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Metrics Framework and Key Indicators

Presentation to the Board of Regents

November 12, 2009

Metrics and Accountability at the U

“ ... [The regents shall] make a report annually, to the Legislature ... exhibiting the state and progress of the University...and such other information as they may deem proper, or may from time to time be required of them.…”

University charter, 1851 Territorial Laws, Chapter 3, Section 16

2000: The University Plan, Performance, and Accountability Report approved by the Board of Regents.

2004: Transforming the U began, with the need for metrics at its core:– To track results and progress toward strategic goals– To help inform difficult decisions

2006: The Metrics and Measurement task force recommend an initial set of 20 broad metrics.

2007: The Board of Regents heard a presentation on the need for a more comprehensive metrics strategy.

2009: University planning functions consolidated to a single office with responsibility for refining a comprehensive metrics strategy.

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Principles

The University’s metrics framework must:• Use measures that reflect essential mission and support activities

and are relevant, valid, reliable, adaptable, parsimonious and clear• Support University leadership in assessing progress and

performance on agreed-upon goals, objectives, and strategies• Support data-driven decision-making and assessment• Be meaningful internally as a management tool for continuous

improvement purposes and externally for accountability purposes• Be responsive to the governing policies of the Board of Regents

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Key Questions

Is this the right framework?• Do the principles accurately reflect the measurement and analysis

needs of the University, the Board of Regents, and our stakeholders?

• Are the strategies articulated comprehensive enough to represent the scope of the University’s mission and functions?

• Do the articulated goals encompass the University of Minnesota’s mission and core capacities required to deliver on its mission?

• Are the key indicators identified at the right level to support the Board of Regents in meeting its responsibilities?

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Definition of Indicator

Indicators are: • Observable• Measurable• Connected to policy decisions and accountability requirements• Focused on outcomes wherever possible

Key indicators are all-University measures that assess our standing, performance and progress.

• Strategic: How is the University progressing on the strategies that forward its mission and are the right strategies being pursued?

• Operational: How well are our operations supporting the mission, strategies, and goals?

Collectively, these are the measures on which we are accountable to the Board of Regents, state and federal agencies, accreditors, associations and more.

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Anchoring of Indicators

Indicators are drawn from measures that are anchored in:• Board of Regents and University policy• State and federal reporting requirements• Accreditation standards• Granting agency reporting requirements• Inter-institutional agreements• National and international comparison data

Example: The test scores of incoming students are reported to the federal government through the Integrated Postsecondary Education Data System (IPEDS), and to the Voluntary System of Accountability (VSA), an alliance of public universities.

Goals: Mission and Capacity

Extraordinary Education – Recruit, educate, challenge, and graduate outstanding students who become highly motivated lifelong learners, leaders, and global citizens.

Breakthrough Research – Explore new ideas and breakthrough discoveries that address the critical problems and needs of the state, nation, and world.

Dynamic Outreach and Service – Connect the University’s academic research and teaching as an engine of positive change for addressing society’s most complex challenges.

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World-Class Faculty and Staff – Engage exceptional faculty and staff who are innovative, energetic, and dedicated to the highest standards of excellence.

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Outstanding Organization – Be responsible stewards of resources, focused on service, driven by performance, and known as the best among peers.

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Strategies and Key Indicators: Education

Recruit highly prepared students from diverse populations

Incoming student preparation

Student diversity

Graduation and retention rates

Placement of graduates

Student engagement

Participation in study abroad and international experiences

Student development outcomes (in process)

Student learning outcomes (in process)

Extraordinary Education – Recruit, educate, challenge, and graduate outstanding students who become highly motivated lifelong learners, leaders, and global citizens.

Develop lifelong learners, leaders and global citizens

Challenge, educate and graduate students

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Ensure affordable access for students of all backgrounds

Internal support for scholarships

Average net cost for students

Strategies and Key Indicators: Research

Foster an environment of creativity that encourages evolution of dynamic fields of inquiry

Highly cited research publications

National academy members and other faculty awards

Major research awards, research center awards and centers of excellence

Technology disclosures, licenses and startups

Breakthrough Research – Explore new ideas and breakthrough discoveries that address the critical problems and needs of the state, nation, and world.

