Latest news with #KeyPerformanceIndicators
Sharjah 24
6 hours ago
- General
- Sharjah 24
Sharjah Police Academy launches workshop on assessment tools
The workshop aims to raise educational quality by enhancing participants' skills in designing and evaluating assessment tools in line with best practices and academic standards. Attendees include academic faculty and administrative specialists. Day one: From theory to practice The first day opened with an overview of the workshop's objectives. This was followed by a lecture titled 'Transitioning to an Outcome-Based Assessment Model and Key Performance Indicators,' which explored the shift in academic standards and philosophies. Participants then engaged in a detailed session on student assessment tools, with a focus on Bloom's Taxonomy and practical exercises in creating assessment questions. They also analyzed flawed question models to identify and understand common mistakes. The day concluded with a lecture on external audits of assessment tools, specifically examining the official Assessment Model and its four key evaluation criteria. Day two: Developing and applying rubrics The second day focused on building effective assessment rubrics. A step-by-step session guided participants in developing rubrics and integrating key elements such as feedback, documentation, and application—all linked to the fourth standard of the assessment rubric. Participants took part in hands-on exercises, including creating a hypothetical assessment task, analysing question-outcome alignment, reformulating flawed questions, and linking assessment items to rubric criteria. A simulation exercise involved marking an assignment using the Academic Accreditation Commission's Assessment Rubric and evaluating score alignment with performance levels. Closing session and group discussion The workshop concluded with a group discussion on the real-world challenges in designing assessment tools and strategies to address them. Participants then shared feedback, ideas, and recommendations in the final evaluation and closing session.
Int'l Business Times
5 days ago
- Business
- Int'l Business Times
Scaling Without Failing: KPI Playbooks for Growth-Minded Personal-Injury Firms
In a fiercely competitive legal landscape, growth is no longer a luxury for personal-injury firms - it's a necessity. But growth without structure can lead to chaos: missed deadlines, overwhelmed staff, disjointed client experiences, and ultimately, diminished outcomes. That's why scaling a personal-injury firm requires more than ambition - it demands clarity, discipline, and the right performance metrics. Key Performance Indicators ( KPIs ) are the compass that guide firms through complexity, enabling strategic decisions based on data rather than guesswork. For firms in saturated markets - such as those represented by a North Carolina personal injury attorney - understanding and using KPIs effectively can differentiate those that thrive from those that falter under the weight of rapid expansion. In this article, we explore the KPI playbooks that help personal-injury firms grow with confidence, from intake optimization and case velocity to client satisfaction and attorney productivity. Intake Conversion Rate: Turning Leads Into Clients The first KPI that growth-minded firms must master is intake conversion rate - how many inquiries or leads actually turn into retained clients. As firms scale, marketing budgets often grow, and lead volume increases. But more leads don't automatically translate into more revenue. Without a refined intake process, firms risk wasting marketing dollars on lost opportunities. A high-performing intake system includes trained intake specialists, prompt follow-up times (ideally within five minutes of contact), and tech-enabled platforms to capture and track inquiries. Metrics should be segmented by lead source - whether from organic SEO, pay-per-click advertising, referrals, or social media - so firms can identify which channels yield the highest return on investment. Moreover, firms should monitor the average time it takes to contact a lead and the percentage of contacts converted on the first call. By establishing benchmarks for each of these micro-conversion points, attorneys can make data-informed decisions about hiring, advertising budgets, and intake scripts - all crucial for sustainable growth. Case Velocity: Managing Throughput Without Sacrificing Quality As firms scale, it's easy to fall into the trap of volume for volume's sake. But case velocity - the average time it takes to resolve a case from intake to settlement or trial - is one of the most telling indicators of whether a firm is managing its caseload effectively. A bloated pipeline can delay justice for clients and reduce profitability as overhead costs mount. Tracking case velocity by case type (auto accident, premises liability, medical malpractice) helps identify where bottlenecks occur. Are medical records taking too long to request? Is discovery dragging on due to attorney bandwidth? Are negotiations stalled because adjusters aren't being followed up with consistently? Pinpointing friction points enables strategic staffing and process optimization. Growth-minded firms implement dashboards to monitor real-time status updates on open files, upcoming deadlines, and pending settlements. They also adopt automation tools for routine communications, document assembly, and file management - freeing attorneys to focus on higher-value legal tasks that accelerate resolution without compromising outcomes. Fee Revenue Per Attorney: Measuring Individual Contribution Another essential KPI for scaling firms is fee revenue per attorney. This metric reflects how efficiently your legal team is generating income and identifies who's driving profitability. It's not about turning your practice into a factory - it's about understanding the correlation between attorney productivity, caseload complexity, and support structures. A granular view of this KPI allows firms to compare attorneys with similar experience and caseloads. Are some lawyers closing more cases, generating higher average settlements, or moving files through the pipeline faster? If so, what support staff or tools are they using that others are not? Alternatively, are there attorneys with heavy caseloads but declining returns? This may signal burnout, inefficiencies, or training gaps. Firms should also adjust revenue metrics to account for contingency fee structures. Unlike hourly billing, personal-injury law requires nuanced analysis of value over time. Tracking settlement value per case and average fee percentage helps firms plan ahead for predictable revenue and allocate resources wisely. Client Satisfaction Scores: