4.

MEASUREMENT, ANALYSIS AND KNOWLEDGE MANAGEMENT

To support its vision and to become a learning organization SVES integrates technology and KM as key
management tools and leverages their capabilities to support learning and decision making. In pursuit of
excellence to achieve the academic and operational goals, SVES depends on timely and reliable data and a
system of accountability to monitor results and drive performance.

4.1 Measurement, Analysis and Improvement of Organizational Performance

Based on the strategic objectives, SVES obtains its Key Performance Measures (KPMs) and measures for data
collection. The performance of student, workforce and other stake holders is measured and monitored in a
systematic and periodic manner. SVES conducts the performance reviews to assess the progress relative to
strategic objectives and to respond to changing organizational needs and challenges in the operating
environment.

4.1a(1). SVES uses the strategic planning process and Key Performance Measures (KPMs) to determine the
requirements of new data and information for tracking daily operations and overall organizational performance.
The Key Performance Measures are shown in figure 4.1.

S.No Category Key Performance Measures

1 Student
2 Workforce
3 Budget and Finance
Stakeholder (Parent, Supplier,
4
Alumni, Employer)
5 Equipment
6 Teaching -Learning Methodology
Pass percentages
Attendance
Certification Exam Pass Rates (IBM, Oracle)
Student Satisfaction
Student Engagement
Academic achievements
Placement Rate
Enrollment by Program
Quality of incoming students
Workforce Satisfaction
Workforce retention
Improvement/Innovation Projects
Self-Assessment Results
Professional development(Workshops attended)
Tuition and other Fees
Expenditures and salaries
Research Expenditures
Revenue growth
Alumni Donations & Grants from Govt agencies
Requirements & needs
Satisfaction
Utilization rates
Failure rates
Utilization of Technology
Effectiveness of teaching methodologies
Faculty/student ratio

LEARNING Figure 4.1 Key Performance Measures

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SVES collects different types of data and information at the college, department, and classroom level including
student, human resource, financial and operational data. Depending on the use of the information, data collection
occurs on a daily, weekly, monthly, semester and annual basis. For instance, student attendance is input by
faculty daily and University exams results are captured every semester.

The data evaluation takes place annually at the College Academic Committee (CAC) meetings, as new data
becomes available or new standards adopted. SVES utilizes the following criteria to select the relevant data.

1. Availability of data
2. Relevance of data to student and stakeholder needs
3. Relevance of data to SVES goals
4. Reliability and validity of data
5. Availability of best-in-class benchmarks

SVES uses ECAP as a central repository for collecting, aligning, and integrating data and information. ECAP
provides a user friendly interface to generate reports from the operational data. All financial data, including
purchasing and accounts payable are collected and maintained through the Tally software.

SVES uses the Measure Selection Process (Figure 4.2) to select the measures. This process provides a standard
approach used by SVES leadership and staff to develop Key Performance Measures(KPMs) for the organization
aligned with strategic objectives.

Request for new measures

Define What is to be measured?

Define the success factors for the

What
Create draft measures for each success
factor
Select actionable measures

Select Comparative data

Inference

Fig 4.2 The Measure Selection Process

SVES determines Key performance measures in alignment with SVESs mission, vision, and values. KPMs are
useful in recognizing areas that need attention and in identifying cause and effect. The budgetary and financial
measures are used for short-term (one-year) and longer-term (five-year) evaluations.

Key performance measures are reviewed and selected annually by the Governing Body meeting as part of the
SPP. Every semester, Society Academic Committee conducts a comprehensive review of these measures to
ensure they address core competencies, as well as strategic challenges, and balance the needs of students and
stakeholders. The faculty committees also consider the effectiveness of measures in their monthly reviews.

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Performance data are used to make decisions for student admission, faculty and staff performance evaluation,
and technology assessment. The wide deployment and accessibility of ECAP facilitate the use of data and
information for fact-based decision making, including gathering recommendations for and prioritizing
improvements and innovations.

