department: facility services mission: to deliver service …€¦ · · 2016-06-03business area...
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KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
FS 1.0 $ / Square Foot (sf) $1.58 $1.57
2012/13 OAPPA
Average:
$1.58/sf
FS 1.1% of time that established
Service levels were achieved *85% 76% N/A
FS 2.0 $ / Square Foot (sf) ** $1.67 $1.18
2012/13 OAPPA
Average:
$1.67/sf
FS 2.1
% of times that service delivery
matched the expected services
levels
(Priority 1) ***
95% 83%
FS 2.2
% of times that service delivery
matched the expected services
levels
(Priority 2)
90% 81%
FS 2.3
% of times that service delivery
matched the expected services
levels
(Priority 3)
70% 73%
FS 3.0 $ / Acre $42.07 $27.33
2012/13 OAPPA
Average:
$42.07/per Stu
FTE/Acre
Department: Facility Services
Mission: To deliver service excellence on time and on budget to a satisfied customer. We are committed to providing a healthy, safe, supportive and
inspiring physical environment conducive to learning, teaching, research, community partnering and the attraction and retention of quality students,
faculty and staff.
• Provide grounds costs at, or below the
Ontario Association of Physical Plant
Administrators (OAPPA) average Grounds
Custodial
• Provide custodial costs at, or below the
Ontario Association of Physical Plant
Administrators (OAPPA) average
• Provide custodial service to assigned
campus buildings and auxiliary services within
the service levels that are established.
Maintenance
• Provide maintenance costs at, or below the
Ontario Association of Physical Plant
Administrators (OAPPA) average
• Perform repair maintenance and renovation
work within the work-priority guidelines. N/A
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
FS 3.1
% of time that service levels
were achieved for seasonal
landscaping & snow response
100% 97%
FS 3.2 Snow Response 100% 96%
FS 4.0 $ / Square Foot (sf) $0.36 $0.30
2012/13 OAPPA
Average:
$0.36/sf
FS 4.1% of Projects completed on
time and on budget100% 86%
No of Project on time & over
budget ****0% 5% N/A
Projects on Budget & not on time 0% 8%
Projects not on time & not on
Budget 0% 1%
FS 5.0$ dollars/ sf(a measure of cost
containment)$3.29 $3.24
2012 / 2013
3OAPPA
Average:
$3.29 /sf
FS 5.1
% of un-interrupted utility
service provision
(power, water, heat)
100% 99.95% N/A
Construction
• Provide construction administrative costs
at, or below the Ontario Association of
Physical Plant Administrators (OAPPA)
average
• Deliver assigned projects on time, on
budget, to a satisfied customer.
Utilities
• Provide utilities costs at or below the
Ontario Association of Physical Plant
Administrators (OAPPA) average
• Provide utilities to all campus buildings with
no service interruptions, and respond to
occupant comfort issues in a timely manner
Administrators (OAPPA) average
• Provide complete property /landscaping
seasonal programs • Provide
snowremoval services
Grounds
N/A
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
Logistics Services
• To provide the campus with logistic delivery
services as per assigned schedules and service
levels.
FS 6.0
% of time that service schedules
and service levels were
actually met
100% 100% N/A
Mail Services• Mail Services provided as per Service
Standards
FS 6.1
% of time that service schedules
and service levels were
actually met
100% 100% N/A
* FS 1.1 Actuals based on 2258 Audits complete
** FS 2.0 is based on APPA survey data that is current as of Spring 2013.
*** The updated data for FS2.1 to 2.3 represents the average from Dec. 2012 - Aug. 2014
**** Projects completed from May. 2012 - Oct. 2014
0%
20%
40%
60%
80%
100%
FS 1.0 FS 1.1 FS 2.0 FS 2.1 FS 2.2 FS 2.3 FS 3.0 FS 3.1 FS 3.2 FS 4.0 FS 4.1 FS 5.0 FS 5.1 FS 6.0 FS 6.1
Actual
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
Accounts
Payable
• Consistent Communication. • Providing
key results indicators that are important to
the University community and that provide
better awareness regarding achievable
service levels within available resources.
