School District Key Performance Indicators (KPIs): Values ... · Finally, across all KPI families (operations only), the districts that perform consistently in the best quartile are

School District Key Performance Indicators (KPIs):

Values and Trends

January 2018

An Analysis by Performance Management

Dale Schmidt, Director

Leigh Kamens, Coordinator

2

What’s New

PERFORMANCE MANAGEMENT BENCHMARKING REPORT

While there’s no change to the number of operationalKPIs reported, we have an additional year of data with which we can analyze trends over a longer period of time.

CGCS has published

academic KPIs for the first time in a pilot report. We can now benchmark BCPS academic outcomes with other large CGCS districts outside of Florida.

With more data and new data, we gain additional insights.

New insights are flagged with a

3

Executive Summary


BCPS uses key performance indicators (KPIs) published by the Council of Great City Schools (CGCS) to inform its practices and drive performance improvements in operations and academics.

There are many limitations to CGCS KPI reporting, but it is the best available source. Member districts have several essential demographic characteristics in common with BCPS; if accurately reported, their KPIs provide reasonable and useful benchmarks.

Overall, there were no significant changes in KPIs reported between the most current CGCS report and the prior one.

BCPS collectively across all operations INCREASED its number of BEST QUARTILE rankings from 25 to 26, driven by improved KPIs in Transportation, Risk Management and Procurement.

Across focus areas, BCPS Food Services KPIs are MIXED. Meal participation rates among FRL fell. Meals per labor hour have plateaued, while the fund balance continues to improve.

Across focus areas, BCPS Information Technology KPIs continue to IMPROVE.

While teacher retention continues to be a major challenge, new teacher induction programs and additional support appear for now to have helped stem attrition.

Academic KPIs published by CGCS in its pilot report are problematic. Thus, only a subset (Secondary level) are reported here.

Districts that have sequentially ranked in the best quartile may be good sources for best practice

guidance. They are identified at the end of this report.

An Excel-based data book with source data accompanies this report.

4

Introduction


Performance Management compiled operational key performance indicators

(KPIs) published by the Council of Great City Schools (CGCS) in six separate reports

published between October 2012 and November 2017.

In addition, academic KPIs were reported by CGCS for the first time in a pilot report.

Thus, this year’s Broward Benchmarking Report includes KPIs around both operations

and academics.

BCPS Departments (operations, not academics) were requested to identify a subset

of one-to-four KPIs—referred to here as “focus KPIs”—that most inform their work.

Across the focus KPIs, a trend analysis was performed. It includes a comparison

against other large Florida districts.

In addition, across all KPIs reported by BCPS consistently over at least the past four

years, an index analysis was completed to understand how KPI values have

fluctuated over time relative to their baseline value.*

Finally, across all KPI families (operations only), the districts that perform consistently

in the best quartile are identified. Further research into the contexts of those districts

is recommended, as it might yield best practices that can be implemented at BCPS.

* Baseline values are the KPI values first reported by BCPS to CGCS. Typically, they are from the 2011/12 or 2012/13 school year.

5

The 70 CGCS member districts share

several common characteristics


Large Scale

Most have more

than 50,000

students

Racially Diverse

Minorities

represent a

significant

proportion of the

student

population

Urban

All serve

metropolitan

areas with

>250,000

residents

Economically

Diverse

All serve a

large

population of

students on

free or reduced

lunch

6

Limitations of CGCS’s KPIs


• The data used in this report are pulled from the CGCS “Managing for

Results” report, published annually in October or November, and its

“Academic Key Performance Indicators” pilot report, published in October

2017.

• The published KPIs are12 months old or more by the time they are

published. KPIs in the latest (2017) reports are from the 2015/16 school year.

• Trend analysis and comparisons with other districts depend on the extent of

transparency and regularity of reporting.

KPIs are selectively reported by districts. We cannot compare what’s

not reported.

Levels of transparency often vary from year to year. Some districts

report a wide range of KPIs consistently, some do not.

Trend analysis is not possible with the academic KPIs as CGCS reports

only one year of data.

7

Limitations of CGCS’s KPIs, continued


• The set of KPIs collected by CGCS is somewhat stable, but each year there

are changes. Some KPIs once tracked are no longer reported.

• KPI definitions and underlying calculations can (and do) change. Past

values cannot always be mapped to later values.

• Wide fluctuations in reported KPIs by districts are not uncommon. They can

result from miscalculations, policy changes, State legislative changes, errors

in CGCS’s reporting, etc.

