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Cause and Condition <br />RPT's performance measures do not align with its stated mission or provide enough information <br />about its overall activity. <br /> <br />Effect <br />Stakeholders and decision-makers are left unable to make informed decisions. <br /> <br />Recommendation 1 <br /> <br />Key Performance Indicators <br />RPT should develop additional qualitative and quantitative key performance indicators (KPIs)for <br />each functional business area to inform stakeholders. <br /> <br />Key Performance Indicators (KPI) should identify the following: <br /> <br /> 1. Whether goals align with the vision <br /> 2. What could cause variances <br /> 3. What information RPT already has access to <br /> 4. What are unique aspects of its operations, and how should they be measured <br /> 5. How frequently will RPT measure each KPI <br /> 6. What are RPT's short, long-term goals, lagging, and leading KPIs <br /> 7. Who are the responsible parties for developing and maintaining KPIs <br /> 8. Who can benefit from this information, and how will it be shared <br /> <br />Example KPI for the collection's group: <br /> <br /> • Letters mailed resulting in a payment arrangement- A qualitative measurement of <br /> communication effectiveness. <br /> <br /> • Percentage of outbound calls resulting in a payment arrangement. —A qualitative <br /> measurement of how effective the employee is as a negotiator. <br /> <br /> • Average call handling time compared to goal —A quantitative measurement of <br /> productivity. <br /> <br /> • Lapse Time (time between calls)—A quantitative measurement of downtime <br /> productivity. <br /> <br /> • Total payment arrangments managed (month-over-month) —A quantitative <br /> measurement of trends and program effectiveness. <br /> <br />These examples are for reference only and are subject to RPT's goals, priorities, and ability to <br />access data. The list is not exhaustive. <br /> <br /> <br />19 Page <br />