FA 1.0
Expense Report Processing Time
(in Days) where the submission is
in compliance with policy
requirements. *
2 pending N/A
Financial
Services
• Consistent Communication. • Transition to
self-service delivery • Offer more user-
friendly and convenience based self-service
opportunities to the University students,
Faculty, and staff community.
FA 2.0
% of Student Payments
Processed Electronically.
For this KPI, target is adjusted
each quarter
70% pending N/A
FA 3.0Investment Pool Returns /
Benchmark (10 Years)6.3% 6.9%
FA 3.1Salary Pension Plan /
Benchmark (10 years)6.2% 7.3%
SP 1.0 Total# PO's per Quarter TBD 869
SP 1.1 Total P-Card Spend $6,000,000 $5,865,293
SP 1.2 Number of RFx Posted on MERX 12 $10
SP 1.3Number of PO# based on RFx's
Including Facility Services RFx's.16 $4
N/A
Department: Financial Affairs
Mission: We support and facilitate the financial affairs of the University and its communities with expertise and integrity.
Treasury Operations
• Meet policy benchmark returns over time
using approved asset mix
• Consistent Communication FA12.2
(above)
N/A
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
Total PO Spend current quarter $44,892,748
Total of all PO`S Over> $10k 313
Total of PO`S Over $50k < $100k 39
Total of PO`S Over > $100k 47
# of P-Card Transactions 13271
Avg P-Card Transaction $441.96
% of Transactions< 1000 90.29%
% of Transactions > 1000 and <
50008.66%
% of Transactions > 5000 and <
100000.96%
Total Cardholders 996
Average Transaction per Card
Holder13
Total Sole Source Pos 97
Total Spend Sole Source $7,825,133
S/S% of all PO's over $10k < 25% 17.4%
* Target has been updated post-Mosaic from 10 days
Strategic
Procurement
• Monitor Procurement activity in Mosaic to
increase productivity via targets, set strategic
goals & increase compliance.
0%
20%
40%
60%
80%
100%
FA 1.0 FA 2.0 FA 3.0 FA 3.1 SP 1.0 SP 1.1 SP 1.2 SP 1.3
Actual
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
HR 6.0File turnaround time against
reasonable outcome97% 100%
HR 6.1a 8 8
HR 6.1b 12 12
HR 6.2
Overall Satisfaction – through
client feedback survey (reported
Q4 only)
80% 94
OLS 1.0File turnaround time as against
reasonable outcome75% 100%
OLS 1.1
Knowledge transfer - # of
education initiatives offered,
website material, templates, etc.
(per year)
12 12
OLS 1.2
Overall Satisfaction – through
client feedback survey (reported
Q4 only)
75% 98
Department: HR ELR and Office of Legal Services
Mission: We promote a positive, productive working and learning environment through the provision of expert, consultative human resource programs
and services in support of the University’s mission. As trusted advisors, we facilitate a culture of engagement, encourage continuous improvement and
foster collaborative relationships.
Knowledge transfer - # of
education initiatives offered (ie:
bargaining implementation,
bargaining team orientation, HR
LInC, Faculty meeting
attendance, etc.)
8 open and 12 closed events per
year
Office of Legal
Services
• Provide efficient, reliable and professional
legal advice and strategic guidance to
University clients. • Understand the
University’s mission and objectives through
regular interaction with groups and
individuals across Campus • Keep informed
of legislation and case law that may impact
the University.
Employee/ Labour
Relations
• Provide TMG with support, information,
and training to enable Managers to
confidently and effectively manage
employee/labour relations issues in their
departments
• Facilitate and nurture effective labour
relations with multiple bargaining agents on
campus.