4.1a(2) To ensure that its comparative data most effectively support organizational and strategic decision making
and innovation, SVES uses a number of sources for comparative data. These sources include district, state and
national level colleges in addition to top three colleges under the University.
SVES collects comparative data using websites of other colleges, surveys and newspapers and reviews
comparative data sources on annual basis. Selection of comparative data surface through strategic planning.
SVES uses the Seven-Step Benchmarking Process to select key comparative data.

1. Determine which functions to benchmark

2. Identify key performance variables to measure
3. Identify the best-in-class
4. Measure performance of best-in-class
5. Measure your own performance
6. Specify programs and actions to meet and surpass
7. Implement and monitor results

SVES uses state and national level benchmarks. Benchmark data provide comparative and long-term
performance and satisfaction measures for faculty, student and alumni. We identify best-in-class for academic
data as the top performer among all colleges under the University.

Comparative data, guide the SVES in identifying current gaps and areas for improvement or innovation, as well
as in setting fact-based goals for future performance. It helps us to keep current and understand market trends.
To ensure our effective use of key comparative data, we make data systematically available in easily understood
formats for users.

4.1a(3) SVES keeps its performance measurement system current with educational service needs and directions
by reviewing data related to strategic objectives on a periodic basis, by surveying staff and student needs and by
identifying new sources of data.
SVES uses annual and monthly reviews of KPMs to ensure they align with current regulatory requirements,
educational and operational needs, and the financial and competitive environment. The monthly reviews enable
rapid detection of and response to any changes in these areas.

Improvements and changes can be made as they are identified, including those that might be influenced by the
state and central government policies. SVESs performance measurement system is evaluated through
benchmarking best practices. The performance measurement system is revised as part of the strategic, budget,
and academic planning processes. Feedback from the stakeholders is also used to improve the system.

In the event of a rapid or unexpected organizational or external change, the SLT plans processes and strategies to
address the situation. We also evaluate KPMs on a monthly basis so that we can respond to unexpected and rapid
changes.

4.1b Performance reviews are conducted on a weekly, monthly, semester and annual basis at various levels of
the organization such as college, department, and classroom levels. The focus of these reviews is to look for
opportunities to improve efficiency and effectiveness and to drive innovation.

SLT is involved in the mid-year and end-of-year reviews of organizational performance. The review utilizes the
following systemic data questions to develop a strengths (S), weaknesses (W), opportunities (O), and threats (T)
analysis
1. What do the data tell us? (Focus is placed on trend, comparison, and competitive analysis)
2. What do the data not tell us?
3. What are the opportunities for celebration?
4. What are the opportunities for process improvement?

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Faculty conduct analyses on formative data (Internal test marks) to assess learning and make adjustments in their
lesson plans. Faculty also provides analytics on national, state, and local performance. Semi-annually, the SVES
reviews progress on strategic goals, related action plans, and results against expected performance levels in its
KPMs. This review is an opportunity to anticipate changing governmental, regulatory, or demographic trends
and to evaluate the effectiveness of academic and operational results achieved from these action plans.

SVES reviews and assesses its KPMs, as well as its performance against other colleges and its progress toward
achieving SPP initiatives. KPMs are monitored on an ongoing basis to drive early identification of trends and
quick response to changes in performance.

SVES conducts a complete analysis of the organization after reviews including stakeholder needs/ expectations/
requirements, result trends, core process efficiency and effectiveness, strategy implementation, and mission/goal
alignment.

SVES determines whether review findings indicate a need for immediate action or more study. When
performance scores fall outside tolerance levels, SVES assigns its members to drill down in the organization to
find the root cause of the performance scores and determine corrective action. SVES members report on a
monthly basis on these items until the scores reach the range of tolerance.

The success of the organization is measured in terms of the accomplishment of, or progress towards attaining
key performance measures (strategic objectives) and action plans. The review model supports rapid response to
changing organizational needs and challenges through effective communication and ongoing examination of
performance measures and progress on strategic objectives with the continuous cycle of refinement.

