Budget Software Financial Institutions

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					                                                                                                                                                                                                                                                                        Performance Objectives


                                                                                                                                  Source of the Data                                                                                                                 System-Level                    Institutional
#     Scorecard Area*                      KPI                 Data Points, Facts or Comparitors used to Calculate the KPI        Point                  National Comparator   Why is this measurement valuable?                                  State-Level Target Target            OIIT Target   Target          Scale or Context for Valid Comparisons
 1 Financial Stewardship   Centralized IT Budget as % of    Total Central IT budget/ Institutional E&G Budget                     Financials, IPEDS      Core Data, Campus
   & Performance           Institutional Budget                                                                                                          Computing



                                                                                                                                                                               These indicators are measurements of inputs into the service
                                                                                                                                                                                 area and are often viewed as constraints within which the
 2 Financial Stewardship   % of Centralized IT Budget       Total Central IT budget/ Total Central IT Expenditure on Security     Financials, HR
   & Performance           spent on Security (Personal &                                                                                                                          organization must operate. Comparisons among other
                                                                                                                                                                               institutions of similar size and complexity may be useful when
                           NPS)
                                                                                                                                                                                 made with other quadrants of the balanced scorecard that
                                                                                                                                                                                                relate to the provision of service.
 3 Financial Stewardship   Budget Flexibilty: % of          Total Central IT budget/ (Fixed Costs:Total Central IT personnel,     Financials             Campus Computing
   & Performance           Centralized IT Budget spent on   Total Central IT contracts/subcriptions) (Variable Costs: Total
                           fixed and variable costs:        Central IT travel/registrations, Total Central IT Equipment, Total
                                                            Central IT Other Operating Expenses)

 4 Employee Learning &     IT Staffing: Centralized vs.     Total Number of Decentralized IT staff/ Total Number of IT Staff      HR                     Core Data
   Growth                  Decentralized                    (Decentralized plus Centralized)


 5 Employee Learning &     % of training investment to     Total Central IT Personnel Budget, Total Travel & Registration         Financials, HR         Core Data             This value will highlight the investment in staff that has the
   Growth                  salary and benefits expense (by budget, years of service of IT personnel                                                                            potential to positively affect productivity and retention. It
                           years of service)                                                                                                                                   provides one input for the cost of turnover. Studies have
                                                                                                                                                                               shown that replacement cost to the organization is as much
                                                                                                                                                                               as 150% of the original salary.


 6 Employee Learning &     % of Centralized IT Student      Total Number of Central IT Staff / Total Number of IT student         HR                     Core Data             This value may highlight a staffing dependency that should be
   Growth                  Workers                          workers                                                                                                            considered when comparing service offerings, training and
                                                                                                                                                                               retention with other institutions.


 7 Customer Perspective # of Unplanned Major Service        Total Number of Unplanned Interuptions for SIS, HR, Financials,       System Logs                                  Based on negotiated customer expectations of hours of
                        Interruption per Year by            LMS, Digital Communications, LAN, WAN                                                                              availability of systems and services, unplanned/unscheduled
                        Enterprise System and Service                                                                                                                          interruptions significantly impact our customers’ ability to
                                                                                                                                                                               deliver the services that are expected of them and/or perform
                                                                                                                                                                               in a manner expected of them.


 8 Customer Perspective Service Responsiveness: First       Total Number of Service Desk Cases, Total Number of Cases             Remedy or Service      HelpDesk Institute    These measures highlight both ends of the customer service
                        Call Resolution Rate, Average       Resolved at First Level, Time to Resolve Cases                        Management System                            spectrum; the rate of immediacy as well as the timeliness of a
                        Time to Resolve                                                                                                                                        typical duration of response. Both impact customer
                                                                                                                                                                               satisfaction and should inform the Service unit about
                                                                                                                                                                               negotiating expectations as well as areas of service
                                                                                                                                                                               improvement potential.

 9 Customer Perspective Service Level Agreements            Yes/NO for customer segments                                          Service Desk           Core Data             This is an indicator of organizational maturity with regard to
                                                                                                                                                                               managing and responding to customer expectations.

10 Internal Processes      Defined IT Purchase Approval     Yes/ No for workstations, peripherals, personal devices, for          Professional                                 This is an indicator of organizational maturity as it relates to
                           Process                          servers, software, services                                           Knowledge                                    it’s ability to source purchases strategically to leverage
                                                                                                                                                                               volume, develop a more mature financial management model
                                                                                                                                                                               for lifecycle refresh,and standardize the environment to
                                                                                                                                                                               improve quality of service and reduce risk.


11 Internal Processes      Cetnralized Service Desk         # of Service Desk FTE, Hours of Operation, Years of IT Service,       HR, Remedy or          Core Data, Helpdesk These comparisons between institutions can enable individual
                           Metrics: FTE, Hours, Years of IT Incident Backlog                                                      Service Management     Institute           institutions to weigh feedback they receive about the
                           Service, Incident Backlog                                                                              System                                     adequacy of their customer services to the inputs into the
                                                                                                                                                                             process.
12 Internal Processes      SPAM Impact                      # of mail messages delivered, # of messages blocked (SPAM,            Mail System, Filters   Campus Computing    This measure may be an indicator of an internal process
                                                            Viruses, etc,)                                                                                                   setup to improve the customers’ view the organization in
                                                                                                                                                                             terms of time, quality, performance and cost.
13 Internal Processes      Refresh Budget as % of Total IT Total IT Budget, Budget for Life Cycle refresh, Total IT Asset Value Financials               Core Data, Campus   These comparisons between institutions can enable individual
                           Budget                                                                                                                        Computing           institutions to weigh feedback they receive about the
                                                                                                                                                                             adequacy of their customer services to the inputs into the
                                                                                                                                                                             process.


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