N/A
N/A
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
0%10%20%30%40%50%60%70%80%90%
100%
Actual
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
HR 3.0
Creation of new health and
safety learning programs and
enhancement of existing RMM
programs
tbd 9
HR 3.1
# of participants that have
completed Health and Safety
Training sessions / budget year
13000 26,104
HR 3.2
# of JHSC meetings attended
(including Central JHSC) / budget
year
150 151
HR 3.3 # of lab visits 10 21
HR 3.4 # of requests received 100% N/A
EOHSS
o Foster the culture of safety throughout
the entire organization; o To enhance the
health/safety culture and meet mandatory
health/safety training requirements. (RMM
300 Safety Orientation and Training); o
Foster social awareness of importance of
health and safety and IRS; o Maintain and
enhance organizational health and safety
acumen with both internal and external
partners and strive to be community leader
in HS. Predictive future planning for
strategic initiatives that support the
University mission/vision; o Provide advise
and support to Joint Health and Safety
Committees (JHSCs); o Providing guidance
to researchers on compliance with all
applicable HS legislation ; o Lab audits
conducted by EOHSS team; o Improve
programs and services for vulnerable
workers;
Department: Human Resources (EOHSS)
Mission: We promote a positive, productive working and learning environment through the provision of expert, consultative human resource programs
and services in support of the University’s mission. As trusted advisors, we facilitate a culture of engagement, encourage continuous improvement and
foster collaborative relationships.
N/A
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
HR 4.0decrease in lost time (in days)
performance year over year**674 590
HR 4.1
% of eligible employees using the
Health Promotion, Support and
Advisory Services of the EFAP
Program
9.40% 13.90%
Employee
Health Services
• To reduce employee lost time as a result
of occupational injury or illness (WSIB)
• To promote employee wellness and
encourage appropriate use of the Employee
and Family Assistance Program (EFAP)
N/A
0%10%20%30%40%50%60%70%80%90%
100%
Actual
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
HR 5.0
Maintain or increase # of
strategic initiatives/ programs
YoY 53 71 n/a
HR 5.1
% participants recognizing
value in E&W events via
satisfaction survey 80% 94% n/a
HR 5.2
Maintain or increase # of
employees or families that
register for E&W events YoY tbd 9% n/a
HR 5.3
# of volunteers rating 4 or
more in OD volunteer
satisfaction survey 80% 100% n/a
HR 5.4
Maintain or increase avg.
volunteer service term on OD
committees YoY (in years) 2 2.5 n/a
Organizational
& Employee
Effectiveness
Department: Human Resources
Mission: We promote a positive, productive working and learning environment through the provision of expert, consultative human resource programs
and services in support of the University’s mission. As trusted advisors, we facilitate a culture of engagement, encourage continuous improvement and
foster collaborative relationships.
Student/Learner Experience: Evolution of
new and existing learning experiences
which are meaningful and assist in
cultivating the potential of our employees
Community Involvement: Enhanced
volunteer engagement and development
in community based activities (internal
and external offerings)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
Student/Learner Experience: Evolution of
HR 5.5
% new OD strategies
implementedtbd 7 n/a
HR 5.6
% new OD strategies in
progresstbd 9 n/a
HR 5.7
# of new/ proactive program
enhancement requests
completed tbd 18 n/a
HR 5.8
# of alternative format
offerings createdtbd 10 n/a
*Reference listings available outlining scope of programs and offerings
Internationalization: Strive to build
programs and initiatives which foster a
diverse, inclusive and engaging
workplace
Organizational
& Employee
Effectiveness
Research: Promote the use and
development of OD best practices within
areas of expertise to build organizational
capability
0%
20%
40%
60%
80%
100%
Actual
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6
BENCHMARK
(if Applicable)
SS 1.0Dedcrease % of reported thefts /
Fiscal Year10% 20%
SS 1.1# of theft prevention education to
students24 24
SS 2.0# of crime prevention initiatives at
off campus locations12 8
SS 2.1# of visits to off campus locations
by S/Constables52 52
SS 2.2# of training programs with the
community20 22
SS 2.3 # of "walk and parks" per officer 52 60
SS 3.0
# of community engagement
interactions with CiRP and
Diverstiy Constables
115 75
SS 3.1 # of Campus Fairs / fiscal year 8 5
N/A
Department: Security Services
Mission: To deliver service excellence on time and on budget to a satisfied customer. We are committed to providing a healthy, safe, supportive and
inspiring physical environment conducive to learning, teaching, research, community partnering and the attraction and retention of quality students,
faculty and staff.