• Districts can (and do) revise their prior-year data. Districts also can (and

do) retroactively provide prior-year data. Thus, the mix of districts falling in

the best quartile—and the best quartile range of values—may fluctuate

year over year. Revisions and reporting for prior years occur regularly in the

latest report.

8

How this report is structured


$500

$600

$700

$800

$900

$1,000

$1,100

$1,200

2 0 1 2 / 1 3 2 0 1 3 / 1 4 2 0 1 4 / 1 5 2 0 1 5 / 1 6

KPI TREND

57.7% 58.2% 58.8% 57.7%

0%

20%

40%

60%

80%

100%

2012/13 2013/14 2014/15 2015/16

BCPS VALUE within RANGE

OF REPORTED VALUES

80

90

100

110

120

130

140

150

160

2011-12 2012-13 2013-14 2014-15

Indexed KPIs

Trend Analysis and Benchmarking for 1 to 4 select KPIs per Metric Family:

Index Analysis for KPIs within a Metric Family:

4-year trend with comparison

to other large

Florida districts where data is reported.

4-year view of

BCPS’s value within full range

of values reported by all

districts (national).

Across all (or most) KPIs within a metric family, BCPS’s baseline values were set to a value of 100 to develop an index.

Why use an index? To accentuate change over time.1) Regardless of unit of measure (e.g., dollars, people, days,

percentage), all KPIs can be shown on the same graph. 2) By viewing all related KPIs on one graph, themes emerge

and relationships between KPIs can be better understood. Some measures come from a small base; wide fluctuations are

sometimes normal. A few KPIs with especially wide variations in values are reported separately in a table.

9

Transparency Across Large Districts in Florida


1516

13

6

15

8

19

13

9

21

11

15

10

6

15

8

17

0

9

17

1011 11

6

14

8

17

13

9

18

1415

13

6

14

8

17

6

9

20

1516

11

6

15

8

19

13

9

21

0

5

10

15

20

25

Transportation Food Procurement Grants IT Finance Accounting Safety Risk Mgt HR

CGCS KPI Reporting by Metric Family (2017)

Total # of KPIs Tracked # Reported by Broward # Reported by Miami Dade

# Reported by Palm Beach # Reported by Orange

Florida’s largest districts uniformly provide high levels of transparency across KPIs.

In prior years, Miami-Dade significantly limited the KPIs that it reported.

BCPS did not report Safety KPIs to CGCS

10

Overall, BCPS increased its best quartile presence through

performance improvements in

Transportation, Procurement, and Risk Management.


6

1

7

2

1

2

3

2

6

2

7

1

1

3

2

3

0 2 4 6 8

Human Resources

Risk Management

Finance, Accounting, Payroll

Information Technology

Grants Management

Procurement and Supply

Food Services

Transportation

Number of Best Quartile Rankings by CGCS Metric Family

2015/16

2014/15

BCPS’s number of best quartile rankings increased from 25 to 26

11

Focus KPIs (1 of 2)


Division CGCS Metric Family Focus KPIs

Strategy and Continuous Improvement

TransportationCost per Rider

Daily Runs per Bus

Food and Nutrition Meals per Labor Hour

Lunch Participation Rate


Procurement Cost per Purchase Order

Procurement Savings Ratio

Procurement Administrative Lead Time (PALT), Requests for Proposals

P-Card Purchasing Ratio

Grants Management Competitive Grant Funds as a Percent of Total Budget

Information and Technology

Information TechnologyAverage Age of Computers

Devices per Student

12

Focus KPIs (2 of 2)


Division CGCS Metric Family Focus KPIs

Office of the Chief Financial Officer

Financial Management

Revenue Efficiency: Adopted Budget Difference from Actual

Expense Efficiency: Adopted Budget Difference from Actual

Accounts Payable Invoices, Days to Process

Compensation Payroll Cost per Paycheck

Office of the Chief of Staff

Risk Management

Cost of Risk per Student

Liability Claims per 1,000 Students

Workplace Incidents per 1,000 Employees

Workers’ Compensation Cost per Employee

HumanResources and Equity

Human Resources Teacher Retention after Five (5) Years

13

While there are 70 CGCS member districts,

on average about 45% report focus KPIs


36

27

26

33

31

37

28

33

33

32

42

31

28

34

22

37

33

28

34

39

0 10 20 30 40 50

Teacher Retention

Liability Claims

Cost of Risk

Safety Staff

Safety Incidents

Payroll Cost

Days to Process Invoices

Expense Efficiency

Revenue Efficiency

Devices per Student

Average Age of Computers

Competitive Grants % of Total

P-Card Purchasing Ratio

Procurement Lead Times

Procurement Savings Ratio

Cost per Purchase Order

Lunch Participation Rate

Meals per Labor Hour

Miles Between Accidents

Cost per Rider

Number of CGCS Member Districts Reporting “Focus” KPIs (2017)

Average number

of participating

districts = 31, up

from 28 in 2016

14

CGCS KPIs in the Broward Context


Meals per Labor Hour have plateaued. A strategic focus on Customer Service to improve students’ experience requires, at a minimum, existing

staffing levels. The staffing model is the same regardless of school size. Alternative meal production models (centralized vs. site-based) could

yield productivity gains. However, current infrastructure already exists for site-based production, and food quality would likely suffer under a centralized production model.

