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
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
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
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