Metrics Demystified Best Practice Strategic Planning October, 2012 Louise Davidson, Metrics Coordinator
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1 Metrics Demystified Best Practice Strategic Planning October, 2012 Louise Davidson, Metrics Coordinator
2 Question: What s your understanding of Performance Management?
3 A clear line of sight towards our mission Campus: Alignment on clearly communicated campus goals Units: Clearly articulated goals and metrics that cascade from campus goals Performance management affects our organization at all levels. Supervisors: Metrics for work program goals Individuals: unit goals
4 Strategic Performance Management Process
5 SPC Case Study Strategic Direction Are We Focusing On the Right Things?. Business Line Strategic Objectives High-Level Indicators Strategic Management Enhanced Bank-wide Strategy Formulation, Articulation, and Understanding Satisfaction with Strategic Forum/Dialogue (1-10) Prior 12 Last 12 Goal Assessment of MTSF (1-10) Finance Management Dynamic, adaptable and sustainable financial strategies Assessment of Financial Sustainability (1-10) Assessment of Pricing and Income Allocation (1-10)?? 10?? 9 Risk Management Proactive Management of Bank-wide Risks Risks Understood by Key Stakeholders (1-10) Senior Management s Satisfaction with Loan Loss Provisioning (1-10) Resource & Performance Management Meaningful Budget Reforms Leading to Improved Cost- Effectiveness and Cost- Efficiency Budgeting Cost as % of BB (%) Board Satisfaction with Budget Reform (1-10) ?? 9 September 2012 GMI 2012 All Rights Reserved 5
6 SPC Case Study Shifts and Tradeoffs Strategic Choices Are We Deploying Resources Effectively to Meet Our Objectives?. Business Line Resource & Performance Management Resource & Performance Management Decrease Increase -1 $M Comment Increased Focus on Macro-level RPM Costs Reduced Focus on Micro-level RPM Costs Resource Allocation (All sources of funds) FY04 ACTUAL $26.6M Actual FY05 PLAN FY05 OUTLOOK $28.1M Plan $n.nm Outlook FY06 PLAN $28.9M Plan FY07 FY08 $M Strategic Management Financial Management Risk Management Resource & Performance Management Development Marketplace Other Bank Budget Other Sources of Funds September 2012 GMI 2012 All Rights Reserved 6
7 SPC Case Study Performance Management How Well Are We Performing? September 2012 GMI 2012 All Rights Reserved 7
8 Insight into Results September 2012 GMI 2012 All Rights Reserved 8
9 Enabling Tools
10 VCAF All Business Lines Results Chain You Can t Measure What You Can t Describe Illustrative Draft Final Outcomes Sustain Berkeley s excellence and unique public character Intermediate Outcomes Safe, Secure and Environmentally Friendly Campus/ Sports Mission-aligned Strategy and Resources underpinned by sustainable Financial Capacity World-Class Administrative staff and operations and facilities and technology Infrastructure Mainstreamed Best Practices in High Performing Culture ( And Development Ideas) Outputs Police Protection Laboratory standards Health Services Bear Buy Parking Work Programs BAS BAS BAS Functions Functions (eg (eg Security, Security, Health, Health, Environment, Environment, Parking&Transportation, Parking&Transportation, Purchasing) (eg Security, Health, Environment, Parking&Transportation, Purchasing) Purchasing) Resources Budget Human Resources Technology Knowledge
11 SPC Case Study Process Maps September 2012 GMI 2012 All Rights Reserved 11
12 The Project The Scope: 1. Campus-wide level 2. Unit level 3. Insight into Results The Approach: Useful Automated Willing/Voluntary/Pilots Engagement of a crosssection of unit types Nimble Integrated A framework that enables the roll up of metrics and provides leaders with useful information to make better decisions and communicate achievements
13 The Timing Fall 2012 High level design - What is it? - How will it be used? Spring 2013 Working Model- Prototypes with pilot units Summer- October 2013 Finalizing the Design October Roll Out September 2012 GMI 2012 All Rights Reserved 13
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