ty maintenance items, and transportation maintenance i tems) di-vided by tota l va lue of all issues/sales from the warehouse(s).

W arehouse S tock Tu rn Ratio

Importance Warehouse inventory turnover ratios can be used to examine opportunities for improved warehouse operations and re-

duced costs . Generally, total costs decline and savings rise when in-ventory s tock turn increases. After a certain point - typically 8-10 turns - the reverse occurs , according to the National Insti tute of

Governmental Purchasing (NIGP). Generally, an inventory turn rate of 4-6 times per year in the manufacturing, servicing, and public sec-tor is considered acceptable. However, the overall s tock turn ratio

should be broken down into types of commodities , as some com-modities are optimally less than 4-6 (NIGP). Viewed another way, in-

ventory turnover ratios indicate how much use districts are getting from the dollars invested in inventory. Stock turn measures invento-ry health and may provide an indication of—

x Inventory usage and amount of inventory that is not turned over (“dead stock”),

x Optimum inventory investment and warehousing s ize, and

x Warehouse activity/movement. Factors that Influence

x Inventory financing costs

x Inflation

x Purchasing policies Calculation Total dollar value of annual issues/sales at purchase price at all measured warehouses (including school/office supplies, textbooks, food service i tems, facility maintenance i tems, and trans-

portation maintenance items) divided by the twelve-month average.


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Page 59 Risk Management

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RISK MANAGEMENT Performance metrics in risk management evaluate the rate of incidents that could lead to claims against the dis-

trict, as well as the total cost of claims and insurance. The total cost is broadly considered with Cost of Risk per

Student, and Employee Incident rate (expressed per employee or per work hour) could be a reflection of the gen-

eral safety of a district.

Broad measures of relative costs and levels of claims for both workers’ compensation and liability will help district leaders understand their performance in risk management, which may prompt such improvement strategies as:

x Searching for better medical management programs

x Improving access to quality medical care

x Providing benefits in a timely fashion

x Conducting risk factor analysis and prevention

x Adopting policies that avoid l itigation

x Improving the reporting and tracking process for correcting hazardous conditions

x Revising safety protocols/guidelines/Employer Policies

x Improving injury investigations used to determine cause of injury


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L I S T O F KPIS I N R I S K MA N A G E M E N T Below is the complete list of Power Indicators , Essential Few and other key indicators in Risk Management . Indicators in bold are those included in

this report. (See “KPI Defini tions” at the back of this section for more complete descrip tions of these measures .) All other KPIs are available to CGCS members on the web-based ActPoint® KPI system.

POWER INDICATORS

Cost of Risk per Student

Workers' Compensation Cost per $100K Payroll Spend

Workers' Compensation Cost per Employee

Workers' Compensation Lost Work Days per 1,000 Employees

ESSENTIAL FEW

Liability Claims - Percent Litigated

Liability Claims per 1,000 Students

Liability Cost per Student

Workers' Compensation Claims per 1,000 Employees

Workplace Incidents per 1,000 Employees


Liability Claims - Percent Open a s of Year-End

Liability Cost per Claim

Workers ' Compensation Claims - Percent Indemnity

Workers ' Compensation Claims - Percent Li tigated

Workers ' Compensation Cost per Claim



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D A TA D I S CO VE R Y Figure 55 Cost of Risk per Student

The “cost of risk” measure currently includes costs associated with Workers ’ Compensation and liability, i .e., insurance, claims costs , and adminis tration costs . Other cost drivers for risk management are currently not included in this measure.

Figure 56 Workers’ Compensation Cost per $100K Payroll Spend

$204

$152

$134

$129

$122

$121

$120

$118

$113

$110

$110

$103

$101

$96

$95

$93

$92

$92

$89

$84

$75

$73

$68

$68

$67

$54

$53

$51

$50

$49

$44

$43

$42

$38

$36

$22

$9

$51

$89

$110

$0 $50 $100 $150 $200 $250

62

45

32

53

77

12

56

79

14

3rd Quartile

16

101

3

47

25

11

30

52

21

23

Median

13

4

7

33

54

8

5

48

2

1st Quartile

39

37

44

71

66

9

10

55

18

3rd Quartile

Median

1st Quartile

District Value

$11

$51

$311

$331

$337

$407

$413

$420

$423

$426

$515

$531

$543

$559

$568

$572

$587

$609

$610

$625

$664

$764

$815

$815

$817

$860

$893

$906

$924

$926

$996

$1,055

$1,060

$1,138

$1,197

$1,258

$1,348

$1,391

$1,535

$1,617

$1,714

$1,750

$519

$714

$1,040

$0 $500 $1,000 $1,500 $2,000

18

28

66

4

41

9

2

71

52

48

54

1st Quartile

21

57

37

10

7

53

25

1

39

33

Median

3

49

5

11

8

47

101

44

43

45

3rd Quartile

77

79

56

14

30

12

13

19

32

35

16

3rd Quartile

Median

1st Quartile

District Value


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Figure 57 Worke rs’ Compensation Cost per Employee

Figure 58 Workers’ Compensation Lost Work Days per 1,000 Employees

$968

$955

$876

$752

$730

$638

$615

$615

$548

$478

$472

$459

$425

$416

$404

$397

$378

$369

$356

$325

$319

$316

$312

$304

$293

$286

$255

$240

$237

$235

$235

$210

$190

$185

$176

$172

$136

$133

$127

$120

$78

$26

$216

$317

$469

$0 $200 $400 $600 $800 $1,000 $1,200

62

34

58

32

35

16

56

43

101

30

13

3rd Quartile

12

23

20

47

79

54

8

14

11

3

Median

25

44

7

53

5

39

1

21

33

49

1st Quartile

52

37

48

10

2

71

66

41

4

55

28

3rd Quartile

Median

1st Quartile

District Value

1,613

1,210

1,152

1,002

839

624

623

586

535

518

471

436

357

347

330

293

288

237

230

174

173

158

155

149

142

140

113

103

78

77

72

56

55

41

23

16

111

234

522

0 500 1,000 1,500 2,000

11

1

25

21

56

52

43

58

48

3rd Quartile

16

32

3

7

39

30

79

23

49

Median

37

13

54

4

47

2

20

41

34

1st Quartile

55

33

14

5

101

8

10

71

62

3rd Quartile

Median

1st Quartile

District Value



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Figure 59 Liabi lity Claims - Percent Li tigated

Figure 60 Liabi lity Claims per 1,000 Students

39.1%

37.3%

33.7%

28.1%

27.3%

20.0%

19.7%

19.2%

16.2%

14.3%

14.3%

13.2%

12.7%

10.3%

10.0%

9.5%

8.2%

7.7%

7.4%

7.2%

6.8%

6.5%

5.4%

3.5%

3.3%

3.1%

2.8%

2.6%

2.5%

2.1%

2.1%

1.9%

1.6%

1.4%

1.3%

1.2%

0.3%

2.6%

7.4%

14.3%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0%

5

54

44

37

34

12

11

10

39

30

3rd Quartile

52

23

57

7

14

62

56

4

16

Median

53

47

25

18

71

9

49

101

48

1st Quartile

79

33

21

77

13

66

32

3

8

3rd Quartile

Median

1st Quartile

District Value

11.19

7.59

4.52

3.29

3.05

2.62

2.46

2.03

1.96

1.81

1.79

1.73

1.64

1.60

1.60

1.58

1.51

1.44

1.41

1.39

1.27

1.25

1.20

1.20

1.09

0.83

0.71

0.70

0.68

0.67

0.66

0.65

0.60

0.59

0.49

0.45

0.43

0.34

0.27

0.26

0.12

0.66

1.27

1.79

0.00 2.00 4.00 6.00 8.00 10.00 12.00

79

13

3

47

21

1

32

48

77

9

3rd Quartile

8

14

71

37

33

10

53

62

66

16

11

Median

25

28

56

55

23

44

34

18

54

1st Quartile

101

12

52

7

5

30

45

39

2

4

6

3rd Quartile

Median

1st Quartile

District Value


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Figure 61 Liabi lity Cost per Student

Figure 62 Workers’ Compensation Claims per 1,000 Employees

$70

$50

$49

$48

$41

$39

$39

$38

$34

$34

$33

$28

$27

$26

$25

$23

$19

$19

$18

$15

$14

$14

$13

$12

$11

$11

$10

$10

$10

$9

$9

$9

$8

$6

$6

$6

$2

$2

$10

$16

$33

$0 $20 $40 $60 $80

53

4

62

14

79

11

101

21

52

56

3rd Quartile

47

48

3

12

32

77

13

33

54

Median

23

71

66

16

9

37

30

25

7

1st Quartile

39

55

18

8

5

6

44

10

2

45

3rd Quartile

Median

1st Quartile

District Value

122

100

93

90

88

85

72

71

69

69

68

64

57

56

55

55

55

54

54

53

52

49

48

46

46

44

44

40

40

38

37

37

37

36

34

32

31

30

29

26

13

37

52

68

0 20 40 60 80 100 120 140

53

3

13

12

30

66

4

58

25

7

41

3rd Quartile

44

101

43

33

16

8

52

56

32

Median

28

34

55

11

48

14

21

37

39

10

1st Quartile

79

62

2

5

1

49

71

20

23

47

54

3rd Quartile

Median

1st Quartile

District Value



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Figure 63 Workplace Incidents per 1,000 Employees

122

100

98

93

91

88

85

82

79

74

72

72

71

70

70

69

64

64

62

62

59

59

54

53

52

52

46

45

44

43

42

37

37

36

33

33

32

32

31

24

18

42

59

72

0 20 40 60 80 100 120 140

53

3

43

13

12

30

66

41

32

10

4

3rd Quartile

5

58

25

56

7

44

47

37

52

Median

34

20

33

21

11

28

48

2

14

55

1

1st Quartile

79

62

8

39

23

101

49

71

16

54

3rd Quartile

Median

1st Quartile

District Value

Does your district have an enterprise-wide risk management task force?


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KPI D E F I N I TI O N S Cost of Risk p er S tudent

Importance This metric is important for long-term budget plan-ning. School funding is based on s tudent enrollment. Factors that Influence

x Frequency and severity of claims filed

x Safety program’s efforts to correct hazardous conditions Calculation Total liability premiums, claims , and adminis tration costs plus total workers' compensation premiums, claims , and ad-

ministration costs divided by tota l district enrollment.

Workers’ Compensation Cost per $100K Payro ll S pend

Importance This is a metric that can be used to measure success of programs or initiatives aimed at reducing workers' compensation

costs . Factors that Influence

x Medical management programs

x Qual ity of medical care

x Li tigation

x Timely provision of benefits Calculation Total workers ' compensation premium costs plus workers' compensation claims costs incurred plus total workers' compensation claims administration costs for the fiscal year divided by tota l payroll outlays over $100,000.

Workers’ Compensat ion Cost p er 1 ,000 Employees

Importance This metric would most likely be used for the same

purpose as the average cost per workers ’ compensation claim – to measure success of programs and ini tiatives . It can also be a way to

measure trends over time or to bench mark against other employ-ers . Factors that Influence



x Li tigation

x Timely provision of benefits Calculation Total workers ' compensation premium costs plus workers' compensation claims costs incurred plus total workers'

compensation claims administration costs for the fiscal year divided by total number of district of dis trict employees (number of W-2's is-sued).

Workers’ Compensation Lost Work Days per 1 ,000 Emp loyees

Calculation Total number of lost work days for all workers ' com-pensation claims filed during the fiscal year divided by total number

of employees (W-2's) over 1,000. Factors that Influence

x Qual ity of medical care (Medical Provider Networks)

x Type of injury

x Use of nurse case managers

x Li tigation

x Availability of modi fied or al ternative work on both a tempo-rary and permanent basis

Importance This metric could be used to track the effectiveness of

medical treatment and a Return to Work program, but since this metric is using all employees in the equation instead of just the

number of injured employees , a drastic change in the number of employees (reduction in force, etc.) would impact this metric with-out any actual change in the items being tracked.

Liab ility Claims - P ercent Litigated

Importance This is an important metric as litigation is expensive and increases the cost of the claim.


x Severi ty of injuries

x Settlement rate

x Motivation of plaintiff Calculation Number of liability claims li tigated divided by total number of l iability claims filed during the fiscal year.

Liab ility Claims p er 1 ,000 S tudents

Importance This metric can be used to measure your performance against other entities of s imilar s ize and with similar claims.


x Frequency of claims

x Type of claims

x Severi ty of injuries Calculation Total number of liability claims filed during the fiscal

year divided by tota l district enrollment over 1,000.

Liab ility Cost p er S tudent

Importance Used to determine estimated costs for claims re-

ferred to outside attorneys . This measure can also be used to com-pare performance with other enti ties of similar size and with similar cla ims.


x Li tigation

x Frequency of claims

x Injury type Calculation Total liability premiums, claims , and adminis tration

costs divided by tota l district enrollment.

Workers’ Compensation Claims per 1 ,000 Employees

Importance This is a metric that can be used to measure success of programs or initiatives aimed at reducing workers' compensation

costs . Factors that Influence

x Risk factor prevention



x Timely provision of benefits Calculation Total number of workers ' compensation claims filed during the fiscal year divided by total number of district employees (W-2's i ssued) over 1,000.



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W ork place Incidents p er 1 , 000 Employees

Importance This metric would be used to measure the success of

programs and ini tiatives aimed at reducing workplace inju-ries/incidents. Factors that Influence

x Disciplinary actions

x RIF notices

x Management support

x Effectiveness of safety programs

x Safety tra ining

x Injury investigations used to determine cause of injury

x Maintenance of facilities

x Established safety protocols/guidelines/Employer policies Calculation Total number of employee workplace incidents re-ported during the fiscal year divided by the total number of employ-

ees over 1,000.


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Page 69 Food Services

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FOOD SERVICES Performance metrics in food services measure the productivity, cost efficiency, and service levels of a district’s nu-‐tritional services. Productivity is broadly assessed by Meals per Labor Hour, a standard measure of the industry.

Cost efficiency can be determined by looking at Food Cost per Revenue and Labor Cost per Revenue. Finally, a

basic measure of service levels includes meal participation rate (measured by Breakfast Participation Rate and

Lunch Participation Rate, and is further measured by looking at rates by grade spans.).

These measures should serve as diagnostic tools to gauge performance, as well as a guide for improvement. The

importance and usefulness of each KPI is described under the “Importance of Measure” and “Factors that Influ-

ence” sections of each indicator in the pages that follow.


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L I S T O F KPIS I N F O O D SE R VI CE S Below is the complete list of Power Indicators , Essential Few and other key indicators in Food Services . Indicators in bold are those included in this


POWER INDICATORS

Cost per Meal

Food Cost per Meal Fund Balance as Percent of Revenue

Total Costs as Percent of Revenue Breakfast Participation Rate (Districtwide) Lunch Participation Rate (Districtwide)

Supper Participation Rate (Districtwide)

ESSENTIAL FEW

Breakfast Participation Rate (Meal Sites) Breakfast Participation Rate (Districtwide), Elementary/K-8

Breakfast Participation Rate (Districtwide), Secondary Schools Lunch Participation Rate (Meal Sites) Lunch Participation Rate (Districtwide), Elementary/K-8

Lunch Participation Rate (Districtwide), Secondary Schools Supper Participation Rate (Meal Sites)

Food Cost per Revenue Labor Costs per Revenue

Meals per Labor Hour

USDA Commodities - Percent of Total Revenue


Breakfast Access - During Breakfast Break Breakfast Access - Served in the Cafeteria

Breakfast Access - Served in the Classroom Breakfast Access - Universal Free Breakfast Breakfast Access Rate

Breakfast Access Rate, Elementary/K-8 Breakfast Access Rate, High School

Breakfast Access Rate, Middle School Breakfast F/RP Participation Rate Breakfast F/RP Participation Rate, Elementary/K-8

Breakfast F/RP Participation Rate, High School Breakfast F/RP Participation Rate, Middle School

Breakfast Non-F/RP Participation Rate, Elementary/K-8 Breakfast Non-F/RP Participation Rate, High School Breakfast Non-F/RP Participation Rate, Middle School

Breakfast Participation Rate (Districtwide), High School Breakfast Participation Rate (Districtwide), Middle School Breakfast Participation Rate (Meal Sites), Elementary/K-8

Breakfast Participation Rate (Meal Sites), High School

Breakfast Participation Rate (Meal Sites), Middle School

Cost Per Meal - Contractor-Operated Cost Per Meal - District-Operated Indirect and Overhead Costs as Percent of Total Costs

Indirect Costs Ratio - License Fees and Contract Services Indirect Costs Ratio - Rent, Warehousing and Storage

Indirect Costs Ratio - Training and Professional Development Indirect Costs Ratio - Travel, Advertising and Office Expenses

Lunch Access Rate

Lunch Access Rate, Elementary/K-8 Lunch Access Rate, High School

Lunch Access Rate, Middle School Lunch F/RP Participation Rate

Lunch F/RP Participation Rate, Elementary/K-8 Lunch F/RP Participation Rate, High School Lunch F/RP Participation Rate, Middle School

Lunch Non-F/RP Participation Rate, Elementary/K-8 Lunch Non-F/RP Participation Rate, High School Lunch Non-F/RP Participation Rate, Middle School

Lunch Participation Rate (Districtwide), High School Lunch Participation Rate (Districtwide), Middle School

Lunch Participation Rate (Meal Sites), Elementary/K-8

Lunch Participation Rate (Meal Sites), High School Lunch Participation Rate (Meal Sites), Middle School

Management Company Share of Total Expenditures Management Company Share of Total Meals

Meal Accountability - Percent of Sites with POS System

Meal Reimbursements - Breakfasts, Percent Free Meal Reimbursements - Breakfasts, Percent Reduced-Price

Meal Reimbursements - Lunches, Percent Free Meal Reimbursements - Lunches, Percent Reduced-Price Meal Reimbursements - Supper, Percent Free

Meal Reimbursements - Supper, Percent Reduced-Price Operating Cost Ratio - Equipment

Operating Cost Ratio - Food Operating Cost Ratio - Labor Operating Cost Ratio - Supplies and Small Wares

Operating Cost Ratio - Technology Operating Cost Ratio - Uti lities, Custodial and Trash Removal

Operating Cost Ratio - Vehicle Fleet Outside Meal Services - Catering as Percent of Revenue

Outside Meal Services - Meals to Charter/Other

Outs ide Meal Services - Meal Sites That Are Charter/Other Provision II Enrollment Rate - Breakfasts Provision II Enrollment Rate - Lunches

Revenue Percentage - A La Carte and Vending Sales Revenue Percentage - Federal Meal Reimbursements

ServSafe or Equivalent Staff per Site

ServSafe-Certified Staff per Site Supper Access Rate

Supper Access Rate, Elementary/K-8 Supper Access Rate, High School

Supper Access Rate, Middle School Supper Participation Rate (Districtwide), Elementary/K-8 Supper Participation Rate (Districtwide), High School

Supper Participation Rate (Districtwide), Middle School Supper Participation Rate (Meal Sites), Elementary/K-8 Supper Participation Rate (Meal Sites), High School

Supper Participation Rate (Meal Sites), Middle School USDA Commodities - Percent as Donations (Bonuses)



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FE A TU R E D A N A L Y S I S Figure 64 Food Cost vs. Labor Cost

Food and labor costs are the two largest cost factors of school nutri tional services. This chart shows the ratio between these two factors so that dis-tricts can identi fy how their cost trend compares to other school districts . The general trend is somewhat linear from the top-left to the bottom-right, which means that those districts that save in labor costs tend to spend a majority of their remaining revenue on food, and vice-versa.

1

2

3

4

5

6

7

8

9

10

12

13

14

16

18

19

20

21

23

25

26

30

33

34

35

37

39

41

43

45

47

48

49

52

55

56

57

58

62 66

67

71

77

79

101

20%

25%

30%

35%

40%

45%

50%

55%

60%

65%

20% 30% 40% 50% 60% 70% 80%

Lab

or

Co

st p

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eve

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Food Cost per Revenue


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D A TA D I S CO VE R Y Figure 65 Breakfast Participation Rate (Meal Sites)

This is the participation rate for school sites that offer breakfasts.

Figure 66 Breakfast Participation Rate (DistrictWide, by Grade Span)

The “overall” element in this chart shows the same information as the chart at left, and also shows drill-down data of breakfast partici-pation by grade spans. (Data that are missing may be under review.)

9.9%

13.6%

19.1%

20.6%

20.7%

21.6%

21.8%

22.6%

22.8%

23.1%

24.0%

24.1%

26.1%

26.2%

27.5%

27.5%

28.2%

29.3%

30.5%

31.3%

31.5%

31.8%

33.5%

34.7%

35.0%

35.6%

35.9%

37.7%

38.5%

39.3%

41.9%

42.0%

44.5%

44.8%

45.6%

45.9%

47.9%

47.9%

48.2%

48.8%

51.5%

53.2%

54.0%

58.0%

63.2%

24.1%

33.5%

44.8%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

77

1

7

55

9

13

62

4

101

56

8

71

1st Quartile

5

14

48

12

44

37

47

79

49

6

Median

67

52

41

16

10

2

30

58

54

66

28

3rd Quartile

26

20

43

35

34

18

33

3

19

39

23

25

3rd Quartile

Median

1st Quartile

District Value

10.7%14.0%14.9%

21.6%22.3%22.9%23.2%23.4%24.0%24.2%

24.3%24.9%25.7%25.9%26.2%27.0%28.8%

31.2%32.0%33.4%33.8%

34.5%35.7%35.7%36.1%37.5%

40.3%42.9%43.8%44.5%46.3%46.8%

50.1%50.4%50.8%52.2%

55.2%55.9%56.3%

60.3%69.3%

81.0%

24.3%

34.2%

47.6%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

7717

5552

4101

1385

1st Quartile56447162144837471223

6Median

79671610415430582866

23rd Quartile

2033182621

319392545

Secondary Schools

Elementary Schools

3rd Quartile

Median

1st Quartile

Overall (K-12)

Which grade span is contributing the most to your overall break-fast participation rate (either negatively or positively)?



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Figure 67 Breakfast F/RP Participation Rate

This is the participation rate of s tudents that are eligible for free or

reduced-price (F/RP) breakfasts.

Figure 68 Breakfast F/RP Participation Rate (By Grade Span)

The “overall” element in this chart shows the same information as

the chart at left, and also shows drill-down data on breakfast partic-ipation by grade spans. (Data that are missing may be under review.)

26.0%

30.1%

30.4%

30.5%

30.8%

30.9%

32.3%

35.2%

35.6%

35.6%

35.7%

36.2%

37.1%

37.7%

39.1%

39.4%

41.1%

41.6%

42.1%

42.7%

43.0%

43.3%

44.0%

44.5%

44.8%

48.6%

51.7%

52.1%

52.7%

54.4%

57.5%

62.6%

67.2%

70.3%

76.8%

81.9%

35.6%

41.9%

51.8%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

101

52

4

7

62

1

56

13

79

1st Quartile

14

37

8

55

6

67

71

48

41

Median

5

47

58

66

44

54

28

16

10

3rd Quartile

2

33

18

20

26

39

3

21

23

3rd Quartile

Median

1st Quartile

District Value

26.0%

30.1%

30.4%

30.5%

30.8%

30.9%

32.3%

35.2%

35.6%

35.6%

35.7%

36.2%

37.1%

37.7%

39.1%

39.4%

41.1%

41.6%

42.1%

42.7%

43.0%

43.3%

44.0%

44.5%

44.8%

48.6%

51.7%

52.1%

52.7%

54.4%

57.5%

62.6%

67.2%

70.3%

76.8%

81.9%

35.6%

41.9%

52.0%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

101

52

4

7

62

1

56

13

79

1st Quartile

14

37

8

55

6

67

71

48

41

Median

5

47

58

66

44

54

28

16

10

3rd Quartile

2

33

18

20

26

39

3

21

23

High

Middle

Elementary

3rd Quartile

Median

1st Quartile

Overall (K-12)

Which grade span is contributing the most to your overall free- and reduced-price breakfast participation rate (either negatively or positively)?


