UAF Staff Council Suggested Performance Measures

Prepared by UAF Staff Council Ad-Hoc Committee on Performance Based Budgeting
March 17, 2004
Presented to the SW Office of Budget and Institutional Research
March 18, 2004

Preliminary brainstormed list of recommendations of targets and metrics 
intended as response to Board of Regents Goal #4, Faculty and Staff Strength.

1. Improve staff & faculty recruitment and retention
The number of staff or faculty applying for a position is an indicator of the 
institutions reputation.  The number of staff or faculty retrained is an 
indicator of the institutions workplace quality.  The University should always 
be working to improve its reputation and improve the quality of the workplace 
in order to maintain a strong, healthy, content workforce.  This in turn allows 
the workforce to focus on achieving the Universitys strategic goals.

Indicators
Track number of faculty applying for positions (5% increase per year).
Track number of staff applying for positions(5% increase per year).
Competitive salaries (in top 10% nationwide) (track reasons for non-hires tied 
  to salary)
Attractive benefits package/flexible options (track specific reasons for 
  accepting or not accepting positions because of benefits) (track reasons 
  why perspective hires take positions that are related to benefits - health, 
  tuition waivers, parking, etc).
Annual increases (track delta percentage of staff receiving annual step 
  increases dictated on the staff salary grid and compare to actual COLA 
  increases).

2. Allow individual staff & faculty growth through career development, training, and promotion
Career development, job training, and promotions are tools to improve the 
quality of staff or faculty.  By tracking the number of opportunities to use 
these programs, the number of hours that staff or faculty attend these 
programs, and the number of staff or faculty that receive promotions, the 
University has an indicator of the workforces quality and contentment.

Indicators
Track hours and opportunities for career path development and completed 
  sessions and/or certificates.
Track workshops and conferences attendance including distance delivery.
Track attendance at training sessions including distance delivery.
Track number of degrees awarded during employment.
Track actual number of tuition waivers used by employees.
Track number of degrees awarded during employment funded through tuition 
  waivers.
Track number of degrees awarded during employment.
Track number of career ladder movements of staff & faculty.

3. Balance staff & faculty workloads
The number of responsibilities laid on any employee in relation to the amount 
of time the employee can work is an indicator of the employees level of stress.
By balancing the workload, each employee is better able to contribute to the 
system and the workplace is improved.

Indicators
Track credits taught by tenure track faculty versus non-tenure/service 
  component faculty.
Track number of faculty that do research only, vs. number of classes taught.
Track non-tenure faculty and service component workloads.
Track how jobs are combined and multi-tasked for rural campus staff jobs 
  and MAUs staff jobs
Track students who are non-traditional and part-time as compared to students 
  who are traditional and full time as tied to rural campus vs UA campuses 
  (community college mission versus UA mission).
Compare student faculty ratio for part-time students and full time students.

4. Maximize staff & faculty performance and efficiency
Employee performance and efficiency improve in direct relationship to the 
quality of the workplace, the availability of resources and tools to perform 
the work, and the reduction of individual and departmental stress.  By 
maximizing performance and efficiency the University as a whole improve and 
improves all of the Universitys efforts to achieve the strategic goals.

Indicators
Track the number of training sessions completed by supervisors.
Track number of annual evaluations completed for executive level 
  administrators and supervisors.
Track all evaluations completed annually.

5. Maximize integration of rural campus staff & faculty in their respective MAUs
The interaction between the main campuses and the rural campuses is an 
important aspect of University operations.The information flow between campuses 
(communication, training, decision making), the collaborations between campuses 
(cross campus projects), and the processes in place to include rural campuses 
in MAU decision making strengthen the University and its mission to reach all 
of the state.

Indicators
Survey campuses for satisfaction of services provided to students, staff, 
  faculty.
Track number of training sessions for rural campuses on conflict resolution and 
  communication for their staff, faculty and administration.
Track number of sites in attendance, including rural site staff at 
  interdepartmental meetings.
Track number of joint partnerships between rural campuses and main campus 
  departments.

6. Increase staff collaborations with Faculty and Administration
Staff, faculty, and administration are all working to create a quality product 
for the students.  By increasing the collaboration (communication, project 
work, and decision making) between those three groups, a better product is 
created.

Indicators
Identify number of collaborations between staff, faculty, and administration; 
  an example is NW Campus collaborates with career services via video 
  conferencing; and another example is faculty, staff and administration act 
  as mentors with the emerging scholars program.
Increase number of collaborations between staff, faculty, and administration.
Survey staff, faculty and administration on how to create a quality product 
  for students.

7.	Improve University resources and tools availability and training
In order to achieve the Universitys strategic goals, staff & faculty need the 
resources and tools, as well as the training to use them.  Through surveys and 
measurements of training hours it should be possible to determine what 
resources are under-utilized or not used.  The next step is to improve the 
resources, replace the tools and/or train the workforce to better utilize them.
This creates a better end product.

Indicators
Track number of training sessions held (OBB/PBB, Vista Plus, DSD query, Banner, 
  Databrowser) as well as percentages of faculty, staff, and administration in 
  attendance.
Survey faculty & staff on resource utilization.
Track number of improvements to resources.
Track number of faculty & staff training sessions related to the resources.

8. Support staff & faculty advocacy
Having an avenue for faculty and staff to address their concerns to 
administration adds support to the University team.Maintenance of active 
bodies (such as Staff Council, Faculty Senate, etc.) allows these bodies to 
provide input to the UA administration.  Since staff are non-union, create an 
ombudsman position to allow an additional avenue for staff to have issues and 
concerns addressed at a lower level.

Indicators
Track faculty & staff time spent on serving on governance bodies.
Track support given by supervisors to their staff who participate in 
  governance groups or serve on committees.
Track positive outcomes of these governance bodies.
Track number of ombudsman contacts of advocacy and conflict resolution for 
  staff.

9. Improve the workplace environment & further develop workplace ethics
The workplace environment (the working conditions, the relationship between 
employees and the relationship between employees and management) has a 
significant impact on the University processes, the University product, and 
the ability to create and retain a quality workforce.By improving the workplace 
environment and ethics, the University as a whole is improved.

Indicators
Track number of ergonomic workplace reviews.
Track habitual problem areas through workmans compensation claims.
Track number of training sessions for supervisors (faculty & staff).
Track increase in performance of supervisors.
Track number of grievances and outcomes.
Track number of training sessions on conflict resolution, interpersonal 
  skill development, etc.

10.	Review and balance staff support of faculty and students
The number of staff in a given unit, in relation to each other, in relation to 
the number of faculty, and in relation to the number of students provides 
indicators of the individual and departmental ability to support the 
University's mission(s).  By balancing these ratios, the University improves 
its operational effectiveness and provides a better end product.

Indicators
Ratio of staff, students, and faculty to institution (by department, function, 
  degrees earned, etc.).