1. OPERATIONAL SUCCESS KEY INDICATORS OSKI Metrics for your team Metrics: a fair, simple, transparent measure of a unit’s ability to accomplish its goals. University of California, Berkeley

2. WHO Daniel Roddick Layla Naranjo Rebecca Andersen Louise Davidson Intro Step 2 Step 3 Step 4Step 5FutureStep 1

3. OVERVIEW CalMetrics Vision Creating Metrics: Step 1: Mission & Goals Step 2: Develop Parameters Step 3: Townhall Step 4: Synthesize & Draft Step 5: Communication Future of metrics at Cal Intro Step 2 Step 3 Step 4Step 5FutureStep 1

4. Vision Statement We believe UC Berkeley operational units do their best work through a feeling of engagement…This engagement is fostered by a bridge of communication between administration's expectations and employee feedback and participation…As a result, UC Berkeley units have a means to provide their best work… Intro Step 2 Step 3 Step 4Step 5FutureStep 1

5. Step 1: Mission, Vision & Goals & Goals Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Success Factors: Metrics and your mission Focus on the “what” and “why”

6. Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Key Points: Stewardship Change facilitation Step 1: Mission, Vision & Goals & Goals

7. Step 2: Develop Parameters Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Success Factors: Transparency Be clear to those involved

8. Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Chez Pannise CafeMcDonald’s

9. Step 2: Develop Parameters Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Key Points: Set expectations and parameters Determine scope

10. Step 3:Townhall Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Success factors: Solicit feedback Encourage participation Seek inclusivity Shared responsibility

11. Step 3:Townhall Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Examples: One-on-ones Mini-retreat Staff meeting Departmental townhall

12. Step 3:Townhall Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Key Points: Many ways to engage Identify what’s needed Obtain buy-in Follow-through

13. Step 4: Synthesize & Draft Metrics Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Success factors: Tie to a vision or goal Reflect the work of a team Be measureable

14. Operational vs. Transactional Metrics Inputs One laboratory safety inspector Activities Lab inspections are conducted Outputs Annual lab inspections are completed Outcomes Laboratory accidents decrease “The Logic Model” by The Institute on Governance, Canada Intro Step 2 Step 3 Step 4Step 5FutureStep 1

15. Operational vs. Transactional Metrics Inputs Academic Counselors Activities Mandatory student check-ins Outputs Increased student engagement Outcomes Increase first-year retention rate “The Logic Model” by The Institute on Governance, Canada Intro Step 2 Step 3 Step 4Step 5FutureStep 1

16. Operational vs. Transactional Metrics Inputs One IT person assigned to help on this project Activities Develop online scholarship application Outputs More accurate reports available Outcomes Greater access to all scholarships for all students “The Logic Model” by The Institute on Governance, Canada Intro Step 2 Step 3 Step 4Step 5FutureStep 1

17. Operational vs. Transactional Metrics Inputs Speak to various offices abt. web consolidation Activities Remove duplicate websites, consolidate information Outputs Fewer Websites to maintain, greater accuracy Outcomes Improve usability of website and improve self- service for students “The Logic Model” by The Institute on Governance, Canada Intro Step 2 Step 3 Step 4Step 5FutureStep 1

18. Step 4: Synthesize & Draft Metrics Intro Step 2 Step 3 Step 4Step 5FutureStep 1

19. ACTIVITY

21. Activity Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Prompts / Goals: Increase the percentage of undergraduates graduating in 4 years Increase staff engagement Build a strong faculty and research institution Provide excellent customer service / support

22. Step 5:Communicate Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Addressing the: Who? What? How?

23. Step 5:Communicate Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Key Points: Tailored messaging Sustainability Continuous improvement

24. Future of Metrics at Cal Intro Step 2 Step 3 Step 4Step 5FutureStep 1 Recommendations: Identify pilot units Develop a dashboard Core metrics Tailored metrics Do something with the results!!!

25. Metrics – “Do’s” and “Don’ts” Do use them as a useful management tool Do tie them directly to a strategic plan Don’t forget the external dimension Do have a good mix of effectiveness (impact, client satisfaction and quality) and efficiency (timeliness, volume and cost) Don’t fall prey to metric mania! (measure only the key activities) Don’t get survey fatigue!

26. help us do our best work. Metrics help us do our best work. visions & goals. Metrics should be tied to visions & goals. TEAM metrics process must be inclusive. Operational metrics are TEAM metrics, and the process must be inclusive. how we make a difference. Operational metrics are about how we make a difference. tools There are tools that can help! Continuous improvement Continuous improvement is key.

27. O PERATIONAL S UCCESS K EY I NDICATORS Thank you! Questions?