In the following outline of measurements, the numbered items are categories; the solid bulleted items are the actual measurements to be tracked; and the circle-bullets are comments about the measurements.
The category of Client Satisfaction Results has been divided into two subcategories. This division is based upon an analysis that notes that SBDCs provide services to small business clients, but receive revenues, not from its clients, but primarily from the federal and state governments and host institutions. Therefore, SBDCs have two significant markets: (1) The Client-Services Market (i.e., the small business community to which SBDCs provide services) and (2) the Funding-of-Services Market (i.e., the funding agencies from which SBDCs receive revenues in order to provide services).
1.1. Client-Services Market Results. The subcategory of Client-Services Market Results is further subdivided into smaller categories (1) measuring the clients’ perception of the quality of consulting received (i.e., Quality of Service Delivery Measurements) and (2) measuring the effect of the consulting upon the clients’ businesses (i.e., Client Improvement Measurements).
1.1.1. Quality of Service Delivery Measurements
Measurement: Consultant Is Perceived To Be Responsive
Definition: The measure is a lagging indicator, usually expressed as a percentage, that measures the extent to which clients perceive consultants to have responded to their expressed needs.
Presentation: Data should be presented on an annual basis in an historical trend for at least 5 years.
Data Source: Data is be compiled annually from SBA Forms 1419. For the data to be valid, it should be collected by the Lead Center annually and clients should be assured of anonymity in their individual responses.
Critical Success Factor Impacted: Client Satisfaction.
Measurement: Consultants Perceived To Have Necessary Skills
See Above. Another lagging indicator similar to the one above that enables the illustration of an historical trends with data obtainable from the same survey. What is being measured in the clients perception of whether the consultant has the necessary skills.
Measurement: Would Recommend the Consultant
See Above. A leading indicator, but otherwise similar to the ones above, enabling the illustration of an historical trend, and with data obtainable from the same survey.
Measurement: Information Presented Effectively.
Definition: A lagging indicator expressed as a percentage that measures the extent to which attendees at training events perceive the information delivered as having been presented effectively.
Presentation: Data should be presented on an annual basis in an historical trend for at least five years.
Data Source: Data is to be compiled annually from SBA Forms 20.
Critical Success Factor Impacted: Client Satisfaction.
Measurement: Clients’ Skills and Knowledge Improved
See Above. Another lagging indicator similar to the one above, enabling the illustration of an historical trend, with data obtainable from the same source.
Measurement: Qualities of Trainer Perceived To Be High
See Above. Another lagging indicator similar to the one above, enabling the illustration of an historical trend, with data obtainable from the same source. Data is to be compiled from a composite of five questions regarding the quality of the trainer on SBA Forms 20.
Measurement: Consulting Perceived To Be Beneficial
Definition: The measure is a lagging indicator, usually expressed as a percentage, that measures the extent to which long-term clients perceive the services they received were beneficial to them.
Presentation: Data should be presented as a comparison between the state/regional SBDC and the national average for all SBDCs for four years (the previous two Chrisman Economic Impact Studies).
Data Source: Data is to be obtained from the biennial Chrisman Economic Impact Study.
Critical Success Factor Impacted: Client Satisfaction
Measurement: Consultants Perceived To Be Knowledgeable
See Above. Another lagging indicator that enables comparisons similar to the one above, with data obtainable from the same source.
Measurement: Clients Who Would Recommend the SBDC
See Above. A leading indicator, but otherwise similar to the ones above, enabling comparisons, and with data obtainable from the same source.
Measurement: Client Qualitative Feedback Data
Measurement: Complaint System
1.1.2. Client Improvement Measurements. In Quality of Service Delivery Measurements, the clients’ subjective perception is measured. In Client Improvement Measurements, objective changes in sales and the number of employees is measured.
Measure: Change in Sales Ratio
Definition: The Change in Sales Ratio is a lagging indicator, usually expressed as a ratio, measuring the average change in sales of the clients of the state/regional SBDC compared to the average change in sales of all small business in the state/region.
Presentation: Data should be presented as a comparison between the state/regional SBDC and the national average for all SBDCs for four years (the previous two Chrisman Economic Impact Studies).
Data Source: Data is to be obtained from the biennial Chrisman Economic Impact Study.
Critical Success Factor Impacted: Client Satisfaction
Measure: Change in Employees Ratio
See Above. Another lagging indicator that offers the possibility for comparisons similar to the one above, with data obtainable from the same source.
1.2. Funding-of-Services Market Results. While a decrease in funding may occur for reasons other than dissatisfaction (e.g., a slow-down in the economy), an increase in funding is difficult to imagine unless a high degree of satisfaction has occurred.
Measure: SBA Federal Funding Trend
Definition: The SBA Federal Funding Trend is a leading indicator, expressed in thousands of dollars, that measures the extent to which those who fund the services are satisfied with those services, both in terms of the services delivered and as an expression of their perceived value within the mix of federal services.
Presentation: Data should be presented on an annual basis in an historical trend for at least four years (the previous two Chrisman Economic Impact Studies).
Data Source: Date is to be obtained from the biennial Chrisman Economic Impact Study.
Critical Success Factor Impacted: Client Satisfaction
Measurement: Other Federal Funding Trend
See Above. Another leading indicator similar to the one above, except that it measures the ability of the state/regional SBDC to leverage the SBA federal funds. It should be presented as an historical trend.
Measurement: State Cash Match Funding Trend
See Above. Another leading indicator similar to the one above, as it also measures the ability of the state/regional SBDC to leverage the SBA federal funds. It should be presented as an historical trend.
Measurement: Program Leveraging Ratio
The Program Leveraging Ratio is a leading indicator that measures as a ratio of State Cash Match Plus Other Federal Funding to SBA Federal Funding. It captures the extent to which the state/regional SBDC has been able to leverage SBA Federal Funds. It too should be presented as an historical trend.
Measurement: Federal Investment to Taxes Generated Ratio
Definition: The Federal Investment to Taxes Generated Ratio is a leading indicator that measures the ratio of SBA Federal Funds to the federal taxes generated from all of the funding and activities of the SBDC.
Presentation: It should be presented on an annual basis as an historical trend over four years (the previous two biennial Chrisman Economic Impact Studies).
Data Source: The data is to be obtained from the biennial Chrisman Economic Impact Study.
Critical Success Factor Impacted: Client Satisfaction and Risk Reduction
Measurement: State Investment to Taxes Generated Ratio.
See Above. The State Investment to Taxes Generated Ratio is also a leading indictor, but one that measures the ratio of state match dollars to state taxes generated from all of the funding and activities of the SBDC.
See related topics in this section:
Purpose of Measurements and Ratios
Lagging Indicators and Leading Indicators
Performance Measurements Tracked: