ABSTRACT OF SUCCESS TEMPLATE - Blink: Information · PDF fileABSTRACT OF SUCCESS TEMPLATE . 1...

ABSTRACT OF SUCCESS TEMPLATE

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SECTION DESCRIPTION / PURPOSE STYLE / LENGTH

PROJECT HEADLINE ACTIONABLE METRICS FOR CONTINUOUS IMPROVEMENT: UC SAN DIEGO’S SURVEY TOOLS AND DASHBOARDS Title case (1-5 words)

SUMMARY At UC San Diego, we encourage service units to ask themselves: “At the end of the day… Did we help a researcher spend more time in their lab? Did we help a faculty member concentrate on teaching and educating their students? Did we help create a positive experience for a student? Did we help an administrator focus on their most mission-critical work?” By asking these four customer groups about their experiences, service units receive objective and actionable data that can be used to improve services and ultimately help staff and faculty perform their mission critical work for the university.

1-2 sentences (25-30 words)

ABSTRACT BRIEF Over 20 years ago, UC San Diego was the first university in the world to successfully implement the Balanced Scorecard framework to drive performance improvements, inform strategies, and measure progress. The Balanced Scorecard creators officially recognized UC San Diego and VC Business Affairs by inducting UC San Diego into the Balanced Scorecard Hall of Fame for its breakthrough results in looking holistically at staff, customers, financial health, and internal business processes. At UC San Diego, three campus-wide annual surveys have been developed in-house and administered across the university to provide key metrics to guide department balanced scorecards and continuous improvement initiatives. These survey instruments are designed, statistically validated, and administered by UC San Diego’s team of social science and programming experts. Results are customized into actionable data to inform university leaders of staff, faculty, and student priorities. The UC San Diego surveys are scalable to accommodate any number of universities and this year the customer satisfaction and staff climate surveys are being administered for the Cal State Chancellor’s Office Business and Finance in support of the development of a CSU Balanced Scorecard. This collaboration opens up new opportunities across CSU and UC lines to share best practices and benchmark aggregated data to effectively serve our customers and engage staff. Additional UC campuses who are participating in the UC San Diego surveys this year and will also contribute to this first-ever multi-campus benchmarking effort are UC Irvine (customer satisfaction survey) and UC Riverside (staff climate and customer satisfaction surveys).

4-5 paragraphs (275-300 words)

MILESTONES General milestones for the Program • 1993: 16 Business Affairs unit begin using the Balanced Scorecard approach • 1994-1997: staff and student satisfaction surveys begin, climate survey begins for only Business Affairs • 2003: UC San Diego recognized by Balanced Scorecard founders for breakthrough results and inducted

into the Balanced Scorecard Hall of Fame

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• 2004: The annual surveys expand to all campus. Today 80 units participate in the customer satisfaction survey. 561 units participate in the Staff@@Work survey and reaches a 54% participation rate.

• 2011: Developed scalable advanced analytics for root cause identification • 2014: Surveys are fully scalable to administer to any external institution • 2015: UC San Diego administers the survey for UC Irvine, UC Riverside, and CSU Chancellor’s Office Specific milestones for the CSU-UC Staff@Work Survey collaboration • April, 2015 First Sponsor meeting • June, 2015 Working Session with stakeholders • July, 2015 Designing the customized survey, building the application, marketing and communication • August, 2015 Administer survey to CSU • October, 2015 Survey closes, initial reports delivered

PROJECT TEAM UC San Diego Team

Angela Song, Director of Organizational Performance Assessments, Office of Operational Strategic Initiatives Wayde Gilliam, Programmer Architect Paul Chan, Principal Surveys and Metrics Analyst Working with the following external campus customers:

• CSU: Sponsor and Team Steve Relyea, Executive Vice Chancellor and Chief Financial Officer, Office of the Chancellor Robyn Pennington, Chief of Staff to the Executive Vice Chancellor and Chief Financial Officer Alexis Naiknimbalkar, Administrator at the Cal State University Office of the Chancellor

• UC Irvine: Campus sponsor and Team Kian Colestock, Assistant CIO Cheryl Ann Watt, Director Client Services Division of Office of Information Technology

• UC Riverside: Campus sponsor and Team Ron Coley, Vice Chancellor of Business and Administrative Services Georgianne Carlson, Associate Vice Chancellor/Chief Financial & Administrative Officer of Vice Chancellor, Business and Administrative Services


QUANTIFICATION AND RESULTS

General survey program metrics Departments voluntarily measuring themselves:



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• In 1993 16 units participated, in 2016 80 units will participate = 400% increase in interest in measuring satisfaction since its inception

• In 1993 zero service units received a satisfaction score of 4.0 (excellent) or higher. Today 30% of the units were rated 4.0 or higher

Participation from staff: • Customer Satisfaction Survey: 36% response rate from faculty and staff and provided 3,773 confidential

comments in 2014 • Staff@Work Survey: 53% response rate from staff and provided 824 anonymous comments in 2014 • Student Satisfaction Survey: 5,664 students responded and provided 20,351 confidential comments in

2015 • Participation measures indicate trust in the tool, process, and the impact of results (for example, if no

results are seen, over time people would have stopped taking the survey). • CSU Chancellor’s Office BAS participation rate for their first annual Staff@Work survey as of 9/25 is over

75%

OPPORTUNITIES AND SOLUTIONS

The UC San Diego surveys program and tool is well tested and established as secure and reliable. In 2014 we scaled the survey application to accommodate any number of institutions to join UC San Diego in our assessment efforts. This has opened up opportunities to benchmark and share best practices with other universities who also wish to compare the standard questions in the Staff@Work survey and measures of customer satisfaction for service units across all Vice Chancellor areas. This year, we demonstrated a smooth process and seamless partnership with the CSU Chancellor’s Office and will begin our sharing of information and best practices in the Business and Finance areas. Within the next 2 months we look forward to replicating this same process as we partner with UC Riverside and UC Irvine departments to administer their Staff@Work and Customer Satisfaction Surveys.


