Performance Summit November 4, 2004 Steve Relyea Implementing a Performance Management System in Higher Education College and University Performance Summit

Overview The Issues The San Diego Situation The Approach Results & Lessons Learned

Performance Summit Issues Confronting Colleges & Universities Inadequate Infrastructure Support Expanding Scrutiny of Costs Conflicting Performance Data Pressure to Expand Services Quality of Service Issues

Background on UCSD All Students: 22KEnrolled: 3.5K Average GPA: 4.00SAT: 1,320>70%: Advanced Degrees Applications: 41K

Background on UCSD Annual Budget: $1.9B3 rd Largest EmployerMo. Payroll: $62M $710M Invested Locally>53K jobs in San Diego

Performance Summit An Emphasis on Research 1 Johns Hopkins University 2 University of Washington 3 University of Michigan 4 Stanford University 5 University of Pennsylvania 6 UCLA 7 UC San Diego 8 Columbia University 9 University of Wisconsin-Madison 10 Harvard University Source: NSF 2004

Performance Summit Background on UCSD One of the Youngest of the UC Campuses Organized through Residential Colleges Emphasis on Oceanography, Medicine, Pacific Studies, Technology

Performance Summit The Problem Sustaining Excellence of Academic Programs With Limited Resources

Performance Summit Vision for University Operations “To support the University’s research, teaching, patient care and community… by delivering superior service to our customers in a responsive and cost- effective manner. ”

Performance Summit Financial Perspective How do we look to resource providers? Customer Perspective How do customers see us? Internal Process Perspective Are we productive and effective? Innovation & Learning Perspective How do our employees feel? The Balanced Scorecard Source: Kaplan and Norton

UCSD Mission Excellence in Teaching, Research & Patient Care Financial Perspective If we succeed, how will we look to our financial stakeholders UCSD Business Framework Customer Perspective To achieve our vision, how must we look to our customers Process Perspective To satisfy our customers, financial stakeholders, and mission, what business processes must we excel at? People Perspective To achieve our vision, how must our people learn, communicate, and work together? Source: Kaplan and Norton UC San Diego

Performance Summit Strategic Game Plan Within limited resources, maintain the most critical support services that will sustain the excellence of the University’s academic and clinical programs. Simplify procedures and reduce workload for academic and clinical departments. Provide our customers with intuitive and flexible tools so they can be successful.

Performance Summit Reduce cycle time and improve the performance of our essential support services to students, faculty, and staff. Provide appropriate development opportunities for University staff. Enhance the University’s system of financial controls so we maintain the public trust of our stewardship of campus resources. Strategic Game Plan

Performance Summit Disseminate, promote, and put into action UC San Diego’s Principles of Community. Enhance methods of communicating with our key customers. In the area of technology, migrate the campus to a set of standard protocols and tools that will allow for improved customer support in the future. Strategic Game Plan

Strategic Initiatives What we need to do Personal Objectives What managers and staff need to do Strategic Outcomes Strategy Our game plan Balanced Scorecard Implementation & focus A Framework For Translating Mission into Outcomes DelightedCustomers MotivatedWorkforce EffectiveProcessesEffectiveProcesses SatisfiedStakeholdersSatisfiedStakeholders Source: Kaplan & Norton Mission, Values, And Vision UC San Diego

Performance Summit 2002/032001/022000/011999/00 Business Unit 1 Excess Revenues as a Percent of Net Revenues Excess Revenue$42,463$71,844($4,544)($15,180) Net Revenue$918,285$848,649$686,223$674,541 Percentage4.62%8.47%-0.66%-2.25% Accumulated Earnings$46,144$4,260($53,601)($47,726) Total Assets Turnover Net Revenue$918,285$848,649$686,223$674,541 Total Assets$157,420$57,151$56,980$71,689 Ratio Business Unit 2 Excess Revenues as a Percent of Net Revenues Excess Revenue$35,262$51,162$93,827$14,578 Net Revenue$928,400$852,679$700,137$808,994 Percentage3.80%6.00%13.40%1.80% Accumulated Earnings$366,354$308,429$229,592$136,625 Total Assets Turnover Net Revenue$928,400$852,679$700,167$808,994 Total Assets$473,300$401,305$323,886$210,410 Ratio The Balanced Scorecard: Financial Perspective

Performance Summit Benefits Top/Bottom 2-Box Ratio 99': ': ': Percentage Evaluating: 1999 = = = 53 N = 354 for for for 1994 Extremely Very Somewhat Not Very Not At All Satisfaction Mean Score UCSD CUSTOMER SATISFACTION SURVEY: Overall % Box Ratio OverallRating AttributesAttributes

Performance Summit The Balanced Scorecard: Internal Process Perspective UCSD SimilarCampuses NationalCohortsNationalCohorts

Performance Summit The Balanced Scorecard: Innovation & Learning Perspective WorkplaceCharacteristics MeanScoresMeanScores

Performance Summit JUNE - JULY Report Benchmarking and Customer Service Survey Data JULY - SEPTEMBER Develop Strategic Plan and Organization Goals AUGUST - SEPTEMBER - Performance Reviews - Identify Individual Goals - Make Merit Increase Decisions SEPTEMBER - OCTOBER - Implement Merit Increase - Develop Departmental Action Plans to Achieve Goals OCTOBER -DECEMBER Implement Employee Recognition Program NOVEMBER -DECEMBER Develop and Forward Annual Report To Vice Chancellor DECEMBER - JANUARY Develop Benchmarking Data FEBRUARY - APRIL - Submit Benchmarking Data - Conduct Customer Satisfaction Survey APRIL - MAY Collect Results of Benchmarking and Customer Satisfaction Survey The BSC Becomes a Foundation of Strategy

Implement New Technology Strategy Map: Benefits Unit Source: Kaplan and Norton UC San Diego Learning & Growth Customer Perspective Resource Issues Internal Processes Team Building Program Leadership Development Redesign Organizational Structure Enhance Skills Of Staff Change Telephone Triage System Invest in Additional Staffing Improve Perception of Responsiveness Improve Perception of Quality Of Advice Benefits Service Delivery Strategy Deliver cost effective benefits Services that are valued by our customers Evaluate Methods To Reduce Cycle Time

Performance Summit CustomerPerspective Innovation & Learning FinancialPerspectiveFinancialPerspective ProcessPerspectiveProcessPerspective StrategicComponents OpportunityAssessment ChangeChange NumericGoals Actuals & Ratings Ratings

Performance Summit What Have Been the Results? Increased Productivity Reduction in Costs Understanding Customer Needs

Performance Summit Million Dollar Challenge Program Background –T–Target - Generate $1,000,000 Increased non-student revenue Reduced costs Over a period of 5 years Outcome –$–$891,189 within 2 years –E–Exceeded goal 3rd year

Performance Summit Carpet Procurement Program Background Direct purchase Direct contracting of installation Team project Outcome 5-year savings : $1,121,000

Performance Summit Custodial - Conditions in 1994 Low Productivity High Cleaning Costs Low Customer Satisfaction Costs/sq ft.94 cents Customer Satisfaction

Performance Summit Custodial - Results in 2002 Productivity Increases Reduced Cleaning Costs - $560,000 Increased Customer Satisfaction Customer Satisfaction Costs/sq ft.84 cents

Performance Summit Travel Reimbursement High Level of Errors Average Cycle Time Over 20 Days Low Customer Satisfaction Customer Satisfaction

Performance Summit Travel Reimbursement Error Level Reduced Cycle Time Down From 20 to 3 Days Customer Satisfaction Improved Customer Satisfaction

Performance Summit Payroll -- Conditions in 1995 Paper-Based Update Process Paper-Based Time Reporting Process 50% Transaction Error Rate Inadequate Communication with Customers

Performance Summit Payroll -- Results in 2002 Distributed Processes Implemented Error Rate Reduced from 50% to <5% Work Teams Established Phone Triage Process Implemented Customer Satisfaction Excellent

Performance Summit Finance -- Conditions in 1995 Difficult Data Extraction Process Paper-Based Financial Reporting Process Inadequate Functional Training Inadequate Communication with Customers

Performance Summit Finance -- Results in 2002 Financial Link Implemented Financial Link Improved New Phone Triage Process Implemented Revised and Improved Training Delivered Customer Satisfaction Ratings Excellent

Performance Summit Community Stakeholders

Performance Summit Why Use a Performance Management System in a College or University? It keeps an organization’s focus on what is important It is sustainable over the long-run It is explainable to your people It provides a context for decision making

Performance Summit Efforts and planning are aligned with customer priorities It is a great way to evaluate changes to key processes It builds habits of balance, continuous improvement, and accountability to constituents Why Use a Performance Management System in a College or University?

Performance Summit Lessons Learned: Things That Can Go Wrong Poor Data Quality Quality Lack of Participation in Measurement in MeasurementDevelopment A Culture that Values Complexity No Linkage to Mission & Strategy No Linkage to Mission & Strategy One-Size-Fits-AllApproachOne-Size-Fits-AllApproach

Performance Summit Lessons Learned: Critical for Success LeadershipCommitmentLeadershipCommitment Assessment Will InfluenceBehavior Results Influence Rewards Results Form Context for Planning Results Form Context for Planning CommunicateResultsCommunicateResults

Performance Summit Thank You College and University Performance Summit