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Figure 69 Lunch Participation Rate (Meal Sites)

This is the participation rate for school sites that offer lunches.

Figure 70 Lunch Participation Rate (Districtwide, by Grade Span)

The “overall” element in this chart shows the same information as the chart at left, and also shows drill-down data on breakfast partic-ipation by grade spans. (Data that are missing may be under review.)

36.5%38.3%38.9%

44.1%47.8%

50.0%50.6%52.1%52.2%53.1%53.1%54.1%

56.1%57.6%57.7%58.0%58.5%59.0%59.3%60.0%60.1%60.4%60.6%

60.7%60.7%60.9%

63.6%63.9%64.0%65.0%65.4%65.6%66.8%

69.1%

69.2%69.6%70.2%70.8%72.8%73.9%74.2%76.0%77.1%

81.7%87.2%

54.08%

60.6%

69.1%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

177

7598

441437561655


22052483912

Median7147261858

42830

32543


641

10166193323

3rd Quartile

Median

1st Quartile

District Value

37.6%37.9%38.6%

42.8%43.0%44.7%

50.0%50.2%52.2%53.6%

55.8%56.1%56.6%58.3%59.1%

62.2%62.5%

64.7%64.8%64.8%65.0%

65.0%66.7%67.0%67.1%67.6%

70.4%71.0%71.2%71.2%

73.3%

73.3%74.8%75.8%77.3%78.8%79.3%

81.5%84.4%86.0%

99.2%

54.7%

65.0%

73.3%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

17

525

7744

8231437

1st Quartile165655104847137971

428

Median2054186239122658

325

3rd Quartile2

21101

6674119336645

Secondary Schools Elementary Schools 3rd Quartile

Median 1st Quartile Overall (K-12)

Which grade span is contributing the most to your overall free- and reduced-price lunch participation rate (either negatively or positively)?



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Figure 71 Lunch F/RP Participation Rate

This is the participation rate of s tudents that are eligible for free or

reduced-price (F/RP) meals.

Figure 72 Lunch F/RP Participation Rate (by Grade Span)

If any subset data are missing (i .e., the bar is blank), then the data

may be under review.

52.0%

58.7%

64.0%

67.6%

68.5%

68.7%

70.1%

70.4%

70.6%

70.8%

71.0%

73.0%

73.7%

73.9%

75.2%

75.8%

78.7%

79.1%

79.2%

79.4%

80.1%

80.6%

81.6%

81.9%

82.0%

82.1%

85.2%

86.1%

86.7%

87.3%

87.3%

88.6%

90.5%

92.0%

95.6%

103.8%

70.7%

79.2%

85.4%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0%

52

14

28

37

44

79

5

1

16

1st Quartile

56

7

58

8

62

18

54

39

101

Median

20

4

47

13

6

48

2

55

67

3rd Quartile

41

33

26

71

10

3

66

23

21


52.0%

58.7%

64.0%

67.6%

68.5%

68.7%

70.1%

70.4%

70.6%

70.8%

71.0%

73.0%

73.7%

73.9%

75.2%

75.8%

78.7%

79.1%

79.2%

79.4%

80.1%

80.6%

81.6%

81.9%

82.0%

82.1%

85.2%

86.1%

86.7%

87.3%

87.3%

88.6%

90.5%

92.0%

95.6%

70.6%

79.2%

85.9%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

52

14

28

37

44

79

5

1

16

56

7

58

8

62

18

54

39

101

20

4

47

13

6

48

2

55

67

41

33

26

71

10

3

66

23

21

High Middle Elementary 3rd Quartile

Median 1st Quartile Overall (K-12)


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Figure 73 Cost per Meal

This is the total operating cost of the food services department rela-

tive to the total number of meals served in the year. Adjusted for cost of living.

Figure 74 Food Cost per Meal

This is the total food costs divided by total meals served. (Meal

counts are adjusted by common meal equivalency factors . See KPI definitions.) Adjusted for cost of living.

$4.57

$3.96

$3.93

$3.84

$3.82

$3.81

$3.71

$3.71

$3.70

$3.64

$3.63

$3.63

$3.61

$3.60

$3.51

$3.49

$3.42

$3.41

$3.41

$3.39

$3.27

$3.26

$3.26

$3.12

$3.10

$3.09

$3.09

$3.08

$3.06

$3.02

$2.97

$2.92

$2.89

$2.89

$2.85

$2.84

$2.83

$2.76

$2.69

$2.64

$2.60

$2.58

$2.52

$2.51

$2.47

$2.46

$2.22

$2.16

$2.84

$3.11

$3.62

$0.00 $1.00 $2.00 $3.00 $4.00 $5.00

6

49

7

43

2

47

18

71

35

10

55

57

3rd Quartile

23

12

41

44

4

37

66

48

28

21

79

39

Median

30

34

54

8

52

14

3

67

9

13

19

20

1st Quartile

5

1

33

25

56

58

62

26

45

16

101

773rd Quartile

Median

1st Quartile

District Value

$0.82

$0.83

$0.94

$1.00

$1.02

$1.12

$1.20

$1.27

$1.27

$1.31

$1.31

$1.32

$1.33

$1.35

$1.37

$1.37

$1.38

$1.38

$1.38

$1.44

$1.44

$1.45

$1.46

$1.50

$1.50

$1.53

$1.55

$1.56

$1.56

$1.57

$1.59

$1.62

$1.64

$1.68

$1.68

$1.70

$1.71

$1.71

$1.77

$1.79

$1.88

$1.99

$2.20

$1.32

$1.45

$1.63

$0.00 $0.50 $1.00 $1.50 $2.00 $2.50

56

44

79

16

1

101

62

20

71

5

45

1st Quartile

67

13

26

14

30

77

3

33

8

39

Median

7

35

58

19

47

18

41

55

43

34

37

3rd Quartile

48

9

23

57

10

66

52

2

6

4

49

3rd Quartile

Median

1st Quartile

District Value



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Figure 75 Fund Balance per Revenue

This is the fund balance as of year-end relative to the total annual

revenue. A fund balance is important for the financial health of the food services operation, although i t is sometimes capped by the dis-trict or s tate.

Figure 76 Total Cost as Percent of Revenue

A ratio below 100% indicates that the food services operation

brought in more revenue that i t spent, meaning that i t is self -sustaining.

-13.2%

-6.5%

-6.3%

-4.5%

-2.6%

0.0%

0.0%

0.0%

0.0%

0.2%

0.2%

2.9%

2.9%

3.0%

4.2%

4.2%

4.9%

8.4%

9.5%

10.4%

11.4%

13.4%

14.6%

16.8%

17.5%

18.4%

20.1%

20.3%

20.6%

21.5%

24.5%

25.4%

28.2%

30.1%

30.3%

31.0%

31.3%

32.7%

34.4%

34.5%

35.5%

40.3%

45.6%

51.4%

65.5%

67.8%

2.9%

15.7%

30.3%

-20.0% 0.0% 20.0% 40.0% 60.0% 80.0%

26

67

57

79

55

54

58

33

66

77

37

5

1st Quartile

35

28

16

21

49

2

7

3

52

39

25

Median

41

34

12

44

71

19

23

56

48

18

6

3rd Quartile

45

8

10

62

14

47

13

4

20

9

101

43

3rd Quartile

Median

1st Quartile

District Value

121.5%

120.8%

113.3%

110.5%

105.9%

105.5%

105.4%

104.8%

103.9%

103.9%

103.3%

102.9%

102.1%

101.0%

100.4%

100.3%

100.0%

99.6%

99.6%

99.3%

99.1%

98.7%

98.6%

98.6%

98.3%

97.2%

97.0%

97.0%

95.6%

95.6%

95.4%

95.3%

95.2%

94.3%

94.1%

93.6%

93.5%

92.6%

92.4%

92.0%

88.2%

88.0%

83.4%

83.1%

79.5%

71.4%

55.8%

93.9%

98.6%

102.5%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% 140.0%

77

54

26

49

57

37

2

71

30

52

43

35

3rd Quartile

7

1

41

67

55

66

48

8

44

58

16

18

Median

56

5

6

28

3

47

10

14

101

21

39

1st Quartile

12

79

34

9

13

4

62

33

19

45

20

233rd Quartile

Median

1st Quartile

District Value


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Figure 77 Food Cost per Revenue

This is the percent of food services money that was spent di rectly on

food costs.

Figure 78 Labor Cost per Revenue

This is the percent of food services money that was spent on district

s taff.

70.2%

59.7%

59.3%

56.8%

54.3%

50.4%

49.7%

49.4%

49.2%

49.0%

48.9%

46.9%

45.9%

45.6%

44.8%

44.0%

43.9%

43.4%

42.8%

42.6%

42.5%

41.8%

41.7%

41.6%

41.4%

41.4%

41.3%

41.2%

40.7%

40.5%

40.3%

39.9%

38.4%

37.9%

37.9%

37.7%

37.2%

36.0%

35.9%

35.3%

31.2%

30.1%

26.9%

24.0%

23.6%

37.8%

41.6%

46.38%

0.0% 20.0% 40.0% 60.0% 80.0%

77

49

26

52

58

9

37

4

2

66

57

48

3rd Quartile

21

34

8

101

5

41

30

19

10

67

12

Median

14

43

3

13

39

35

55

62

33

18

45

16

1st Quartile

6

47

1

7

71

20

56

79

25

23

3rd Quartile

Median

1st Quartile

District Value

60.1%

57.2%

57.1%

56.6%

54.6%

52.9%

51.3%

51.0%

48.9%

48.7%

47.3%

46.6%

46.4%

45.3%

45.1%

44.8%

44.5%

44.1%

43.7%

43.4%

43.3%

42.7%

41.6%

41.6%

41.0%

39.9%

39.6%

39.1%

39.0%

38.4%

37.6%

37.4%

37.1%

37.0%

36.5%

36.4%

36.4%

36.3%

35.3%

31.5%

30.5%

30.2%

29.4%

26.5%

25.5%

23.7%

36.4%

41.3%

46.4%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

79

54

56

71

7

35

1

57

6

16

30

47

3rd Quartile

37

49

26

55

12

18

21

2

67

14

5

43

Median

3

101

41

62

66

77

10

58

52

34

13

48

1st Quartile

19

8

39

20

9

33

4

25

45

23

3rd Quartile

Median

1st Quartile

District Value



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Figure 79 Meals per Labor Hour

This is the total number of meals produced relative to the annual

number of labor hours . (Meal counts are adjusted by common meal equivalency factors. See KPI Definitions.)

Figure 80 USDA Commodities as Percent of Revenue

USDA Foods is an important federal program that grants food to ed-

ucation agencies . Sometimes USDA Foods also offers “bonuses” that are only available for a limited time, and are influenced by excess food s tocks.

11.3

11.8

12.1

12.6

12.9

13.4

14.5

14.8

15.1

15.4

15.5

15.7

15.7

16.0

16.1

16.2

16.5

16.7

16.7

16.9

17.4

18.1

18.9

19.2

19.5

20.4

20.4

20.6

20.8

21.2

23.5

24.4

25.5

25.7

27.1

27.9

28.0

28.9

29.0

30.9

33.2

15.5

17.4

23.5

0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0

7

10

79

71

55

47

49

13

6

8

34

1st Quartile

3

5

48

66

14

56

41

25

16

4

Median

23

20

57

1

18

30

2

39

26

3rd Quartile

67

101

19

58

52

62

33

9

77

44

43

3rd Quartile

Median

1st Quartile

District Value

2.0%2.3%

3.2%3.4%3.5%3.5%3.6%3.8%

4.1%4.1%4.3%4.4%4.4%4.5%4.6%4.7%4.7%4.7%4.7%4.8%4.9%4.9%4.9%5.1%5.2%5.2%5.3%5.3%5.3%5.4%5.4%5.4%5.6%5.6%5.8%5.9%5.9%6.0%6.2%6.3%6.3%6.5%6.6%6.7%6.7%6.9%7.1%

7.8%10.3%

0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0%

0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0%

711

777

5234

235

62679

1st Quartile18

5101

34758231910414445

Median8

1467554312166649134837


928562157

Entitlements

Bonuses

1st Quartile

Median

3rd Quartile

Do you take advantage of USDA Commodities to the fullest extent possible in order to reduce food costs?


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Figure 81 Provision II Enrollment Rate - Breakfasts

Provision II can increase overall participation by reducing the pa-

perwork burden.

Figure 82 Provision II Enrollment Rate – Lunches

Provision II can increase overall participation by reducing the pa-

perwork burden.

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

5%

16%

18%

26%

29%

31%

34%

35%

37%

38%

43%

47%

57%

76%

92%

93%

99%

100%

100%

0

0%

34%

0% 20% 40% 60% 80% 100% 120%

1st Quartile

77

18

35

47

44

28

71

55

23

34

58

79

45

13

1

19

37

57

25

7

49

Median

39

4

41

6

52

10

30

9

56

12

101

14

54

62

3rd Quartile

8

48

16

5

43

2

67

3

33

66

26

20

3rd Quartile

Median

1st Quartile

District Value

1%

1%

1%

5%

12%

16%

26%

29%

31%

33%

36%

40%

40%

47%

74%

78%

11%

30%

40%

0% 20% 40% 60% 80% 100%

20

2

5

9

1st Quartile

56

12

101

14

Median

54

62

16

48

3rd Quartile

26

43

67

33

3rd Quartile

Median

1st Quartile

District Value



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Figure 83 ServeSafe or Equivalent Staff per Si te

Figure 84 Outside Meal Services - Meals to Charter/Other

0.01

0.01

0.01

0.07

0.11

0.13

0.48

0.63

0.76

0.81

0.87

0.88

0.93

0.94

0.94

0.96

0.99

1.03

1.03

1.04

1.05

1.07

1.08

1.10

1.12

1.12

1.13

1.14

1.25

1.32

1.32

1.63

1.78

1.81

2.09

2.48

2.60

2.62

2.74

2.93

3.12

4.80

5.19

5.36

5.65

5.94

6.20

- 1.00 2.00 3.00 4.00 5.00 6.00 7.00

- 1.00 2.00 3.00 4.00 5.00 6.00 7.00

57

4

5

45

35

25

58

7

10

30

19

1st Quartile

47

79

18

2

77

33

66

62

16

14

71

Median

6

3

28

44

8

9

56

41

52

55

26

3rd Quartile

12

48

101

54

39

49

20

23

43

34

13

ServSafe

ServSafe Equivalent

1st Quartile

Median

3rd Quartile

Total/Sort

0.1%

0.2%

0.2%

0.3%

0.4%

0.8%

0.9%

0.9%

1.3%

2.6%

3.1%

4.2%

4.4%

4.5%

4.9%

5.5%

7.0%

8.5%

10.0%

12.4%

15.5%

0.8%

3.1%

5.5%

0.0% 5.0% 10.0% 15.0% 20.0%

33

52

39

10

34

14

1st Quartile

9

48

77

23

Median

47

8

30

26

18

35

3rd Quartile

58

54

3

37

19

3rd Quartile

Median

1st Quartile

District Value


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Figure 85 Meal Accountability - Percent of Si tes with POS System

A point-of-sale (POS) system is essential for a utomated meal counts.

Figure 86 Meal Reimbursements - Breakfasts

16.7%

21.3%

38.9%

52.9%

77.8%

78.8%

83.4%

84.9%

85.5%

91.3%

92.1%

92.6%

93.1%

93.2%

93.6%

94.0%

94.3%

95.3%

95.3%

98.2%

98.3%

98.6%

98.7%

98.8%

99.3%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

92.3%

98.6%

100.0%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

79

66

43

62

45

18

16

1

30

67

12

1st Quartile

77

56

48

49

23

47

26

39

101

52

25

Median

10

5

14

57

7

20

4

2

41

3rd Quartile

8

9

35

44

34

55

28

71

13

58

37

19


67.6%77.4%78.8%80.9%82.3%83.3%83.7%84.0%84.2%84.7%85.8%86.3%86.5%87.2%87.4%88.6%88.7%88.8%89.0%89.8%89.9%89.9%89.9%90.2%90.5%90.6%90.8%91.0%91.1%91.3%91.3%91.4%92.7%92.7%92.7%92.7%93.7%94.3%94.5%94.6%94.9%95.5%95.5%95.9%96.3%97.5%99.5%100.0%100.0%100.0%

105.7%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0%

6610

543

8352558

7523720


316441848

149

9Median

2121367145528

430625471


6101

21455723

Free Reduced-Price 1st Quartile

Median 3rd Quartile Total/Sort



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Figure 87 Meal Reimbursements - Lunches

72.3%73.2%

76.6%76.8%77.5%78.0%78.4%78.6%78.6%79.9%81.3%81.9%82.0%82.3%82.6%82.8%83.2%83.7%84.1%84.2%85.3%85.4%86.3%87.1%87.3%87.3%87.4%87.8%88.1%88.7%89.3%89.3%89.4%89.9%90.2%90.4%90.8%91.2%91.3%91.4%91.4%91.5%91.7%92.2%92.3%

95.1%95.3%96.5%

100.0%100.0%100.0%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

514

17

665549134412

816

1st Quartile1048

92371195235

4622533

Median3777586756

32647432028

1013rd Quartile

7939

23018

6413454214557

Free Reduced-Price 1st Quartile

Median 3rd Quartile Total/Sort


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KPI D E F I N I TI O N S Break fast P articipation

Importance Studies show a posi tive correlation between break-fast and school attendance, alertness , heal th, behavior, and aca-demic success.

A s trong breakfast program indicates a commitment by the food service program and dis trict leadership to preparing students to be

“ready to learn” in the classroom. Factors that Influence

x Menu selections

x Provis ion II and III and Universal Free

x Free/Reduced percentage

x Food preparation methods

x Attractiveness of dining areas

x Adequate time to eat Calculation Total breakfast meals served divided by total district

s tudent enrollment times the number of school days in the year.

Lu n ch P articipation Rate

Importance High participation rates indicate customer satisfaction

because food selections are appealing, quick to eat, and economical. Factors that Influence

x Menu selections

x Dining areas that are clean, attractive, and "kid-friendly"

x Adequate number of Point of Sale (POS) s tations to help move l ines quickly and efficiently

x A variety of menu selections

x Adequate time to eat

x Food preparation methods Calculation Total lunch meals served divided by total dis trict s tu-dent enrollment times the number of school days in the year.

Cost p er Meal

Importance Total costs relative to meal volume demonstrates ef-ficacy of the food service operation.


x The "chargebacks" to food service programs such as energy costs , custodial, non-food service adminis trative s taff, trash removal, and dining room supervisory s taff

x Direct costs such as food, labor, supplies, equipment, etc.

x Meal quality

x Participation rates

x Purchasing practices

x Marketing

x Leadership expertise

x Meal prices

x Staffing formulas Calculation Total di rect costs of the food services program divid-ed by the total meal count of all meal types. Breakfast meals are

weighted at one-half; lunch meals at one-to-one; snacks at one-fourth; and suppers at one-to-one.

Food Cost p er Meal

Importance Food cost is the second largest expenditure that food service programs incur.

Careful menu planning practices , competi tive bids for purchasing

supplies, including commodity processing contracts , and implemen-tation of consistent production practices can control food costs.

Food cost as a percent of revenue can be reduced if participation revenue is high. Factors that Influence

x USDA menu & nutrient requirements

x A la carte items

x Convenience vs . scratch food items

x Purchasing and production practices

x Meal prices


x Use of commodities

x Use of a warehouse or drop-ship deliveries

x Theft Calculation Total food costs divided by the total meal count of all meal types. Breakfast meals are weighted at one -half; lunch meals at

one-to-one; snacks at one-fourth; and suppers at one-to-one.

Fu n d Balance p er Revenue

Importance A posi tive fund balance can provide a contingency

fund for equipment purchases , technology upgrades , and emergen-cy expenses. A “break-even” s tatus indicates that there is just enough revenue to

cover program expenses, but none left for program improvements. Factors that Influence

x USDA allows a food service program to have no more than a three month operating expenses fund balance.

x Districts may have taken part or all of the food services fund balance for non-food service activities.

x Food services may have funded large ki tchen remodeling pro-jects , implemented new POS systems, and thereby reduced a

fund balance with a large capital outlay project Calculation Fund balance divided by tota l revenue.

Total Cost p er Revenue

Importance This measure gives an indication of the financial s ta-tus of the food service program, including management company fees. Districts that keep expenses lower than revenues are able to

build a surplus for reinvestment back into the program for capi tal replacement, technology, and other improvements . Districts that

report expenses higher than revenues may ei ther be drawing from thei r fund balance, or may be subsidized by the dis trict’s general fund.


x The "chargebacks" to food service programs such as energy costs , custodial, non-food service adminis trative s taff, trash

removal, dining room supervisory s taff

x Direct costs such as food, labor, supplies, equipment, etc.

x Meal quality


x Purchasing practices

x Marketing

x Leadership expertise

x Meal prices

x Staffing formulas



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Calculation Total di rect costs plus indirect and overhead costs di-vided by tota l revenue.

Food Cost p er Reven ue

Importance Food cost is the second largest expenditure that food service programs incur.

Careful menu planning practices , competi tive bids for purchasing supplies, including commodity processing contracts , and implemen-

tation of consistent production practices can control food costs. Food cost as a percent of revenue can be reduced if participation revenue is high.


x USDA menu & nutrient requirements

x A la carte items

x Convenience vs . scratch food items

x Purchasing and production practices

x Meal prices


x Use of commodities

x Use of a warehouse or drop-ship deliveries

x Theft Calculation Tota l food costs divided by tota l revenue.

Lab or Cost p er Revenue

Importance Labor contributes the largest expense that food ser-vice revenue must cover.

School boards can control labor costs by establishing salary sched-ules and benefi t plans , and di rectors can control labor cost by im-plementing productivity s tandards and s taffing formulas.


x Salary schedules and health and retirement benefits

x Number of annual work days and annual paid holidays

x Staffing formulas and productivi ty standards

x Union contracts

x Type of menu i tems Calculation Tota l labor costs divided by tota l revenue.

Meals p er Labor Hour

Importance Labor contributes the largest expense that food ser-vice revenue must cover. School boards can control labor costs by establishing salary sched-

ules and benefi t plans , and di rectors can control labor cost by im-plementing productivity s tandards and s taffing formulas.


x Salary schedules and health and retirement benefits

x Number of annual work days and annual paid holidays

x Staffing formulas and productivi ty standards

x Union contracts

x Type of menu i tems Calculation Tota l labor costs divided by tota l revenue.

US D A Commodities - P ercen t of Total Revenue

Importance Maximizing the use of USDA commodities can reduce costs . Calculation Total value of commodities received divided by total

revenue.

US D A Commodities - P ercen t as D onations (Bonuses)

Importance Districts can bring down overall food costs when they

maximize the number of "bonuses" that are periodically offered by USDA Foods. Factors that Influence

x Frequency of bonuses offered by USDA Foods

x Regions where UDSA Foods bonuses are offered

x Agi l ity of food services staff to change menus quickly Calculation Value of commodity donations (bonuses) received, divided by total value of commodities received (including enti tle-

ments and donations).

