department: facility services mission: to deliver service …€¦ · · 2016-06-03business area...

KPI Collection Template for VP, Administration

BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI

(By Quarter unless indicated differently)

TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

FS 1.0 $ / Square Foot (sf) $1.58 $1.57

2012/13 OAPPA

Average:

$1.58/sf

FS 1.1% of time that established

Service levels were achieved *85% 76% N/A

FS 2.0 $ / Square Foot (sf) ** $1.67 $1.18

2012/13 OAPPA

Average:

$1.67/sf

FS 2.1

% of times that service delivery

matched the expected services

levels

(Priority 1) ***

95% 83%

FS 2.2



levels

(Priority 2)

90% 81%

FS 2.3



levels

(Priority 3)

70% 73%

FS 3.0 $ / Acre $42.07 $27.33

2012/13 OAPPA

Average:

$42.07/per Stu

FTE/Acre

Department: Facility Services

Mission: To deliver service excellence on time and on budget to a satisfied customer. We are committed to providing a healthy, safe, supportive and

inspiring physical environment conducive to learning, teaching, research, community partnering and the attraction and retention of quality students,

faculty and staff.

• Provide grounds costs at, or below the

Ontario Association of Physical Plant

Administrators (OAPPA) average Grounds

Custodial

• Provide custodial costs at, or below the


Administrators (OAPPA) average

• Provide custodial service to assigned

campus buildings and auxiliary services within

the service levels that are established.

Maintenance

• Provide maintenance costs at, or below the



• Perform repair maintenance and renovation

work within the work-priority guidelines. N/A

Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

FS 3.1

% of time that service levels

were achieved for seasonal

landscaping & snow response

100% 97%

FS 3.2 Snow Response 100% 96%

FS 4.0 $ / Square Foot (sf) $0.36 $0.30

2012/13 OAPPA

Average:

$0.36/sf

FS 4.1% of Projects completed on

time and on budget100% 86%

No of Project on time & over

budget ****0% 5% N/A

Projects on Budget & not on time 0% 8%

Projects not on time & not on

Budget 0% 1%

FS 5.0$ dollars/ sf(a measure of cost

containment)$3.29 $3.24

2012 / 2013

3OAPPA

Average:

$3.29 /sf

FS 5.1

% of un-interrupted utility

service provision

(power, water, heat)

100% 99.95% N/A

Construction

• Provide construction administrative costs

at, or below the Ontario Association of

Physical Plant Administrators (OAPPA)

average

• Deliver assigned projects on time, on

budget, to a satisfied customer.

Utilities

• Provide utilities costs at or below the



• Provide utilities to all campus buildings with

no service interruptions, and respond to

occupant comfort issues in a timely manner


• Provide complete property /landscaping

seasonal programs • Provide

snowremoval services

Grounds

N/A

Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

Logistics Services

• To provide the campus with logistic delivery

services as per assigned schedules and service

levels.

FS 6.0

% of time that service schedules

and service levels were

actually met

100% 100% N/A

Mail Services• Mail Services provided as per Service

Standards

FS 6.1

% of time that service schedules

and service levels were

actually met

100% 100% N/A

* FS 1.1 Actuals based on 2258 Audits complete

** FS 2.0 is based on APPA survey data that is current as of Spring 2013.

*** The updated data for FS2.1 to 2.3 represents the average from Dec. 2012 - Aug. 2014

**** Projects completed from May. 2012 - Oct. 2014

0%

20%

40%

60%

80%

100%

FS 1.0 FS 1.1 FS 2.0 FS 2.1 FS 2.2 FS 2.3 FS 3.0 FS 3.1 FS 3.2 FS 4.0 FS 4.1 FS 5.0 FS 5.1 FS 6.0 FS 6.1

Actual

Overall Department Performance (as a Percentage)

Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

Accounts

Payable

• Consistent Communication. • Providing

key results indicators that are important to

the University community and that provide

better awareness regarding achievable

service levels within available resources.

FA 1.0

Expense Report Processing Time

(in Days) where the submission is

in compliance with policy

requirements. *

2 pending N/A

Financial

Services

• Consistent Communication. • Transition to

self-service delivery • Offer more user-

friendly and convenience based self-service

opportunities to the University students,

Faculty, and staff community.

FA 2.0

% of Student Payments

Processed Electronically.

