If we at the CSU were to add a few characteristics
to further define what makes a good measure, we might use words
such as meaningful, understandable, controllable, available,
and well defined. Even if these words do not make a handy acronym,
they provide criteria that we can use to select the best measures.
Of course, we would like to identify measures encompassing all
of these characteristics on our first try. However, sometimes
it takes a few iterations before identifying those perfect measures
that so accurately track our progress.
In an effort to learn from each other, we have
selected a few CSU measures to profile in this edition. Even
if the specific measure does not apply to your campus, the fundamentals
of creating useful measures remain the same.
Measure: Percentage of purchase orders
dispatched by due date
Campus: Purchasing, Administration and Finance Division, Cal
Poly San Luis Obispo
Clearly one of the objectives of the SLO Purchasing department
is to complete purchase orders in a timely manner. This measure
is utilized to track their progress towards meeting their objective.
An impressive feature of this measure is that it does not allow
for an “average” time to complete purchase orders,
because then it would be unclear if the customer needs were
met. By measuring the percentage completed by the due date,
the purchasing department knows definitively if they have provided
a timely service to their customers. Additionally, this measure
is straightforward and understandable, so the staff can track
their progress.
Measure: Number of model practices implemented
Campus: Business and Finance Division, CSU Stanislaus
Implementing “model practices” is a priority
for every administration/finance/business division and is encouraged
by CABO members. For Stanislaus, it is a sign that individual
departments are actively seeking and implementing new ideas.
This measure provides clarification and meaning to Stanislaus’
objective of “the development of model practices and demonstration
of investment in technology and equipment that enhances the
delivery of Business and Finance services to the university.”
What defines “model practice” for this measure?
A practice that has a proven track record for improving the
business processes through benchmarking, observation, or experience.
The practice must also be well defined and documented. Examples
might be implementing a new technology such as an imaging system
to improve customer service and omitting an unnecessary step
from a process to improve response time.
Measure: Average time to complete routine
service requests
Campus: Facilities Management, CSU Long Beach
In this case, "routine service requests" are requests
made by customers, and "time" is calculated from the
time the call is received in the Customer Service Center to
the time the work order is completed from the customers view.
The Facilities Management team has also set up a supplemental
measure, "Cycle Time to Close Routine Service Requests",
which indicates the time from completion to close (which includes
all administrative work after the request has been completed).
What makes these good measures is that the definitions are based
on industry guidelines, specifically, APPA's Strategic Assessment
Model, so there are consistent definitions and available benchmark
data. Additionally, the start and end times of these measures
are captured electronically so data tracking is automated. These
two measures are used together to track two important objectives:
prompt response time and improved productivity.
Measure: Percentage of evaluations with
a Workforce Skills Development Plan (WSDP)
Campus: Finance and Administration, CSU San Marcos
One of San Marcos’ employee objectives is to develop workforce
skills. To this end, a Workforce Skills Development Plan (WSDP)
was added to employee evaluations to address competency development.
On each WSDP, employees and managers identify which competencies
are needed for an employee, what training is required to develop
these competencies, and what activities the manager and staff
member will engage in to follow the plan. This measure determines
the percentage of evaluations containing a WSDP (which is a
voluntary activity). Staff and managers are completely in control
of the results for this measure since it requires their time
to complete. San Marcos is also exploring supplemental measures
related to training so that they can track the effectiveness
of this program.