Breakfast Participation Rates: Policies in several top-quartile districts (e.g., Dallas) mandate breakfast or offer in-classroom service. BCPS does not,

which results in a lower rate. New service models (“Grab-n-Go”, Patio service, service for late-arriving

students, etc.) have been implemented to improve participation, along with food samplings and a focus on recognizable brands.

FOOD

SERVICES

Sustainability of current performance levels over the short-term will be challenged by retirements of key personnel and technology migration to new inventory and operations systems. Staff is developing training and succession planning to mitigate risks.

Variability within CGCS metrics are driven off of different cost structures that exist between districts. Several districts do not include the full range of programs (e.g., magnets, Promise, etc.) served that BCPS does.

TRANSPORT-

ATION

15



PROCUREMENT

AND SUPPLY

KPIs reported by CGCS (i) combine administrative models

(centralized vs decentralized) and (ii) consider the full life-cycle

of all grant types (continuation, formula, competitive, and

school-based).

Grants Administration at BCPS is decentralized and controls only

the pre-award status of competitive and school-based grants.

KPIs showing the quantity of applications submitted and win-

rates as a percentage of the available number and pool of

funds would be more informative but are not reported by CGCS

GRANTS

MANAGEMENT

P-card purchasing improves cycle times but reduces flexibility to

negotiate overall savings. Rebate rates have been

renegotiated. Ideal P-card purchasing ratio must balance the

benefits of faster cycle times with the ability to maximize savings.

There have been significant improvements in Procurement

Administrative Lead Times for RFPs over prior year. However,

further improvements are highly dependent on process gates

not controlled by Procurement (e.g., Board approval timelines

and policy requirements).

For the first time, BCPS procurement staff is in the top quartile for

ratio of staff holding professional certificates.

16



Reported KPIs reflect the district’s growing investment in IT as a

percentage of overall budget.

In concert with those investments, the average age of

computers has steadily declined while the number of devices

per student has risen.

Wide scale technology introduction drives Help Desk usage;

fluctuations in Help Desk call abandonment rates are a result.

Trend data shows that spikes in call abandonment are

temporary.

INFORMATION

TECHNOLOGY

Budget KPIs across districts are highly reliable; they utilize publicly

disclosed data and can be easily verified.

BCPS’ existing budget policies and procedures have resulted in

high levels of consistency year-to-year across KPIs.

Fluctuations in BCPS data that have occurred over time can be

traced back to systems issues (e.g., Number of Payments

Voided), changes in staffing levels (e.g., Treasury Staffing Cost),

or the behavior of financial markets vis-à-vis risk profiles (e.g.,

Investment Earnings)

FINANCE,

ACCOUNTING,

AND PAYROLL

17



Colleges of education—the main instructional staffing pipeline—

are in decline with fewer students seeking teaching careers.

25-30% of new BCPS teachers are career changers who need

more formal on-boarding.

Lack of pedagogical support and few career-path incentives

are leading drivers of attrition. BCPS’ NESS/Tier and i3 grant

programs are helping, but coverage is limited to TIF schools.

BCPS’s benefits package is competitive. However, dependent

care coverage is very expensive.

HUMAN

RESOURCES

Drivers of Risk Management KPIs are impacted by insurance

market conditions, location of risk, population, loss history and

socio-economic factors.

There can be a significant time lag from the time a claim is

opened until it matures through the settlement process—and

that can impact KPI metrics.

Cost KPIs are impacted by a District’s decision to carry excess

coverage above sovereign immunity caps (as does BCPS).

BCPS’ Risk Management department has launched a loss

prevention program focused on school-by-school assessments

to help mitigate claim occurrences.