For this KPI, target is adjusted

each quarter

70% pending N/A

FA 3.0Investment Pool Returns /

Benchmark (10 Years)6.3% 6.9%

FA 3.1Salary Pension Plan /

Benchmark (10 years)6.2% 7.3%

SP 1.0 Total# PO's per Quarter TBD 869

SP 1.1 Total P-Card Spend $6,000,000 $5,865,293

SP 1.2 Number of RFx Posted on MERX 12 $10

SP 1.3Number of PO# based on RFx's

Including Facility Services RFx's.16 $4

N/A

Department: Financial Affairs

Mission: We support and facilitate the financial affairs of the University and its communities with expertise and integrity.

Treasury Operations

• Meet policy benchmark returns over time

using approved asset mix

• Consistent Communication FA12.2

(above)

N/A

Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

Total PO Spend current quarter $44,892,748

Total of all PO`S Over> $10k 313

Total of PO`S Over $50k < $100k 39

Total of PO`S Over > $100k 47

# of P-Card Transactions 13271

Avg P-Card Transaction $441.96

% of Transactions< 1000 90.29%

% of Transactions > 1000 and <

50008.66%

% of Transactions > 5000 and <

100000.96%

Total Cardholders 996

Average Transaction per Card

Holder13

Total Sole Source Pos 97

Total Spend Sole Source $7,825,133

S/S% of all PO's over $10k < 25% 17.4%

* Target has been updated post-Mosaic from 10 days

Strategic

Procurement

• Monitor Procurement activity in Mosaic to

increase productivity via targets, set strategic

goals & increase compliance.

0%

20%

40%

60%

80%

100%

FA 1.0 FA 2.0 FA 3.0 FA 3.1 SP 1.0 SP 1.1 SP 1.2 SP 1.3

Actual


Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

HR 6.0File turnaround time against

reasonable outcome97% 100%

HR 6.1a 8 8

HR 6.1b 12 12

HR 6.2

Overall Satisfaction – through

client feedback survey (reported

Q4 only)

80% 94

OLS 1.0File turnaround time as against

reasonable outcome75% 100%

OLS 1.1

Knowledge transfer - # of

education initiatives offered,

website material, templates, etc.

(per year)

12 12

OLS 1.2

Overall Satisfaction – through

client feedback survey (reported

Q4 only)

75% 98

Department: HR ELR and Office of Legal Services

Mission: We promote a positive, productive working and learning environment through the provision of expert, consultative human resource programs

and services in support of the University’s mission. As trusted advisors, we facilitate a culture of engagement, encourage continuous improvement and

foster collaborative relationships.

Knowledge transfer - # of

education initiatives offered (ie:

bargaining implementation,

bargaining team orientation, HR

LInC, Faculty meeting

attendance, etc.)

8 open and 12 closed events per

year

Office of Legal

Services

• Provide efficient, reliable and professional

legal advice and strategic guidance to

University clients. • Understand the

University’s mission and objectives through

regular interaction with groups and

individuals across Campus • Keep informed

of legislation and case law that may impact

the University.

Employee/ Labour

Relations

• Provide TMG with support, information,

and training to enable Managers to

confidently and effectively manage

employee/labour relations issues in their

departments

• Facilitate and nurture effective labour

relations with multiple bargaining agents on

campus.

N/A

N/A

Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

0%10%20%30%40%50%60%70%80%90%

100%

Actual


Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

HR 3.0

Creation of new health and

safety learning programs and

enhancement of existing RMM

programs

tbd 9

HR 3.1

# of participants that have

completed Health and Safety

Training sessions / budget year

13000 26,104

HR 3.2

# of JHSC meetings attended

(including Central JHSC) / budget

year

150 151

HR 3.3 # of lab visits 10 21

HR 3.4 # of requests received 100% N/A

EOHSS

o Foster the culture of safety throughout

the entire organization; o To enhance the

health/safety culture and meet mandatory

health/safety training requirements. (RMM

300 Safety Orientation and Training); o

Foster social awareness of importance of

health and safety and IRS; o Maintain and

enhance organizational health and safety

acumen with both internal and external

partners and strive to be community leader

in HS. Predictive future planning for

strategic initiatives that support the

University mission/vision; o Provide advise

and support to Joint Health and Safety

Committees (JHSCs); o Providing guidance

to researchers on compliance with all

applicable HS legislation ; o Lab audits

conducted by EOHSS team; o Improve

programs and services for vulnerable

workers;

Department: Human Resources (EOHSS)




N/A

Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

HR 4.0decrease in lost time (in days)

performance year over year**674 590

HR 4.1

% of eligible employees using the

Health Promotion, Support and

Advisory Services of the EFAP

Program

9.40% 13.90%

Employee

Health Services

• To reduce employee lost time as a result

of occupational injury or illness (WSIB)

• To promote employee wellness and

encourage appropriate use of the Employee

and Family Assistance Program (EFAP)