Analyses are used to assess progress in the areas of student learning, quality, and satisfaction, as well as faculty
productivity and satisfaction. Benchmark comparisons are used to determine the level of progress as measured
against the Colleges peer set in areas such as learning environment, faculty qualifications, and quality of
technology.

We use reviews to assess our success and progress to the strategic plan by setting targets and comparing progress
in KPMs to that target. We set timelines for each Organizational and Departmental Action Plan and monitor
those plans three times annually to determine progress on the action. With monthly monitoring of performance to
KPMs, and action plans three times per year, we can detect and respond to changing needs and then implement
new or modified plans quickly. Once a need is identified, SVES then determines whether to reallocate resources
or to modify action plans.

4.1c SVES uses action plans to translate performance review findings into improvements. Action plans are
entered into ECAP, which enables the SLT to review the entire set of action plans assigned with an improvement
priority. ECAP is used to transmit action plan assignments to the workforce and for employees to report
progress.
SVES utilizes the PDSA (Plan-Do-Study-Act) Model of Continuous Improvement to identify improvements and
opportunities for innovation. PDSAs are published online for organizational sharing of knowledge.

SVES prioritizes organizational findings based on 1)Mission and Vision, 2) KPMs, 3) the importance of gaps
between current and targeted performance, 4) number of people affected, 5) ratio of cost to benefit, 6) ability to
reuse or disseminate the opportunity, 7) gaps between SVESs and competitors performance and 8) connections
to existing programs and services. SVES recommends these priorities for further study, additional development,
or allocation of additional resources.

SVES members responsible for each priority communicate to appropriate organizational units or external
entities, track progress, and report to SVES at subsequent monthly reviews. Organizational performance review
findings identify breakthrough improvement factors and barriers to improvement. Staff share, discuss and
analyze data to further develop or refine action plans which support improvement efforts and/or to remove
barriers to improvement. These meetings frequently result in opportunities for innovation, and subsequently
influence the modification of goals in the Strategic Planning Process. This results in a closed loop system.

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SAC members use KPMs to determine how effective day-to-day instruction and support programs drive
continuous improvement. Faculty and staff performance results aligned through the process by which individual
performance goals are developed. SAC and committees with defined responsibility and accountability implement
continuous or breakthrough improvement actions. This process assures that organizational analyses are aligned
with annual and strategic plans, measures, and goals.

Leadership communicates organizational information to employees and stakeholders to support their decision-
making. Upward communication of information occurs through departmental reviews. For instance, faculty
members have a schedule to review initiatives and action plans for student success. This system communicates
the results of both the leadership review of organizational performance and the reviews by departments of their
monthly performance.

Priorities and opportunities for improvement and innovation, as well as resulting action plans, are deployed
throughout the SVES by using a variety of communication methods, including reports, meetings, website and e-
mail helps SVES quickly make any needed adjustments. Principals can report to staff all organizational
performance review findings and improvement decisions that are made by the SLT. These systematic processes
assure that staff has current valid and reliable data with which to make critical decisions that will improve future
organizational performance.

SVES ensures that faculty/staff and educational program processes are aligned to organizational level
performance analysis through: (1) broad organization-wide participation; and (2) widespread deployment and
access to data. To ensure organizational alignment with suppliers and other stakeholders SVES deploys priorities
and opportunities using E-mail messages, newspapers, newsletters, meetings, and website

4.2 Management of Information, Knowledge and Information Technology

SVES is very much concerned about its data and information management. Any stakeholder of the society can
access the data through proper identity. However, the general data is freely accessible from the website which is
a dynamic one. Quality of data is the first concern to assess. In addition, the data acquisition and analysis system
is thoroughly reliable such that the data transforms into useful information after analysis.