RISK

MANAGEMENT

18

Transportation: Trend Analysis and

Benchmarking of Focus KPIs


$500

$700

$900

$1,100

$1,300

2012/13 2013/14 2014/15 2015/16

COST PER RIDER

BCPS

Palm Beach

Hillsborough

Orange

0

2

4

6

8

2012/13 2013/14 2014/15 2015/16

DAILY RUNS PER BUS

BCPS

Hillsborough

Orange

$665 $633 $666 $630$0

$1,000

$2,000

$3,000

$4,000

$5,000

2012/13 2013/14 2014/15 2015/16

BCPS COST PER RIDER WITHIN RANGE

OF REPORTED VALUES

3.74.86 5.19

5.11

0

2

4

6

8

10

2012/13 2013/14 2014/15 2015/16

BCPS DAILY RUNS PER BUS W/I RANGE

OF REPORTED VALUES

= Best Quartile

19

Transportation: Index Analysis


60

70

80

90

100

110

120

130

140

150

2012-13 2013-14 2014-15 2015-16

Indexed Transportation KPIs (Broward only)

Cost Per Rider

Cost Per Total Mile Operated -All Buses

Daily Buses as Percent of Total Buses

Average Age of Fleet (Years)

Daily Runs Per Bus

Cost Per District-Operated Bus

Miles Between Accidents

Miles Between Preventable Accidents

Daily Runs per Bus have improved significantly over time but may have plateaued

Miles Between Accidents, preventable and otherwise, have been steadily

declining

= Best Quartile

20

Food Services: Trend analysis and

Benchmarking for Focus KPIs


10

15

20

25

2012/13 2013/14 2014/15 2015/16

MEALS PER LABOR HOUR

BCPS

Palm Beach

Orange

40

50

60

70

2012/13 2013/14 2014/15 2015/16

LUNCH PARTICIPATION RATE

(MEAL SITES, %)

BCPS

Palm Beach

Orange

14.818 17.7 17.3

0

10

20

30

40

2012/13 2013/14 2014/15 2015/16

BCPS MEALS PER LABOR HOUR WITHIN

RANGE OF REPORTED VALUES

57.7% 58.2% 58.8% 58.2%

0%

20%

40%

60%

80%

100%

2012/13 2013/14 2014/15 2015/16

BCPS LUNCH PARTICIPATION RATE

WITHIN RANGE OF REPORTED VALUES

= Best Quartile

21

Food Services: Index Analysis


80

90

100

110

120

130

2011-12 2012-13 2013-14 2014-15 2015/16

Indexed Meal Participation

KPIs (Broward only)

Breakfast Participate Rate (Districtwide)

Breakfast Participation Rate (Meal Sites)

Breakfast F/RP Participation Rate

Lunch Participation Rate (Districtwide)

Lunch Participation Rates (Meal Sites)

Lunch F/RP Participation Rate

= Best Quartile

80

90

100

110

120

130

140

150

160

2011-12 2012-13 2013-14 2014-15 2015-16

Indexed Revenue and Cost

KPIs

Total Cost as a Percent of Revenue

Fund Balance per Revenue

Cost Per Meal

Food Cost Per Meal

Food Cost per Revenue

Labor Cost per Revenue

Meals per Labor Hour

USDA commodities as Percent of Revenue

Decline in meal participation rates among free/reduced students appears to be accelerating

22

Procurement and Supply: Trend Analysis and



$0

$20

$40

$60

$80

2012/13 2013/14 2014/15 2015/16

COST PER PURCHASE ORDER

BCPS

Palm Beach

Duval

Orange

0%

5%

10%

15%

2012/13 2013/14 2014/15

PROCUREMENT SAVINGS RATIO

BCPS

Palm Beach

Orange

$24 $25 $30$49

$0

$50

$100

$150

$200

$250

$300

2012/13 2013/14 2014/15 2015/16

BCPS COST PER PURCHASE ORDER


1.0%

11.2%

5.7%

0%

10%

20%

30%

40%

2012/13 2013/14 2014/15

BCPS PROCUREMENT SAVINGS RATIO


= Best Quartile

NOT REPORTED BY BROWARD

(Details follow)

23

Procurement and Supply: Trend Analysis and

Benchmarking for Focus KPIs, continued


0

100

200

300

2012/13 2013/14 2014/15 2015/16

PROCUREMENT ADMINISTRATIVE LEAD

TIME (PALT) FOR RFP (# DAYS)

BCPS

Duval

Orange

0%

5%

10%

15%

20%

2012/13 2013/14 2014/15 2015/16

P-CARD PURCHASING RATIO

BCPS

Palm Beach

Orange

135

84

204

153

0

50

100

150

200

250

2012/13 2013/14 2014/15 2015/16

BCPS PALT FOR RFPs WITHIN RANGE OF

REPORTED VALUES

4.7% 4.2%8.1% 9.0%

0%

10%

20%

30%

40%

50%

60%

2012/13 2013/14 2014/15 2015/16

BCPS P-CARD PURCHASING RATIO


24

Procurement and Supply: Index Analysis


70

80

90

100

110

120

130

140

150

160

170

2011-12 2012-13 2013-14 2014-15 2015-16

Indexed Procurement KPIs (Broward only)