P rovision II En rollment Rate - Breakfasts

Importance This provision reduces application burdens and sim-plifies meal counting and claiming procedures . It allows schools to

establish claiming percentages and to serve all meals at no charge for a four-year period.


x History of schools serving meals to all participating children at no charge for 4 years

x Stability of income of school's population

x Increased participation to offset increased costs and loss of full pay and reduced-price meal charges.

Calculation Number of s tudents enrolled in Provision II breakfast program divided by total number of students with access to break-

fast meals.

P rovision II En rollment Rate - Lun ches

Importance This provision reduces application burdens and sim-

plifies meal counting and claiming procedures . It allows schools to establish claiming percentages and to serve all meals at no charge for a four-year period.


x History of schools serving meals to all participating children at no charge for 4 years

x Stability of income of school's population

x Increased participation to offset increased costs and loss of full pay and reduced-price meal charges.

Calculation Number of s tudents enrolled in Provision II lunch pro-gram divided by total number of students with access to lunch

meals.

S ervS afe or Eq u ivalent S taf f p er S ite

Importance The measure is indicative of a district’s intention to

provide a safe and sanitary dining environment for s tudents and s taff. Factors that Influence

x State requirements for food service workers

x District policy for s taff Calculation Number of s taff that are ServSafe -Certified or equiva-lent divided by the tota l number of sites that serve meals.

O u tside Meal S ervices - Meals to Ch arter/Other

Importance Charter schools, private schools, and community cen-ters may benefi t from district-provided services . This measure iden-tifies the degree to which this occurs and provides a basis for detect-

ing trends. Calculation Number of meals served in schools that were charter,

private, or other school divided by tota l number of meals served.


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Meal Accou ntability - P ercen t of S ites with P OS S ystem

Importance A point-of-sale system is necessary for accountabili ty

of meals served. Calculation Number of si tes with a point-of-sale system divided by the tota l number of sites that serve meals.

Meal Reimb ursements - Breakfasts

Importance This can be useful for tracking the levels of federal meal reimbursements, as well as trends over time.

Calculation Total free or reduced-price breakfast reimbursements divided by the tota l number of breakfast meals served.

Meal Reimb ursements - Lu nches

Importance This can be useful for tracking the levels of federal meal reimbursements, as well as trends over time. Calculation Total free or reduced-price lunch reimbursements di-vided by the tota l number of lunch meals served.


Page 87 Maintenance & Operations

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MAINTENANCE & OPERATIONS

Performance metrics in maintenance and operations (M&O) assess the cost efficiency and service levels of a dis-

trict’s facilities management and labor. Areas of focus include custodial work, maintenance work, renovations, con-struction, utility usage, and environmental stewardship.

The cost efficiency of custodial work is represented broadly by Custodial Workload and Custodial Cost per Square

Foot, where low workload combined with high cost per square feet would indicate that cost savings can be real-

ized by reducing the number of custodians. Additionally, the relative cost of supplies can be considered by looking at Custodial Supply Cost per Square Foot.

The relative cost of util ities is represented by Utility Usage per Square Foot and Water Usage per Square Foot.

These KPIs should give district leaders a general sense of where they are doing well and where they can improve.

The importance and usefulness of each KPI is described in the “Importance of Measure” and “Factors that Influ-

ence” headings, which can be used to guide improvement strategies.


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L I S T O F KPIS I N MA I N TE N A N CE & OP E R A TI O N S Below is the complete list of Power Indicators , Essential Few, and other key indicators in Maintenance & Operations . Indicators in bold are those

included in this report (See “KPI Defini tions” at the back of this section for more complete descriptions of these measures.) All other KPIs are avail-able to CGCS members on the web-based ActPoint® KPI system.

POWER INDICATORS

Custodial Work - Cost per Square Foot

Custodial Workload Routine Maintenance - Cost per Square Foot

Major Maintenance - Cost per Student Renovations - Cost per Student

Work Order Completion Time (Days)

ESSENTIAL FEW

M&O Cost per Student

M&O Costs Ratio to District Operating Budget Custodial Supply Cost per Square Foot

Routine Maintenance - Cost per Work Order Major Maintenance - Design to Construction Cost Ratio Renovations - Design to Construction Cost Ratio

New Construction - Cost per Student New Construction - Design to Construction Cost Ratio

Recycling - Percent of Total Material Stream Utility Costs - Cost per Square Foot

Deferred Maintenance - Percent of Projects Completed


M&O Staff - Field Staff as Percent of All Staff M&O Staff - Non-Exempt Workers as Percent of Field Staff Bui lding Square Footage by Ownership - Percent Leased

Building Square Footage by Type - Percent Modular Building Square Footage by Type - Percent Portable Building Square Footage by Type - Percent Site-Built

Building Square Footage by Usage - Percent Academic Building Square Footage by Usage - Percent Non-Academic

Building Square Footage by Usage - Percent Vacant Custodial Work - Cost per Square Foot, Contractor-Operated Custodial Work - Cost per Square Foot, District-Operated

Custodial Work - Cost per Student Custodial Work - Proportion Contractor-Operated

Custodial Work - Staff Ratio - Field Workers per Office Staff Custodial Work - Staff Ratio - Non-Exempt per Exempt Field Staff Grounds Work - Cost per Acre

Grounds Work - Cost per Acre, Contractor-Operated Grounds Work - Cost per Acre, District-Operated Grounds Work - Cost per Student

Grounds Work - Proportion Contractor-Operated

Grounds Work - Staff Ratio - Field Workers per Office Staff Grounds Work - Staff Ratio - Non-Exempt per Exempt Field Staff

Routine Maintenance - Cost Per Student Routine Maintenance - Cost Per Work Order, Contractor-Operated

Routine Maintenance - Cost Per Work Order, District-Operated Routine Maintenance - Proportion Contractor-Operated, by Work

Orders

Routine Maintenance - Ratio of Field Workers to Office Staff Major Maintenance - Supervisors/Support Staff Costs as Percent of

Tota l Costs

Major Maintenance - Delivered Construction Costs as Percent of Tota l Costs

Major Maintenance - Staff Ratio - Field Workers per Office Staff Major Maintenance - Staff Ratio - Non-Exempt per Exempt Field

Staff

Renovations - Delivered Construction Costs as Percent of Total Costs Renovations - Staff Ratio - Field Workers per Office Staff

Renovations - Staff Ratio - Non-Exempt per Exempt Field Staff Renovations - Supervisors/Support Staff Costs as Percent of Total

Costs

New Construction - Delivered Construction Costs as Percent of Total Costs

New Construction - Staff Ratio - Field Workers per Office Staff

New Construction - Staff Ratio - Non-Exempt per Exempt Field Staff New Construction - Supervisors/Support Staff Costs as Percent of

Tota l Costs Deferred Maintenance - Average Cost per Project Deferred Maintenance Resulting in Break-Downs

Green Buildings - Buildings Green Certified Green Buildings - Buildings Green Certified or Equivalent

Green Buildings - Buildings with Energy Star Certi ficate Recycl ing - Percent Regulatory Utility Costs - Electricity Cost per Square Foot

Utility Costs - Heating Fuel Cost per Square Foot

Utility Costs - Sewer Cost per Square Foot Utility Costs - Water Cost per Square Foot

Utility Usage - Electricity Usage per Square Foot (KWh) Utility Usage - Heating Fuel Usage per Square Foot (KBTU)

Utility Usage - Water (Non-Irrigation) Usage per Square Foot (Gal.)

Uti l ity Usage - Water Usage for Irrigation Work Order Cancel/Void Rate

Work Order Completion Rate



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FE A TU R E D A N A L Y S I S Figure 88 Custodial Workload vs. Cost per Square Foot

This chart compares custodial staffing levels with total custodial cost. Districts to the top -left have high s taffing levels and high costs , suggesting

that the number of staff is driving up costs. Conversely, dis tricts to the bottom-right have lower s taffing levels and lower costs , suggesting that those districts have achieved cost savings through reduced staff levels.

However, rarely does this trend hold—many districts are in the bottom-left quadrant, meaning that they have reduced costs and also higher s taff-

ing levels. This may be due to other efficiencies and cost-savings that these districts have implemented.

This analysis also does not take into account the quality of the work done. Districts that are unsatisfied with the level of cleanliness in thei r facili ties

have good reason to want to invest more in custodial s taff and supplies in order to provide clean, safe facilities.

2

34

5

7

8

9

1011

12

13

14

16

18

20

21

23

25

30

3233

34

35

37

39 41

43

44

45

4849

52

55

56

57

58

63

66

67

71

77

79101

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000

Cu

sto

dia

l Wo

rk -

Co

st p

er S

quar

e Fo

ot

Custodial Workload (Sq. Ft.)


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D A TA D I S CO VE R Y Figure 89 Custodial Work - Cost per Square Foot

This is the total cost of custodial services relative to the total build-

ing square footage in the district.

Figure 90 Custodial Work - Cost per Student

$3.64$3.57

$3.40$3.38

$2.65$2.45

$2.41$2.39$2.37

$2.28$2.26

$2.20

$2.08$2.03$2.02$2.00

$1.94$1.94

$1.89$1.89$1.87$1.87$1.86

$1.77$1.77$1.75$1.72$1.68

$1.64$1.61$1.60$1.60$1.56$1.55

$1.45$1.42

$1.37$1.31

$1.23$1.21$1.20$1.20$1.20$1.17

$0.94$0.73

$1.47

$1.82

$2.17

$0.00 $1.00 $2.00 $3.00 $4.00

35776743256612

958185663

3rd Quartile72

79101

216

7116

35234

Median4

1320443347105532

511

1st Quartile373023483941284914

85745

3rd Quartile

Median

1st Quartile

District Value

$686

$625

$620$572

$538

$513$507

$472$466

$441

$423

$423

$417$401

$348

$347$344

$341$337

$337

$309

$293

$288$283

$263

$261$259

$256$245

$244

$242$227

$213$212

$212$210

$210

$206$204

$203

$197$186

$182

$220

$293

$423

$0 $200 $400 $600 $800

43

3577

25

3358

66

1234

7918

3rd Quartile

252

21

320

667

4

730

Median

7147

5

289

5613

37

2355

44

1st Quartile11

1014

32

4516

48

41101

8

39

3rd Quartile

Median

1st Quartile

District Value

Does this accurately reflect the cost-efficiency of your custodial operation? What kinds of factors are affecting this result? (See KPI Definitions at the end of this section.)



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Figure 91 Custodial Workload (Sq. Ft.)

This is a staffing-level measure. It represents the average square

footage that each custodian would be responsible for if all district faci lities were divided up evenly.

Figure 92 Custodial Supply Cost per Square Foot

12,42214,71915,130

16,93317,66917,74717,81218,248

20,23821,54021,65822,699

23,08823,21723,28923,36523,48723,55423,67923,96124,74824,82525,12425,501

25,85425,90525,97326,30126,59326,86327,502

28,87128,88829,12229,534

29,70130,11330,37230,50631,37131,50632,19233,247

37,24441,223

45,69252,381

22,893

25,501

29,617

0 10,000 20,000 30,000 40,000 50,000 60,000

715625674434101858323935


98

12101

162

1979

Median43136621

7113726

54177

3rd Quartile33

420555263

31

45305762

3rd Quartile

Median

1st Quartile

District Value

$0.26

$0.24

$0.19

$0.19

$0.17

$0.17

$0.16

$0.16

$0.15

$0.14

$0.14

$0.13

$0.13

$0.12

$0.12

$0.12

$0.11

$0.11

$0.11

$0.11

$0.11

$0.10

$0.09

$0.09

$0.09

$0.09

$0.09

$0.08

$0.08

$0.08

$0.08

$0.07

$0.07

$0.07

$0.06

$0.04

$0.04

$0.02

$0.02

$0.02

$0.08

$0.11

$0.14

$0.00 $0.05 $0.10 $0.15 $0.20 $0.25 $0.30

34

77

25

20

35

19

4

55

3

5

3rd Quartile

52

43

58

10

67

66

1

41

37

Median

39

71

101

57

9

48

16

11

13

56

1st Quartile

7

21

8

45

18

33

30

14

49

12

32

3rd Quartile

Median

1st Quartile

District Value

How might this relate to building cleanliness and cost efficiency? Which one of these is affected more by your result above?


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Figure 93 Routine Maintenance – Cost per Square Foot

This is the total cost of routine maintenance relati ve to the total

square footage.

Figure 94 Routine Maintenance – Cost per Work Order

$2.59

$2.45

$2.16

$2.01

$1.75

$1.71

$1.57

$1.57

$1.56

$1.56

$1.55

$1.50

$1.47

$1.45

$1.45

$1.41

$1.38

$1.36

$1.25

$1.19

$1.18

$1.18

$1.07

$1.06

$1.03

$1.02

$0.97

$0.97

$0.96

$0.93

$0.91

$0.90

$0.90

$0.90

$0.87

$0.82

$0.77

$0.77

$0.74

$0.73

$0.73

$0.59

$0.54

$0.36

$0.35

$0.18

$0.14

$0.85

$1.06

$1.48

$0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00

34

67

56

101

6

25

28

35

52

39

19

44

3rd Quartile

7

14

47

3

43

55

9

33

32

20

71

12

Median

11

13

5

10

23

66

21

4

30

8

26

1st Quartile

41

37

16

48

49

58

18

63

2

77

45

1

3rd Quartile

Median

1st Quartile

District Value

$1,141

$1,082

$1,014

$853

$827

$710

$675

$667

$652

$600

$598

$592

$591

$578

$552

$546

$504

$492

$483

$470

$428

$425

$396

$391

$386

$374

$373

$370

$357

$355

$350

$342

$337

$332

$322

$321

$314

$279

$265

$252

$242

$206

$190

$178

$174

$332

$396

$592

$0 $200 $400 $600 $800 $1,000 $1,200

26

25

6

32

3

30

56

52

13

7

19

3rd Quartile

47

58

35

12

5

101

9

43

37

39

18

77

Median

33

28

66

67

2

14

23

63

55

4

48

1st Quartile

21

20

41

49

11

10

8

71

44

16

45

3rd Quartile

Median

1st Quartile

District Value



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Figure 95 Routine Maintenance – Proportion Contractor-Operated, by Work Orders

Figure 96 Major Maintenance – Cost per Student

This represents the per-student spending on major maintenance.

While cost-efficiency is important, CGCS has found that many dis-tricts vastly underinvest in the maintenance of thei r facilities, in-creasing the total lifecycle cost of the facility.

0.0%

0.0%

0.3%

0.3%

0.4%

0.5%

0.8%

0.8%

0.8%

1.0%

1.5%

1.9%

2.5%

3.5%

3.8%

3.8%

3.8%

4.0%

4.4%

4.7%

5.0%

6.8%

8.2%

8.9%

9.0%

9.1%

11.6%

12.5%

14.0%

20.0%

28.6%

100.0%

0.8%

3.8%

8.9%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0%

9

11

16

7

18

66

1

13

1st Quartile

71

37

2

6

28

41

49

32

Median

44

12

20

30

47

48

43

3

3rd Quartile

21

52

23

10

14

39

57

26

3rd Quartile

Median

1st Quartile

District Value

$1,094

$976

$467

$414

$354

$303

$302

$228

$200

$107

$95

$90

$80

$79

$70

$60

$57

$48

$48

$47

$42

$38

$32

$32

$31

$26

$19

$19

$18

$13

$8

$8

$4

$3

$1

$23

$48

$154

$0 $200 $400 $600 $800 $1,000 $1,200

34

41

4

43

21

7

3

5

30

3rd Quartile

16

37

10

33

23

52

28

13

Median

1

44

32

66

35

14

55

101

6

1st Quartile

45

19

48

39

56

8

67

20

11

3rd Quartile

Median

1st Quartile

District Value

Are you protecting your facilities assets through preventive maintenance?


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Figure 97 Major Maintenance – Del ivered Construction Costs as Percent of Total Costs

Other cost categories include (1) design, pre-construction, and com-

pliance costs , and (2) non-technical office staff (supervisors , support s taff, and clerical staff).

Figure 98 Major Maintenance – Design to Construction Cost Ratio

Design costs include design, pre-construction, and compliance costs ,

such as archi tects, drafters and engineering consultants , including in-house drafters and designers . Delivered construction costs in-clude personnel , material , and suppl y costs , including in-house and

contracted work.

37.0%

41.9%

64.9%

71.1%

74.4%

76.2%

76.7%

77.6%

79.9%

84.5%

84.5%

85.0%

85.3%

86.6%

87.4%

87.7%

89.0%

89.4%

89.5%

90.4%

91.1%

92.9%

93.7%

95.1%

96.1%

96.2%

96.2%

97.9%

98.5%

99.0%

99.1%

100.0%

100.0%

100.0%

100.0%

82.2%

89.4%

96.2%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

14

101

48

52

7

34

43

6

33

1st Quartile

44

23

32

37

66

5

16

49

Median

19

21

10

3

4

41

30

28

35

3rd Quartile

1

39

11

13

57

56

55

45

20


0.0%

1.4%

2.7%

3.4%

3.7%

4.1%

4.3%

5.1%

5.5%

5.7%

6.0%

7.1%

7.1%

8.3%

9.1%

9.2%

10.4%

10.8%

22.6%

25.6%

29.4%

32.9%

72.1%

4.2%

7.1%

10.6%

0.0% 20.0% 40.0% 60.0% 80.0%

14

11

35

32

4

28

1st Quartile

30

21

66

5

41

3

Median

37

10

44

49

23

3rd Quartile

16

7

43

34

52

101

3rd Quartile

Median

1st Quartile

District Value



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Figure 99 Renovations – Cost per Student

Figure 100 Renovations – Del ivered Construction Costs as Percent of Total Costs

Other cost categories include (1) design, pre-construction, and com-

pliance costs , and (2) non-technical office staff (supervisors , support s taff, and clerical staff).

$1,478

$1,399

$1,329

$941

$672

$602

$589

$536

$499

$437

$426

$416

$384

$376

$275

$255

$240

$221

$181

$163

$142

$132

$117

$107

$79

$78

$71

$60

$49

$34

$31

$4

$3

$2

$78

$231

$483

$0 $500 $1,000 $1,500 $2,000

34

12

101

39

37

6

26

20

33

3rd Quartile

28

52

48

3

11

25

10

7

Median

18

16

30

66

5

4

35

1

1st Quartile

55

71

32

43

44

14

21

56

8

3rd Quartile

Median

1st Quartile

District Value

2.2%

21.8%

39.5%

58.3%

66.5%

71.6%

71.7%

71.9%

72.0%

72.6%

73.7%

77.8%

80.1%

82.4%

83.0%

83.4%

85.0%

87.8%

89.8%

90.2%

92.0%

92.4%

92.4%

92.6%

92.7%

92.8%

93.2%

93.3%

94.3%

94.9%

97.4%

99.1%

100.0%

100.0%

72.1%

86.4%

92.8%

0 0.2 0.4 0.6 0.8 1 1.2

56

1

43

5

52

28

55

37

66

1st Quartile

25

32

7

16

71

33

3

11

Median

30

6

35

63

101

34

4

10

3rd Quartile

48

44

49

18

39

14

12

57

20



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Figure 101 Renovations – Design to Construction Cost Ratio


such as archi tects, drafters and engineering consultants , including in-house drafters and designers . Delivered construction costs in-clude personnel , material and supplies costs, including in -house and

contracted work.

Figure 102 New Construction – Cost per Student

This is the total per-student spending on new construction. This is

heavily influenced by population patterns and construction funding such as bond measures.

0.3%

1.4%

1.7%

2.7%

3.7%

5.4%

5.5%

5.8%

5.9%

5.9%

6.9%

7.7%

9.7%

10.0%

10.7%

12.6%

13.2%

14.5%

15.4%

19.4%

19.9%

20.8%

22.2%

22.8%

25.0%

33.6%

34.0%

39.4%

43.4%

44.4%

181.3%

5.9%

12.6%

22.5%

0.0% 50.0% 100.0% 150.0% 200.0%

12

18

14

39

4

10

49

48

1st Quartile

101

44

34

63

11

35

6

Median

30

3

71

43

33

16

25

32

3rd Quartile

66

7

28

37

55

5

52

1

3rd Quartile

Median

1st Quartile

District Value

$2,706

$2,407

$2,168

$952

$815

$767

$702

$701

$628

$581

$578

$524

$382

$334

$322

$320

$311

$269

$259

$251

$91

$42

$39

$30

$7

$5

$4

$2

$79

$328

$702

$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000

20

23

28

18

37

35

6

3rd Quartile

14

52

41

4

71

12

55

Median

44

66

11

48

16

47

39

1st Quartile

1

32

10

56

5

21

2

3rd Quartile

Median

1st Quartile

District Value



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Figure 103 New Construction – Del ivered Construction Costs as Percent of Total Costs

Figure 104 New Construction – Design to Construction Cost Ratio


such as archi tects, drafters and engineering consultants , including in-house drafters and designers . Delivered construction costs in-clude personnel , material and supplies costs, including in -house and

contracted work.

8.7%

21.3%

29.1%

32.4%

59.1%

69.9%

71.6%

73.6%

77.0%

85.9%

86.0%

90.8%

91.6%

91.9%

92.3%

92.3%

92.4%

94.6%

96.8%

96.9%

97.0%

97.3%

97.6%

98.1%

98.6%

99.1%

99.2%

72.6%

91.9%

96.9%

0 0.2 0.4 0.6 0.8 1 1.2

1

56

37

5

71

32

11

1st Quartile

10

16

49

47

6

52

Median

48

44

39

55

4

66

18

3rd Quartile

41

14

20

35

28

12

23


1.2%

1.4%

1.8%

2.0%

2.4%

2.5%

3.3%

4.9%

5.6%

6.2%

6.4%

7.9%

8.2%

8.9%

9.6%

11.6%

13.2%

21.5%

24.0%

24.6%

31.6%

59.7%

129.4%

150.0%

1006.3% (not shown)

3.3%

8.2%

24.0%

0.0% 40.0% 80.0% 120.0% 160.0%

35

28

14

20

41

18

1st Quartile

66

4

52

39

48

44

Median

55

37

6

49

47

10

16

3rd Quartile

32

11

71

5

56

1

3rd Quartile

Median

1st Quartile

District Value


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Figure 105 M&O Cost per Student

This “catch-all” cost measure includes all the M&O categories that have been reported in the previous pages (custodial work, grounds work, routine maintenance, major maintenance, renovations and new construction) relative to total student enrollment.

Figure 106 M&O Cost Ratio to District Budget

This “catch-all” cost measure includes all the M&O categories that have been reported in the previous pages (custodial work, grounds work, routine maintenance, major maintenance, renovations and new construction) relative to the total district operating budget.

