Mètriques i plans estratègics: el cas de la Universitat d’Edinburgh

M’ha agradat molt el post d’en @briankelly titulat Signals from Institutions: The University of Edinburgh’s Strategic Goals, Targets and KPIs publicat al seu blog UKWebFocus. I m’ha agradat per dues raons diferents: perquè parla de la importància de les mètriques, i també de la necessitat de les universitats de tenir plans estratègics clars.

Precisament parla del Pla Estratègic de la Universitat d’Edinburgh, que per cert té com a missió

To recruit and develop the world’s most promising students and most outstanding staff and be a truly global university benefiting society as a whole.

EL que hi ha de rellevant al PE d’aquesta universitat és que està ple d’indicadors i de mètriques: proposen avançar i arribar a valors determinats d’indicadors, per exemple, segons en Brian Kelly:

  • Increase our average number of PhD students per member of academic staff to at least 2.5
  • Increase our score (relative to the highest scoring institution) for the citations-based measure in the THE World University Rankings to at least 94/100
  • Achieve at least 200 public policy impacts per annum
  • Increase our economic impact, measured by GVA, by at least 8%

Finalment, parla dels avantatges i inconvenients de les mètriques:

Which should I bother with metrics?
Metrics can provide quantitative evidence of the value of aspects of  project work. Metrics which indicate the success of a project can be useful in promoting the value of the work. Metrics can also be useful in helping to identify failures and limitations which may help to inform decisions on continued work in the area addressed by the metrics.

What are the benefits for funders?
In addition to providing supporting evidence of the benefits of successful projects funders can also benefit by obtaining quantitative evidence from a range of projects which can be used to help identify emerging patterns of usage.

What are the benefits for projects?
Metrics can inform project development work by helping to identify deviations from expected behaviours of usage patterns and inform decision-making processes.

What are the risks in using metrics?
Metrics only give a partial understand and need to be interpreted careful. Metrics could lead to the publication of league tables, with risks that projects seek to maximise their metrics rather than treating metrics as a proxy indicator of value.

I per acabar es pregunta

It will be interesting to see if other institutions emulate the University of Edinburgh in stating specific targets for their institutional strategic plans – and how pressures on staff within the institutions to achieve the targets affects operational practices.

Em pregunto si es podria fer al nostre nivell. Sí que es fa una mica, però potser seria bo poder especificar més. I com diu l’última frase, quins canvis es porten a terme en la pràctica operacional, en la gestió, per assolir els objectius concrets.