4.2a(1) SVES is following ECAP software modules to ensure the accuracy, integrity, reliability, timeliness,
security, and confidentiality of its data, information, and organizational knowledge. The salient features of E-
CAP software are as follows

It provides high level of accuracy. It is tested on the system by giving sample and live data and verified
with the actual.
Integrity is maintained by providing required constraints on the data. Reliability is achieved through
three factors i.e., technology, competent staff and following best practices.
Timeliness is obtained by generating reports as per the time specified.
Security is provided by creating various levels with access privileges. Confidentiality is created with
user IDs and passwords, including firewalls, and has restricted user access and local database mining.

4.2a(2) SVES makes data and information available through ECAP for workforce and students; through
website for other stakeholders. The same data is also made available in the Principals office of all the
constituent institutions. SVES faculty and staff members have access to educational information necessary to
effectively teach and advise students. Faculty and staff also can access student information online via ECAP
which help make timely decisions that have a positive impact on student achievement. All SVES computers are
connected on LAN through which faculty and staff can access applications a secure Internet interface.

4.2a(3) One of the key strengths of SVES is its ability to capture and adopt knowledge learned internally and
externally. The collection and transfer of knowledge is accomplished primarily through internal reporting
mechanisms, documentation of processes (including improvement processes), and the SPP, which includes
comprehensive aggregation and documentation of knowledge from SVES staff and faculty. In addition,
knowledge is transferred to new employees through mentoring programs and from departing employees through
a systematic transition process.

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Knowledge is transferred to and from students and stakeholders through SVESs multiple listening and learning
methods, feedback from stakeholders and mechanisms for information exchange. Knowledge is exchanged with
suppliers through documentation of shared projects and processes. SVES implements co-curricular calendar to
transfer relevant knowledge for better placements and opportunities. SVES captures needs and requirements of
students by conducting parents meeting. SVES improves the facilities and amenities by arranging suppliers
meeting. SVES achieves collection and transfer of workforce knowledge through the establishment of Integrated
Campus. Integrated Campus provides sharing through course files, E-notes, Handouts, Guest Lectures and
getting knowledge from trained faculty who participate in various workshops on latest technology.

SVESs systematic processes for tracking organizational performance, including comparisons to peers and
benchmark organizations, facilitate the identification of best practices of potential interest to the institution.
Designated Inter Disciplinary Teams, enable the rapid implementation of best practices throughout the
organization.

4.2b(1) A periodic equipment replacement plan helps SVES keep hardware current with emerging technology
and changing user needs. Software packages are reviewed by SVES to ensure products match user needs and
requirements. The security and reliability of SVESs software and hardware are ensured and aligned with
Industrial standards. These methods addresses system monitoring, collect data on performance metrics,
implement communications redundancy, create a system of security via various firewalls, and install protection
against power fluctuations and viruses. Close monitoring and continuous updating provide reliable, secure, and
user-friendly access to data and information. SVES has agreement with the standard software companies for
authorized current updates in software. An agreement exists with the standard hardware companies for
calibration and utilization certificates. SVES provides a reliable Optical Fiber Cable (OFC) for enhanced and fast
communication. Both hardware and software are user-friendly by providing lab manuals of software and
diagrammatic details of configurations of existing hardware.

4.2b(2) SVES has a fully deployed and continuously improved emergency preparedness plan. This process
ensures that spare equipment is stored in a secure location and is available for hotswaps or configurations. All
data and programs are backed up and maintained off-site in another state in case of a need for restoration during
or following an emergency. System restores could be accomplished within 24 hours. Downtime procedures are
kept current in case of an emergency that would limit the ability to restore systems electronically.

4.2b(3) SVES IT strategy plan addresses changes in hardware and software needed to keep them current with
educational services needs and emerging technology. SVES has deployed a university strategy for
implementation of new technology, such as Smart Classrooms. WIFI, Video Conference Tools and Assistive
Technology Lab (ATL). These improvements are included in the SVES budget and often are financed through
grants by AICTE. SVES is keeping E-notes on intranet and internet.

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