DISBURSEMENTS
FINANCIAL
MEASURE: Cost per Invoice
DEFINITION: The adjusted total Disbursements Office salary
costs divided by the number of paid invoices.
The adjusted total Disbursements Office salary
costs includes paid overtime, vacation, sick
leave, and temporary salary expenses, but
excludes the cost of benefits. Salaries related
to key disbursing units located in service
centers, the library, etc., should be separately
identified as part of the total salary costs.
The adjusted total salary costs also excludes
the salaries associated with the following
disbursements functions:
Travel
Mileage
Incentive Award Plan (IAP) credits
The total number of invoices includes both
paper and electronic invoices, Form 5 check
requests, entertainment check requests, etc.,
paid by the Disbursements Office. Each
invoice counted in the total should be identified
by a unique voucher or reference number. All
Travel Expense Vouchers should be excluded
from this total. Student financial aid and
student refund payments also should be
excluded from the total number of invoices.
SOURCE OF DATA: The Distribution of Payroll Expense (PPP5302)
report or equivalent payroll report provides the
total Disbursements Office salary and wage
costs for the fiscal year (including IAP costs).
The Disbursements Office should use its
departmental records to determine the
excluded costs (i.e., travel and mileage costs)
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to be subtracted from the total salary and
wage costs. Temporary salary expenses can
be obtained from the general ledger.
The total number of paid invoices should be
obtained from the disbursement system or
departmental records.
FREQUENCY: Fiscal Year 1998-99
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DISBURSEMENTS
FINANCIAL
MEASURE: Percentage of Off-Cycle Checks
DEFINITION: The number of off-cycle checks (i.e., manual,
rush, express, etc.) divided by the total
number of payments, including checks-based
and direct deposit payments.
The total number of payments includes all
purchase order, low value purchase
authorization (LVPA), student, employee, and
other payments.
Direct deposit payments include all ACH
payments. Wire payments and drafts should
be excluded.
SOURCE OF DATA: Disbursements system and departmental
records.
FREQUENCY: Fiscal year 1998-99
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DISBURSEMENTS
INTERNAL BUSINESS
MEASURE: Average Cycle Time per Purchase Order
Payment
DEFINITION: The average number of elapsed calendar days
(including non-working days) to make a
purchase order payment.
Purchase order payments include all check-
based and electronic payments made in
response to a purchase order or LVPA.
The number of elapsed calendar days is
measured from the invoice date to the date of
payment. The total number of calendar days
to make all purchase order and LVPA payments
is divided by the number of such payments to
determine the average cycle time.
Note: Ideally, the cycle time should be
measured from the date an invoice is received;
however, the disbursements systems currently
do not capture this data. Accordingly,
campuses should add an invoice receipt date
field to their disbursement systems as future
upgrades are planned.
SOURCE OF DATA: Disbursements system and departmental
records.
FREQUENCY: Fiscal Year 1998-99
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DISBURSEMENTS
INTERNAL BUSINESS
MEASURE Percentage of Direct Deposit Payments
DEFINITION: The number of direct deposit payments divided
by the total number of payments, including
check-based and direct deposit payments.
The total number of payments includes all
purchase order, LVPA, student, employee, and
other payments.
Direct deposit payments include all ACH
payments. Wire payments and drafts should be
excluded.
SOURCE OF DATA: Disbursements system and departmental
records.
FREQUENCY: Fiscal Year 1998-99
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DISBURSEMENTS
INNOVATION AND LEARNING
MEASURE: Percentage of Hours Devoted to Training
DEFINITION: Number of hours devoted by the
Disbursements Office staff to the preparation
and delivery of training divided by the total
number of available work hours.
The total number of training hours includes
those hours devoted to the preparation and
delivery of classroom style training for users of
the disbursements system. The purpose of the
training should be identified in a footnote, e.g.,
training related to the implementation of a new
AP system, etc.
The total number of available work hours is
1912 hours (2,088 hours less 12 holidays and 2
weeks vacation) multiplied by each FTE
(prorated for partial or temporary positions, as
appropriate). The total number of FTE’s
should exclude positions devoted to travel and
mileage functions.
SOURCE OF DATA: Disbursements offices should use their training
records to obtain the number of training hours.
FREQUENCY: Fiscal Year 1998-99
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