$3,832

$3,765

$3,339

$2,973

$2,791

$2,528

$2,014

$1,966

$1,923

$1,831

$1,828

$1,750

$1,712

$1,518

$1,486

$1,486

$1,321

$1,264

$1,259

$1,233

$1,193

$1,103

$1,080

$1,058

$981

$968

$943

$920

$910

$880

$858

$837

$835

$770

$760

$683

$681

$597

$535

$507

$504

$429

$364

$285

$225

$770

$1,080

$1,750

$0 $1,000 $2,000 $3,000 $4,000 $5,000

20

34

28

23

6

12

37

52

41

101

35

3rd Quartile

18

4

33

39

43

3

14

66

25

7

11

71

Median

48

21

19

67

30

55

16

44

47

5

10

1st Quartile

26

58

77

56

32

2

13

9

8

45

1

3rd Quartile

Median

1st Quartile

District Value

29.8%

29.6%

27.2%

26.2%

22.7%

21.2%

17.7%

15.0%

14.8%

13.9%

13.9%

13.6%

12.7%

11.9%

11.6%

10.0%

9.7%

9.5%

9.1%

9.0%

9.0%

8.9%

8.4%

8.4%

7.5%

6.8%

6.7%

6.7%

6.3%

5.4%

4.9%

4.7%

4.6%

3.7%

2.4%

1.2%

6.7%

9.3%

14.1%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%

34

23

101

6

20

37

39

12

18

3rd Quartile

14

52

48

4

16

49

3

66

7

Median

71

5

35

56

67

10

47

33

43

1st Quartile

13

30

25

58

8

21

2

1

45

3rd Quartile

Median

1st Quartile

District Value



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Figure 107 Work Order Completion Time (Days)

This is the average amount of time it takes to complete a work or-

der.

Figure 108 Recycl ing – Percent of Material Stream

102

86

65

64

40

39

36

32

32

29

26

23

23

21

11

9

9

8

7

6

6

5

5

4

4

3

2

2

1

1

1

1

4

9

32

0 20 40 60 80 100 120

37

30

11

16

8

13

1

5

3rd Quartile

21

20

41

7

3

35

55

52

Median

23

49

44

4

28

14

6

71

1st Quartile

25

39

33

9

63

10

101

66

3rd Quartile

Median

1st Quartile

District Value

1.5%

1.7%

4.1%

8.4%

8.4%

12.3%

13.5%

15.5%

16.2%

16.4%

18.7%

19.2%

22.0%

23.6%

26.9%

27.0%

28.1%

32.7%

36.4%

42.4%

43.9%

54.0%

11.3%

19.0%

29.3%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%

18

25

30

66

21

1st Quartile

37

28

55

8

19

41

Median

52

43

5

62

67

48

3rd Quartile

16

14

3

9

11

3rd Quartile

Median

1st Quartile

District Value


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Figure 109 Uti l i ty Costs per Square Foot

Adjusted for cost of living.

$2.87 $2.00

$1.88 $1.83

$1.77 $1.74

$1.70 $1.69

$1.68 $1.66

$1.58 $1.55 $1.55 $1.53 $1.52 $1.52 $1.51 $1.50 $1.50 $1.50

$1.46 $1.44 $1.43 $1.42 $1.42 $1.42 $1.40

$1.35 $1.34

$1.28 $1.26 $1.25

$1.21 $1.20 $1.19

$1.18 $1.13

$1.09 $1.09

$1.06 $1.04

$0.96 $0.91

$0.88 $0.87 $0.86

$0.81 $0.79

$0.68 $0.58

$- $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50

$- $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50

647677941342010253928

93rd Quartile

48234932194371214418

713

Median63

2265214586266

48

10130


312

556

1

Electricity Heating Fuel Water Sewer 1st Quartile Median 3rd Quartile

How much is this affected by regional factors? Which district(s) should you compare yourself to in the same region? Are there other businesses or agencies in your region that set an example for energy efficiency?



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Figure 110 Uti l i ty Usage – Electricity Usage per Square Foot (kWh)

Figure 111 Uti l i ty Usage – Heating Fuel Usage per Square Foot (kBTU)

This measure is heavily influenced by region.

17.4

15.8

14.9

14.1

14.0

13.8

13.5

13.0

12.8

12.5

12.0

11.6

11.1

11.0

11.0

10.9

10.8

10.7

10.6

10.6

9.8

9.6

9.3

9.2

9.2

9.0

8.5

8.3

8.0

7.9

7.8

7.6

7.2

6.7

6.5

6.5

6.5

6.4

6.2

5.7

4.8

4.6

4.2

3.9

7.1

9.4

11.7

0.0 5.0 10.0 15.0 20.0

39

34

32

28

13

41

10

47

48

9

20

3rd Quartile

19

63

44

71

8

23

18

49

2

66

33

Median

4

37

7

67

55

21

52

43

12

11

101

1st Quartile

14

30

62

3

58

1

25

16

26

5

56

3rd Quartile

Median

1st Quartile

District Value

71.6

66.4

65.1

52.0

52.0

50.8

49.1

46.6

46.5

43.1

42.7

41.8

33.9

33.4

22.8

20.8

15.1

14.5

12.0

10.2

10.1

7.6

5.9

5.6

3.3

1.9

1.4

0.8

0.8

0.6

0.6

0.5

0.3

0.3

0.2

0.2

0.1

0.1

0.0

0.0

0.6

10.2

42.8

0.0 20.0 40.0 60.0 80.0

52

14

43

12

21

34

3

33

58

5

3rd Quartile

19

20

66

4

49

18

9

28

41

11

Median

71

16

10

39

23

48

8

7

44

25

1st Quartile

26

30

47

2

67

1

55

56

63

37

3rd Quartile

Median

1st Quartile

District Value


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Figure 112 Uti l i ty Usage – Water (Non-Irrigation) Usage per Square Foot (Gal.)

Figure 113 Bui lding Square Footage by Type

55.8

37.4

29.5

28.4

26.1

25.8

22.6

19.8

19.8

14.4

14.1

13.2

13.1

13.0

11.7

11.4

11.2

11.0

8.4

8.1

7.8

7.3

7.0

6.3

5.0

2.1

0.9

0.0

0.0

7.3

11.7

19.8

0.0 10.0 20.0 30.0 40.0 50.0 60.0

13

10

49

41

14

56

63

9

3rd Quartile

30

58

8

5

52

21

55

Median

12

20

16

43

37

4

28

1st Quartile

25

26

7

47

62

39

48

3rd Quartile

Median

1st Quartile

District Value

82.0%82.7%83.8%84.0%

87.6%89.0%

91.7%91.8%92.3%93.0%93.4%94.4%94.8%95.4%95.8%96.0%96.9%96.9%97.3%97.8%97.9%98.1%98.1%98.1%98.5%98.8%98.9%99.0%99.1%99.3%99.4%99.5%99.5%99.6%99.6%99.6%99.7%99.8%99.8%99.8%99.8%99.8%99.9%

100.0%100.0%100.0%100.0%100.0%100.0%100.0%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

56621667111439

10148715541

813

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166

7204710

535571828215825

212374319

43

2652

630333445637779

Site-Built Modular Portable

Do your facilities provide excellent spaces for learning?



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Figure 114 Bui lding Square Footage by Usage

This shows the ratio of academic buildings to non-academic buildings . Additionally, i t shows the ratio of vacant buildings to occupied buildings . Va-

cant buildings are often the result of shifting populations.

87.0%

87.1%

87.4%

87.4%

88.7%

90.1%

90.3%

90.6%

90.6%

90.9%

91.1%

92.0%

92.3%

92.9%

93.4%

93.9%

94.0%

94.4%

94.5%

94.5%

94.7%

95.2%

95.2%

95.2%

95.4%

95.5%

95.7%

95.7%

95.7%

95.8%

95.9%

96.0%

96.0%

96.1%

96.3%

96.3%

96.3%

96.4%

96.8%

96.9%

97.0%

97.0%

97.1%

99.9%

100.0%

100.0%

2.6%

20.0%

3.9%

3.8%

2.0%

3.1%

0.1%

9.2%

0.6%

34.9%

38.2%

3.1%

0.2%

16.8%

19.9%

9.0%

0.8%

11.1%

22.2%

0.5%

2.2%

2.2%

1.8%

1.6%

2.1%

9.5%

0.2%

0.3%

0.3%

0.0%

0.2%

4.0%

60.0% 70.0% 80.0% 90.0% 100.0% 110.0% 120.0% 130.0% 140.0%

5

33

19

56

52

4

2

41

66

79

18

57

39

34

3

11

63

20

6

30

14

37

35

43

101

12

45

23

62

9

13

21

44

1

25

16

55

49

32

8

48

10

47

26

58

77

Academic Non-Academic Vacant


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Figure 115 Green Buildings – Bui ldings Green Certified or Equivalent

This shows the proportion of facili ties that have earned a green cer-

tifi cate, such as LEED, or are built in alignment with green certi fica-tion cri teria.

0.1%

0.1%

0.4%

0.5%

0.6%

0.7%

0.8%

0.8%

0.8%

0.9%

1.3%

1.9%

2.2%

2.2%

3.3%

4.1%

4.9%

5.1%

5.2%

5.5%

5.9%

6.5%

7.8%

8.7%

9.8%

15.2%

15.3%

15.3%

18.9%

21.4%

26.1%

26.9%

79.0%

79.0%

93.1%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

0 0.2 0.4 0.6 0.8 1

26

10

55

3

7

57

66

5

101

45

11

58

52

37

2

44

47

9

39

71

48

41

16

32

33

23

49

28

14

19

56

12

Green Certified

Green Equivalent

1st Quartile

Median

3rd Quartile



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KPI D E F I N I TI O N S Cu stod ial W ork – Cost p er S quare Foot

Importance This measure is an important indicator of the efficien-cy of custodial operations. The value is impacted not only by opera-tional effectiveness , but also by labor costs , material and supply

costs , supervisory overhead costs as well as other factors . This indi-cator can be used as an important comparison with other districts to

identi fy opportunities for improvement in custodial operations to reduce costs. Factors that Influence

x Cost of labor

x Col lective bargaining agreements

x Cost of supplies and materials

x Size of school Calculation Total cost of district-operated custodial work plus to-tal cost of contract-operated custodial work divided by total square

footage of a ll non-vacant buildings.

Cu stod ial W ork – Cost p er S tudent

Importance This measure is an important indicator of the efficien-cy of the custodial operations. The value is a ffected not only by op-

erational effectiveness , but also by labor costs , material and supply costs , supervisory overhead costs as well as other factors . This indi-

cator can be used as an important comparison with other districts to identi fy opportunities for improvement in custodial operations to reduce costs.


x Cost of labor


x Scope of duties assigned to custodians Calculation Total custodial work costs (contractor and dis trict op-

erated) divided by tota l student enrollment.

Cu stod ial S upply Cost p er S quare Foot

Importance This measure is an important indicator of the efficien-cy of the custodial operations. The value is a ffected not only by op-

erational effectiveness , but also by labor costs , material and supply costs , supervisory overhead costs as well as other factors . This indi-

cator can be used as an important comparison with other districts to identi fy opportunities for improvement in custodial operations to reduce costs.


x Cost of labor


x Scope of duties assigned to custodians Calculation Total custodial supply cost of dis trict-operated custo-

dial services divided by total square footage of buildings managed by the district. This measure only applies to district-operated sites.

Rou tin e Maintenance – Cost p er S quare Foot

Importance This provides a measure of the total costs of routine

maintenance relative to the district size (by building square footage). Factors that Influence

x Age of infrastructure

x Experience of maintenance staff

x Tra ining of custodial staff to do maintenance work

x Deferred maintenance backlog Calculation Cost of dis trict-operated maintenance work plus cost

of contractor-operated maintenance work divided by total square footage of non-vacant buildings.

Rou tin e Maintenance – Cost p er W ork O rder

Importance This provides a measure of the costs of each routine maintenance work order.



x Experience of maintenance staff

x Tra ining of custodial staff to do maintenance work

x Deferred maintenance backlog Calculation Total costs of all routine maintenance work divided by tota l number of routine maintenance work orders.

Rou tin e Maintenance – P roportion Contractor- Operated

Importance Can be used to identify dis tricts that utilize contrac-tors to perform routine maintenance.

Calculation Number of routine maintenance work orders handled by contractors divided by total number of routine maintenance work orders .

Major Main ten ance – Cost p er S tudent

Importance This looks at the cost of major maintenance projects relative to the size of the district (by s tudent enrollment).


x Number of capital projects

x Deferred maintenance backlog

x Passage of bond measures


x District technology plan Calculation Total cost of major maintenance work divided by total

s tudent enrollment.

Major Main ten ance – D elivered Con struction Costs as P ercent of Total Costs

Importance This can be used to evaluate the cost of delivered

construction relative to design costs and personnel costs. Calculation Construction costs of major maintenance/minor ren-ovation projects divided by total costs of all major mainte-

nance/minor renovation projects.

Ren ovations – Cost p er S tuden t

Importance This indicates the level of spending on major renova-

tions relative to the size of the district (by student enrollment). Factors that Influence



x District technology plan

Calculation Total cost of renovations divided by total s tudent en-rol lment.


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Ren ovations – D elivered Construction Costs as P ercent of Total

Importance This can be used to evaluate the cost of delivered

construction relative to design costs and personnel costs. Calculation Construction costs of major rehab/renovation pro-jects divided by tota l costs of all major rehab/renovation projects.

Ren ov ations – D esign to Con struction Cost Ratio

Importance This can be used to evaluate the cost of delivered construction relative to design costs.

Calculation Design costs of all major rehab/renovation projects divided by construction costs of all major rehab/renovation projects.

New Con struction – Cost p er S tudent

Importance This looks at the total amount of construction spend-ing relative to district size (by s tudent enrollment). Factors that Influence


x Population growth trends

x Qual ity of buildings Calculation Total costs of new construction projects divided by to-ta l s tudent enrollment.

New Con struction – D esign to Con struction Cost Ratio

Importance This can be used to evaluate the cost of delivered construction relative to design costs.

Calculation Design costs of all new construction projects divided by construction costs of all new construction projects.

M&O Cost p er S tudent

Importance This is a broad view of the costs of maintenance, op-

erations , and facilities work. Expenditures may fluctuate drastically depending on the number of capital projects.

Calculation Total custodial costs (district and contractor) plus to-tal grounds work costs (district and contractor) plus total routine maintenance costs (dis trict and contractor) plus total major mainte-

nance/minor renovations costs plus total major rehab/renovations a l l divided by tota l number of students.

M&O Cost Ratio to D istrict Bu dget

Importance This is a broad view of the costs of maintenance, op-erations and facilities work. Expenditures may fluctuate drastically depending on the number of capital projects.

Calculation Total custodial costs (district and contractor) plus to-tal grounds work costs (district and contractor) plus total routine

maintenance costs (dis trict and contractor) plus total major mainte-nance/minor renovations costs plus total major rehab/renovations plus new construction divided by dis trict budget.

Recyclin g – P ercent of Material S tream

Importance This measures the degree to which districts recycle. Factors that Influence

x Placement of recycling bins near waste bins

x Number of recycling bins deployed

x Material collection contracts

x Commitment to environmental stewardship

x State requirements Calculation Total material s tream that was recycled (in tons) di-vided by tota l material stream (in tons).

Utility Cost p er S quare Foot

Importance This measures the efficiency of the dis trict's building

utili ty operations . It may also reflect a dis trict’s effort to reduce en-‐ergy consumption through conservation measures being imple-mented by building occupants as well as maintenance and opera-

tions personnel . Higher numbers signal an opportunity to evaluate fixed and variable cost factors and identify those factors that can be

modified for greater efficiency. Factors that Influence

x Age of buildings and physical plants

x Amount of air-conditioned space

x Regional climate differences

x Customer support of conservation efforts to upgrade lighting and HVAC systems

x Energy conservation policies and management practices Calculation Total utility costs (including electrici ty, heating fuel , water, and sewer) divided by total square footage of all non-vacant

bui ldings.

Utility Usag e – Electricity Usage p er S quare Foot (k Wh)

Importance This measures the level of electricity usage. Districts with high usage should investigate ways to decrease usage in order

to reduce costs. Factors that Influence

x Use of high-efficiency light bulbs

x Automated light switches

x Shutdown policy during winter break

x Regulation of heating and air conditioning Calculation Total electrici ty usage (in kWh) divided by total square footage of a ll non-vacant buildings.

Utility Usag e – Heatin g Fuel Usage p er S quare Foot (k BTU)

Importance This measures the level of heating fuel usage. Heating fuel can be in a variety of forms, such as fuel oil , kerosene, natural gas , propane, etc. This excludes electricity that is used for heating.

Calculation Total heating fuel usage (in kBTU) divided by total square footage of a ll non-vacant buildings.

Utility Usag e – W ater (Non- Irrigation) Usage p er S quare Foot (Gal. )

Importance Can be used to evaluate water usage. Factors that Influence

x Low-flow toilets and urinals

x Maintenance of faucet aerators

x Motion-sensor faucets to reduce vandalism Calculation Total water usage (in gallons) excluding i rrigation di-vided by tota l square footage of all non-vacant buildings.

Bu ild in g S quare Footag e b y Type

Importance Can be used to evaluate ratios of building types .

Modular buildings are made of prefabricated materials and con-structed on-site. Portable buildings often lack full facilities and/or

are lower quality than site-built buildings. Calculation Si te-Built: Total square footage of all permanent si te-buil t buildings

divided by tota l square footage of all non-vacant buildings. Modular: Total square footage of all modular buildings (i .e., build-

ings constructed on-site out of pre-manufactured components) di-vided by tota l square footage of all non-vacant buildings.



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Portable: Total square footage of all portable buildings divided by to-ta l square footage of all non-vacant buildings.

Bu ild in g S quare Footag e b y Usage

Importance Can be used to evaluate ratios of building usage. Calculation

Academic: Total square footage of all academic buildings divided by tota l square footage of all non-vacant buildings.

Non-Academic: Total square footage of all non-academic buildings divided by tota l square footage of all non-vacant buildings. Vacant: Total square footage of all vacant buildings divided by total

square footage of a ll non-vacant district buildings.

Green Bu ildings – Building s Green Certif ied or Eq uivalent

Importance This measure compares the number of energy effi-

cient or "green" buildings in the district. Factors that Influence

x Community support for environmental and sustainability measures

x Grant availability

x District policy

x Environmental site assessment

x Local health issues

Calculation Square footage of all permanent buildings (academic and non-academic) with a green-building certi ficate plus square

footage of all permanent buildings (academic and non-academic) that were buil t in alignment with a green building code but not certi-fied.


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Page 109 Safety & Security

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SAFETY & SECURITY There are a number of performance metrics that can be used to determine a district’s relative performance in the area of school safety. For instance, the use of ID badges and other methods of access control are important parts of

security, as are measures of use of alarm systems and Expenditures as a Percent of General Fund . Additionally,

personnel preparedness and capacity is measured by looking at Hours of Training per District Security and Law En-

forcement Member and District Uniformed Personnel

Finally, People Incidents per 1,000 Students and Assault/Battery Incidents per 1,000 Students are baseline

measures of incidents in a district.

The following influencing factors are l ikely to apply to these measures:

x Level of crime in the surrounding neighborhoods

x Configuration of school (office, front desk, etc.) to make access control a possibility

x Inclusion of security systems in a district’s construction and modernization program

x Utilization of technology such as security cameras to offset the need for more staff

x Documented need for additional safety and security staff—for example, documented crime statistics and trends.


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L I S T O F KPIS I N SA F E TY & SE CU R I TY Below is the complete list of Power Indicators, Essential Few and other key indicators in Safety & Securi ty. Indicators in bold are those included in


POWER INDICATORS

Incidents - Assault/Battery Incidents per 1,000 Students

Incidents - People Incidents per 1,000 Students S&S Expenditures per 1,000 Students

S&S Expenditures Percent of District Budget S&S Staff per 1,000 Students

Training Hours per Safety/Security personnel

ESSENTIAL FEW

Crisis Response Teams - Drills per Team

Crisis Response Teams - Teams per Academic Site Health/Safety Inspections - Sites Inspected Annually

Health/Safety Violations per Site Incidents - Bullying/Harassment per 1,000 Students Incidents - Intrusion/Burglary Incidents per Site

Intrusion/Burglary Alarm Systems - Percent of Sites


Armed Personnel - Percent of All Field Personnel Armed Personnel - Percent of Law Enforcement Personnel,

Contracted Armed Personnel - Percent of Security Personnel, Contracted

Armed Personnel - Percent of Security/Police Personnel, District Health/Safety Inspections - Percent of Academic Sites Annually Health/Safety Inspections - Percent of Non-Academic Sites Annually

Health/Safety Violations - Average Number Days to Correct ID Badge Required, Employees - Percent of Academic Sites ID Badge Required, Employees - Percent of Non-Academic Sites

ID Check and Badge Required, Visitors - Percent of Academic Sites ID Check and Badge Required, Visitors - Percent of Non-Academic

Si tes

Incidents - Assaults - Fi rearm Incidents per 1,000 Students Incidents - Assaults - Robbery Incidents per 1,000 Students Incidents - Assaults - Sexual Assault Incidents per 1,000 Students

Incidents - Assaults - Weapon (Excluding Firearm) Incidents per 1,000 Students

Incidents - Bullying Incidents Response Rate Incidents - Larceny/Vandalism Incidents per Site Incidents - Larceny/Vandalism Incidents Rate of Arrests

Incidents - People Incidents Rate of Arrests Incidents, Threat - Incidents per Site Intrusion/Burglary Alarm Systems - False Alarms per Si te

Intrusion/Burglary Alarm Systems - Percent of Academic Sites Intrusion/Burglary Alarm Systems - Percent of Non-Academic Sites

Intrusion/Burglary Incidents - Average Minutes to Respond to Alarm Intrusion/Burglary Incidents - Percent at Non-Alarmed Sites Intrusion/Burglary Incidents - Percent of Alarm Failures

Metal Detectors, Any Kind - Academic Sites Metal Detectors, Any Kind - Non-Academic Si tes

Metal Detectors, Hand-Held - Academic Sites Metal Detectors, Walk-Through - Academic Sites Real-Time Video Monitoring - Percent of Academic Sites

Real-Time Video Monitoring - Percent of Non-Academic Sites S&S Expenditures - Percent for Contracted Services S&S Expenditures - Percent for Personnel

Securi ty Plans - Academic Sites with NIMS-Compliant Plan Tra ining Hours per Law Enforcement personnel, Contracted

Tra ining Hours per Security personnel, Contracted Tra ining Hours per Security/Police personnel, District Vulnerability Assessments of Construction/Renovation Designs -

Percent of Projects



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FE A TU R E D A N A L Y S I S Figure 116 Incident Rate vs. Staffing Level

This chart compares incident rates against the safety and securi ty s taffing levels . In theory, a district with a high number of incidents might want to

address this i ssue with higher numbers of staff or other strategies.

(Not shown: District 21, 146 incidents, 4.6 s taff; District 7, 162 incidents, 3.4 s taff; District 101, 199 incidents, 1.2 s taff.)