IMPACT AND BENEFIT

Few examples of the tangible results in direct response to customer satisfaction survey feedback: • Creation of a Professional Development and Training Program in Business and Financial Services which

results in tangible and quantifiable impact: a) DIVERSITY: Participants have represented 8 functional divisions across BFS; spanned 5 payroll grade levels including mid-level professionals and entry-level managers; and reflect the ethnic diversity of the overall University workforce. Participants of color actually exceed that workforce composition by 10%. b) CAREER GROWTH: Average salary increase during program duration is 21% with most participants receiving 1 to 2 promotions. Nine years in, current STRIVE participants and alumni serve in leadership roles for BFS initiatives and campus-wide strategic activities. c) PROFESSIONAL DEVELOPMENT: To date, with the support of the program, 8 participants have completed or are pursuing graduate level degrees and 20 professional certifications



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have been completed through the Project Management Institute, Prosci Change Management Learning Center, The Disney Institute, and a variety of other professional organizations or institutions of higher learning. d) MENTORSHIPS: Participants continuously cite the organized mentorships as invaluable to personal and professional growth; broadening perspective, strengthening self-esteem, creating meaningful engagement.

• Advancement Health Sciences Development developed a “We Heard You Campaign” and witnessed targeted areas of focus change dramatically within the unit showing 42 survey attributes moving into the excellent range and helped to accomplish the largest fundraising year for Health Sciences in the history of UC San Diego.

• Equipment and Management created a new inventory process to alleviate the burden on departments and resulted in successful inventory of approximately 80 campus buildings and 6,000 pieces of equipment with minimal intrusion into research or operational processes

• Cashier Office changed their operating hours to better meet the needs of the students • Dining enhanced their menu choices to include healthier and vegan options • Housing improved lounge and shared living spaces in response to student feedback • Facilities Management instituted a client response system to more quickly address customer requests • Transportation offered specific commuting alternatives per the feedback received • Campus Shuttle brought back a shuttle route after hearing the feedback from customers • Transportation Services introduction of a real time shuttle arrival system to save customers time • Bookstore refreshed their store layout and customer service training • Procurements created a Department Outreach program to address the specific needs of targeted

customers • Career Services Center updated their Port Triton system to make their search feature more user friendly

for students seeking quality internships • Academic Computing and Telecommunications made unresolved tickets available daily to ACT managers

to increase timely resolution of tickets • In 2013, Procurements and Contracts implemented the Department Business Review (DBR) program to

initiate conversations with departments that had given the division an overall score of less than 3. • Staff Education and Development increased its web presence by 32%, adding 17 pages of new material

to its sites for a total of 70 web pages. In addition, 70% of existing pages were updated and refreshed to meet customer’s needs for new information


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• Staff Education and Development established customer service response time standards to insure timely feedback to customer inquiries and revised the UCLC web page making it easier for users to find what they need

QUALITY, COST, OR DELIVERY

See above. The surveys program allows departments to focus their energies and resources on what matters most to their customers. In a university setting our “customers” are students, the faculty, the researchers, and the staff, all who are all here to achieve the mission of the university. The service units have a way to obtain quantitative and qualitative information on how they are supporting the success of the university through a confidential survey, they receive the feedback in a format that incorporates statistical analysis, significance testing and root cause analysis, and can annually measure success and impact of changes implemented as a result of the feedback.


LESSONS LEARNED • Sponsorship and leadership’s communication of the importance of customer service • Leadership embraces the expression, “what gets measured gets done” and data-driven strategic

actions • Accountability matters - Recognize the units that are using the data to make a positive difference for

their customers and do not use the survey scores to punish low scoring units • The efforts and desire to take action based on customer feedback is what should be rewarded and

celebrated regardless of the score itself


Attachments Below are visuals of the Staff@Work survey screenshot sample pages, the survey reports, and examples of how the dashboard information can be translated into action.


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Choose a language

Screenshots of the Staff@Work Survey


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Choose a language

Know what you are rating & where you are in the survey

Can save and come back where you left off

Tabs to know what you are rating


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Your “department” name pops up if you hover over the word


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Anonymous comments

Highlight a colleague or leader that’s made a difference


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Conduct and behavioral questions for VC Equity, Diversity, Inclusion initiatives


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And, you’re done!


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Choose to “opt out” from further reminders


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A Thank You gift for participation!


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Heat map to see what is going well and

where focus is needed


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Identifies which departments to

focus your attention, the “for whom”


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“Primary Opportunities” are those attributes that are rated LOW and also found to be IMPORTANT to impacting satisfaction. Translation: I am not as happy about these things AND they are also impacting my satisfaction (so

please pay attention to these!)


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