Procurement Cost per $100K Revenue

Procurement Cost per Purchase Order

= Best Quartile

Increases in procurement costs associated with expansion of professionally-

certified staff and investments in new technology

New CGCS formula for Procurement Cost per Purchase Order now excludes

Construction transactions

New CGCS formula

25

Procurement and Supply: KPIs (not indexed)


= Best Quartile

KPI 2011/12 2012/13 2013/14 2014/15 2015/16

Procurement Savings Ratio 0.8% 1.0% 11.2% 5.7%Not

Reported

Strategic Sourcing Ratio 71.8% 17.0% 2.1% 2.0% 92.5

P-Card Purchasing Ratio 3.2% 4.7% 4.2% 8.1% 9.0

PALT* for Informal Solicitations (# of Days)

3 4 7 7 2

PALT* for Requests for Proposals 135 135 84 204 153

PALT* for Invitations for Bids 165 165 67 113 119

Procurement Staff with Professional Certificate

24% 4% 16% 17% 30%

*Procurement Administrative Lead Time

NOTE: The values below were not indexed due to wide variations from base year

values in reported figures.

Procurement and Warehousing Services has developed a new, more accurate

method for tracking Procurement Savings Ratio. While not reported in 2015/16, it

remains a department focus and will be reported to CGCS in the future.

26

Grants Management: Trend Analysis and



0%

5%

10%

15%

20%

2012/13 2013/14 2014/15 2015/16

COMPETITIVE GRANT FUNDS AS A

PERCENTAGE OF TOTAL BUDGET

BCPS

Palm Beach

Orange

12% 15% 17% 15%0%

20%

40%

60%

80%

100%

120%

2012/13 2013/14 2014/15 2015/16

BCPS COMPETITIVE GRANT FUNDS WITHIN


Funding from competitive grants has been relatively steady over time.

The number of grant applications submitted and win rate are meaningful KPIs that

are not reported by CGCS.

27

Grants Management: Index Analysis


80

90

100

110

120

130

140

150

160

2011-12 2012-13 2013-14 2014-15 2015-16

Indexed Grants Management KPIs (Broward only)

Grant Funds as Percent of Total Budget

Competitive Grant Funds as Percent of

Total

Grant-Funded Staff as Percent of District

FTE's

Returned Grant Funds per $100k Grant

Revenue

BCPS has reduced its dependence on grant funding over time.

Returned grant funds per $100k grant revenue has increased. (Note: post-award

grant funds are not managed centrally by BCPS’ Grants Administration

department.)

28

Information Technology: Trend analysis and



0

2

4

6

2012/13 2013/14 2014/15 2015/16

AVERAGE AGE OF COMPUTERS - YEARS

BCPS

Miami Dade

Palm Beach

Orange

0

0.2

0.4

0.6

0.8

1

2012/13 2013/14 2014/15 2015/16

DEVICES PER STUDENT

BCPS

Duval

Orange

Miami-Dade

4.3

2.92.47

2.15

0

1

2

3

4

5

6

2012/13 2013/14 2014/15 2015/16

BCPS AVERAGE AGE OF COMPUTERS


0.41 0.43 0.480.61

0

0.5

1

1.5

2012/13 2013/14 2014/15 2015/16

BCPS DEVICES PER STUDENT WITHIN


= Best Quartile

29

BCPS Information Technology: Index Analysis


40

60

80

100

120

140

160

180

2011-12 2012-13 2013-14 2014-15 2015-16

Indexed Information Technology KPIs – Devices

(Broward only) Devices - Average Age of

Computers

Devices per Student

Devices - Computers Per

Employee

Devices - Advanced Presentation

Devices per Teacher

Students are equipped with more and newer devices, and teachers are equipped

with more advanced presentation devices to support their instruction

= Best Quartile

30

Information Technology: Index Analysis


60

80

100

120

140

160

180

200

2011-12 2012-13 2013-14 2014-15 2015-16

Indexed Network and

Support KPIs (Broward only)

Network - WAN Availability

Support - Help Desk Staffing Cost per Ticket

Support - Break/Fix Staffing Cost per Ticket

Support - Help Desk Call Abandonment Rate

Network - Days Usage Exceeds 75% of

Capacity

406080

100120140160180200220240260

2011-12 2012-13 2013-14 2014-15 2015-16

Indexed Information

Technology Spend KPIs (Broward only)

