Bonner Fall Directors & Coordinators Meeting

November 10-14, 2014 • Ariane Hoy, Bonner Foundation

Program Quality:Developing Key

Performance Indicators (KPIs)

Background & Purpose

A tool for aligning a program with broader institutional and strategic aims

Provides a dashboard or easy-to-monitor set of indicators

DefinitionsKey Performance Indicators (KPIs) are often utilized by institutions of higher education as a tool to assess performance and monitor quality. A dashboard displays critical information in a succinct, easily understood, and visually appealing format yet helps to communicate the current health of an organization or program and its progress toward strategic objectives (Seybert, 2012).

PurposesTo provide information to assist in evaluation of organizational performanceTo communicate current information about major indices of organizational performance to primary stakeholders To provide a comprehensive analysis of how the organization’s achievement of its strategic objectives leads to effectively carrying out its mission and vision To provide information about organizational performance compared to appropriate benchmarks

(Seybert, 2012)

ComponentsA limited set of measures—usually referred to as “Key Performance Indicators” (or KPIs)An integrated data structure for that set of measures A source of comparative benchmarks for the measures Graphics for displaying the measures

(Seybert, 2012)

Common in Higher EdEnrollment– Fall headcount enrollment– % of area high school grads enrolling in fallStudent progress– Fall-to-fall persistence– Term-to-term persistence Student success– Graduation rate– Transfer rate– Workforce placement rate

Examples

•Color indicates measure (direction)

•Note that indicators include some that are “hard” and others that are more subjective

1. Have a definition or calculation to find the KPI (i.e., average cost per meal)2. Set a target for the year (i.e., number of new and sustained volunteers)3. Set the target according to issue/industry benchmarks (i.e., instructor to child ratio)

Non-Profit KPIs

1. Program Efficiency RatioThis ratio is calculated as program service expenses (or money directly spent to further the nonprofit mission of the organization) divided by the NPOs total expenses.

2. Operational Efficiency RatioThis ratio is calculated as unrestricted program revenue (or inflows from operations that can be spent at the discretion of the NPO) divided by total expenses.

3. Fundraising Efficiency RatioThis final ratio is calculated as unrestricted contributions (or incomes from donors who do not specify where it must be used) divided by unrestricted fundraising expenses (or how much money was spent by the NPO to collect those contributions).

http://blog.donorpro.com/9-key-performance-indicators-nonprofit-management-needs-to-track

• Some are developed by consortia/3rd parties

•Tied to strategic plan

• Integrates Balanced Scorecard

Why Would We Do This...Support and manage for program qualityTie to Self-Assessment Tool, but more streamlined and more quantitativeMake the case for engagementHelp collect and track information on performance that aligns with institutional and foundation aimsFor stakeholders like institutional leadership, community partners, and funders

CharacteristicsOperationally focusedTied to mission and strategic plan Timely Accurate Easy to understand Represents the current state (vis-a-vis aspirations)Straightforward summary of performance

(Seybert, 2012)

How it might work...Be reviewed and utilized by campus staff (program/center) and foundation staff togetherSynchronized with other reporting (i.e., streamlined expectation by Foundation)Be a resource for campus staff year-round (as a tool for program management and communicating results)

Self-Assessment Tool vs. KPIs

Rubric with levels

Developmental

Roadmap (planning purposes)

Subjective

Once a year

Countable but also still some that are subjective

Maintain and track

Signal successes

Flag priorities

Ongoing (not necessarily asked for)

The Process...Get input (TODAY AND BEYOND)Start with some potential examplesConsider viability (ease of getting data)Look for models and refineSynchronize with other reporting and processes (i.e., Annual Report, campus visits)

Input...What do you think? What measures?Graphical interface?Process for campus alignment?

Examples...STUDENT SUCCESSSTUDENT SUCCESSSTUDENT SUCCESSSTUDENT SUCCESS

Percentage (%) of Bonner Enrollment Goals Met

Retention Rate (%) of Bonners First to Second Year

Completion Rate (%) of Bonners Four Year Program

Completion Rate of AmeriCorps Members (if applicable)

80% 80-90% 90-100%

Average GPA of Bonners (compared to institution)

Lower than institutional GPA

On par with to institutional GPA

Above institutional GPA

Should measures be always grounded in institutional or could we aim for a standard?

Examples...

Some measures could be tied to reviews of data in BWBRS or from other surveys

COMMUNITY PARTNERSHIPS & IMPACTCOMMUNITY PARTNERSHIPS & IMPACTCOMMUNITY PARTNERSHIPS & IMPACTCOMMUNITY PARTNERSHIPS & IMPACT

Percentage (%) of partners with sustained, multi-year developmental relationships and positions

Percentage (%) of partners that are connected to faculty member

Percentage (%) of committed partners (as coded CB) that report capacity-building accomplishments

Percentage (%) of partners indicating satisfaction

Less than 70% 70%-85% 85%+

Percentage (%) of partners that report greater resources or leverage

Examples...

With more subjective areas, what are the right things to look for and measure?

CAMPUS-WIDE ENGAGEMENT & INFRASTRUCTURECAMPUS-WIDE ENGAGEMENT & INFRASTRUCTURECAMPUS-WIDE ENGAGEMENT & INFRASTRUCTURECAMPUS-WIDE ENGAGEMENT & INFRASTRUCTURE

Constituent voice in direction and decision-making

No formalized structures for these constituents

Some formalized structures for these constituents

Formalized structures (i.e., Advisory Board) for all key constituents

Structured, ongoing engagement of faculty, departments, and/or academic programs

Budgetary Support (or relationship with Financial Aid/Development that results in clear budget)

Clear support and leadership of CSAO, CAO and President for Bonner Program and Center

Lack of structured connections

Regular meetings Network / initiative participation

Staffing level for Bonner Program

Input...Process/discuss measuresCreate possible levelsRecommend others?Top 3