Develop innovative strategies to accelerate the efficient and effective transfer of knowledge for the public good

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Research expenditures and competitive ranking

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Strategies and Key Indicators: Outreach

Promote and secure the advancement of the most challenged communities

Longitudinal changes in communities where the University is actively engaged (in development)

Active partnerships and assessments of impact (in development)

Faculty, staff, and student engagement and community service (in development)

Dynamic Outreach and Service – Connect the University’s academic research and teaching as an engine of positive change for addressing society’s most complex challenges.

Be a knowledge, information, and human capital resource for the betterment of the state, nation, and world

Build community partnerships that enhance the value and impact of the University’s research and teaching

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Strategies and Key Indicators: Faculty and Staff

Recruit and place talented and diverse faculty and staff to best meet organizational needs

Quality of incoming faculty and staff

Faculty and staff diversity

Faculty and staff awards and distinctions

Supervisor and departmental support satisfaction

Faculty and staff salary and total compensation

Employee engagement index

Employee training and development index (in development)

World-Class Faculty and Staff – Engage exceptional faculty and staff who are innovative, energetic, and dedicated to the highest standards of excellence.

Recognize and reward outstanding faculty and staff

Mentor, develop, and train faculty and staff to optimize performance

Go

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Engage and retain outstanding faculty and staff Employee retention index 12

Strategies and Key Indicators: Organization

Ensure the University’s financial strength

Bond rating: resources and leverage; liquidity and operating cushion

Private giving and endowment

Carbon footprint

Facilities Condition Needs Index (FCNI)

External awards to units for performance, quality, and innovation (in development)

Research space productivity

Crime and perceptions of safety

Faculty and staff satisfaction with support services

Outstanding Organization – Be responsible stewards of resources, focused on service, driven by performance, and known as the best among peers.

Be responsible stewards of resources

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Focus on quality service

Foster peer-leading research competitiveness, productivity, and impact

Ensure a safe and secure environment for the University community

Promote performance, process improvement, and effective practice

Research proposals and awards

Workplace injuries

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Technology commercialization agreements

Integrated Metrics Framework

U-Wide Strategies

U-WideKey Indicators

U-Wide Goals

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Unit-Level Goals

Unit-Level Strategies

Unit-Level Measures

University-Wide

Unit-Level

Example: OIT Balanced Scorecard

Engage and retain exceptional faculty

and staff

Employee Engagement Index (PULSE survey)

World-Class Faculty and Staff

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Maximize staff member contributions through engagement,

growth, and development

OIT Employee Engagement

OIT Climate Survey Results

University-Wide

Unit-Level

OIT Pulse Responses

Example: Undergraduate Education

Challenge, educate and graduate students

Graduation and retention rates

Extraordinary EducationChallenge, educate and

graduate students

Undergraduate retention, graduation and outcomes

First-year retention

University-Wide Unit-Level

Student learning outcomes

Second-, third- and fourth-year progress toward degree

Four-year graduation rates

Structure of degree program requirements

Effective curricular scheduling

Quality of instruction16

Placement of graduates

Example: Undergraduate Education

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Accountability Structure

Discussion

Is this the right framework?• Do the principles accurately reflect the measurement and analysis

needs of the University, the Board of Regents, and our stakeholders?

• Do the articulated goals encompass the University of Minnesota’s mission and core capacities required to deliver on its mission?

• Are the strategies articulated comprehensive enough to represent the scope of the University’s mission and functions?

• Are the key indicators identified at the right level to support the Board of Regents in meeting its responsibilities?

Questions?

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Principles

The University’s metrics framework must:• Use measures that reflect essential mission and support activities and are

relevant, valid, reliable, adaptable, parsimonious and clear

• Support University leadership in assessing progress and performance on agreed-upon goals, objectives, and strategies

• Support data-driven decision-making and assessment

• Be meaningful internally as a management tool for continuous improvement purposes and externally for accountability purposes

• Be responsive to the governing policies of the Board of Regents

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