LERN Dashboard 2014 v3.pptx
YOUR PROGRAM MANAGEMENT DASHBOARD Rita Mar(nez-‐Purson, Ed.D. Dean Emerita, UNM Con(nuing Educa(on
Dashboard • Easy to use • Condensed graphical presenta4on • Shows current status and historical trends • Focus is on Key Performance Indicators (KPI’s)
Key Performance Indicator (KPI) • A type of performance measurement that
evaluates the success of an organiza4on.
• Choosing the right KPIs relies upon a good
understanding of what is important to the organiza4on.
• One of the most important guideposts in
your organiza4on.
Examples of KPIs for CE • Number/percent of courses offered, run and cancelled per
term and per course category • Average Fee per course category • Student and enrollment counts, including demographics • Numbers of Customized Training Clients and Contracts, by category type • Percent of New vs. Repeat offerings • Monthly tracking of Departmental revenue goals (amounts and percentage), compared to target goal. • Budget tracking over (me, compared to last year: Expenditures, Revenue goals and Net Revenue. • Student sa(sfac(on with courses, instructor quality
KPI’s are an ac4onable scorecard that keeps your strategy on track. They enable you to manage, control and achieve desired business results.
3 basic types of KPI’s Type of KPI 1. Raw Numbers: as number
of enrollments 2. Progress: as percentage of custom sales revenue compared to goals 3. Change: as increase in customer sa(sfac(on from last period
Source/Frequency • CRM – bi-‐monthly • Project plan – monthly • Eval Reports – semester
Raw Numbers Charts Cylinders -‐ clustered
Bars -‐ clustered 5
Category 4
4 3
Category 3
Series 3 Series 2
Category 2
Series 1
2 1 0
Category 1 0
5
Series 1 Series 2 Series 3
Progress Charts Progress
Goal Progess
Change Charts Y-‐Value 1
16000
3.5
14000
3
12000
2.5
10000 8000
Summer
6000
Fall
4000 2000 0
Spring
2 Y-‐Value 1
1.5 1 0.5 0 0
2
4
6
3 Key Elements of a Good Dashboard • 1. Simple,
communicates effec(vely • 2. Supports the organiza(on with meaningful data • 3. Applies good design principles
Stakeholders and Values Some Stakeholders • Regents • State Government • Students • Donors • Faculty • Staff • Accrediting Agencies • Alumni • K-12 schools • Community Leadership • Etc.
A Sampler of Values • Work load • Number of graduates • Affordability • Flexible scheduling • # of high achieving students • Safety • Access to professional development • Accountability • Etc.
Communication Tailored to Audience Needs CEO Senior Team Program Managers
Pyramid of Needs Example: Customer Sa4sfac4on • Program Managers: Student Sa(sfac(on per Course • Custom Training Manager: Student Sa(sfac(on and Client
Sa(sfac(on • CE Dean: Customer Sa(sfac(on per Course Category • Provost: Overall Customer Sa(sfac(on in CE
Tie to Organization-‐Wide Goals Example: • Goal: Provide statewide access to high-‐quality educa(on
Dashboard KPI’s for this goal: • Quality of student learning (Licensure pass rate, program learning outcomes) • Student Success: (Student comple(on rate) • Access: Affordability (Chart of course fees over (me) • Student Distribu(on Statewide (Loca(on Chart)
Tie to Stakeholder Goals • Examples: • Dashboard Report to Regents on number of businesses and
industries served through customized training • Dashboard Report to Workforce Investment Board employment adributed to your CE unit’s workforce training efforts last year, compared to each year since 2011. • In each dashboard report: get to priority reports only, have relevant measures, present compelling visuals.
Key Data (Not ALL Data!) Exercise: Note the types of items you normally include in your reports to central administra(on and other stakeholders. • What items could be added and deleted in these
reports in the future that are most meaningful to your planning efforts?
• How can the data be beder presented?
Consider the Balanced Scorecard Looks at 4 Perspec(ves: 1. Organiza(onal Capacity -‐ Learning and Growth (employee development) 2. Customer Perspec(ve (how we serve/sa(sfy different groups) 3. Financial Perspec(ve (in-‐depth accurate data) 4. Internal Business Process (how well the organiza(on is running) Robert S. Kaplan and David P. Norton: “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review (January-‐February 1996); 76.