N/A

0%10%20%30%40%50%60%70%80%90%

100%

Actual


Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

HR 5.0

Maintain or increase # of

strategic initiatives/ programs

YoY 53 71 n/a

HR 5.1

% participants recognizing

value in E&W events via

satisfaction survey 80% 94% n/a

HR 5.2

Maintain or increase # of

employees or families that

register for E&W events YoY tbd 9% n/a

HR 5.3

# of volunteers rating 4 or

more in OD volunteer

satisfaction survey 80% 100% n/a

HR 5.4

Maintain or increase avg.

volunteer service term on OD

committees YoY (in years) 2 2.5 n/a

Organizational

& Employee

Effectiveness

Department: Human Resources




Student/Learner Experience: Evolution of

new and existing learning experiences

which are meaningful and assist in

cultivating the potential of our employees

Community Involvement: Enhanced

volunteer engagement and development

in community based activities (internal

and external offerings)

Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

Student/Learner Experience: Evolution of

HR 5.5

% new OD strategies

implementedtbd 7 n/a

HR 5.6

% new OD strategies in

progresstbd 9 n/a

HR 5.7

# of new/ proactive program

enhancement requests

completed tbd 18 n/a

HR 5.8

# of alternative format

offerings createdtbd 10 n/a

*Reference listings available outlining scope of programs and offerings

Internationalization: Strive to build

programs and initiatives which foster a

diverse, inclusive and engaging

workplace

Organizational

& Employee

Effectiveness

Research: Promote the use and

development of OD best practices within

areas of expertise to build organizational

capability

0%

20%

40%

60%

80%

100%

Actual


Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6

BENCHMARK

(if Applicable)

SS 1.0Dedcrease % of reported thefts /

Fiscal Year10% 20%

SS 1.1# of theft prevention education to

students24 24

SS 2.0# of crime prevention initiatives at

off campus locations12 8

SS 2.1# of visits to off campus locations

by S/Constables52 52

SS 2.2# of training programs with the

community20 22

SS 2.3 # of "walk and parks" per officer 52 60

SS 3.0

# of community engagement

interactions with CiRP and

Diverstiy Constables

115 75

SS 3.1 # of Campus Fairs / fiscal year 8 5

N/A

Department: Security Services

Mission: To deliver service excellence on time and on budget to a satisfied customer. We are committed to providing a healthy, safe, supportive and

inspiring physical environment conducive to learning, teaching, research, community partnering and the attraction and retention of quality students,

faculty and staff.

Research

Improve campus security by development of

crime prevention programs to new facilities

Research and provide information to the

community on safety and security in an effort

to decrease crimes of theft

Community

Engagement

Increase visibility and officer interaction

with the community

N/A

N/A

Interact with students through community

engagementStudent Engagement

Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6

BENCHMARK

(if Applicable)

SS 4.0# of formal communications and

forums held with staff800 808

SS 4.1 # of training hours / fiscal year 1300 1542

N/A

Continue to work with operational staff to

enhance employee engagement through

increase communication and collaboration

Employee

Engagement

0%

20%

40%

60%

80%

100%

SS 1.0 SS 1.1 SS 2.0 SS 2.1 SS 2.2 SS 2.3 SS 3.0 SS 3.1 SS 4.0 SS 4.1

Actual


Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

Enterprise Risk

• Build risk awareness across the

University through engagement

• Identify and mitigate emerging and

current risks facing the University

AUD 2.0Completion % of ERM

Plan / Fiscal Year100% 75% N/A

Audit

• Implement an Audit Work Plan designed

to achieve the Internal Audit mandate -

including determining whether internal

controls are operating at adequate levels

AUD 3.0# of Audit Projects / Audit

Work Plan Year20 19 N/A

Department: Office of Internal Audit

Mission: To provide independent, objective assurance and consulting services designed to add value and improve processes and operations. By bringing a

systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes, we help the University

accomplish its objectives

0%

20%

40%

60%

80%

100%

Aud 2.0 Aud 3.0

Actual


Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

HR 1.0

% of time pay is submitted to

the bank before 5 pm (excludes

Graduate Studies) *

100% 25%

HR 1.1% of HR transactions completed

by applicable deadlines **97% 89%

HR 1.2

# of new or enhanced tools or

documents prepared to assist

customers / year

12 8

* The first two Mosaic pays were submitted after 5pm.

** The target takes into consideration several factors that lie beyond the control of the HRSC

Department: HR Service Center

Mission: We promote a positive, productive working and learning environment through the provision of expert, consultative human resource programs and

services in support of the University’s mission. As trusted advisors, we facilitate a culture of engagement, encourage continuous improvement and foster

collaborative relationships.