14

28

71

6

26

13

45

23

20

9

35

41

37

12 44

1039

33

34

25

488

43

16

58

1

34

-

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

- 10 20 30 40 50 60 70

S&S

Sta

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,00

0 S

tud

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People Incidents per 1,000 Students


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D A TA D I S CO VE R Y Figure 117 Incidents - Assault/Battery Incidents per 1,000 Students

Figure 118 Incidents - People Incidents per 1,000 Students

46.0

29.4

28.8

18.4

18.3

17.7

14.8

12.9

12.5

11.7

9.3

7.9

6.1

6.0

5.3

5.0

4.8

4.5

4.3

4.2

3.9

3.6

3.3

3.1

2.7

2.5

2.2

2.1

1.7

1.6

0.7

0.7

0.5

0.3

0.1

2.3

4.5

12.1

0.0 10.0 20.0 30.0 40.0 50.0

52

19

2

34

4

48

6

47

26

3rd Quartile

58

71

28

43

21

25

8

45

3

Median

101

9

14

37

7

33

1

16

1st Quartile

44

13

35

41

23

39

10

20

12

3rd Quartile

Median

1st Quartile

District Value

1,374.2

1,319.2

1,143.4

409.5

199.3

162.3

146.2

62.5

47.6

45.7

44.9

38.4

37.5

36.4

34.1

30.3

26.1

22.7

19.2

18.8

18.7

16.8

16.1

14.1

12.2

11.2

10.5

7.8

6.3

5.8

5.3

3.6

2.5

1.4

0.7

10.9

22.7

46.7

0.0 500.0 1,000.0 1,500.0

52

19

47

2

101

7

21

34

58

3rd Quartile

37

33

48

4

6

45

26

1

Median

28

43

10

9

71

23

25

13

14

1st Quartile

8

41

35

3

16

39

44

20

12

3rd Quartile

Median

1st Quartile

District Value



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Figure 119 S&S Expenditures per Student

Figure 120 S&S Expenditures as Percent of District Budget

$12

$19

$30

$37

$39

$41

$42

$46

$49

$49

$50

$55

$56

$56

$58

$58

$59

$61

$63

$71

$72

$85

$91

$92

$98

$99

$104

$122

$138

$148

$158

$158

$167

$176

$178

$187

$202

$203

$266

$310

$450

$50

$72

$158

$0 $100 $200 $300 $400 $500

5

77

48

44

47

66

23

26

12

16

10

1st Quartile

1

8

56

9

3

67

41

13

37

Median

6

101

4

52

39

14

71

45

30

35

2

3rd Quartile

20

19

7

43

58

21

28

34

33

25

3rd Quartile

Median

1st Quartile

District Value

0.13%

0.30%

0.33%

0.36%

0.36%

0.39%

0.42%

0.44%

0.47%

0.53%

0.55%

0.56%

0.60%

0.67%

0.68%

0.69%

0.70%

0.73%

0.73%

0.74%

0.77%

0.84%

0.89%

0.90%

0.90%

0.94%

0.98%

1.00%

1.12%

1.16%

1.18%

1.31%

1.37%

1.41%

1.45%

1.46%

1.99%

2.15%

0.54%

0.74%

1.09%

0.00% 0.50% 1.00% 1.50% 2.00% 2.50%

5

12

66

47

26

48

23

3

44

45

1st Quartile

67

10

1

52

6

4

16

41

35

Median

8

37

43

13

71

56

20

21

30

3rd Quartile

14

2

39

101

58

33

28

7

25

34

3rd Quartile

Median

1st Quartile

District Value


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Figure 121 S&S Staff per 1,000 Students

Figure 122 Training Hours per Safety/Security Personnel

0.3

0.5

0.6

0.7

0.7

0.8

0.8

0.9

1.0

1.0

1.1

1.1

1.1

1.1

1.2

1.2

1.2

1.2

1.4

1.4

1.5

1.5

1.7

1.7

1.7

2.2

2.3

2.5

2.5

2.5

2.6

3.1

3.2

3.4

3.5

3.7

4.6

5.3

5.4

7.3

1.1

1.4

2.5

0.0 2.0 4.0 6.0 8.0

47

16

9

44

12

13

56

10

71

8

1st Quartile

48

39

41

52

1

23

101

4

26

3

Median

67

35

37

6

45

33

14

5

43

19

3rd Quartile

28

58

2

7

30

20

21

34

66

25

3rd Quartile

Median

1st Quartile

District Value

0.2

0.2

0.6

0.6

0.7

1.2

1.5

3.7

9.1

9.6

13.0

14.8

15.3

17.5

21.0

21.9

25.2

26.1

28.2

28.9

29.2

31.5

33.5

35.9

41.4

43.1

45.0

50.0

63.7

70.2

75.2

79.1

83.6

100.0

109.0

194.9

9.5

27.2

46.3

0.0 50.0 100.0 150.0 200.0 250.0

25

13

21

44

43

12

6

57

66

1st Quartile

58

56

28

30

71

48

19

20

33

Median

23

7

101

4

8

35

39

10

41

3rd Quartile

1

34

37

16

14

47

3

9

2

3rd Quartile

Median

1st Quartile

District Value

Do your safety/security staff members train enough to be effec-tive during critical events?

Is the number of safety/security staff in your district sufficient to address issues facing the district?



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Figure 123 Crisi s Response Teams - Dri lls per Team

Figure 124 Crisi s Response Teams - Teams per Academic Site

0.0

0.7

0.8

1.0

1.0

1.0

1.1

1.3

1.9

2.0

2.0

3.0

3.0

3.4

3.7

3.9

4.0

5.2

6.0

8.4

9.2

10.0

10.1

10.2

10.4

11.1

11.2

14.7

15.4

16.0

16.9

17.3

1.8

4.0

10.2

0.0 5.0 10.0 15.0 20.0

35

6

33

67

13

10

101

48

1st Quartile

23

4

66

19

56

14

21

20

Median

8

1

26

16

41

9

3

25

3rd Quartile

52

39

37

12

71

2

47

28

3rd Quartile

Median

1st Quartile

District Value

0.02

0.02

0.04

0.07

0.29

0.39

0.71

0.78

0.80

0.92

0.96

0.97

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.01

1.01

1.02

1.02

1.04

1.04

1.05

1.05

1.05

1.06

1.10

1.10

1.11

1.12

1.19

0.86

1.00

1.05

0.00 0.50 1.00 1.50

57

7

63

33

34

25

13

48

6

1st Quartile

14

67

19

1

30

3

9

2

41

Median

28

47

66

26

71

23

16

10

3rd Quartile

39

20

4

101

52

56

8

37


Do your crisis response teams conduct enough drills to be effec-tive in case of a real emergency?


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Figure 125 Health/Safety Inspections - Si tes Inspected Annually

Figure 126 Health/Safety Violations per Site

This is the total number of heal th and/or safety violations identified

in the district divided by the total number of sites.

31.0%

34.4%

70.9%

78.6%

83.2%

86.7%

88.7%

90.0%

91.5%

92.9%

94.6%

95.0%

96.2%

98.3%

98.5%

98.8%

99.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

87.7%

95.0%

99.5%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

35

25

4

6

66

2

1st Quartile

28

19

39

14

21

Median

44

10

16

52

63

8

3rd Quartile

3

1

34

23

20

7

3rd Quartile Median 1st Quartile District Value67.4

34.9

32.4

16.2

14.7

6.9

4.0

2.8

1.8

1.5

1.5

1.0

1.0

0.9

0.5

0.5

0.1

0.1

0.0

0.7

1.5

10.8

0.0 20.0 40.0 60.0 80.0

13

48

10

8

44

3rd Quartile

35

21

2

52

Median

63

39

25

66

12

1st Quartile

45

1

4

6

7

3rd Quartile

Median

1st Quartile

District Value



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Figure 127 Incidents - Bul lying/Harassment Incidents per 1,000 Students

Figure 128 Incidents - Intrusion/Burglary Incidents per Si te

28.8

21.6

21.0

19.5

17.1

13.2

12.2

11.4

6.6

5.5

5.3

4.6

3.6

3.5

2.6

2.1

1.9

1.4

1.1

0.9

0.9

0.9

0.5

0.5

0.2

0.0

1.0

3.6

12.0

0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0

19

7

33

2

14

3

4

3rd Quartile

47

52

9

23

25

6

Median

26

10

58

8

1

71

1st Quartile

48

13

39

20

16

34

28

3rd Quartile

Median

1st Quartile

District Value

74.20

24.55

22.02

14.36

9.46

4.93

3.89

3.76

1.57

1.55

0.69

0.64

0.55

0.46

0.40

0.34

0.32

0.25

0.22

0.20

0.19

0.14

0.12

0.11

0.08

0.07

0.05

0.04

0.04

0.03

0.02

0.11

0.34

2.66

0.00 20.00 40.00 60.00 80.00

9

63

35

5

101

10

58

33

3rd Quartile

34

6

1

28

44

41

8

Median

37

7

39

12

48

57

20

67

1st Quartile

26

2

71

4

3

16

23

25

3rd Quartile

Median

1st Quartile

District Value


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Figure 129 Intrusion/Burglary Alarm Systems - Percent Of Si tes

This is the proportion of sites that are equipped with an intru-

s ion/burglary a larm system.

34%

61%

68%

72%

74%

83%

86%

89%

89%

90%

93%

94%

96%

98%

99%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

90%

0% 20% 40% 60% 80% 100%

25

6

57

58

13

1

10

48

28

1st Quartile

16

67

101

14

19

7

37

20

39

26

21

41

2

52

4

3

30

9

8

47

5

71

23

34

56

43

66

1st Quartile

District Value

Are your sites equipped to prevent theft or vandalism? Are your alarm systems effective?



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KPI D E F I N I TI O N S In cid ents - Assault/Battery In cidents p er 1 ,000 S tudents

Importance This gives districts an idea of the density of incidents in each district, adjusted for the size of the district in terms of en-rol lment.


x Avai lable resources to allocate for safety and security

x Staffing formulas

x Documented need for additional safety and securi ty s taff through data such as crime s tatistics

x Utili zation of technology such as securi ty cameras to offset the need for more s taff

x Enrol lment Calculation Total number of assault/battery incidents divided by tota l student enrollment in thousands.

In cid ents - P eople Incidents p er 1 ,000 S tudents

Importance This gives districts an idea of the density of incidents in each district, adjusted for the size of the district in terms of en-

rol lment. Factors that Influence


x Staffing formulas

x Documented need for additional safety and securi ty s taff

through data such as crime s tatistics


x Enrol lment Calculation Total number of people incidents divided by total s tu-

dent enrollment in thousands.

S &S Exp enditures p er 1 ,000 S tud ents

Importance This measure gives an indication of the level of sup-

port for safety and securi ty operations as a percent of dis trict gen-eral fund budget. A low percentage could be an indication that secu-ri ty needs are not being met by the district or that other revenue

sources are needed to support securi ty for dis trict s taff and s tu-dents.


x Overal l general fund budget

x Level of crime s tatistics of surrounding neighborhoods

x District policy for security

x Budget allocations Calculation Total safety and securi ty expenditures divided by total s tudent enrollment in thousands.

S &S Exp enditures P ercent of D istrict Budget

Importance This measure gives an indication of the level of sup-port for safety and securi ty operations as a percent of dis trict gen-

eral operating budget. A low percentage could be an indication that securi ty needs are not being met by the dis trict or that other reve-nue sources are needed to support securi ty for district s taff and s tu-

dents. Factors that Influence




x Budget allocations Calculation Total safety and securi ty expenditures divided by dis-trict operating expenditures.

S &S S taff p er 1 ,000 S tuden ts

Importance This measure gives an indication of the level of sup-

port for safety and securi ty operations as a ratio to student enroll-ment. A low ratio could be an indication that securi ty needs are not

being met by the district or that other revenue sources are needed to support security for district staff and s tudents. Factors that Influence




x Budget allocations Calculation Total safety and securi ty s taff members divided by to-ta l s tudent enrollment in thousands.

Train in g Hours p er S afety/Security P ersonn el

Importance Most school districts complete crisis response training prior to the opening of each school year. Factors that Influence

x Emergency response priority with school/district leadership

x Emergency response resources

x Thoroughness of school/district cri sis response plan

x Weather

x Avai lability of outside agencies and personnel to participate Calculation Total number of hours of safety-related drills and trainings for all safety and securi ty personnel divided by total num-

ber of safety and security personnel.

Crisis Resp onse Teams - D rills p er Team

Importance Ideally, district sites with a designated crisis response

team have all conducted drills of some sort. Factors that Influence

x Geography of district

x Priori ties of district leadership

x Previous traumatic events or cri sis


x Updated procedures and protocols

Calculation Total number of team drills conducted by crisis re-sponse teams divided by the tota l number of crisis response teams.

Crisis Resp onse Teams - Teams p er Academic S ite

Importance Dis tricts should build capaci ty to respond to crises by

having designated crisis response teams. Factors that Influence

x Geography of district

x Priori ties of district leadership

x Previous traumatic events or cri sis


x Updated procedures and protocols


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Calculation Total number of crisis response teams divided by the tota l number of academic sites.

Health /Safety Inspections - S ites Inspected Ann ually

Importance Regular heal th and/or safety inspections are im-portant for compliance and risk mitigation.

Calculation Total number of sites/campuses (academic and non -academic) inspected annually divided by the total number of district

s i tes.

Health /Safety Violation s p er S ite


x Risk mitigation efforts

x Focus of leadership on health and safety Calculation Total number of health/safety violations identi fied at

site inspections divided by the total number of district sites that were inspected.

In cid ents - Bu llying/Harassment p er 1 , 000 S tudents

Importance This gives districts an idea of the density of incidents in each district, adjusted for the size of the district in terms of en-

rol lment. Factors that Influence


x Staffing formulas



x Enrol lment Calculation Total number of bullying/harassment incidents divid-ed by tota l district enrollment in thousands.

In cid ents - In trusion/Burglary In cidents p er S ite

Importance This gives districts an idea of the density of incidents

in each dis trict, adjusted for the size of the district (by number of s i tes). Factors that Influence

x Avai lable resources to allocate for s afety and security

x Staffing formulas



x Effectiveness of security alarm systems Calculation Tota l number of intrusion/burglary incidents divided by tota l number of district sites.

In tru sion/Burg lary Alarm S ystems - P ercent of S ites

Importance This gives districts an idea of the density of incidents in each dis trict, adjusted for the size of the district (by number of s i tes).



x Staffing formulas


x Utili zation of technology such as securi ty cameras to offset the

need for more s taff

x Effectiveness of security alarm systems Calculation Total number of intrusion/burglary incidents divided by tota l number of district sites.


Page 121 Transportation

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TRANSPORTATION Performance metrics in transportation cover a broad range of factors that affect service levels and cost efficiency.

The broad summative measures are Cost per Total Mile Operated and Transportation Cost per Rider, and other

measures include diagnostic tools to weed out inefficiencies and excessive expenses. A key measure of efficiency is

Daily Runs per Bus, which reflects the daily reuse of buses ; and important service-level measures include On-Time

Performance and Turn Time to Place New Students.

Careful consideration of each measure and its impact on a district’s transportation services is vital to the improve-‐ment of performance.

General factors that influence transportation measures and improvement strategies include:

x Types of transported programs served

x Bell schedule

x Effectiveness of the routing plan

x Spare bus factor needed

x Age of fleet

x Driver wage and benefit structure and labor contracts

x Maximum riding time allowed and earliest pickup time allowed

x Enrollment projections and their impact on transported progra ms


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L I S T O F KPIS I N TR A N S P O R TA TI O N Below is the complete lis t of Power Indicators , Essential Few, and other key indicators in Transportation. Indicators in bold are those included in


POWER INDICATORS

Bus Fleet - Average Age of Fleet

Cost Per Mile Operated Cost Per Rider

On-Time Performance

ESSENTIAL FEW

Accidents - Miles between Accidents

Accidents - Miles between Preventable Accidents

Bus Equipment - GPS Tracking

Bus Fleet - Alternatively-Fueled Buses Bus Fleet - Daily Buses as Percent of Total Buses

Bus Fleet in Service Daily Bus Usage - Daily Runs Per Bus Cost Per Bus

Fuel Cost as Percent of Retail - Diesel Fuel Cost as Percent of Retail - Gasoline

Personnel - Buses per Mechanic Turn Time to Place New Students - General Education Turn Time to Place New Students - SWD Students


Accidents - Mi les between Accidents (Contractor-Operated) Accidents - Mi les between Accidents (District-Operated) Accidents - Mi les between Preventable Accidents (Contractor-

Operated) Accidents - Mi les between Preventable Accidents (District-Operated) Bus Equipment - AVL/GPS Links to Routing Software

Bus Equipment - Rider Harnesses, Lap Bus Equipment - Rider Harnesses, Lap-And-Shoulder

Bus Equipment - Student Tracking Systems Bus Equipment - Video Cameras Bus Fleet - Maintenance Hours per Bus

Bus Fleet - Percent Contractor-Operated

Bus Fleet - Percent District-Operated Bus Inspections - Percent Passed On First Try Bus Usage - Daily Seat Utilization

Bus Usage - Daily Seat Utilization (Contractor-Operated) Bus Usage - Daily Seat Utilization (District-Operated)

Bus Usage - Live Mi les per Deadhead Mi le Bus Usage - Live Mi les per Deadhead Mi le (Contractor-Operated) Bus Usage - Live Mi les per Deadhead Mi le (District-Operated)

Bus Usage - Mi les per Bus Bus Usage - Mi les per Bus (Contractor-Operated) Bus Usage - Mi les per Bus (District-Operated)

Contract Buses - Percent of Ridership Cost Per Bus (Contractor-Operated)

Cost Per Bus (District-Operated) Daily Ride Time - General Education Daily Ride Time - Special Education

Daily Ride Time, Maximum Allowed - General Education

Daily Ride Time, Maximum Allowed - Special Education

Fuel Cost as Percent of Retail - Bio-Diesel Fuel Cost as Percent of Retail - Compressed Natural Gas Fuel Cost as Percent of Retail - Propane

On-Time Performance (Contractor-Operated) On-Time Performance (District-Operated) Participation Rate - Al ternative Transit

Participation Rate - Any Transportation Service Participation Rate - Yellow Bus Service

Personnel - Driver Turnover Rate Personnel - Drivers per Bus Personnel - Drivers per Supervisor

Personnel - Drivers per Tra iner Personnel - Routes per Planner

Publ ic Transit - Pass/Token Cost as Percent of Retail Publ ic Transit - Percent of Ridership Students with Disabilities - Percent of Ridership

Students with Disabilities - Students on Dedicated SWD Buses Students with Disabilities - Students with Neighborhood Pickup



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FE A TU R E D A N A L Y S I S Figure 130 Cost per Mi le Operated vs. Cost per Rider

This scatter plot compares two methods of expressing the cost-efficiency of a district’s transportation service—Cost per Mile Operated and Cost per Rider.

For FY 2011-12, the correlation coefficient of these two measures was a modest 0.35, while the FY 2012-13 resul ts shown below have a correlation

coefficient of only 0.11. This may be due to geographic differences (e.g., district size and population densi ty), types of students transported (e.g. , special education) and other factors. However, districts that are high in one or both measures may have reason to investigate their cost efficiency.

1

23

4

5

6

78

9

10

11

12

13

14

16

18

1920

21

25

2628

30 3334

35

37

39

41

4445

4849

50

52

55

56

57

58

62

63

66

67

71

79

$-

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

$4,500

$1.00 $2.00 $3.00 $4.00 $5.00 $6.00 $7.00 $8.00 $9.00

Co

st p

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Rid

er

Cost per Mile Operated


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Figure 131 Cost per Bus vs. Cost per Rider

This scatter plot adds another cost-efficiency measure—Cost per Bus—to the comparison in the previous chart. For FY 2011-12, the correlation co-

efficient of these two measures was 0.19, while the FY 2012-13 results shown below have a correlation coefficient of 0.36.

1

23

4

5

6

78

9

10

11

12

13

14

16

18

19 20

2123

25

2628

30 3334

35

37

39

41

43

4445

4849

50

52

54

55

56

57

58

62

63

66

67

71

79

101

$-

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

$4,500

$5,000

$- $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000

Co

st p

er

Rid

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Cost per Bus



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D A TA D I S CO VE R Y Figure 132 Bus Fleet - Average Age of Fleet

Figure 133 Cost per Mi le Operated


16.9

13.0

12.4

12.3

12.3

12.0

12.0

11.8

11.6

11.0

10.9

10.2

9.7

9.5

9.4

9.2

8.8

8.6

8.6

8.5

8.1

8.0

7.9

7.2

7.0

6.8

6.7

6.5

6.2

6.1

6.0

5.9

4.8

4.7

4.3

3.9

3.0

2.8

6.3

8.5

11.0

0.0 5.0 10.0 15.0 20.0

62

57

2

10

11

18

56

16

13

79

3rd Quartile

5

7

49

19

37

33

25

58

8

Median

39

21

66

14

9

28

48

71

30

1st Quartile

35

12

52

6

20

55

26

67

4

3

3rd Quartile

Median

1st Quartile

District Value

$8.21

$7.74

$7.04

$6.97

$6.78

$6.74

$6.58

$6.50

$6.46

$6.13

$5.77

$5.72

$5.32

$5.30

$5.30

$5.13

$4.95

$4.89

$4.87

$4.77

$4.71

$4.47

$4.39

$4.39

$4.25

$4.20

$4.17

$4.10

$3.98

$3.95

$3.93

$3.88

$3.70

$3.64

$3.56

$3.23

$3.20

$3.14

$2.96

$2.94

$2.86

$2.59

$2.35

$1.95

$1.29

$3.64

$4.39

$5.72

$0.00 $2.00 $4.00 $6.00 $8.00 $10.00

6

33

26

28

45

58

79

12

21

1

11

34

3rd Quartile

37

62

63

5

7

48

66

20

9

16

35

Median

13

52

30

4

10

41

71

3

56

49

1st Quartile

19

44

55

8

39

14

18

2

25

50

67

57

3rd Quartile

Median

1st Quartile

District Value


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Figure 134 Cost per Rider


Figure 135 Cost per Bus


$4,588

$3,916

$3,397

$3,220

$3,186

$2,554

$2,443

$2,349

$1,848

$1,769

$1,716

$1,633

$1,526

$1,521

$1,309

$1,255

$1,242

$1,241

$1,185

$1,168

$1,112

$1,108

$1,081

$1,010

$1,008

$1,001

$993

$968

$934

$927

$829

$803

$756

$695

$687

$684

$676

$676

$665

$654

$610

$602

$559

$540

$500

$463

$427

$425

$415

$676

$1,008

$1,526

$0 $1,000 $2,000 $3,000 $4,000 $5,000

54

62

101

57

11

58

66

16

56

4

79

25

3rd Quartile

43

39

63

26

6

28

45

35

44

34

9

30

Median

33

48

52

1

49

41

12

19

20

71

10

7

5

1st Quartile

50

13

2

8

3

37

23

55

18

21

14

67

3rd Quartile

Median

1st Quartile

District Value

$92,881

$83,611

$83,585

$81,452

$77,328

$76,739

$76,350

$73,323

$71,118

$69,390

$68,521

$67,438

$67,282

$66,963

$66,934

$66,400

$64,670

$61,539

$60,426

$60,209

$58,350

$57,588

$57,446

$56,093

$55,969

$55,934

$55,909

$55,852

$55,567

$55,547

$51,935

$51,032

$50,680

$50,589

$48,780

$47,661

$46,755

$46,522

$45,275

$44,508

$42,215

$40,346

$37,095

$35,069

$30,121

$29,437

$27,057

$26,525

$25,132

$46,755

$55,969

$67,282

$0 $20,000 $40,000 $60,000 $80,000 $100,000

57

79

26

12

11

48

58

52

28

62

63

35

3rd Quartile

54

1

45

9

34

3

33

44

66

7

55

41

16

Median

21

6

71

13

20

4

30

37

56

10

5

43

1st Quartile

49

18

39

19

2

101

14

23

25

8

67

50

3rd Quartile

Median

1st Quartile

District Value



OPER

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Figure 136 On-Time Performance

Figure 137 Bus Equipment - GPS Tracking

92.717%

94.070%

97.820%

98.000%

98.054%

98.134%

98.217%

98.833%

98.929%

98.958%

99.244%

99.581%

99.646%

99.708%

99.854%

99.860%

99.866%

99.887%

99.898%

99.903%

99.903%

99.991%

99.993%

99.994%

98.217%

99.646%

99.898%

90.000% 92.000% 94.000% 96.000% 98.000% 100.000%

52

26

5

39

55

11

1st Quartile

4

16

33

34

3

14

37

Median

71

25

7

101

30

3rd Quartile

28

23

35

20

48

67


8%

26%

28%

31%

36%

37%

37%

44%

56%

69%

72%

80%

85%

90%

90%

90%

91%

91%

92%

93%

96%

98%

99%

99%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

72%

96%

100%

0% 20% 40% 60% 80% 100%

49

43

23

25

66

8

13

16

67

5

21

1st Quartile

14

71

12

20

19

50

56

18

1

9

Median

11

41

3

33

44

35

54

3rd Quartile

48

52

10

4

39

26

7

101

37

45

28

55

34



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Figure 138 Accidents - Mi les between Accidents

16,942

20,529

20,767

20,781

23,360

28,116

29,332

32,024

34,622

35,609

36,179

36,756

44,478

48,549

48,895

49,686

52,121

52,374

54,175

54,681

57,291

59,860

62,379

66,529

67,975

68,040

69,732

69,958

70,445

82,880

85,223

85,953

90,632

91,067

93,714

113,363

136,657

145,465

146,228

148,669

185,294

254,917

304,225

36,179

59,860

90,632

- 50,000 100,000 150,000 200,000 250,000 300,000 350,000

- 50,000 100,000 150,000 200,000 250,000 300,000 350,000

26

37

5

101

41

19

79

33

13

45

35

1st Quartile

28

7

10

62

9

16

34

55

21

71

49

Median

20

39

1

11

2

12

3

52

44

6

30

3rd Quartile

66

8

14

25

48

4

18

67

63

57

Contractor-Operated

District-Operated

3rd Quartile

Median

1st Quartile

Overall



OPER

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Figure 139 Accidents - Mi les between Preventable Accidents

20,781

37,113

40,161

45,163

53,238

55,954

58,663

65,087

69,764

72,855

79,859

83,139

90,463

93,466

93,673

94,771

95,071

95,211

96,577

98,876

103,774

117,059

119,225

119,929

125,293

153,377

153,589

161,993

175,248

181,995

186,232

193,814

194,320

220,497

229,682

249,974

292,691

311,529

436,000

450,000

450,000

76,357

103,774

190,023

- 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000 500,000

- 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000 500,000

101

19

41

37

5

33

79

26

45

28

1st Quartile

7

35

2

1

55

34

9

20

16

21

10

Median

49

13

12

62

66

71

52

39

8

6

3rd Quartile

14

58

44

48

11

18

4

25

57

67

Contractor-Operated

District-Operated

3rd Quartile

Median

1st Quartile

Overall


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Figure 140 Bus Fleet - Al ternatively Fueled Buses

Figure 141 Bus Fleet - Dai ly Buses as Percent of Total Buses

The inverse of this measure is the spare factor. This includes daily

shuttles in additional to regular yellow buses.