Balanced Scorecard Tied to Strategy Maps Reference: The Institute Way: Simplify Strategic Planning & Management with the Balanced Scorecard
Tips for Your Dashboards: • Be strategic in your goals • Measure what’s
meaningful • Report honestly • Keep it short and simple • Use good chart design Above all: • USE YOUR DATA for improvement
Dashboard • Easy to use • Condensed graphical presenta4on • Shows current status and historical trends • Focus is on Key Performance Indicators (KPI’s)
Key Performance Indicator (KPI) • A type of performance measurement that
evaluates the success of an organiza4on.
• Choosing the right KPIs relies upon a good
understanding of what is important to the organiza4on.
• One of the most important guideposts in
your organiza4on.
Examples of KPIs for CE • Number/percent of courses offered, run and cancelled per
term and per course category • Average Fee per course category • Student and enrollment counts, including demographics • Numbers of Customized Training Clients and Contracts, by category type • Percent of New vs. Repeat offerings • Monthly tracking of Departmental revenue goals (amounts and percentage), compared to target goal. • Budget tracking over (me, compared to last year: Expenditures, Revenue goals and Net Revenue. • Student sa(sfac(on with courses, instructor quality
KPI’s are an ac4onable scorecard that keeps your strategy on track. They enable you to manage, control and achieve desired business results.
3 basic types of KPI’s Type of KPI 1. Raw Numbers: as number
of enrollments 2. Progress: as percentage of custom sales revenue compared to goals 3. Change: as increase in customer sa(sfac(on from last period
Source/Frequency • CRM – bi-‐monthly • Project plan – monthly • Eval Reports – semester
Raw Numbers Charts Cylinders -‐ clustered
Bars -‐ clustered 5
Category 4
4 3
Category 3
Series 3 Series 2
Category 2
Series 1
2 1 0
Category 1 0
5
Series 1 Series 2 Series 3
Progress Charts Progress
Goal Progess
Change Charts Y-‐Value 1
16000
3.5
14000
3
12000
2.5
10000 8000
Summer
6000
Fall
4000 2000 0
Spring
2 Y-‐Value 1
1.5 1 0.5 0 0
2
4
6
3 Key Elements of a Good Dashboard • 1. Simple,
communicates effec(vely • 2. Supports the organiza(on with meaningful data • 3. Applies good design principles
Stakeholders and Values Some Stakeholders • Regents • State Government • Students • Donors • Faculty • Staff • Accrediting Agencies • Alumni • K-12 schools • Community Leadership • Etc.
A Sampler of Values • Work load • Number of graduates • Affordability • Flexible scheduling • # of high achieving students • Safety • Access to professional development • Accountability • Etc.
Communication Tailored to Audience Needs CEO Senior Team Program Managers
Pyramid of Needs Example: Customer Sa4sfac4on • Program Managers: Student Sa(sfac(on per Course • Custom Training Manager: Student Sa(sfac(on and Client
Sa(sfac(on • CE Dean: Customer Sa(sfac(on per Course Category • Provost: Overall Customer Sa(sfac(on in CE
Tie to Organization-‐Wide Goals Example: • Goal: Provide statewide access to high-‐quality educa(on
Dashboard KPI’s for this goal: • Quality of student learning (Licensure pass rate, program learning outcomes) • Student Success: (Student comple(on rate) • Access: Affordability (Chart of course fees over (me) • Student Distribu(on Statewide (Loca(on Chart)
Tie to Stakeholder Goals • Examples: • Dashboard Report to Regents on number of businesses and
industries served through customized training • Dashboard Report to Workforce Investment Board employment adributed to your CE unit’s workforce training efforts last year, compared to each year since 2011. • In each dashboard report: get to priority reports only, have relevant measures, present compelling visuals.
Key Data (Not ALL Data!) Exercise: Note the types of items you normally include in your reports to central administra(on and other stakeholders. • What items could be added and deleted in these
reports in the future that are most meaningful to your planning efforts?
• How can the data be beder presented?
Consider the Balanced Scorecard Looks at 4 Perspec(ves: 1. Organiza(onal Capacity -‐ Learning and Growth (employee development) 2. Customer Perspec(ve (how we serve/sa(sfy different groups) 3. Financial Perspec(ve (in-‐depth accurate data) 4. Internal Business Process (how well the organiza(on is running) Robert S. Kaplan and David P. Norton: “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review (January-‐February 1996); 76.
Balanced Scorecard Tied to Strategy Maps Reference: The Institute Way: Simplify Strategic Planning & Management with the Balanced Scorecard
Tips for Your Dashboards: • Be strategic in your goals • Measure what’s
meaningful • Report honestly • Keep it short and simple • Use good chart design Above all: • USE YOUR DATA for improvement