HR Service

Centre

• Deliver core services in a timely, accurate

and uninterupted manner - and maintain

appropriate controls to ensure the integrity

of the University's pay process.

• Create and enhance the documentation

and tools available to employees, retirees

and departments to assist with operational

aspects of Human Resources.

N/A

0%10%20%30%40%50%60%70%80%90%

100%

Actual


Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

HC 1.1% of time that Custodial work

estimates match actual work time90% 85% N/A

HC 1.2% of time that Maintenance work

estimates match actual work time90% 88% N/A

Residence Admissions

* Maintain at least 98% occupancy (annual

average) in order to maximize the number of

students given a chance to live in residence

AND to produce the maximum contribution to

the university financially (4.5% of Gross

Revenue)

HC 2.1Occupancy Rate of student

residences98% 99% N/A

HC 3.1

1.Residence contribution to

campus integration.

(out of 7) *

5.5 5.53 5.3 (Canada)

HC 3.2

2. Residence contribution to

overall learning.

(out of 7) *

5.5 4.92 4.6 (Canada)

* The combination of location, amenities,

intentionally designed learning opportunities

and informal opportunities contribute to our

student’s learning on a wholistic scale.

*both measured via international benchmarking survey

Department: Housing and Conference Services

Mission: To create opportunities for personal growth, foster a culture of community engagement and sustain a distinctive living and learning

environment for all students in residence.

* Enhance student learning, working, and

living experience through responsive,

Customer-focused residential facility services.

Residence Facilities

Residence Life

84%86%88%90%92%94%96%98%

100%

HC 1.1 HC 1.2 HC 2.1 HC 3.1 HC 3.2

Series1


Q4 6/3/2016


BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI TARGETACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

MPS 1.0% Increase in New

Customers / Year5% ***

MPS 1.1Marketing Initiatives

/ Year8 8

MPS Administration

• Exceed customer's service expectations

and track through annual CS Satisfaction

Survey (include quality, turnaround, CS

measures).

MPS 2.0% of Customer's Who

Are Satisfied90% 95% N/A

MPS 3.0 % of Time Deadlines Met 95% ***

MPS 3.1 # of Impressions / FTE 1,000,000 1,652,418

MPS Overall

• Enhance the overall profitability of the

business. (Note: 2% increase ~= 12%

increase given 10% declining market

trend)

MPS 4.0 $ Sales / FTE $175,000 199,955 N/A

*** Data will be available after print management system is fully implemented and integrated with PeopleSoft.

The Print

Group

• Build brand awareness and increase

customer loyalty through new strategic

marketing initiatives.

The Design

Group

Department: Media Production Services

Mission: The mission of Media Production Services (MPS) is to understand and respond to the Community's visual, electronic, technological and print

media needs with innovative and cost-effective solutions that contribute to the academic and research goals of McMaster University.

• Optimize production to ensure

Customer satisfaction with response

times.

• Measure efficiency and productivity to

sustain competitive pricing.

N/A

N/A

0%20%40%60%80%

100%

MPS 1.0 MPS 1.1 MPS 2.0 MPS 3.0 MPS 3.1 MPS 4.0

Actual


Q4 6/3/2016



(YTD reconciled to annual targets)

TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

Revenue • Meeting Budget Revenue Target HSP 1.0 Meeting Revenue Target 22,405,445$ 21,748,291$ N/A

Operational • Meeting Budget Labour Target HSP 2.0 Total Labour $ (admin excluded) 8,341,037$ 7,942,914$ N/A

Financial • Maximize University Contribution HSP 3.0 Total Contribution $ 976,845$ 976,845$ N/A

*** Financial KPI is based on 4.5% of 2013/14 audited statement revenue and a quarterly breakdown of 8.5%, 28.5%, 31.5% and 31.5%)

Department: Hospitality Services

Mission: We are a team of dedicated professionals committed to enhancing the campus life experience by supporting the University vision and by fostering a

culture of inclusivity and respect. Ensuring the quality and value of our services, we provide the McMaster community with an evolving variety of world cuisine

options while striving to create a positive work environment.

0%

20%

40%

60%

80%

100%


Q4 6/3/2016


BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI(By Quarter unless indicated differently)

TARGET ACTUAL

TO-DATE

G6 BENCHMARK (if Applicable)

Sales per FTE Student

• Measure retail performance based on sales

per FTE Student CS 1.0 Sales per FTE Student (Annually) $756 $560.00 $713 Annually

Campus Store - Increase ability to respond to

marketplace changes and shifts in customer

demand while reducing overhead costs and

minimizing the opportunity for poduct

obsolecence.