Research
Improve campus security by development of
crime prevention programs to new facilities
Research and provide information to the
community on safety and security in an effort
to decrease crimes of theft
Community
Engagement
Increase visibility and officer interaction
with the community
N/A
N/A
Interact with students through community
engagementStudent Engagement
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6
BENCHMARK
(if Applicable)
SS 4.0# of formal communications and
forums held with staff800 808
SS 4.1 # of training hours / fiscal year 1300 1542
N/A
Continue to work with operational staff to
enhance employee engagement through
increase communication and collaboration
Employee
Engagement
0%
20%
40%
60%
80%
100%
SS 1.0 SS 1.1 SS 2.0 SS 2.1 SS 2.2 SS 2.3 SS 3.0 SS 3.1 SS 4.0 SS 4.1
Actual
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
Enterprise Risk
• Build risk awareness across the
University through engagement
• Identify and mitigate emerging and
current risks facing the University
AUD 2.0Completion % of ERM
Plan / Fiscal Year100% 75% N/A
Audit
• Implement an Audit Work Plan designed
to achieve the Internal Audit mandate -
including determining whether internal
controls are operating at adequate levels
AUD 3.0# of Audit Projects / Audit
Work Plan Year20 19 N/A
Department: Office of Internal Audit
Mission: To provide independent, objective assurance and consulting services designed to add value and improve processes and operations. By bringing a
systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes, we help the University
accomplish its objectives
0%
20%
40%
60%
80%
100%
Aud 2.0 Aud 3.0
Actual
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
HR 1.0
% of time pay is submitted to
the bank before 5 pm (excludes
Graduate Studies) *
100% 25%
HR 1.1% of HR transactions completed
by applicable deadlines **97% 89%
HR 1.2
# of new or enhanced tools or
documents prepared to assist
customers / year
12 8
* The first two Mosaic pays were submitted after 5pm.
** The target takes into consideration several factors that lie beyond the control of the HRSC
Department: HR Service Center
Mission: We promote a positive, productive working and learning environment through the provision of expert, consultative human resource programs and
services in support of the University’s mission. As trusted advisors, we facilitate a culture of engagement, encourage continuous improvement and foster
collaborative relationships.
HR Service
Centre
• Deliver core services in a timely, accurate
and uninterupted manner - and maintain
appropriate controls to ensure the integrity
of the University's pay process.
• Create and enhance the documentation
and tools available to employees, retirees
and departments to assist with operational
aspects of Human Resources.
N/A
0%10%20%30%40%50%60%70%80%90%
100%
Actual
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
HC 1.1% of time that Custodial work
estimates match actual work time90% 85% N/A
HC 1.2% of time that Maintenance work
estimates match actual work time90% 88% N/A
Residence Admissions
* Maintain at least 98% occupancy (annual
average) in order to maximize the number of
students given a chance to live in residence
AND to produce the maximum contribution to
the university financially (4.5% of Gross
Revenue)
HC 2.1Occupancy Rate of student
residences98% 99% N/A
HC 3.1
1.Residence contribution to
campus integration.
(out of 7) *
5.5 5.53 5.3 (Canada)
HC 3.2
2. Residence contribution to
overall learning.
(out of 7) *
5.5 4.92 4.6 (Canada)
* The combination of location, amenities,
intentionally designed learning opportunities
and informal opportunities contribute to our
student’s learning on a wholistic scale.