1%

1%

1%

1%

2%

4%

4%

10%

13%

17%

23%

48%

62%

70%

73%

79%

96%

100%

100%

3%

17%

71%

0% 20% 40% 60% 80% 100%

28

7

35

71

44

1st Quartile

48

6

62

67

Median

1

56

41

11

16

3rd Quartile

49

5

9

39

26

3rd Quartile

Median

1st Quartile

District Value

58%

63%

67%

68%

75%

75%

76%

77%

79%

80%

80%

80%

80%

81%

81%

82%

82%

83%

84%

84%

85%

86%

87%

87%

87%

89%

89%

90%

90%

91%

91%

91%

91%

91%

91%

91%

91%

92%

92%

93%

94%

94%

94%

94%

99%

99%

100%

100%

80%

87%

91%

0% 20% 40% 60% 80% 100%

16

33

10

19

57

12

2

71

7

62

37

79

1st Quartile

14

49

48

28

23

5

52

39

8

56

26

6

Median

66

21

44

55

9

41

101

34

45

30

1

4

3rd Quartile

3

67

18

20

54

58

25

35

13

50

11

43

3rd Quartile

Median

1st Quartile

District Value



OPER

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NS

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N

Figure 142 Bus Usage - Dai ly Runs per Bus

Increasing the number of daily runs per bus is a s trategy to decrease

costs and is achieved by establishing a tiered bell schedule that s tag-gers the s tart and end times of the schools in the dis trict so that each bus can serve multiple schools.

Figure 143 Bus Usage - Dai ly Seat Utilization

0.50

0.59

1.00

1.00

1.84

1.90

2.06

2.62

2.77

2.98

3.00

3.00

3.42

3.45

3.53

3.69

3.70

3.74

3.79

3.93

4.00

4.17

4.26

4.31

4.32

4.40

4.59

4.63

4.79

4.89

4.95

5.13

5.31

5.42

5.43

5.68

5.80

5.92

6.02

6.05

6.32

6.72

8.67

3.00

4.17

5.22

0.00 2.00 4.00 6.00 8.00 10.00

8

11

37

58

50

21

25

67

54

43

101

18

1st Quartile

6

5

45

30

13

33

20

23

35

Median

28

9

66

34

57

49

1

4

71

56

79

3rd Quartile

39

2

16

26

14

10

48

3

12

52

7

3rd Quartile

Median

1st Quartile

District Value

0.29

0.36

0.55

0.55

0.57

0.66

0.68

0.69

0.72

0.73

0.74

0.81

0.83

0.89

0.91

0.95

1.02

1.05

1.06

1.10

1.10

1.14

1.24

1.27

1.39

1.45

1.54

1.56

1.58

1.70

2.12

2.38

0.71

0.98

1.30

0.00 0.50 1.00 1.50 2.00 2.50 3.00

25

79

11

21

56

1

5

63

1st Quartile

39

66

33

101

4

57

28

71

Median

16

13

23

6

49

37

30

3

3rd Quartile

9

48

8

52

2

55

14

7

3rd Quartile

Median

1st Quartile

District Value


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Figure 144 Fuel Cost as Percent of Retail – Diesel

Most dis tricts use their purchasing power to negotiate discounts on

fuel .

Figure 145 Fuel Cost as Percent of Retail – Gasoline

Most dis tricts use their purchasing power to negotiate discounts on

fuel .

100.0%

100.0%

100.0%

100.0%

100.0%

98.1%

94.0%

93.7%

92.9%

92.7%

92.0%

91.9%

91.5%

91.1%

89.5%

88.4%

88.1%

87.5%

87.3%

87.1%

86.7%

85.6%

84.9%

83.9%

82.9%

82.6%

81.3%

80.9%

80.5%

80.2%

80.0%

79.7%

83.7%

88.3%

93.1%

0.0% 20.0% 40.0% 60.0% 80.0%100.0%

79

33

26

6

7

19

3

52

3rd Quartile

67

25

13

48

62

44

37

16

Median

57

35

8

4

28

18

66

11

1st Quartile

47

45

49

10

71

21

55

9

3rd Quartile

Median

1st Quartile

District Value

100.0%

100.0%

100.0%

98.1%

96.2%

93.3%

93.1%

92.4%

92.2%

91.7%

90.8%

90.3%

90.0%

89.7%

88.9%

88.3%

87.5%

87.1%

85.9%

84.2%

83.2%

82.6%

79.3%

79.2%

78.6%

85.9%

90.0%

93.1%

0.0% 20.0% 40.0% 60.0% 80.0%100.0%

6

7

33

19

66

62

3rd Quartile

67

52

48

13

5

16

71

Median

11

47

8

25

35

28

1st Quartile

37

10

9

55

49

21

3rd Quartile

Median

1st Quartile

District Value



OPER

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Figure 146 Dai ly Ride Time - General Education

This is the estimated average daily ride time for a single trip (one-

way).

Figure 147 Dai ly Ride Time - Special Education

This is the estimated average daily ride time for a single trip (one-

way).

120 60

72 60

70 60

60

90 90

58 90

60 90

60 75

60 60 60

45

90 55

60 90

90 60

40 90

60 60

90 60 60 60

120

82 71

68 60 60

52 50

48 47

45 45 45 45

43 40 40 39 39

35 33

31 30 30

30 30 30 30

26 25 24 23 22 22

21 21 20 20 20

18 18 16 16 15 13

21

30

45

0 20 40 60 80 100 120 140

- 20 40 60 80 100 120 140

582116

8673018351933435457

3rd Quartile4811233439106637

620

Median25285662441249451426

1st Quartile4923

411

525

715055

Daily Ride Time Maximum Allowed 3rd Quartile

Median 1st Quartile

90120

72

606060

60

7060

9055

4570

756060

90

6560

9090

6060

120

60

90

6060

456060

4060

90

9078

7471

6560606060606060

535150505049

4746454545

43393938

3635353535

30

2929

262525242322212120

29.25

45

60

0 20 40 60 80 100 120 140

0 20 40 60 80 100 120 140

4158191623

8101825435667

3rd Quartile3021144462205466283357

Median4834113937

67

557112

1st Quartile9

4550

326

2154

5249

Daily Ride Time Maximum Allowed 3rd Quartile

Median 1st Quartile


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KPI D E F I N I TI O N S Bu s Fleet - Average Ag e of Fleet

Importance

x Fleet replacement plans drive capital expenditures and on -going maintenance costs.

x Younger fleets require greater capital expenditures but reduced maintenance costs

x A younger fleet will resul t in greater reliability and service lev-els.

x An older fleet requires more maintenance expenditure but re-duces capital expenses.


x Formal district-wide capital replacement budgets and standards

x Some districts may operate in climates that reduce bus longevi -ty

x Some dis tricts may be required to purchase cleaner burning or expensive alternative-fueled buses

x Availability of state or local bond funding for school bus re-placement

Calculation Average age of bus fleet.

Cost p er Mile O p erated

Importance This is a basic measurement of the cost efficiency of a pupil transportation program. It allows a baseline comparison across dis tricts that will inevi tably lead to further analysis based on a dis-

trict’s placement. A greater than average cost per mile may be ap-propriate based on specific conditions or program requirements in a particular dis trict. A less than average cost per mile may indicate a

wel l-run program or favorable conditions in a district. Factors that Influence

x Driver wage and benefit s tructure; labor contracts

x Cost of the fleet, including fleet replacement plan, facili ties, fuel , insurance and maintenance also play a role in the basic cost


x Abili ty to use each bus for more than one route or run each morning and each afternoon

x Bel l schedule

x Transportation department input in proposed bell schedule changes

x Maximum riding time allowed and earliest pickup time a llowed

x Type of programs served will influence costs Calculation Total di rect cost plus total indirect cost plus total con-

tractor cost of bus services divided by tota l miles operated.

Cost p er Rid er

Importance This is a basic measurement of the cost efficiency of a

pupil transportation program. It allows a baseline comparison across dis tricts that will inevi tably lead to further analysis based on a dis-trict’s placement. Factors that Influence


x Cost of the fleet, including fleet replacement plan, facili ties, fuel , insurance, and maintenance



x Bel l schedule



x Type of programs served will influence costs Calculation Total di rect cost plus total indirect cost plus total con-

tractor cost of bus services divided by number of riders.

Cost p er Bu s

Importance This is a basic measurement of the cost efficiency of a pupil transportation program.



x Cost of the fleet, including fleet replacement plan, facili ties, fuel , insurance, and maintenance



x Bel l schedule



x Type of programs served will influence costs Calculation Total di rect transportation costs plus total indirect

transportation costs divided by total number of buses (contractor and district).

O n - Time P erformance

Importance This measure refers to the level of success of the transportation service remaining on the published arrival schedule.

Late arrival of s tudents at schools causes dis ruption in classrooms and may preclude some students from having school -provided breakfast.

Factors that Influence:

x Automobile traffic

x Accident

x Detour

x Weather

x Increased ridership

x Mechanical breakdown

x Unrealistic scheduling Calculation One minus the sum of bus runs that arrived late (con-

tractor and dis trict) divided by the total number of bus runs (con-tractor and district) over two.

Bu s Eq u ipment – GP S Trackin g

Importance GPS tracking greatly expands the capaci ty for routing management and reporting. Calculation Number of buses with GPS tracking divided by total

number of buses.



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Accid ents – Miles b etween Acciden ts

Importance

x Whether a district provides internal service or contracts for its service, s tudent safety is a primary concern for every student transportation organization.

x Tracking accidents by type allows for trending and designing specific tra ining programs to reduce/prevent trends noted.

x Accident awareness and prevention can reduce liability expo-sure to a district


x Defini tion of accident and injury as defined by the survey vs . dis trict definition

x Preventive accident tra ining programs

x Experience of driving force Calculation Total number of transportation accidents (contractor and district) divided by total number of miles driven (contractor and

dis trict).

Accid ents – Miles b etween P reventable Accidents

Importance

x Whether a district provides internal service or contracts for its service, s tudent safety is a primary concern for every student transportation organization.

x Tracking accidents by type allows for trending and designing specific tra ining programs to reduce/prevent trends noted.

x Accident awareness and prevention can reduce liability expo-sure to a district


x Defini tion of accident and injury as defined by the survey vs . dis trict definition

x Preventive accident tra ining programs

x Experience of driving force Calculation Total number of transportation accidents (con tractor

and district) that were preventable divided by total number of miles driven (contractor and district).

Bu s Fleet – Alternatively-Fueled Buses

Calculation Number of al ternatively-fueled buses divided by total

number of buses. Importance Bus fleets using alternative fuels tend to be more eco-

friendly, and depending on fuel prices they can be a cheaper alterna-tive.

Bu s Fleet – D aily Bu ses as P ercent of Total Bu ses

Importance

x A goal of a well-run transportation department is to procure only the number of buses actually needed on a daily basis, plus an appropriate spare bus ratio.

x Maintaining or contracting unneeded buses is expensive and unnecessary as these funds could be used in the classroom.


x Historical trends of the number of students transported

x Enrollment projections and thei r impact on transported pro-grams

x Changes in transportation eligibility policies

x Spare bus factor needed

x Age of fleet Calculation Number of daily buses divided by total number of buses.

Bu s Usag e – D aily Runs p er Bu s

Importance

x There is a positive correlation between the number of daily runs a bus makes and operating costs.

x Efficiencies are gained when one bus is used multiple times in the morning and again in the afternoon.

x Using one bus to do the work of two buses saves dollars. Factors that Influence

x District-managed or contractor transportation

x Tiered school bell times


x Bus capacities

x District guidelines on maximum ride time

x District geography

x Minimum/shortened/staff development day scheduling


x Types of transported programs served Calculation Total number of daily bus runs divided by the total

number of buses used for daily yellow bus service (contractor and dis trict).

Bu s Usag e – D aily S eat Utilization

Importance

x This is a basic measurement of the cost efficiency of a pupil transportation program.

x Maximizing seat utili zation reduces the number of buses need-ed.

x This data provides a baseline comparison across dis tricts that will inevi tably lead to further analysis based on a district’s placement.



x Abili ty to use each bus for more than one run each morning and each afternoon

x Bel l schedule

x Type of programs served Calculation Average daily ridership for elementary, middle and

high school divided by total number of passenger seats available for all daily buses used in the yellow bus home-to-school program (both

dis trict-operated and contractor-operated).

Fu el Cost as P ercent of Retail – D iesel

Importance Fuel discounts reflect the degree to which the district

leverages i ts buying power when negotiating fuel procurements. Calculation Per-gallon price paid by the district for diesel divided by the per-gallon price of diesel at retail.

Fu el Cost as P ercent of Retail – Gasolin e

Importance Fuel discounts reflect the degree to which the district leverages i ts buying power when negotiating fuel procurements.

Calculation Per-gallon price paid by the district for gasoline divid-ed by the per-gallon price of gasoline at retail

D aily Rid e Time – General Ed ucation

Importance Cost efficiency must be balanced with service consid-

erations . Districts wish to maximize the loading of thei r buses but hopefully not at the expense of an overly long bus ride for the s tu-

dents.


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O

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x Bus capacities

x State or dis trict or s tate guidelines on maximum ride time and earliest pick up time

x District geography, attendance boundaries and zones

x Programs transported Calculation Average one-way (single trip) daily ride time in minutes - General Education

D aily Rid e Time – S pecial Ed ucation

Importance Cost efficiency must be balanced with service consid-erations . Districts wish to maximize the loading of thei r buses but

hopefully not at the expense of an overly long bus ride for the s tu-dents. Factors that Influence

x Bus capacities

x State or dis trict or s tate guidelines on maximum ride time and earliest pick up time

x District geography, attendance boundaries and zones

x Programs transported Calculation Average one-way (single trip) daily ride time in

minutes - Students with Disabilities


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HUMAN RESOURCES

The measures in this section include such districtwide indicators as Teacher Retention Rate and Employee Separa-

tion Rate, as well as indicators that are focused more narrowly on the operation of the district ’s human resources

department, such as HR Cost per District FTE, HR Cost per $100k Revenue, Exit Interview Completion Rate, and

Substitute Placement Rate. In addition, there are several measures that can be used to benchmark a district’s health benefits and retirement benefits, including Health Benefits Enrollment Rate and Health Benefits Cost per

Enrolled Employee.

The factors that influence these measures and that can guide improvement strategies may include:

x Identification of positions to be fi l led

x Diverse pool of qualified applicants

x Use of technology for application-approval process

x Site-based hiring vs. central -office hiring process

x Availability of interview team members

x Effectiveness of recruiting efforts

x Salary and benefits offered

x Employee satisfaction and workplace environment

x Availability of skil ls in local labor market

x Personnel policies and practices


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L I S T O F KPIS I N HU M A N RE S O U R CE S Below is the complete list of Power Indicators , Essential Few, and other key indicators in Human Resources . Indicators in bold are those included in


POWER INDICATORS

Substitute Placement Rate

Teacher Absences per Teacher Teacher Retention - Average for 1-5 Years

Teacher Vacancies on First Day of School

ESSENTIAL FEW

Exit Interview Completion Rate

HR Actions - Accuracy Rate

HR Actions - Days to Complete Substitute Placements with A BA/BS or Higher Teacher Retention - Remaining After 1 Year

Teacher Retention - Remaining After 2 Years Teacher Retention - Remaining After 3 Years Teacher Retention - Remaining After 4 Years

Teacher Retention - Remaining After 5 Years Teachers Highly Qualified In All Assignments

Teachers with National Board Certificate Time to Fill Vacancies - Instructional Support Time to Fill Vacancies - Non-School Exempt

Time to Fill Vacancies - Non-School Non-Exempt Time to Fill Vacancies - School-Based Exempt

Time to Fill Vacancies - School-Based Non-Exempt Time to Fill Vacancies - Teachers


Employee Relations - Discrimination Complaints per 1,000

Employees

Employee Relations - Misconduct Investigations per 1,000

Employees Employee Separation Rate

Employee Separation Rate - Instructional Support Staff

Employee Separation Rate - Non-School Exempt Staff

Employee Separation Rate - Non-School Non-Exempt Staff Employee Separation Rate - School-Based Exempt Staff

Employee Separation Rate - School-Based Non-Exempt Staff

Employee Separation Rate - Teachers

Health Benefits Cost Per Enrolled Employee

Health Benefits Cost Per Enrolled Employee - Fully Insured Districts Health Benefits Cost Per Enrolled Employee - Self-Insured Districts

Health Benefits Enrollment Rate HR Cost per $100K Revenue

HR Cost per District FTE HR Staff - Benefits HR Staff - Compensation

HR Staff - Employee Records and Staffing HR Staff - Employee Relations HR Staff - Employee Service Center

HR Staff - HR Information Systems HR Staff - Labor Relations

HR Staff - Payroll HR Staff - Recruitment HR Staff - Risk Management

HR Staff - Tra ining and Development HR Staff per HR Senior Manager

Reti rement Health Benefits Cost Per Enrollee Reti rement Health Benefits Cost Per Enrollee - Fully Insured Districts Reti rement Health Benefits Cost Per Enrollee - Self-Insured Districts


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FE A TU R E D A N A L Y S I S Figure 148 Teacher Retention – Quartile Analysis of Employment Length

This chart shows quartiles in teacher retention rates based on how many years ago each teacher was hi red. (This can include new teachers as well as experienced teachers .) There are sharp drops in retention from one year to two years , and two years to three years . At year four and five, teach-er retention tends to flatten.

Note that each year represents a different group of teachers , i .e., this should not be interpreted as “longi tudinal” data. Ra ther, i t is a snapshot of all current teachers that were hired five or fewer years ago.

69%

59%

51% 51%

48%

77%

66%

61%

58%

56%

86%

76%

71%

68%67%

40%

45%

50%

55%

60%

65%

70%

75%

80%

85%

90%

1 Year 2 Years 3 Years 4 Years 5 Years

Tea

che

rs R

etai

ned

Years Since Hire Date

1st Quartile

Median

3rd Quartile



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Figure 149 Teacher Retention – Variability across Employment Length Categories

This chart is intended to show the variability of teacher retention rates across a five -year span. Some districts have very consistent teacher reten-

tion rates from one year to the next—these districts show a progression from fi rst year teacher retention rate to the fi fth-year teacher retention rate. Conversely, other districts have more erratic trends from one class of teachers (i .e., the group of teachers that were hi red in the same year) to the next class of teachers.

Note that each year represents a different group of teachers based on how many years ago they were hi red . This is not “longi tudinal” data. The sort order of this chart is arbitrarily set to the district’s one-year teacher retention rate.

0% 20% 40% 60% 80% 100% 120%

32

35

21

44

47

15

10

23

16

54

58

33

30

7

45

8

13

41

55

52

77

5

48

56

11

14

2

4

9

1

71

3

62

39

Teacher Retention Rate

5 Years

4 Years

3 Years

2 Years

1 Year


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Figure 150 Employee Separation Rate – Quartiles by Employee Category

This chart shows the quartiles of separation rates in the various employee categories. It is sorted from left to right by the median va lue.

Exempt and non-exempt are employee categories.

5.4%5.9%

6.6%

7.8%7.3%

6.3%

8.3% 8.4%

9.7%9.9%

11.1%

12.8%13.0%

18.0%

16.3%

13.2%

16.0%

19.8%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

Non-School Non-Exempt

School-Based Exempt Non-School Exempt Teachers Instructional Support School-Based Non-Exempt

Sep

ara

tion

Rat

e

Employee Category

1st Quartile Median 3rd Quartile



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D A TA D I S CO VE R Y Figure 151 Teacher Retention - Teachers Hired 1 Year Ago

Figure 152 Teacher Retention - Teachers Hired 2 Years Ago

33%

47%

50%

56%

58%

60%

66%

67%

67%

70%

71%

72%

73%

73%

73%

76%

77%

77%

78%

78%

80%

83%

83%

85%

85%

85%

86%

88%

88%

89%

94%

94%

95%

96%

100%

69%

77%

86%

0% 20% 40% 60% 80% 100%

32

35

21

44

47

15

10

23

16

1st Quartile

54

58

33

30

7

45

8

13

Median

41

55

52

77

5

48

56

11

14

3rd Quartile

2

4

9

1

71

3

62

39

6

3rd Quartile

Median

1st Quartile

District Value

42%

46%

47%

50%

52%

53%

55%

57%

58%

61%

63%

63%

63%

63%

63%

66%

66%

66%

67%

67%

68%

72%

72%

74%

75%

76%

76%

79%

79%

82%

82%

85%

89%

90%

100%

59%

66%

76%

0% 20% 40% 60% 80% 100%

41

44

58

47

13

21

33

23

71

1st Quartile

7

30

54

52

35

55

8

10

15

Median

77

11

45

16

48

56

32

1

3rd Quartile

4

9

5

39

62

2

3

14

6

3rd Quartile

Median

1st Quartile

District Value


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Figure 153 Teacher Retention - Teachers Hired 3 Years Ago

Figure 154 Teacher Retention – Teachers Hired 4 Years Ago

30%

35%

42%

43%

45%

46%

49%

50%

50%

52%

52%

52%

53%

54%

55%

58%

59%

61%

62%

63%

65%

65%

66%

67%

69%

70%

71%

75%

77%

80%

83%

83%

84%

91%

100%

51%

61%

71%

0% 20% 40% 60% 80% 100%

33

21

44

55

23

47

35

30

32

1st Quartile

58

54

13

52

10

7

71

77

Median

16

48

8

11

45

56

4

5

9

3rd Quartile

1

15

62

39

41

3

14

2

6

3rd Quartile

Median

1st Quartile

District Value

34%

34%

40%

41%

44%

44%

47%

48%

51%

52%

52%

53%

54%

54%

55%

55%

56%

56%

59%

59%

60%

63%

64%

64%

67%

67%

67%

68%

71%

75%

77%

78%

87%

90%

91%

100%

51%

58%

68%

0% 20% 40% 60% 80% 100%

33

55

44

23

41

47

32

21

77

1st Quartile

7

10

54

58

48

11

30

62

16

Median

13

8

52

56

45

12

4

9

35

3rd Quartile

1

5

15

3

14

71

39

2

6

3rd Quartile

Median

1st Quartile

District Value



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Figure 155 Teacher Retention – Teachers Hired 5 Years Ago

Figure 156 Substitute Placement Rate

When a teacher is absent from the classroom, a substitute teacher is

assigned to fill in.