IT Spending Per Student

IT Spending Percent of District Budget

Systems Cost - Business Systems Cost per Employee

Systems Cost - Instructional Systems Cost per

Student

Increase in Staffing Cost per Ticket is likely associated with more widespread

adoption of new technology

= Best Quartile

31

Financial Management: Trend Analysis and



98%

100%

102%

104%

106%

108%

2012/13 2013/14 2014/15 2015/16

REVENUE EFFICIENCY

BCPS

Miami Dade

Palm Beach

Orange

95%

105%

115%

125%

2012/13 2013/14 2014/15 2015/16

EXPENSE EFFICIENCY

BCPS

Miami Dade

Palm Beach

Orange

101% 102% 103% 102%

40%

60%

80%

100%

120%

140%

160%

2012/13 2013/14 2014/15 2015/16

BCPS REVENUE EFFICIENCY WITHIN


102% 103% 104% 103%

40%

60%

80%

100%

120%

140%

160%

2012/13 2013/14 2014/15 2015/16

BCPS EXPENSE EFFICIENCY WITHIN


32

Financial Management: Index Analysis


70

80

90

100

110

120

130

140

150

2011-12 2012-13 2013-14 2014-15 2015-16

Indexed Financial Management KPIs (Broward only)

Debt Principal Ratio to District

Revenue

Debt Servicing Costs Ratio to

District Revenue

Fund Balance Ratio to District

Revenue - All Types

Expenditure Efficiency - Adopted

Budget Difference from Actual

Revenue Efficiency - Adopted


Expenditure Efficiency - Final


Revenue Efficiency - Final Budget

Difference from Actual

• BCPS’s financial stability continues to improve

33

Financial Management (Cash Management) Index

Analysis


40

60

80

100

120

2011-12 2012-13 2013-14 2014-15 2015-16

Indexed Cash Management KPIs (Broward only)

Cash Flow - Short-Term Loans per

$100K Revenue

Investment Earnings per $100K

Revenue

Cash/Investment Equity per $100k

Revenue

Investment Earnings as Percent of

Cash/Investment Equity

Treasury Staffing Cost per $100k

Revenue

The behavior of financial markets vis-à-vis BCPS’ investment risk profiles is the

main lever influencing earnings KPIs

34

Accounting: Trend Analysis and



0

5

10

15

20

2012/13 2013/14 2014/15 2015/16

DAYS TO PROCESS INVOICES

BCPS

Miami Dade

Palm Beach

Orange

$0.00

$1.00

$2.00

$3.00

$4.00

2012/13 2013/14 2014/15 2015/16

PAYROLL COST PER PAYCHECK

BCPS

Miami Dade

Palm Beach

Orange

2 2.2 2.2 20

20

40

60

80

2012/13 2013/14 2014/15 2015/16

BCPS DAYS TO PROCESS INVOICES


1.23 1.16 1.09 1.140

5

10

15

2012/13 2013/14 2014/15 2015/16

BCPS PAYROLL COST PER PAYCHECK


= Best Quartile

35

Accounting: Index Analysis


60

80

100

120

140

160

180

200

2012-13 2013-14 2014-15 2015-16

Indexed Accounts Payable KPIs (Broward only)

AP Cost per 100k Revenue

AP Cost per Invoice

Invoices - Days to Process

Invoices Processed per FTE per Month

Payments Voided

A significant decrease in number of Payments Voided followed a spike in 2013-

14 that resulted from systems issues

Despite a rise in Cost per Invoice and a decline in Invoices Processed per FTE,

BCPS remains in the best quartile.

= Best Quartile

36

Accounting (Compensation): Index Analysis


40

60

80

100

120

140

2011-12 2012-13 2013-14 2014-15 2015-16

Indexed Compensation KPIs

Payroll Cost per $100K Spend

Payroll Cost per Pay Check

Pay Check Errors per 10k

Payments

W-2 Correction Rates (W-2c's)