*both measured via international benchmarking survey
Department: Housing and Conference Services
Mission: To create opportunities for personal growth, foster a culture of community engagement and sustain a distinctive living and learning
environment for all students in residence.
* Enhance student learning, working, and
living experience through responsive,
Customer-focused residential facility services.
Residence Facilities
Residence Life
84%86%88%90%92%94%96%98%
100%
HC 1.1 HC 1.2 HC 2.1 HC 3.1 HC 3.2
Series1
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI TARGETACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
MPS 1.0% Increase in New
Customers / Year5% ***
MPS 1.1Marketing Initiatives
/ Year8 8
MPS Administration
• Exceed customer's service expectations
and track through annual CS Satisfaction
Survey (include quality, turnaround, CS
measures).
MPS 2.0% of Customer's Who
Are Satisfied90% 95% N/A
MPS 3.0 % of Time Deadlines Met 95% ***
MPS 3.1 # of Impressions / FTE 1,000,000 1,652,418
MPS Overall
• Enhance the overall profitability of the
business. (Note: 2% increase ~= 12%
increase given 10% declining market
trend)
MPS 4.0 $ Sales / FTE $175,000 199,955 N/A
*** Data will be available after print management system is fully implemented and integrated with PeopleSoft.
The Print
Group
• Build brand awareness and increase
customer loyalty through new strategic
marketing initiatives.
The Design
Group
Department: Media Production Services
Mission: The mission of Media Production Services (MPS) is to understand and respond to the Community's visual, electronic, technological and print
media needs with innovative and cost-effective solutions that contribute to the academic and research goals of McMaster University.
• Optimize production to ensure
Customer satisfaction with response
times.
• Measure efficiency and productivity to
sustain competitive pricing.
N/A
N/A
0%20%40%60%80%
100%
MPS 1.0 MPS 1.1 MPS 2.0 MPS 3.0 MPS 3.1 MPS 4.0
Actual
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(YTD reconciled to annual targets)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
Revenue • Meeting Budget Revenue Target HSP 1.0 Meeting Revenue Target 22,405,445$ 21,748,291$ N/A
Operational • Meeting Budget Labour Target HSP 2.0 Total Labour $ (admin excluded) 8,341,037$ 7,942,914$ N/A
Financial • Maximize University Contribution HSP 3.0 Total Contribution $ 976,845$ 976,845$ N/A
*** Financial KPI is based on 4.5% of 2013/14 audited statement revenue and a quarterly breakdown of 8.5%, 28.5%, 31.5% and 31.5%)
Department: Hospitality Services
Mission: We are a team of dedicated professionals committed to enhancing the campus life experience by supporting the University vision and by fostering a
culture of inclusivity and respect. Ensuring the quality and value of our services, we provide the McMaster community with an evolving variety of world cuisine
options while striving to create a positive work environment.
0%
20%
40%
60%
80%
100%
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK (if Applicable)
Sales per FTE Student
• Measure retail performance based on sales
per FTE Student CS 1.0 Sales per FTE Student (Annually) $756 $560.00 $713 Annually
Campus Store - Increase ability to respond to
marketplace changes and shifts in customer
demand while reducing overhead costs and
minimizing the opportunity for poduct
obsolecence.
CS 2.0 Inventory Turns 4.3 7.0 5.8
Scientific Stores - Increase ability to respond
to marketplace changes and shifts in
customer demand while reducing overhead
costs and minimizing the opportunity for
poduct obsolecence.
CS 2.1 Inventory Turns 4.0 4.6 N/A
Campus Store - Increase the average dollars
sold per transaction. CS 3.0 Dollars per transaction $81.23 $74.18
Scientific Stores - Increase the average
dollars sold per transaction. CS 3.1 Dollars per transaction $64.21 $68.89
Department: Campus Store
Mission: To contribute to the student experience assisting and supporting the learning process and the academic needs of students while generating income for the
University’s operating budget.
