Office of the University Registrar

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University
University

The Strategic and Operational KPIs for the Office of the Registrar are showing a moderate
alignment towards the Strategic Objectives (SO #1).
The 2017 Strategic Plan for the Registrar includes a number of operational targets, without
indication of actual or past performance.
There are a few initiatives aimed at establishing improved efficiencies in increasing the
number of admissions and issued diplomas, but the activities supporting those are too general.
The metrics are clear, however the trends (increasing better / decreasing better) seem
illogical in some instances (i.e. received students’ complaints – increasing better!).
There are no individual SMART objectives available; it is therefore impossible to review
the likelihood of proper achievement of the Strategic Objective(s).

Office of Graduate Studies

There is only one Strategic KPI and one Operational KPI for the Office of Graduate
Studies.
The KPI definitions are unclear and too general, without any specific description of the
targeted results. No metrics are included.
There are no individual SMART objectives available; it is therefore impossible to review
the likelihood of proper achievement of the Strategic Objective(s).

Contracts & Procurement

Overall, the Strategic and Operational KPIs for the Contracts & Procurement department
are showing a good alignment towards the Strategic Objectives (SO #4). They are,
however, based on a low overall Customer Satisfaction target (80%).
The 2017 Strategic Plan for Contracts & Procurements is based on the automation of
workflows and policy/ procedures. This approach provides a solid foundation for future
operational performance and customer satisfaction improvement versus the current status.
The definitions are clear and all metrics are expressed in percentages (100% in all cases).
Metrics are missing for one of the OPKIs.
There are no individual SMART objectives available; it is therefore impossible to review
the likelihood of proper achievement of the Strategic Objective(s).

Financial Services

Overall, the Strategic and Operational KPIs for the Financial Services department are
showing a good alignment towards the Strategic Objectives (SO #4).
The 2017 Strategic Plan for Financial Services is based on the timeliness of budgeting
and financial services delivery, customer satisfaction levels and financial performance
(budget reallocation). It would be advisable to include more specific external regulations
compliance targets (MoF, PMO, external auditors).
The definitions are clear and all metrics are based on internal reporting.
There are no individual SMART objectives available; it is therefore impossible to review
the likelihood of proper achievement of the Strategic Objective(s).

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