23%

31%

36%

37%

37%

44%

47%

47%

48%

49%

50%

50%

51%

52%

53%

54%

54%

55%

56%

58%

59%

60%

62%

62%

63%

64%

67%

67%

70%

72%

74%

76%

85%

91%

94%

100%

48%

56%

67%

0% 20% 40% 60% 80% 100%

52

33

55

23

44

47

71

58

54

1st Quartile

32

48

10

7

8

77

30

21

16

Median

4

1

11

3

45

9

12

62

5

3rd Quartile

56

13

14

35

15

41

39

2

6

3rd Quartile

Median

1st Quartile

District Value

20%

55%

60%

63%

70%

71%

73%

75%

76%

76%

77%

79%

80%

83%

85%

85%

86%

88%

89%

91%

93%

93%

94%

95%

98%

99%

99%

100%

74%

84%

93%

0% 20% 40% 60% 80% 100%

39

19

45

6

11

58

52

1st Quartile

10

35

33

4

48

30

12

Median

2

55

23

14

9

1

47

3rd Quartile

8

77

101

13

56

7

5

3rd Quartile

Median

1st Quartile

District Value


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Figure 157 Substitute Placements with BA/BS or Higher

Figure 158 Employee Separation Rate

This is the overall employee separation rate for districts.

11%

64%

65%

76%

81%

83%

90%

91%

96%

98%

98%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

85%

99%

0% 20% 40% 60% 80% 100%

39

8

9

48

14

44

1st Quartile

16

47

7

2

10

Median

41

52

30

11

5

54

77

35

12

58

1

3rd Quartile

Median

1st Quartile

District Value

25.9%

17.5%

16.4%

15.3%

15.2%

14.7%

14.0%

13.7%

13.7%

13.7%

13.3%

13.3%

13.1%

12.4%

12.3%

11.7%

11.3%

11.3%

10.6%

10.1%

9.5%

8.9%

8.8%

8.4%

6.9%

6.7%

5.7%

5.5%

5.3%

5.3%

5.3%

8.6%

11.7%

13.7%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

39

55

30

7

11

6

3

58

3rd Quartile

8

33

10

47

1

48

52

54

Median

41

44

23

35

13

101

62

1st Quartile

4

2

5

56

32

14

21

16

3rd Quartile

Median

1st Quartile

District Value

How does your substitute pool affect this measure?



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Figure 159 Employee Separation Rate - Teachers

Figure 160 Employee Separation Rate – Instructional Support Staff

20.8%

19.2%

16.2%

15.9%

13.9%

13.6%

13.4%

13.2%

13.1%

12.3%

11.8%

11.6%

11.4%

11.2%

10.2%

9.9%

9.2%

8.8%

8.7%

8.3%

8.3%

8.2%

7.8%

7.8%

7.1%

6.9%

6.7%

4.4%

4.4%

4.3%

3.8%

7.8%

9.9%

13.2%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0%

39

30

55

54

6

48

33

7

3rd Quartile

47

101

44

41

11

23

8

52

Median

2

13

58

4

3

14

1

1st Quartile

62

10

35

32

21

5

16

56

3rd Quartile

Median

1st Quartile

District Value

59.5%

25.2%

24.1%

21.7%

19.4%

18.5%

17.6%

17.4%

14.5%

14.4%

14.2%

12.2%

11.6%

11.4%

11.1%

11.1%

11.0%

9.9%

9.7%

9.3%

9.0%

8.4%

7.3%

7.2%

7.1%

7.0%

5.4%

2.9%

2.0%

1.4%

0.9%

7.3%

11.1%

16.0%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

16

39

33

52

62

30

35

10

3rd Quartile

47

6

8

44

48

23

55

56

Median

58

7

41

54

3

5

13

1st Quartile

1

2

11

101

14

32

21

4

3rd Quartile

Median

1st Quartile

District Value


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Figure 161 Employee Separation Rate – School-Based Exempt Staff

Figure 162 Employee Separation Rate – School-Based Non-Exempt Staff

60.9%

53.6%

24.8%

21.5%

20.2%

19.5%

19.4%

13.7%

12.7%

12.5%

9.0%

8.5%

8.4%

8.4%

8.0%

7.1%

6.6%

6.4%

6.4%

5.7%

5.3%

4.5%

3.7%

3.7%

2.9%

0.9%

5.9%

8.4%

18.0%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

10

6

54

55

16

39

41

3rd Quartile

56

58

52

30

35

23

Median

3

48

1

11

62

33

1st Quartile

8

13

5

14

2

44

32

3rd Quartile

Median

1st Quartile

District Value

65.9%

39.2%

26.7%

23.3%

22.4%

21.7%

20.1%

19.9%

19.4%

19.3%

16.0%

15.7%

14.9%

14.2%

13.6%

12.0%

11.7%

10.9%

10.8%

10.7%

9.6%

9.4%

5.3%

4.7%

4.2%

4.0%

3.9%

3.2%

3.0%

2.5%

6.3%

12.8%

19.8%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

47

39

8

55

1

11

3

33

3rd Quartile

52

21

13

30

7

48

58

Median

5

10

4

35

62

23

44

1st Quartile

56

32

101

54

6

41

2

14

3rd Quartile

Median

1st Quartile

District Value



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Figure 163 Employee Separation Rate – Non-School Exempt Staff

Figure 164 Employee Separation Rate – Non-School Non-Exempt Staff

38.7%

34.8%

28.4%

27.8%

22.2%

21.1%

20.2%

16.6%

15.3%

14.8%

14.7%

12.9%

12.8%

11.5%

10.6%

8.8%

8.7%

8.1%

8.0%

7.4%

7.0%

6.9%

6.5%

5.8%

5.6%

5.0%

4.8%

3.4%

2.6%

1.4%

6.6%

9.7%

16.3%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0%

41

101

6

16

58

35

39

55

3rd Quartile

11

1

44

52

21

33

10

Median

47

23

4

8

30

54

3

1st Quartile

56

5

48

62

32

13

2

14

3rd Quartile

Median

1st Quartile

District Value

67.6%

56.2%

53.4%

40.0%

25.6%

20.0%

14.8%

13.0%

10.6%

10.2%

9.8%

9.4%

9.4%

8.6%

8.3%

7.6%

7.3%

7.1%

6.0%

6.0%

5.9%

5.4%

5.2%

4.0%

3.3%

2.9%

1.9%

1.4%

0.6%

5.4%

8.3%

13.0%

0.0% 20.0% 40.0% 60.0% 80.0%

10

1

3

39

58

11

7

55

3rd Quartile

35

62

44

5

8

48

4

Median

54

23

41

30

52

33

56

1st Quartile

47

32

101

2

13

14

21

3rd Quartile

Median

1st Quartile

District Value


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Figure 165 Ex i t Interview Completion Rate

When employees leave the district, an exi t interview (such as a sur-

vey form) can provide important insights into s taff morale, and high-l ight potential problems that can subsequently be addressed.

Figure 166 Health Benefits Enrollment Rate

This is the proportion of employees that are eligible to receive

health benefits who are actually enrolled.

0.3%

0.4%

0.6%

0.6%

3.2%

4.0%

4.7%

5.0%

6.5%

6.6%

7.0%

10.6%

12.0%

14.1%

18.4%

41.1%

53.3%

61.4%

3.4%

6.6%

13.5%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

7

71

55

52

58

1st Quartile

62

14

6

11

Median

4

23

10

2

3rd Quartile

39

13

48

44

41

3rd Quartile

Median

1st Quartile

District Value

65%

66%

71%

71%

81%

85%

85%

86%

86%

87%

87%

87%

88%

89%

90%

91%

92%

92%

92%

93%

93%

93%

93%

94%

94%

94%

94%

94%

96%

96%

96%

97%

98%

99%

100%

100%

87%

92%

94%

0% 20% 40% 60% 80% 100%

14

39

41

33

4

12

47

52

23

1st Quartile

10

48

54

3

8

34

11

30

35

Median

77

5

2

58

7

55

45

6

13

3rd Quartile

1

32

9

62

71

56

16

101

44


Do you know why employees decide to leave your district?



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Figure 167 Health Benefits Cost per Enrolled Employee

This is the aggregate yearly premium costs (dis trict-paid) or di rect

costs if a district is self-insured, relative to the number of enrolled employees. Adjusted for cost of living.

Figure 168 HR Cost per District FTE

This is the total department costs of HR relative to the number of

dis trict employees. Adjusted for cost of living.

$20,334

$15,751

$15,554

$15,062

$14,506

$13,467

$12,565

$12,347

$10,062

$9,832

$9,811

$9,770

$8,959

$8,879

$8,340

$7,896

$7,574

$7,054

$6,738

$6,399

$6,328

$5,496

$3,956

$3,174

$1,455

$1,030

$674

$662

$167

$13

$5,704

$8,919

$14,246

$0 $5,000 $10,000 $15,000 $20,000 $25,000

16

62

30

35

7

3rd Quartile

47

56

45

4

2

58

6

101

Median

34

32

48

11

44

9

10

14

1st Quartile

71

39

41

52

5

77

1

23

33

49

12

46

63

3rd Quartile

Median

1st Quartile

District Value

$923

$777

$746

$708

$705

$691

$663

$650

$625

$591

$591

$575

$570

$562

$559

$553

$545

$530

$523

$513

$486

$472

$465

$400

$377

$347

$339

$316

$303

$276

$251

$206

$394

$549

$631

$0 $200 $400 $600 $800 $1,000

52

54

32

41

1

62

35

101

3rd Quartile

30

6

11

8

47

13

5

3

Median

7

55

12

33

23

16

2

56

1st Quartile

44

21

39

14

4

10

58

48

3rd Quartile

Median

1st Quartile

District Value


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Figure 169 HR Cost per $100K Revenue

This is the total department costs of HR relative to the total district

operating revenue. Not adjusted for cost of living.

Figure 170 Employee Relations - Discrimination Complaints per 1,000 Employees

This is the relative number of complaints/charges of discrimi-nation filed by employees with any governmental or regulatory agency, e.g., Equal Employment Opportunity Commission (EEOC).

$1,106

$814

$814

$805

$776

$761

$729

$710

$694

$679

$677

$621

$583

$581

$570

$547

$524

$514

$506

$487

$441

$437

$404

$391

$388

$378

$349

$343

$317

$271

$211

$205

$390

$535

$698

$0 $200 $400 $600 $800 $1,000 $1,200

52

8

54

55

71

41

13

101

3rd Quartile

47

1

6

14

3

2

23

5

Median

35

30

12

44

10

7

16

62

1st Quartile

56

39

33

4

48

21

45

58

3rd Quartile

Median

1st Quartile

District Value

3.69

3.51

2.67

2.47

2.41

2.41

2.33

2.16

2.07

2.07

2.05

2.02

1.99

1.73

1.63

1.44

1.21

1.01

0.94

0.93

0.87

0.80

0.63

0.62

0.57

0.49

0.40

0.90

1.73

2.25

0.00 1.00 2.00 3.00 4.00

14

33

48

11

39

3

54

3rd Quartile

5

1

52

62

7

8

Median

44

23

41

101

32

13

10

1st Quartile

35

2

56

4

55

16

47

3rd Quartile

Median

1st Quartile

District Value



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Figure 171 Employee Relations - Misconduct Investigations per 1,000 Employees

This is the number of formal internal investigations of alleged mis-

conduct by employees relative to the number of employees.

101.3

64.4

53.7

47.9

43.7

42.5

37.6

31.1

28.0

25.7

23.6

22.6

15.4

15.0

11.9

11.7

9.3

7.8

5.3

5.2

3.9

2.5

2.4

1.3

0.9

0.2

5.2

15.2

36.0

0.0 20.0 40.0 60.0 80.0 100.0 120.0

48

35

7

55

52

1

2

3rd Quartile

3

44

41

5

4

14

Median

6

54

32

8

10

62

1st Quartile

13

101

39

12

56

11

47

3rd Quartile

Median

1st Quartile

District Value


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KPI D E F I N I TI O N S S u b stitute P lacement Rate

Importance Failure to place substi tutes to fill teacher absences

can adversely affect s tudents , as well as school staff, and should be reduced to a minimum. Factors that Influence

x Qual ity of substitute pool database

x Substitute back-up policy Calculation Number of s tudent attendance days where a substi-tute was successfully placed in a classroom divided by the total

number of student attendance days that classroom teachers were absent from their classrooms.

S u b stitute P lacement with BA/ BS or Hig her

Importance Increasing the number of substi tutes with a college degree improves a student’s experience when a teacher i s absent. Calculation Number of teachers retained after one year divided by number of teachers that were newly hired one year ago.

Exit In terview Completion Rate

Importance Exi t interviews can provide important insight into

problems and patterns. Factors that Influence

x Placement of exit interview on separation/resignation forms

x Internal review processes

x Pro-active focus on customer service Calculation Total number of exi t interviews completed divided by

the total number of employee separations (including reti rement, res ignation and termination) in the district.

Teach er Retention

Importance Based on review of this measure, a district may re -allocate funds to adopt new mentor/induction programs or revise thei r current programs. Dis tricts will also have data available to jus-

tify making changes in thei r selection process and engaging local universities regarding coursework designed to better prepare grad-

uates for urban teaching. By tracking, monitoring, and examining re-tention of second year teachers , dis tricts can measure early attri tion rates and thereby manage the cost of bringing in new teachers , re-

vised mentoring/induction program and maintain desired s taff con-tinuity.


x Culture

x Communication

x School leadership

x Professional development

x Selection and hiring process

x Support Calculation Number of teachers retained after X number of years divided by number of teachers that were newly hi red Y number of

years ago.

Emp loyee S eparation Rate

Importance These measures may serve as indicators of district

policies , administrative procedures and regulations , and manage-ment effectiveness. Measuring these allows the dis trict to further analyze its actions in terms of resources , allocation of funds , policy

and support to i ts employees . They also may be measures of work-force satisfaction and organizational climate.


x Number of Equal Employment Opportunity (EEO) charges filed by employees divided by tota l number of employees

x State and local laws defining discrimination will impact

x Board policy and organizational protocol for resolution

x Organizational climate

x Qual ity and level of supervisory tra ining

x Qual ity and level of EEO Awareness training for all employees

x Indicator as to the effectiveness of supervisors and managers Calculation Number of discrimination complaints divided by total

number of district employees (FTEs) in 10,000s .

Health Benefits En rollment Rate

Importance Identifies the level of employee enrollment in the dis-

trict health benefits plan. Calculation Total number of employees enrolled in health bene-

fi ts plan divided by total number of employees eligible for heal th benefits.

Health Benefits Cost p er En rolled Employee

Importance It is important to have a competi tive benefi t package

to attract and retain employees. However, heal th care costs repre-sent an increasing percentage of overall employee costs . Rapid in-

creases in health care costs make it even more cri tical for districts to ensure that thei r heal th care dollars are well spent and thei r benefits are competi tive. Health care costs are an important component in

the total compensation package of employees . While i t is important to provide good benefi ts, it is also equally important to do i t at a

competi tive cost compared with other dis tricts that are competing for the same applicants. Factors that Influence

x Costs may be influenced by dis trict wellness programs and promoting healthy l ifestyles

x Plan benefits and coverage (individual , individual & spouse, fami ly, etc.) are major factors in determining costs.

x Costs are influenced by availability and competi tiveness of providers.

x Costs are influenced by geographic location (reasonable and customary charges for each location).

x Costs may vary based on plan s tructure (fully insured, self-insured, minimum premium etc.).

x Increased costs in heal th care will mean less money available for sa lary or other benefits.

Calculation Total health benefi ts cost (self-insured) plus total heal th benefi ts premium costs divided by total number of employees

enrolled in health benefits plan.



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HR Cost p er D istrict FTE

Importance This measure can help assess the size of the budget

for the human resources department. Since dis tricts often have dif-ferent s tructures and priori ties, this indicator should be used in con-junction with other measures that indicate actual performance.

Calculation Total HR department costs divided by total number of dis trict employees (FTEs).

Emp loyee Relation s - D iscrimination Complaints p er 1 ,000 Emp loyees


x State and local laws defining discrimination

x Board Policy and organizational protocol for resolution

x Organizational climate

x Qual ity and level of EEO Awareness training for all employees

x Indicator as to the effectiveness of supervisors and managers

x Qual ity and level of supervisory tra ining Calculation Number of discrimination complaints divided by total

number of district employees (FTEs) in 1,000s . Number of Equal Employment Opportunity (EEO) charges filed by employees divided by tota l number of employees in 1000s .

Emp loyee Relation s - Misconduct Investigations p er 1 , 000 Emp loyees

Importance This measure is an indicator of the effectiveness of hi ring and supervisory practices within a district. Administrative

costs associated with investigation and resolution diminish re-sources that could be used more productive educational purposes.

High instances of alleged employee misconduct reflect a negative public image on the district. Factors that Influence

x Organizational atti tude and tolerance toward employee mis-conduct

x Quality of s upervision

x Quality of tra ining – understanding of expectations

x The hi ring processes of the district Calculation Number of misconduct investigations divided by total

number of district employees (FTEs) in 1,000s .


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INFORMATION TECHNOLOGY

Performance metrics in information technology (IT) assess the productivity, cost efficiency, and service levels of the Information Technology Department. The metrics generally fall in the following categories:

a) Network services

b) Computers and devices

c) Help desk and break/fix technical support

d) Systems and software

Network-service measures examine such service-level indicators as Bandwidth per Student and Number of Days

Network Usage Exceeds 75% of Capacity and such cost-efficiency indicators as Network (WAN) Cost per Student.

Measures of personal computers and devices include Average Age of Computers, which reflect the refresh goals of

a district, as well as Devices per Student.

The cost effectiveness of technical support services such as the help desk and break/fix support are measured by Help Desk Staffing Cost per Ticket and Break/Fix Staffing Costs per Ticket.

Finally, the performance of systems and software is measured, in part, by the downtime of these systems, as high

rates of interruption are l ikely to adversely affect district end-users. The operating cost of these systems is meas-

ured with Business Systems Cost per Employee and Instructional Systems Cost per Student.


Information Technology Page 156

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L I S T O F KPIS I N IN F O R M A TI O N TE CH N O L O G Y Below is the complete lis t of Power Indicators , Essential Few and other key indicators in Information Technology. Indicators in bold are those in-

cluded in this report. (See “KPI Defini tions” at the back of this section for more complete descriptions of these measures .) All other KPIs are availa-ble to CGCS members on the web-based ActPoint® KPI system.

POWER INDICATORS

Devices - Average Age of Computers

Devices - Computers per Employee

Devices per Student

IT Spending per District FTE

IT Spending per Student

IT Spending Percent of District Budget

Network - Bandwidth per 1,000 Students (Mbps)

Network - Bandwidth per 1,000 Users (Mbps)

ESSENTIAL FEW

Devices - Advanced Presentation Devices per Teacher

Network - Days Usage Exceeded 75% of Capacity

Network - Overflow Capacity

Support - Break/Fix Staffing Cost per Ticket

Support - First Contact Resolution Rate

Support - Help Desk Call Abandonment Rate

Support - Help Desk Staffing Cost per Ticket

Support - Mean Time to Resolve Tickets (Hours)


Devices - Tablets per Student (Student Use)

Devices per Teacher (Dedicated Teacher Use)

IT Spending - Capital Investments

IT Spending - Hardware, Systems and Services

IT Spending - Personnel Costs

Network - WAN Availability

Onl ine Learning - Blended Courses Completed per Course Offering

Onl ine Learning - Blended Courses Offered

Onl ine Learning - Online Courses Completed per Course Offering

Onl ine Learning - Online Courses Offered

Support - District Employees per Help Desk FTE

Systems Cost - Business Systems Cost per Employee

Systems Cost - Instructional Systems Cost per Student

Systems Downtime - E-Mail

Systems Downtime - ERP

Systems Downtime - Finance System

Systems Downtime - HR System

Systems Downtime - LCMS/IMS

Systems Downtime - Online Assessment System

Systems Downtime - Payroll System

Systems Downtime - SIS


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FE A TU R E D A N A L Y S I S Figure 172 Devices per Student vs. Bandwidth per Student

This chart compares the number of s tudent-use devices with the total available bandwidth capaci ty for connecting to the Internet. The dis tricts in

the bottom-left quadrant have fewer devices and lower Internet connection bandwidth. Those districts in the top-right quadrant are ranked high in both the number of devices and Internet connection bandwidth.

The Devices per Student measure is an indicator of performance only so far as the district uses the devices effectively for a cademic purposes and

makes them available for s tudents to use. Bandwidth Capaci ty, on the other hand, is widely recognized as a must-have for 21st century classrooms, and as demand from teachers and s tudents for web-based content and applications continues to increase, school dis tricts have an essential imper-

ative to keep pace.

14

7

716

13

23

55

9

35

41

19

37

12

44

67

10

33

53

34

56

11

32

52

25

66

48

21

16

101

58

1

34

-

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

0.25 0.35 0.45 0.55 0.65 0.75 0.85

Ba

nd

wid

th (M

bp

s) p

er 1

,00

0 St

ude

nts

Devices per Student

Is your district’s technology meeting the demands of the 21st cen-tury?



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D A TA D I S CO VE R Y Figure 173 Devices - Average Age of Computers

This measure may be somewhat deflated due to the averaging method used, which weights computers aged six years or older the same as computers only five years old.

Figure 174 Devices - Computers per Employee

This does not include computers for student use. Includes laptops and desktop computers for employees.