Pay Checks - Direct Deposits

Pay Checks Processed per FTE

per Month

BCPS’s scale economies drive best quartile rankings across multiple KPIs

W-2 Correction rates have fluctuated widely, but from a small base

= Best Quartile

37

Risk Management: Trend analysis and



$0

$50

$100

$150

2012/13 2013/14 2014/15 2015/16

COST OF RISK PER STUDENT

BCPS

Palm Beach

Orange

Miami-Dade

0

2

4

6

8

2012/13 2013/14 2014/15 2015/16

LIABILITY CLAIMS PER 1,000 STUDENTS

BCPS

Palm Beach

Orange

Miami-Dade

84 65 71 65

0

100

200

300

400

2012/13 2013/14 2014/15 2015/16

BCPS COST OF RISK PER STUDENT


7.59

2.61 2.35 2.59

0

5

10

15

20

2012/13 2013/14 2014/15 2015/16

BCPS LIABILITY CLAIMS PER 1,000

STUDENTS WITHIN RANGE OF REPORTED

VALUES

38

Risk Management: Trend Analysis and

Benchmarking for Focus KPIs, continued


0

50

100

150

2012/13 2013/14 2014/15 2015/16

WORKPLACE INCIDENTS PER 1,000

EMPLOYEES

BCPS

Miami Dade

Palm Beach

Orange

$0

$200

$400

$600

$800

2012/13 2013/14 2014/15 2015/16

WORKERS’ COMPENSATION COST PER

EMPLOYEE

BCPS

Miami Dade

Palm Beach

Orange

93 97 9587

0

50

100

150

2012/13 2013/14 2014/15 2015/16

BCPS WORKPLACE INCIDENTS WITHIN


472357 389

269

$0

$500

$1,000

$1,500

2012/13 2013/14 2014/15 2015/16

BCPS WORKERS’ COMPENSATION COST


39

Risk Management: Index Analysis


0

20

40

60

80

100

120

2011-12 2012-13 2013-14 2014-15 2015-16

Indexed Risk Management KPIs

Cost of Risk Per Student

Workers' Compensation Claims

per 1,000 Employees

Liability Claims per 1,000 Students

Workplace Incidents per 1,000

Employees

Apart from an increase in Workers’ Compensation Claims, improvements in most

KPIs are significant

= Best Quartile

40

Risk Management: Non-Indexed KPIs


= Best Quartile

KPI 2011/12 2012/13 2013/14 2014/15 2015/16

Workers’ Compensation Cost per Employee

$256 $472 $357 $389 $269

Workers’ Compensation Cost per $100kPayroll Spend

$616 $1,391 $967 $1,073 $749

Workers’ Compensation Lost Work Days per 1,000 Employees

124 174 180 174 83

Liability Cost per Student $73 $19 $17 $18 $20

Liability Claims (Percent Litigated) 1.0% 1.6% 2.6% 2.6% 3.6%

NOTE: The values below were not indexed due to wide variations from base year

values in reported figures.

BCPS gains a new best quartile ranking through a sharp fall in the number of

Workers’ Compensation lost work days

41

Human Resources: Trend Analysis and



0%

10%

20%

30%

40%

50%

60%

70%

80%

2012/13 2013/14 2014/15 2015/16

TEACHER RETENTION AFTER 5 YEARS

BCPS

Palm Beach

Orange

70%

43%36%

43%

0%

20%

40%

60%

80%

100%

120%

2012/13 2013/14 2014/15 2015/16

BCPS TEACHER RETENTION AFTER 5

YEARS WITHIN RANGE OF REPORTED

VALUES

Leading drivers of attrition include dissatisfaction with school-based

administration, lack of support, and low salary.

Better induction and support of new teachers appear for now to have stymied the

steep declines in retention.

Substantial improvement in Exit Interview Completions since the 2014/15

school year give BCPS deeper insights into attrition.

42

Human Resources: Index Analysis


0

50

100

150

2012-13 2013-14 2014-15 2015-16

Indexed Teacher Retention + Exit Interview Completion KPIs

Retention after 1 year

Retention after 2 years




Exit Interview Completions

= Best Quartile

43

NEW: Academic KPIsSecondary Level


CGCS’s pilot academic KPI report, Academic Performance Indicators,

largely draws its KPIs from NAEP assessments. However, because of the

size and distribution of its population, BCPS is not part of the NAEP

sample.

Several incidents of inaccurate best quartile rankings appear in the

CGCS report, with two incidents erroneously excluding BCPS and one

erroneously including BCPS.

Some subgroup data is highly suspicious. For example, year-over-year

change in AP exam data among black males is exactly the same as it is

for all students for BCPS, Miami-Dade, and Palm Beach counties.

Due to concerns over data accuracy, Performance Management

cautions usage of or reliance on the CGCS report. We have alerted

CGCS and will continue to monitor the evolution and utility of CGCS’s

academic KPI reporting.

For the purposes of this report, we are only including benchmarks at the

Secondary level that present data aggregated for all students.

