Part of APR's commitment to our partners and to campus as a whole is that we don't stop when a process is redesigned or implemented. When appropriate, we help put controls in place to monitor continued success, or in some cases, flag the need for additional work. Below are the projects for which we have current metrics.

For background and more information on any given project, simply click on the project name.

Note: Projects are listed in alphabetical order.

Project Key Performance Metrics Baseline at Implementation Most Current Measurement
AIMS Customer Support - Incident Resolution Process (completed 7/30/2015)

  1. Improve consistency of resolution time, regardless of which analyst handles call
  2. Reduce range of first-call resolution times to 60-80%
  3. Decrease standard deviation in average time-to-resolve to less than 7.49 days
  4. Maintain customer satisfaction levels
  5. Transfer fewer calls to operations, applications development, or senior staff

  1. No baseline
  2. First-call rates vary from 10-73%
  3. Standard deviation in average time-to-resolve: 19.12 days
  4. Customer satisfaction: December 2014, 4.83 (on 1-5 scale)
  5. No baseline

March 2015 - February 2016:

  1. 8 of 11 Help Desk analysts reduced time to close
  2. Did not meet goal. Current range of 14-85%
  3. Did not meet goal. Standard deviation 15.1 days (average 5.83 days to close)
  4. No current measure
  5. No current measure

Award Closeout (completed 3/1/2011)
  1. Percentage of sponsor obligations met on time
  2. Time to deactivate an award
  3. Expired projects updated from "open" to "ended"
  4. Automated emails for awards pending end dates
  5. Division-based suspense accounts designated
  6. Expired awards identified for amnesty

Not measured prior to implementation

Through April 2016:

  1. 58%
  2. Not available
  3. Not available
Award Setup (completed 1/1/2010)

Number of days from the time a sponsor issues an award to the time the funding is reflected in the financial system.

Target: 12 days to generate the award and 10 days from the time the award is generated to complete a billing plan.

At implementation, award setup averaged a total of 20 days, an improvement of 93 days.

2016: 12.7 days to generate award. No measure on generation of billing plan.

Collaborative Research Approvals (completed 11/1/2010)

Average number of days it takes to obtain a response to a collaborative research request:

  1. Average days to complete
  2. Average days to approve
  3. Average days to deny

Average of 4 days to approve a request (initially measured only approvals)


  1. Average days to complete: 3.1 days (1,314 requests)
  2. Average days to approve: 2.0 days (1,220 requests)
  3. Average days to deny: 2.4 days (94 requests)
Cost Sharing and Commitments (completed 6/1/2011)

  1. Percentage compliance with cost-sharing policy
  2. Number of proposals with cost sharing



  1. 100% compliance
  2. A 9% increase in the number of proposals with cost sharing since 2014, with a total decrease of 21% since 2009

Cost Transfers (completed 4/1/2011)

  1. Average cost transfer process time
  2. Number of cost transfers processed

Note: metrics are for completed cost transfers only

No measurement prior to implementation.


  1. Average cost transfer process time:
    • Non-salary cost transfers: 9.5 days; a slight increase in time from prior year
    • Salary cost transfers: 15.3 days; an increase in time from prior year
2. Number of cost transfers processed: 
    • Non-salary cost transfers: 10,845 annually; increase of 619
    • Salary cost transfers: 8,761 annually; decrease from prior year
Departmental Cashiering (completed 6/28/2014)

  1. Check scanning: savings from reduced use of armored cars and bank lockboxes
  2. Unidentified deposits: dollar amount of deposits unaccounted for and timeliness of deposit claims
  3. Revenue deposits: days to deposit checks received (goal of 5 business days maximum)

  1. Check scanning: no baseline measure taken
  2. Unidentified deposits: February 2013: $1,564,000 outstanding; 169 days average to deposit
  3. Revenue deposits: no baseline recorded

  1. Check scanning: April 2016: 18 departments have installed electronic check scanning; no dollar savings calculated
  2. Unidentified deposits: February 2016: $414,000 outstanding; 226 days average to deposit; significant increase in dollars and aging from prior measure
  3. Revenue deposits: November 2015: average of 10.9 calendar days to deposit checks received (sample from 6 campus units)

Developing Grant Sub-Agreements (completed 5/3/2010)

Average number of days to develop a grant sub-agreement

378 days for a 6-step process

2014: 5-step process now averages 30 days

Housing Apartment Turnover (completed 6/28/2014)

Total time for all trades to complete turnover work per apartment

21.75 calendar days average

2015-2016: No measurement taken due to major remodeling projects impacting occupancy and turnover

Housing Resident Check-Out Process (completed 11/1/2010)

Number of days to process student check-out and final billing/refund

23 days


  • End-of-semester check-out: 6.42 days; slight increase from prior year but sustained improvement
  • Non-end-of-semester check-out: 7.1 days (billing and refund process combined); improvement over prior year