5.27

5.07

4.87

4.83

4.75

4.61

4.61

4.54

4.52

4.45

4.41

4.35

4.30

4.21

4.12

4.10

4.07

4.05

4.00

3.96

3.96

3.91

3.90

3.90

3.90

3.87

3.83

3.83

3.78

3.73

3.69

3.67

3.67

3.48

3.45

3.30

3.29

3.26

3.17

3.13

3.08

3.02

3.68

3.93

4.39

0.00 2.00 4.00 6.00

37

58

57

32

51

5

30

71

35

56

39

3rd Quartile

10

13

34

9

101

25

53

6

45

11

Median

7

14

21

48

4

49

66

12

8

3

1st Quartile

41

46

74

52

16

33

62

23

67

2

19

3rd Quartile

Median

1st Quartile

District Value

0.22

0.47

0.58

0.62

0.63

0.64

0.65

0.71

0.76

0.95

0.97

0.97

1.02

1.05

1.14

1.16

1.16

1.17

1.24

1.24

1.25

1.37

1.38

1.40

1.62

1.73

1.79

0.68

1.05

1.24

0.00 0.50 1.00 1.50 2.00

55

16

6

58

35

11

7

1st Quartile

37

52

21

67

10

32

13

Median

4

14

23

48

41

30

3rd Quartile

101

66

3

44

56

33

34

3rd Quartile

Median

1st Quartile

District Value


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Figure 175 Devices per Student

This includes s tudent-use or mixed-use computers and tablets . It

does not include staff-assigned devices.

Figure 176 Devices - Advanced Presentation Devices per Teacher

This may include video/data projectors , document cameras/digi tal

overheads, and interactive whiteboards.

0.29

0.30

0.30

0.32

0.34

0.34

0.34

0.34

0.36

0.38

0.38

0.38

0.40

0.41

0.44

0.44

0.45

0.45

0.46

0.47

0.48

0.49

0.50

0.52

0.53

0.54

0.55

0.58

0.58

0.62

0.63

0.66

0.66

0.71

0.75

0.75

0.87

0.38

0.46

0.58

0.00 0.20 0.40 0.60 0.80 1.00

101

55

10

58

25

6

16

3

48

34

1st Quartile

56

2

44

13

32

23

41

71

53

Median

12

9

30

19

11

7

37

1

4

3rd Quartile

35

5

14

52

66

21

33

67

45

3rd Quartile

Median

1st Quartile

District Value

0.06

0.13

0.23

0.37

0.46

0.63

0.76

0.84

0.85

1.00

1.13

1.14

1.20

1.22

1.66

1.69

1.71

1.84

1.89

1.91

1.95

1.97

1.97

2.10

2.15

2.21

2.23

2.27

2.43

2.82

2.98

3.20

0.85

1.70

2.11

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50

2

66

26

56

58

3

14

21

1st Quartile

6

30

32

5

34

35

44

10

Median

33

48

13

12

7

67

8

41

3rd Quartile

52

37

55

4

16

101

1

23

3rd Quartile

Median

1st Quartile

District Value



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Figure 177 IT Spending Percent of District Budget

This does not include capital expenditures , only operational costs of

IT. (See figure to the right.)

Figure 178 IT Capital Investments Ratio to Operational Spending

0.63%

0.64%

0.70%

0.91%

1.24%

1.24%

1.28%

1.29%

1.41%

1.48%

1.52%

1.55%

1.57%

1.62%

1.67%

1.68%

1.68%

1.89%

1.98%

2.00%

2.02%

2.03%

2.07%

2.15%

2.31%

2.36%

2.39%

2.40%

2.46%

2.47%

2.64%

2.72%

2.95%

3.05%

3.09%

3.39%

3.69%

4.50%

1.49%

1.99%

2.45%

0.00% 1.00% 2.00% 3.00% 4.00% 5.00%

26

10

58

25

55

53

101

35

1

67

1st Quartile

8

44

45

71

12

3

23

16

48

Median

21

5

4

66

13

33

6

56

37

3rd Quartile

52

49

7

34

41

30

2

62

39

14

3rd Quartile

Median

1st Quartile

District Value

0.0%

0.0%

0.1%

0.8%

2.2%

2.9%

3.7%

4.4%

5.3%

5.9%

6.3%

11.5%

13.9%

14.8%

15.0%

15.3%

15.3%

16.0%

17.5%

18.8%

25.1%

28.6%

28.7%

36.3%

39.9%

43.3%

55.6%

56.1%

62.3%

70.9%

80.6%

104.2%

104.3%

104.7%

126.8%

138.6%

208.1%

268.3%

6.0%

18.1%

60.8%

0.0% 50.0% 100.0% 150.0% 200.0% 250.0% 300.0%

4

62

56

57

5

32

51

101

33

35

1st Quartile

37

19

7

16

9

49

12

48

13

Median

58

3

71

14

21

74

26

39

52

3rd Quartile

66

34

25

44

8

41

23

45

1

11

3rd Quartile

Median

1st Quartile

District Value


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Figure 179 IT Spending per Student

Figure 180 Network - Bandwidth per 1,000 Students (Mbps)

This represents the bandwidth capacity for a district’s connection to the Internet. SETDA recommends a target minimum of 100 Mbps per 1,000 s tudents/staff by the 2014-15 school year.

$57

$81

$83

$96

$104

$109

$115

$123

$129

$135

$150

$151

$153

$155

$159

$168

$169

$171

$185

$188

$207

$220

$222

$248

$248

$256

$260

$267

$275

$308

$317

$337

$341

$360

$400

$412

$414

$420

$421

$498

$508

$150

$207

$317

$0 $100 $200 $300 $400 $500 $600

10

26

101

58

55

9

8

44

1

16

1st Quartile

56

48

13

53

67

23

32

11

5

71

25

Median

3

37

6

41

66

35

4

12

39

3rd Quartile

7

34

52

45

14

21

62

30

2

19

33

3rd Quartile

Median

1st Quartile

District Value

1.1

2.3

2.4

4.8

7.7

8.9

10.6

11.5

11.7

11.7

12.2

15.2

17.5

17.5

17.9

18.8

19.7

19.7

19.8

19.9

20.7

22.5

23.7

24.9

25.2

25.2

26.4

27.1

28.3

32.3

32.4

33.9

34.6

63.6

63.7

66.1

68.6

-

-

1.2

0.6

-

-

42.3

-

8.8

7.8

-

-

32.4

17.5

0.1

188.5

-

29.6

198.2

-

49.9

-

-

-

-

100.9

26.4

27.1

-

46.6

-

33.9

115.2

-

572.9

330.4

-

11.7

19.8

27.7

- 20.0 40.0 60.0 80.0

8

62

37

35

13

44

48

32

7

1st Quartile

1

56

16

10

26

53

101

11

39

66

Median

52

19

23

4

33

55

41

3

25

3rd Quartile

67

71

21

6

14

9

34

12

58

Bandwidth Expansion Capacity 1st Quartile

Median 3rd Quartile



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Figure 181 Network - Days Usage Exceeds 75% of Capacity

Increased demand by bandwidth-intensive web applications and

tools means that school dis tricts are often struggling to keep up thei r network infrastructure. Many school dis tricts are near peak network capacity every day of the school year.

Figure 182 Network - WAN Availability

This is the annual uptime for the Wide Area Network (WAN).

260

210

200

180

180

180

170

165

160

154

150

120

113

102

100

90

50

42

30

18

11

7

5

5

5

3

21

108

169

0 50 100 150 200 250 300

5

21

46

67

26

57

52

3rd Quartile

7

13

101

8

23

33

Median

44

53

35

49

37

14

1st Quartile

32

19

66

71

58

1

3

3rd Quartile

Median

1st Quartile

District Value

99.6449%

99.8191%

99.8481%

99.8630%

99.9000%

99.9401%

99.9699%

99.9717%

99.9768%

99.9772%

99.9804%

99.9823%

99.9885%

99.9899%

99.9899%

99.9902%

99.9926%

99.9957%

99.9964%

99.9977%

99.9987%

99.9988%

99.9988%

99.9989%

99.9989%

99.9989%

99.9991%

99.9992%

99.9992%

99.9993%

99.9994%

99.9994%

99.9995%

99.9996%

99.9997%

99.9998%

99.9999%

99.9999%

100.0000%

100.0000%

100.0000%

100.0000%

99.9809%

99.9987%

99.9994%

99.6000% 99.8000% 100.0000%

13

9

39

25

49

30

7

51

41

19

35

1st Quartile

101

37

67

16

46

26

44

4

2

48

Median

1

14

8

23

52

56

58

57

10

3rd Quartile

55

74

34

66

33

3

71

5

32

45

62

21

3rd Quartile

Median

1st Quartile

District Value


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Figure 183 Support - Break/Fix Staff ing Cost per Ticket

Figure 184 Support - Fi rst Contact Resolution Rate

This is the proportion of support requests that were resolved on fi rs t

contact with the help desk.

$384.6

$359.5

$259.1

$212.0

$204.3

$203.9

$154.3

$150.7

$145.6

$140.0

$132.0

$131.9

$131.2

$117.2

$111.6

$107.8

$101.9

$99.9

$98.3

$97.6

$91.5

$89.5

$87.4

$82.8

$78.4

$78.4

$74.9

$72.8

$71.6

$65.8

$62.1

$59.1

$55.9

$55.8

$52.6

$45.5

$42.0

$41.2

$34.4

$32.6

$30.6

$20.0

$3.6

$57.5

$89.5

$131.9

$0.0 $100.0 $200.0 $300.0 $400.0 $500.0

66

30

1

33

51

74

8

26

21

56

101

3rd Quartile

7

57

23

4

14

53

34

52

11

12

Median

16

58

10

46

49

19

39

3

25

48

67

1st Quartile

71

13

2

44

37

9

35

45

41

32

62

3rd Quartile

Median

1st Quartile

District Value

2.6%

8.8%

12.3%

15.6%

16.5%

16.6%

21.8%

23.0%

23.1%

24.5%

25.2%

25.9%

26.7%

29.0%

30.6%

31.8%

36.4%

37.1%

39.2%

41.5%

42.1%

42.3%

42.4%

43.7%

45.2%

47.1%

48.6%

49.0%

49.4%

51.5%

54.0%

54.8%

54.9%

56.2%

56.8%

61.9%

62.6%

63.9%

70.3%

74.0%

75.0%

89.2%

25.4%

42.2%

54.6%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

34

35

49

25

41

19

51

56

33

37

48

1st Quartile

66

11

55

57

45

2

53

67

8

58

Median

44

9

26

7

12

46

23

16

52

21

3rd Quartile

13

71

1

10

39

14

3

101

30

4

74

3rd Quartile

Median

1st Quartile

District Value



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Figure 185 Support - Help Desk Call Abandonment Rate

Figure 186 Support - Help Desk Staffing Cost per Ticket

25.9%

25.7%

24.5%

22.8%

22.0%

21.6%

21.1%

20.7%

19.7%

18.1%

17.8%

15.6%

15.0%

14.2%

12.7%

11.8%

11.6%

10.8%

10.4%

9.5%

9.5%

8.0%

7.5%

7.4%

6.3%

6.1%

6.1%

4.6%

3.7%

2.9%

2.4%

1.5%

0.2%

6.3%

11.6%

19.7%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

58

8

11

2

44

21

16

51

25

3rd Quartile

7

33

10

48

26

1

35

37

Median

41

46

23

4

57

39

13

52

1st Quartile

30

71

53

55

14

67

9

101

3rd Quartile

Median

1st Quartile

District Value

$158.2

$127.8

$79.7

$78.6

$71.8

$48.7

$44.9

$32.9

$32.6

$32.5

$30.8

$29.1

$27.8

$26.4

$23.5

$23.3

$22.4

$21.5

$21.1

$20.6

$20.0

$19.7

$19.0

$17.5

$17.1

$15.5

$15.4

$14.7

$13.3

$12.2

$11.9

$11.3

$11.1

$10.6

$10.6

$10.5

$9.9

$9.3

$9.1

$7.3

$2.8

$11.9

$20.0

$30.8

$0.0 $50.0 $100.0 $150.0 $200.0

33

25

74

49

45

52

3

41

56

30

19

3rd Quartile

21

66

53

16

26

7

35

12

8

13

Median

71

46

44

11

14

23

2

67

48

39

1st Quartile

37

4

9

10

58

57

101

1

32

62

3rd Quartile

Median

1st Quartile

District Value


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Figure 187 Systems Cost - Business Systems Cost per Employee

This includes maintenance fees and s taffing costs to maintain busi-

ness systems such as ERP, finance, and payroll.

Figure 188 Systems Cost - Instructional Systems Cost per Student

This includes maintenance fees and staffing costs to maintain sys-

tems such as s tudent information systems (SIS), learning manage-ment systems (LMS), and content management systems (CMS).

$742

$463

$419

$415

$390

$387

$366

$363

$261

$239

$236

$223

$222

$214

$199

$198

$189

$171

$168

$166

$155

$145

$145

$127

$120

$107

$93

$82

$81

$78

$77

$63

$60

$120

$189

$261

$0 $200 $400 $600 $800

30

4

34

66

13

21

11

33

3rd Quartile

3

5

1

35

41

8

37

39

16

Median

67

12

52

6

7

101

2

14

1st Quartile

44

23

48

58

32

62

56

10

3rd Quartile

Median

1st Quartile

District Value

$103.4

$72.4

$57.1

$56.0

$51.5

$51.0

$43.6

$43.2

$36.3

$31.5

$27.8

$25.6

$24.2

$23.9

$23.4

$23.2

$22.2

$21.3

$20.4

$19.7

$19.6

$18.8

$17.8

$16.0

$15.9

$14.4

$14.1

$13.3

$12.5

$12.5

$9.7

$9.6

$9.5

$9.3

$9.0

$8.5

$6.5

$5.4

$5.2

$12.5

$19.7

$29.7

$0.0 $20.0 $40.0 $60.0 $80.0 $100.0 $120.0

21

45

19

14

52

34

7

33

1

71

3rd Quartile

12

30

3

13

16

32

4

5

41

Median

66

37

44

25

35

2

62

48

9

11

1st Quartile

53

10

67

26

58

39

8

23

56

101

3rd Quartile

Median

1st Quartile

District Value



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KPI D E F I N I TI O N S D evices - Average Age of Computers

Importance The measure creates an aging index that counts the

number of computers in the district by age. Understanding the aver-age age of computers provides data for budget and planning pur-poses, and impacts break-fix support, supplies , and training. Aging of

machines may differ between elementary and secondary schools as well as adminis trative offices . Implementation of new software ap-

plications has minimum standards that user machines must meet. Understanding computer aging will help identify district readiness as applications become available to s taff and students . Developing

comprehensive refresh cycles impacts not only the purchasing of equipment but also tra ining cycles. Many organizations in the private sector use a s tandard of three

years for age of computers before they are replaced. Many school dis tricts refresh thei r computers over a five -year period to get max-

imum benefits out of their equipment. Factors that Influence


x Budget development for capi tal, operational , and categorical funds

x Budget development for schools and department in refresh and computer purchasing

x Budget development in support, supplies, and maintenance.

x Implementation and project management for new software applications in both instructional and operations areas.

x Type of machine (i.e., desktop, laptop, netbook, etc.) Calculation The weighted average age of all dis trict computers , calculated as follows: number of one -year-old computers plus num-ber of two-year-old computers times two plus number of three-year-

old computers times three plus number of four-year-old-computers times four plus number of five-year-old computers times five plus number of computers older than five years old times six.

D evices - Compu ters p er Employee

Importance Indicates the number of computers used by employ-

ees . Calculation Total number of office -use and teacher-use laptops and desktops divided by the total number of district employees

(FTEs).

D evices p er S tudent

Importance This tracks the movement toward a one -to-one ratio

of s tudents to devices. Calculation Total number of desktops , laptops and tablets that are for student-only use or mixed-use divided by total s tudent en-

rol lment.

D evices - Ad vanced P resentation D evices

Importance Hi -tech presentation devices are useful for technolo-

gy-enhanced instruction. Calculation Total number of advanced presentation devices (vid-eo/data projectors , document cameras/digi tal overheads, and inter-

active whiteboards) divided by the total number of teachers (FTEs).

IT S p en ding p er S tudent / P ercent of D istrict Budg et

Importance The measure provides a tool for districts to compare

thei r IT spending per s tudent with other districts . This measure must be viewed in relationship to othe r KPIs to strike the correct balance between the district’s efficiency and i ts effective use of technology. If other KPIs such as customer satis faction, securi ty practices, and ticket resolution are not performing at high levels, low costs associ-

ated with IT spending may indicate an under-resourced operation. Factors that Influence

x Budget development and staffing

x IT expenditures can be impacted by new enterprise implemen-tations

x The commitment of community for support technology invest-ments in education

x IT Department s tandards and support model

x Age of technology and application portfolio

x IT maturity of district Calculation

Percent of Budget: Total IT s taffing costs plus total IT hardware, sys-tems and services costs divided by total district operating expendi-tures .

Per-Student: Total IT s taffing costs plus total IT hardware, systems and services costs divided by tota l student enrollment.

Network - Ban dwidth p er 1 ,000 S tudents (Mb ps)

Importance This measure compares similarly si tuated districts and provides a quanti fiable measure toward the goal of providing adequate bandwidth to support the teaching and learning environ-

ment. Bandwidth per Student provides a relative measure of the ca-paci ty of the dis trict to support computing applications in a manner

conducive to teaching, learning, and district operations. Some dis-trict and student systems are very sensitive to capacity constraints and will not perform well. Students and s taff have come to expe ct

certain performance levels based on thei r experience with network connectivi ty at home and other places in the community, and

schools must provide performance on a par with that available elsewhere. Factors that Influence

x The number of enterprise network based applications

x The capacity demands of enterprise network based applications

x Fund availability to support network bandwidth costs

x Capaci ty triggers that provide enough time for proper build out and network upgrades

x Network monitoring systems and tools that allow traffic shap-ing, prioritization, and application restriction

Calculation Total standard available bandwidth (in Mbit/s) divid-ed by total student enrollment in 1,000s . These data are expressed in Mbps.

Network - D ays Usage Exceeds 7 5% of Capacity

Importance Staying below the metric threshold is cri tical to appli-cation performance and user satisfaction. This metric may also pro-

vide justification for network expansion and capacity planning.


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x The number of online applications sensitive to latency, digi tal video, and voice will all impact the amount of bandwidth a dis-

trict needs.

x School districts may experience short periods of time with ex-ceptional network demand and large portions of time with

plenty of excess capacity. Calculation The number of days that peak daily internet usage reaches more than 75% of the s tandard available bandwidth for five

(5) minutes or longer.

Network - W AN Availability

Importance A high amount of downtime of the Wide Area Net-

work (WAN) will likely disrupt the s tudents , teachers and s taff in the dis trict. Factors that Influence

x The number of online applications sensitive to latency, digi tal video, and voice will all impact the amount of bandwidth a dis-trict needs.

Calculation Total minutes of all outages on WAN ci rcuits divided by the tota l number of WAN ci rcuits.

S u p port - Break/Fix S taf fing Cost p er Ticket

Importance This measure assesses s taffing cost per incident, which may indicate how responsive and how efficient the help desk is in making i tself available to customers. The goal is to improve cus-

tomer satisfaction through resolving incidents quickly, effectively, and cost efficiently. There are various costs that could be included in this metric such as hardware, software, equipment, supplies,

maintenance, training, etc. Staffing cost per ticket was selected be-cause data are easily understood and accessed and salary costs are

typica lly the biggest cost factor in a help-desk budget. Factors that Influence

x Software and systems that can collect and route contact infor-mation

x Knowledge management tools available to help desk s taff and end users

x Budget development for s taffing levels Calculation Total personnel costs of Break/Fix Support costs (in-

cluding managers) divided by the tota l number of tickets/incidents.

S u p port - First Contact Resolution Rate

Importance This measure calculates the percentage of user ini ti-

ated contacts to the help desk, which generates a ticket that is re-solved without escalation to the next higher support level . FCRR is an indicator of the number of exception contacts that a support cen-

ter is receiving. It can be used as a management indicator to devise s trategies to lower cost, improve operational ability and workflow, and improve customer satisfaction. It is more cost effective for the

organization to resolve calls on fi rs t contact because the customer is returned to productive work more quickly. Private industry expects

that 85% of trouble calls are resolved on fi rst contact. This measure can also be used as a tool to help guide quali ty improvement pro-cesses.


x Software and systems that can collect contact information at the help desk

x Automation tools for common help desk issues like password reset can improve performance and reduce costs – these num-bers should be included in data collection

x Knowledge and training of help desk s taff in enterprise applica-tions

x Knowledge and training of end user of enterprise applications used

x New implementations will cause increase in service calls

x Permissions that are set for the help desk staff. If permissions are restricted, help desk s taff will be able to resolve fewer types of problem calls.

x Capaci ty of the organization to respond to customer support requests

x Abi l ity of help desk ticket application to track work tickets

x Tactical assignment of responsibilities may be di fferent in each organization. The responsibilities of the help desk may vary

from simply opening tickets to complete troubleshooting and problem resolution.

Calculation Number of tickets/incidents resolved on fi rs t contact

divided by the tota l number of tickets/incidents.

S u p port - Help D esk Call Ab andonment Rate

Importance This measure assesses the percentage of telephone

contacts that are not answered by the service desk s taff before the caller disconnects . CAR is an indicator of the s taffing level of the ser-vice desk relative to the demand for service. The CAR can be used as

a management indicator to determine s taffing levels to support sea-sonal needs or during times of system issues (application or network problems). On an annual basis, i t is a measurement of the effective-

ness of resource management. This measure should be used as a tool to help guide quality improvement processes.


x Effective supervision to ensure that service desk team members are online to take calls

x A high percentage could indicate low availability caused by in-adequate s taffing, long call handling times and/or insufficient

processes

x Length of time the caller is on hold

x Capaci ty of the organization to respond to customer support requests

x Proper s taffing when implementing district-wide applications , which significantly increase calls

x Automation tools like password reset can reduce number of ca l ls to the help desk and reduce overall call volume

x Increased training of help desk can reduce long handling time freeing up staff to take more calls

Calculation Number of abandoned calls to the help desk divided by tota l number of ca lls to the help desk.

S u p port - Help D esk S taff ing Cost p er Ticket

Importance This measure assesses s taffing cost per incident, which may indicate how responsive and how efficient the help desk

is in making i tself available to customers. The goal is to improve cus-tomer sa tisfaction through resolving incidents quickly, effectively, and cost efficiently. There are various costs that could be included in

this metric such as hardware, software, equipment, supplies, maintenance, training, etc. Staffing cost per ticket was selected be-cause data are easily understood and accessed and salary costs are

typica lly the biggest cost factor in a help-desk budget. Factors that Influence

x Software and systems that can collect and route contact infor-mation



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x Automation tools for common help desk issues like password

reset can improve performance and reduce costs these num-bers should be included in data collection

x Other duties performed by the help desk staff that restrict them from taking calls

x Knowledge management tools available to help desk s taff and end users

x Budget development for s taffing levels Calculation Total personnel costs of the help desk (including managers) divided by the total number of support tickets/incidents.

S ystems Cost - Bu siness S ystems Cost p er Employee

Importance Can be used to evaluate total relative cost of systems. This includes recurring costs and maintenance fees only; it does not include capital costs or one-time implementation fees.

Calculation Personnel costs of s taff for administration, develop-ment, and support of enterprise business systems plus annual

maintenance fees for all enterprise business systems plus total out-sourced services fees for enterprise business systems all divided by tota l number of district FTEs.

S ystems Cost - In structional S yst ems Cost p er S tudent

Importance Can be used to evaluate total relative cost of systems. This includes recurring costs and maintenance fees only; it does not

include capital costs or one-time implementation fees. Calculation Personnel costs of s taff for administration, develop-ment and support of instructional systems plus annual maintenance

fees for instructional systems plus total outsourced services fees for instructional systems all divided by total number of students in the dis trict.

Documents

Managing for Results - TransACT · A REPORT OF THE PERFORMANCE MEASUREMENT AND BENCHMARKING PROJECT OCTOBER 2014 Managing for Results in America’s Great City Schools RESULTS FROM