Reputation Is the Growth Engine In personal-injury law, your reputation precedes you. Positive word-of-mouth, online reviews, and referrals are not only critical to new client acquisition - they're directly tied to long-term viability. That's why client satisfaction should be a core KPI at every stage of growth. While Net Promoter Score (NPS) is a standard in other industries, law firms can benefit from using a modified version tailored to legal services. Surveys at key milestones - post-intake, post-settlement, and post-closeout - offer actionable insights into what clients value and where improvements are needed. Were they kept informed? Were they treated respectfully? Were outcomes in line with expectations? Client satisfaction is especially important for scaling firms that may risk diluting their personal touch. It ensures that even as new hires join and processes become more standardized, the human element remains central. Monitoring client feedback also helps identify potential red flags, such as missed calls, unclear billing, or poor bedside manner from staff. Marketing Cost Per Acquisition: Efficiency in Growth Spending No matter how aggressively a firm grows, it can't afford to ignore marketing efficiency. Cost per acquisition (CPA) - how much you spend to gain a paying client - is a crucial KPI for managing profitability. As ad markets become more competitive and cost-per-click rates rise, knowing your true acquisition cost is essential. CPA should be broken down by channel, campaign, and case type. You may discover that Facebook ads bring in cheaper leads, but they convert at a lower rate than referrals or organic search traffic. Or that high-intent Google Ads for truck accident cases cost more upfront but yield higher-value clients. Understanding CPA in relation to case value and case velocity gives a full-picture view of marketing ROI. It also enables firms to prioritize campaigns that align with both short-term cash flow and long-term profitability. Without this clarity, firms can unknowingly outspend their growth - putting themselves in financial jeopardy despite strong top-line numbers. Employee Utilization Rate: Leveraging Non-Lawyer Talent As personal-injury firms expand, attorneys must increasingly rely on paralegals, case managers, and support staff to maintain productivity. Employee utilization rate - the percentage of time support staff spend on billable or case-related activities - offers insight into how efficiently the firm is leveraging non-lawyer talent. If paralegals are overwhelmed with administrative tasks or junior case managers are bogged down in redundant data entry, the firm may need better training, technology, or task allocation. Conversely, if non-lawyer staff are underutilized, it may point to poor delegation habits or inefficient workflows among attorneys. Tracking this KPI allows leadership to make data-driven staffing decisions, prevent burnout, and design roles that truly support firmwide objectives. More importantly, it ensures that attorneys are not spending hours on low-impact tasks that could be handled by someone earning a fraction of their rate. Putting It All Together: The KPI-Driven Firm of the Future Scaling a personal-injury practice without losing quality, culture, or profitability is a balancing act. But with the right KPI playbooks, firms can make strategic choices that align with long-term goals and real-time performance. It's not about drowning in dashboards or over-engineering every task. It's about focusing on the right data at the right time - and using that data to make smarter, faster decisions. From the first intake call to the final case settlement, KPIs illuminate where you're excelling and where you're exposed. They help you serve more clients without burning out your staff. They protect your margins in the face of rising costs. And most importantly, they anchor your firm's growth in purpose - not just profit.
Express Tribune
06-05-2025
- Business
- Express Tribune
Power struggle intensifies in HEC
Sources in the Ministry of Education have revealed that the performance evaluation of the Executive Director (ED) of the Higher Education Commission (HEC) appears to be influenced by personal bias and arbitrary actions. After the formation of an inquiry committee formed by Prime Minister Shehbaz Sharif regarding delays in the award of the laptop scheme contract, the issuance of three explanation notices to the Executive Director is being considered a violation of standard procedures. According to details, a 'cold war' is ongoing between the Chairman and the Executive Director of the HEC over the delay in awarding the Prime Minister's Laptop Scheme contract. The ED officially recorded that a re-tender should be conducted to ensure transparency in the tendering process. In response to the delay, the Prime Minister constituted a high-level inquiry committee. Both the Chairman and the Executive Director appeared before the committee to present their positions. Talking to The Express Tribune on the condition of anonymity, sources from the Ministry stated that the tender file remained with the ED, who was also the head of the steering committee, for 10 to 11 days. However, other delays occurred at the lower staff level, including with the IT member and other officials. Despite this, the Chairman began issuing explanation notices to the ED based on his dissenting note. In an unusual move, a performance evaluation committee meeting for the ED was convened, although under the MP Scale Policy, such an evaluation should only occur after one full year — scheduled for November 2024 in this case. The Ministry further disclosed that no Key Performance Indicators (KPIs) were defined to evaluate the ED's performance. In November 2024, the Director General of HRM emailed the ED for performance evaluation, to which the ED's office responded in writing, requesting the approved KPIs. The HR department sent a draft, but the ED insisted on receiving officially approved KPIs. In February, the ED submitted a self-evaluation report to the DG HRM. Despite a two-month delay, a committee meeting was finally held on April 28. During the meeting, the Additional Secretary of the Ministry of Education asked the HEC Chairman to provide evidence supporting the allegations. On the same day, ED Dr Zia informed HEC Commission members via email about the actions being taken by the Chairman's office. Three members responded to the communication. Sources also claim that the HEC Chairman has privately expressed to friends that he is determined to remove the Executive Director from his position. Meanwhile, the report from the committee formed by the Prime Minister is expected to be submitted to the Prime Minister later this week.