44

NEW: Academic KPIsSecondary Level


KPI Broward Miami-Dade Palm Beach

9th Grade students who failed one or more

courses25% 20% 13%

Ninth grade students with B average GPA or better in all grade nine courses

39% 57% 46%

All students who completed Algebra/Integrated Math by the end of 9th

grade73% 95% 81%

All secondary students who took one or more AP courses

22% 39% 23%

AP exam scores that were a 3 or higher 53% 51% 59%

Four-year cohort graduation rate 79% 80% 89%

= Best Quartile

Secondary level KPIs are heavily influenced by district policy, grading

philosophy and classroom rigor.

45

CGCS member districts that sequentially* report best quartile KPIs may

be sources of best practice guidance


Albuquerque• Transportation

Charlotte Mecklenburg• Transportation

• Procurement

• Risk Management

Cincinnati• Transportation

• Information

Technology

Guilford• Transportation

Houston• Transportation

• Risk Management

Dallas• Food Service

Nashville• Procurement

Des Moines• Procurement

• Human Resources

• Finance

Dayton• Information Technology

• Food Services

Miami-Dade• Accounts Payable

• Compensation

Austin• Risk Management

Providence• Human Resources

Fresno• Human

Resources

St. Paul• Transportation

• Food Services

*These districts had the most best quartile KPIs in the indicated metric families between the 2012/13 and 2015/16 school years.

NOTE: No districts reported a significant proportion of sequentially best quartile KPIs in the areas of Grants Management or Accounting

46

Recommendations


BCPS should leverage its membership in the CGCS to help drive quality

improvements in the annual “Managing for Results” and, more critically,

the “Academic Key Performance Indicators” reports.

Performance Management should conduct Performance Management

reviews of select departments to help ensure benchmarking data is being

used to drive continuous improvements and to drive a balanced view of

BCPS’s results. A temporary shift in focus from academics to operations is

recommended.

The impact of policy on many KPIs has not been thoroughly investigated.

In its work with various departments, Performance Management will seek

to develop a richer understanding of the magnitude of policy effects.

Performance Management will continue to spotlight the inter-relationships

and trade-offs that are associated with KPIs. It will highlight these in its next

benchmarking report (early 2019).

47PERFORMANCE MANAGEMENT BENCHMARKING REPORT

APPENDIX

48

Mapping of CGCS metric families to BCPS

organizational set-up (Operations, 1 of 2)


Transportation

Food Services


Grants Management

Information Technology

Safety and Security

Risk Management

Student Transportation and Fleet

Food and Nutrition Services

Procurement & Warehousing Services

Grants Administration

Information and Technology

Special Investigative Unit

Risk Management

Office of the Chief of Staff

Strategy and Operations

CGCS METRIC FAMILY BCPS DEPARTMENT

Not in the scope of this report, but

included in data file.

49

Mapping of CGCS metric families to BCPS

organizational set-up (Operations, 2 of 2)



Accounts Payable

Cash Management

Compensation

Finance

Payroll

Accounting and Financial Reporting

Budget, Capital Budget


Human Resources

CGCS METRIC FAMILY BCPS DEPARTMENT

Human Resources and Equity

Maintenance &

Operations

Physical Plant Operations

Construction

FacilitiesNot in the scope of this report, but

included in data file.

Treasurer

50

Context Matters: Depending on what is being measured, a high, mid-

range or low value KPI can fall in the best quartile


1. High values are typically

good when associated

with revenue or units of

production.

2. Mid-range values are

typically good when

associated with budget

variances or utilization

rates.

3. Low values are typically

good when associated

with cost items or

defects.

Examples for Illustrative Purposes

0

100

200

%, Units, or $

= Best Quartile

Best

Quartile for

Scenario 1

Scenarios

Best

Quartile for

Scenario 2

Best

Quartile for

Scenario 3

Cost Per Rider (Transportation)

Ratio of Actual Expenses to

Planned Budget(Financial

Management)

Meals Per Labor Hour

(Food Services)

51

Context Matters:

The number and distribution of reported KPIs will affect the

breadth of the range in values that fall in the best quartile


= Best Quartile

1. KPI appears to be in the best quartile and is in the best quartile

2. KPI appears to be in the best quartile—but is not

Examples for Illustrative Purposes

3. KPI does not appear to be in the best quartile—but actually is.

Scenarios:

Broad range

of values in

Best Quartile

Narrow range

of values in

Best Quartile

Note: Placement

in the best

quartile is more

meaningful

when many

districts report

the KPI. For some

KPIs, only a few

districts report a

value.

Range of values in

Best Quartile

appears “normal”

Documents

School District Key Performance Indicators (KPIs): Values ... · Finally, across all KPI families (operations only), the districts that perform consistently in the best quartile are