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KPI presentation - Northumbria conference 2013
1. Rachel Bury
Academic Liaison Manager –
Quality, Communication
and Marketing
rachel.bury@edgehill.ac.uk
@rachelriding
Helen Jamieson
Customer Services Manager
helen.jamieson@edgehill.ac.uk
@jamiesonhelena
2. Presentation aims:
• Brief overview of Edge Hill
University/Learning Services
• Overview of project MIDAS (Management
and Information and Data Solutions)
• Key performance indicators – our case
study
3. Edge Hill University
• 13,500 FTE
• University staff – 1,298
• University status – 2006
• Large provider of Teacher Education
and Nursing
Learning Services
• Library
• LTD Team
• SpLD Support
• Media & ICT Support
• Academic Skills
• Research Support
107 permanent staff
4. Our journey…..
• Customer Service Excellence
• Service standards
• Monitoring/stats/data
• Measuring impact – so what?
5. Objectives of MIDAS
•To define and create a shared understanding of what ‘management information data’ is in a HE
context
•To audit current practice for the collection of management information, both qualitative and
quantitative, within Learning Services
•To review stakeholders and their needs internally, both within the Service and University wide,
and externally.
•To investigate good practice in the collection of management information and data, including
freedom of information/data protection issues
•To review systems and software available to assist in the collection of management information
and data
•To explore alternatives for the centralised management of the collected data
•To make recommendations and solutions for the future including the raising of staff awareness
of the value and importance of information/data
6. Our approach to KPIs
• Research – lots of literature but predominantly business focus
• Academic libraries –what did we find?
• Project group formed reporting back to wider senior team
• Responsibility for KPIs embedded in a specific role
7. • Definition – What it means to us
• Should be based on the core values of your service/organisation – what
are they?
• Our approach - experiential
• Balanced score card approach – Annual Monitoring Review
• Our ‘stab’ at KPIs
8. • Embedding into service planning and marketing with staff
• Key driver is a change in culture
• Road map for embedding statistics
• Dashboards
• Infographics
9. Next steps….
• Staff development – creation and use of dashboards, impact, how to use in
conversations
• Plans for next academic year – communicate our KPIs looking at a number of
channels
• Review with senior managers in September 2013
• Implement those metrics which are aspirational at the moment
10. • References and wider reading:
• http://www.sconul.ac.uk/page/performance-and-
quality-resources
• David Parmenter. Key Performance Indicators for
Government and non-profit agencies:
implementing winning KPIs. John Wiley and Sons.
2012
• CGMA Tool. How to Develop Non-Financial KPIs.
Nov 2012
This is a case study and our experience which included lots of experiential learning!Helen
Helen
HelenAlways kept stats in some capacity ie for SCONUL but mainly counting and volumeUsed to service standards as part of Chartermark.2 things happened around the same time – one was the move from CharterMark to CSE which place the customer at the heart and focussed less on processes and more on the impact – the so what – what difference does it make? Around the same time the Dean of Service asked for wide scale review of data, stats, etc and flagged up the importance of a rubust evidence base – particularly in the current climate.The first step was project MIDAS…
HelenGood starting pointBack to basics – audit – what are we keeping, ands why, where does it go/live? What story does it tell? Where is is stored?Sounds quite pedestrian now but it was important groundwork and allowed us to move on to looking at KPIs
RachelWhere would librarians start? Look at the literature, started via our Discovery tool but found books to be more informative at the level we needed but there is a predominantly business focus with some new books looking at none profit making organisations. Quite a lot of readable literature from David Parmenter who is Australian – details of a book which is within the ebrary collection at the end of this presentation. Some information on the SCONUL website from those services with published KPI’s or those moving towards this approach. Many libraries use the balance score card which again was led in the UK by SCONUL. We have adapted what we have read and discovered to our situation and used to embed a number of new practices. Our experience is very practical and operational but at this early stage as we introduce to staff it needed to be.We looked at UK university KPIs and searched for academic libraries – lots of libraries in the Uk and US publish statistics and service standards and annual reports. There maybe of course libraries who are using KPIs but they are held internal and not available via webpages. Publishing statistics is very common but is in fact just the counting and our first stage in the process was finding away to move it on from just counting.We formed a small project group of senior managers and gave regular updates to our strategy group during the early stages. Consultation and questions a key part of the process with lots of but what does it prove and so what?The managing of KPIs sits within my job description working closely with Helen Customer Service Manager as KPIs are linked to our customer relationships and performance in terms of delivering a service to our customers
RachelLots of ways at looking at KPIs and from reviewing those in UK HE libraries, others have taken a different approach. They are used to evaluate success but choosing the right KPI relies on managers knowing what is really important to the organisation and what the organisation values. The Learning Services KPIs are goals and the values and our service. KPIs should be based on your values. We have used our value proposition. Are you aware of what yours are, is this something which has been discussed in your teams?We have 5 KPIs which are essentially the areas we have to deliver if we are to live our value statements.Our approach has been very experiential with lots of staff asking questions, which is a good thing and also important in terms of knowing that staff have been involved and are more likely then to have a stronger buy-inWe have used the balance score card approach to planning for 4 years and our KPIs and metrics do sit within quadrants of the score card.Here is the spreadsheet – which did take 3 months to come together. With full consultation.Highlight the value statement, 5 KPIs, all the metrics, why and where it sits in the balance score card. Best feedback so far has been staff find the notes very helpful!
RachelWe established a number of tools to communicate our performance in an engaging format:l