Housing Web Redesign Process (completed 12/3/2010)
  1. Number of projects requesting web developing resources
  2. Number of days from initial request of web resources to response

No baseline available; not measured prior to project

Fiscal year 2016 (note change from calendar to fiscal year due to new tracking system):

  1. 9 requests
  2. Average response time: < 24 hours; 4 projects completed, 3 scheduled to complete in September 2016, 2 in testing
Human Resources Appointment Creation (completed 3/17/2010)

An improved appointment creation process

No baseline measure taken


  • Mean number of days to complete pre-recruitment steps: academic staff: 12.7 days; university staff: 8.8 days
  • Mean number of days to make selection: academic staff: 55.6 days; university staff: 77.7 days
Human Resources Overload Request Process (completed 6/1/2010)

Time it takes for an overload request to be decided

26 days

2015: 30% decided on same day requested; overall average for decision was approximately 14.4 days

IT Access for Exiting Employees (completed 3/1/2010)

Time to remove IT access for exiting employees

Average 205 days

2015: Average 5.6 days (.93 days improvement from prior year)

IT Access for New Employees (NetID) (completed 2/1/2011)

Days lost because of wait time to activate the new employee's NetID

Average 31 days

2016: No measurement taken

IT Access for Transferring Employees (completed 10/1/2010)

Number of days for a transferred employee to gain access to the new campus unit systems

34 days processing time

2016: No measurement taken

IT System Mainframe Access for New Employees (completed 5/4/2010)

Amount of time it takes for a new employee to have access to their respective network.

Not available

2016: No measurement taken

Memorial Union Daily Scoop Kaizen Event (completed 7/27/2011)
  1. Overall customer satisfaction rating
  2. Average customer wait time
  3. Average number of customers in line
  4. Number of customers served per hour
  1. 9.0
  2. 3 minutes, 16 seconds
  3. 10 customers
  4. not measured at baseline
2015-16: Unit closed for renovations.
PI Financial Tool (Generation 2) (completed 2/15/2016)
Unique users
Average logins per week

Unique users: 577 (2014)

Average logins per week: No baseline available

Through April 2017:

Unique users: 921

Average logins per week: 249

PI Financials (completed 11/1/2010)

Access to timely and accurate information about key financial transactions, including expenditures and project balances

755 distinct users of s PI Financials tool

Note: 2014 was final year measured due to development of Second Generation tool.

2014: 577 distinct users

Police Report Approvals (completed 4/1/2010)
  1. Time it takes to submit and approve "in-custody" reports
  2. Time it takes to submit and approve all other reports

Note: Categories 1-4 are all "in-custody" reports; Category 5 are informational reports

1) In-Custody:

Average 4.5 days

2) Informational:

Average 9.5 days

No current results reported as of 8/21/14

Recreational Sports Work Order Management (completed 11/15/2013)

Work order processing: time to completion

Average Days to Complete: 15.2

May 2016: Average days to complete, by facility: SERF - 2.7 days, NAT - 9.1 days, CRSC - 8.2 days

Strategic Purchasing - Implementation (3/24/2014)

Cost savings in each commodity area

Annual Projected Savings:

  1. Computer Bundles - $742,000
  2. Office Supplies - $750,000
  3. MRO - $60,000

Savings FY 2014:

  1. Computer Bundles - $527,000
  2. Office Supplies (remanufactured toner only) - $438,600
  3. MRO - $17,626
Transportation Services - Campus Event Preparation (completed 11/19/2013)

Time savings for event preparation; organization of equipement and loss reduction; improved staff satisfaction

50% staff satisfaction

100% increase in staff satisfaction

Traveler Reimbursement (completed 2/28/2014)

1) Send-back Rate (reports returned to traveler by approver for corrections; measured as a percentage of total expense reports submitted)

2) Adoption Rate (use of tool by campus as a percentage of total expense reports submitted); Target of 80% by December 2014

1) Send-back Rate: 62% (2011 measurement)

2) Adoption Rate: N/A


1) Send-back Rate: 12% (steady from prior year)

2) Adoption Rate: 43% (improved from prior year, but not yet to goal)

Wisconsin State Laboratory of Hygiene - Forensic Toxicology (completed 2/17/2014)

Blood Alcohol Test Samples:

  • Percent of samples tested within 14 calendar days
  • Average turnaround time to complete testing

Blood Samples for Drug Testing:

  • Percent of samples tested within 60 calendar days (goal = 90%)
  • Average turnaround time to complete testing (goal 60-90 days)

Blood Alcohol Test Samples:

  • baseline not established
  • Average 13 days to complete testing

Blood Samples for Drug Testing:

  • baseline not established
  • Average 245 calendar days


Blood Alcohol Test Samples:

  • 100% of samples tested < 14 days
  • Average 1.9 calendar days (improvement of 1.9 days from prior year)

Blood Samples for Drug Testing:

  • 92% of samples tested < 60 days (goal = 90%)
  • Average 47.8 days calendar days (improvement of 63.1 days from prior year)