Inventory
Management
Average $ per
transactionN/A
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK (if Applicable)
Campus Store - Encourage add on sales to
maximize the number of units sold per
transaction.CS 4.0 Units per transaction 2.28 2.32
Scienitific Stores - Encourage add on sales to
maximize the number of units sold per
transaction.CS 4.1 Units per transaction 26.30 29.41
Average units per
transactionN/A
0%
50%
100%
CS 1.0 CS 2.0 CS 2.1 CS 3.0 CS 3.1 CS 4.0
Actual
Overall Department Performance (as a Percentage)
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
PS 1.0 Increase online sales by 30% 1956 2295
PS 1.1Number of Parking Spaces for
Undergrad Student Population1:17 1:15
PS 1.2
Survey stakeholders and reduce
the number of machines that
accept cash payment by 6
6 8
Financial PS 2.0% of recovery rate of revenue/
Fiscal Year45% 52%
PS 2.1 Vistor Sales/ Quarter $509,000 $591,258
PS 2.2 Permit Sales/ Quarter $528,000 $489,764
PS 3.0
# of F/T & P/T Professional
Development Courses /
Fiscal year
28 10
PS 3.1% of Required Health & Safety
Training Completed / Fiscal Year100% 100%
Training and
Development
• Provide professional development
opportunities for Parking staff to allow for
growth in their abilities.
• Equip Parking Services Staff with the
appropriate training so they are able to do
their job safely in accordance with the
standards of the Universit.y
N/A
Department: Parking Services
Mission: Security & Parking Services strive to provide our University Community and visitors, with safe and well maintained parking and transiting
infrastructure. We are dedicated to courteous and helpful customer service through information resources, polite and knowledgeable staff, and convenient
parking facilities. We encourage voluntary compliance.
Infrastructure
and Business
PS 1.0• Increase in online sales
PS 1.1 Undergrad ratio
PS 1.2 Going cashless A.
Conduct a customer survey
B.Using the survery results determine which
machines will not longer take cash
PS 2.0 Increase the recovery of outstanding
parking fines.
PS 2.1 , 2.2 To ensure optimal use of facilties
in order to maximiz revenue
N/A
N/A
Q4 6/3/2016
KPI Collection Template for VP, Administration
BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI
(By Quarter unless indicated differently)
TARGET ACTUAL
TO-DATE
G6 BENCHMARK
(if Applicable)
PS 4.0 # of special events on campus 150 225
PS 4.0a # of FWI events on campus 6 8
PS 4.1 To meet the AODA terms and
standards for accessable parking PS 4.1
4% of total number of parking
spaces 13 to 100 or 3% of parking
spaces plus one, between 101 -
200 or two percent plus 2
parking spaces between 201 -
1000
114 92
PS 5.0 City Bike rack partnership and bike
racks on campusPS. 5.0
Support program with transfer
from bike rack purchase program. $11,000 11,000
Sustainability
PS 5.1 Promote Carpooling by marketing
carpool program with new initatives: closer
proximity parking in prime lots, student
carpool in Lot M and discount voucher
program
PS 5.1% Increase the number of carpool
permits per quarter2% 14%
PS 5.2 Number of Carpooling spaces PS 5.2Increase carpooling spaces by 25%
from 18 to 2116.00 15.00
N/A
Engagement with the external and internal
community
Engagement N/A
0%
20%
40%
60%
80%
100%
PS 1.0 PS 1.1 PS 1.2 PS 2.0 PS 2.1 PS 2.2 PS 3.0 PS 3.1 PS 4.0 PS 4.0a PS 4.1 PS. 5.0 PS 5.1 PS 5.2
Actual
Overall Department Performance (as a Percentage)Overall Department Performance (as a Percentage)Overall Department Performance (as a Percentage)
Q4 6/3/2016