CS 2.0 Inventory Turns 4.3 7.0 5.8

Scientific Stores - Increase ability to respond

to marketplace changes and shifts in

customer demand while reducing overhead

costs and minimizing the opportunity for

poduct obsolecence.

CS 2.1 Inventory Turns 4.0 4.6 N/A

Campus Store - Increase the average dollars

sold per transaction. CS 3.0 Dollars per transaction $81.23 $74.18

Scientific Stores - Increase the average

dollars sold per transaction. CS 3.1 Dollars per transaction $64.21 $68.89

Department: Campus Store

Mission: To contribute to the student experience assisting and supporting the learning process and the academic needs of students while generating income for the

University’s operating budget.

Inventory

Management

Average $ per

transactionN/A

Q4 6/3/2016


BUSINESS AREA STRATEGIC OBJECTIVES KPI CODE KPI(By Quarter unless indicated differently)

TARGET ACTUAL

TO-DATE

G6 BENCHMARK (if Applicable)

Campus Store - Encourage add on sales to

maximize the number of units sold per

transaction.CS 4.0 Units per transaction 2.28 2.32

Scienitific Stores - Encourage add on sales to

maximize the number of units sold per

transaction.CS 4.1 Units per transaction 26.30 29.41

Average units per

transactionN/A

0%

50%

100%

CS 1.0 CS 2.0 CS 2.1 CS 3.0 CS 3.1 CS 4.0

Actual


Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

PS 1.0 Increase online sales by 30% 1956 2295

PS 1.1Number of Parking Spaces for

Undergrad Student Population1:17 1:15

PS 1.2

Survey stakeholders and reduce

the number of machines that

accept cash payment by 6

6 8

Financial PS 2.0% of recovery rate of revenue/

Fiscal Year45% 52%

PS 2.1 Vistor Sales/ Quarter $509,000 $591,258

PS 2.2 Permit Sales/ Quarter $528,000 $489,764

PS 3.0

# of F/T & P/T Professional

Development Courses /

Fiscal year

28 10

PS 3.1% of Required Health & Safety

Training Completed / Fiscal Year100% 100%

Training and

Development

• Provide professional development

opportunities for Parking staff to allow for

growth in their abilities.

• Equip Parking Services Staff with the

appropriate training so they are able to do

their job safely in accordance with the

standards of the Universit.y

N/A

Department: Parking Services

Mission: Security & Parking Services strive to provide our University Community and visitors, with safe and well maintained parking and transiting

infrastructure. We are dedicated to courteous and helpful customer service through information resources, polite and knowledgeable staff, and convenient

parking facilities. We encourage voluntary compliance.

Infrastructure

and Business

PS 1.0• Increase in online sales

PS 1.1 Undergrad ratio

PS 1.2 Going cashless A.

Conduct a customer survey

B.Using the survery results determine which

machines will not longer take cash

PS 2.0 Increase the recovery of outstanding

parking fines.

PS 2.1 , 2.2 To ensure optimal use of facilties

in order to maximiz revenue

N/A

N/A

Q4 6/3/2016




TARGET ACTUAL

TO-DATE

G6 BENCHMARK

(if Applicable)

PS 4.0 # of special events on campus 150 225

PS 4.0a # of FWI events on campus 6 8

PS 4.1 To meet the AODA terms and

standards for accessable parking PS 4.1

4% of total number of parking

spaces 13 to 100 or 3% of parking

spaces plus one, between 101 -

200 or two percent plus 2

parking spaces between 201 -

1000

114 92

PS 5.0 City Bike rack partnership and bike

racks on campusPS. 5.0

Support program with transfer

from bike rack purchase program. $11,000 11,000

Sustainability

PS 5.1 Promote Carpooling by marketing

carpool program with new initatives: closer

proximity parking in prime lots, student

carpool in Lot M and discount voucher

program

PS 5.1% Increase the number of carpool

permits per quarter2% 14%

PS 5.2 Number of Carpooling spaces PS 5.2Increase carpooling spaces by 25%

from 18 to 2116.00 15.00

N/A

Engagement with the external and internal

community

Engagement N/A

0%

20%

40%

60%

80%

100%

PS 1.0 PS 1.1 PS 1.2 PS 2.0 PS 2.1 PS 2.2 PS 3.0 PS 3.1 PS 4.0 PS 4.0a PS 4.1 PS. 5.0 PS 5.1 PS 5.2

Actual

Overall Department Performance (as a Percentage)Overall Department Performance (as a Percentage)Overall Department Performance (as a Percentage)

Q4 6/3/2016

department: facility services mission: to deliver service …€¦ · · 2016-06-03business area...

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