Business Recorder
05-05-2025
- Politics
- Business Recorder
CM Maryam lauds police performance
LAHORE: Chief Minister Punjab Maryam Nawaz Sharif has appreciated the Lahore Police for curbing crime rate in Lahore. The CM met IGP Dr Usman Anwar, CCPO Bilal Siddique Kamyana, DIG Administration Imran Kishwar, DIG Operations Faisal Kamran and DIG Investigation Zeeshan Raza. She also hosted a luncheon for the police team. The Chief Minister appreciated the efforts of the police in the reduction of crime rate in Lahore. She underscored that protection of the life and property of every citizen is the foremost responsibility of the state. She urged the citizens to cooperate and support the police in order to establish and maintain law and order across Punjab. She said, 'By introducing ranking system in the Police department, crime rate in Lahore and other cities is on the decline. The crime graph coming down is the result of excellent policing.' She appreciated, 'Lahore Police Operation Wing's laudable performance in the 'Crime Index' has made it a safe city as compared to London and New York cities. It is a great milestone for the Lahore Police and the Punjab government. Lahore city has been included in the Safe City category due to adopting excellent strategy in combating crime.' The CM added, 'Despite facing enormous challenges with regard to maintaining law and order in the province, achieving crime reduction target speak volumes of excellent teamwork and CTD has been activated in this regard. Every city, including Lahore, will be made the safest.' She maintained, 'By introducing 'Key Performance Indicators (KPIs)' the performance of the police and administration has significantly improved. Policing has been improved by adopting modern technology, taking immediate feedback and carrying out effective monitoring.' Copyright Business Recorder, 2025
Business Recorder
03-05-2025
- Business
- Business Recorder
SOEs' performance: PM directs ministries, divisions to implement monitoring system
ISLAMABAD: Alarmed by the persistent financial and governance issues plaguing State-Owned Enterprises (SOEs), Prime Minister Shehbaz Sharif has instructed all federal ministries and divisions to implement strict monitoring system for overseeing the performance of SOEs and subordinate bodies under their control. According to a report by the Ministry of Finance, Pakistan's SOEs collectively incurred losses of Rs 851 billion in the fiscal year 2024 (FY24). While this reflects a 14.03% decrease compared to the previous year, the total accumulated losses since 2014 have reached a staggering Rs 5.9 trillion. According to Finance Ministry's report, in fiscal year 2024 (FY24), Pakistani SOEs incurred a total loss of Rs 851 billion. This represents a 14.03% decrease compared to the previous year, but the total accumulated losses since 2014 remain substantial at Rs 5.9 trillion. SOEs post 14pc decrease in losses YoY Several SOEs incurred significant losses during FY 2024. The largest loss was reported by the NHA at Rs 295.5 billion, followed by QESCO Rs 120.4 billion, Rs PESCO 88.7 billion, Rs PIA 73.5 billion, Pakistan Railways Rs 51.3 billion, SEPCO Rs 37 billion, LESCO Rs 34.5 billion, Pakistan Steel Millions Corp Rs 31.1 billion, HESCO Rs 22.1 billion, GENCO-II Rs 17.6 billion, IESCO Rs 15.8 billion, Pak Post Office Rs 13.4 billion, TESCO Rs 9.5 billion, GEPCO Rs 8.5 billion, GENCO-III Rs 7.8 billion and all others cumulatively Rs 23.7 billion. Accumulated losses to date stand at a colossal Rs 5,748 billion with the majority in the past 10 years alone. In a letter to all the secretaries of ministries/divisions, Prime Minister's Advisor Dr Tauqeer Shah stated that the prime minister has noted with concern the insufficient oversight by federal ministries over SOEs and statutory organisations under their jurisdiction which has resulted in serious governance failures, including violations of procurement rules and incidents of corruption, inaction against malpractice, operational inefficiencies, failure to manage prolonged litigation , and declining service delivery. In view of the above, the prime minister has directed that: (i) Ministers-in- Charge and secretaries of the concerned divisions shall exercise robust and continuous oversight over all organisations under their administrative control, including SOEs, autonomous bodies, and attached departments. Nominated representatives on Boards shall actively exercise their rights to support this oversight. Immediate and proactive measures shall be taken to address existing governance issues and prevent their recurrence; and (ii) a system of pre- and post-briefings for Board meetings shall be instituted. The government representatives shall seek proper instructions prior to attending Board meetings and provide timely reporting thereafter. The prime minister has also directed that all ministers-in-charge shall also ensure the formulation of Key Performance Indicators (KPIs) and monitoring frameworks for each subordinate organisation and SOE under their jurisdiction to enable structured evaluation of performance and accountability. Copyright Business Recorder, 2025
