Turning Cross-Departmental Commitments Into Measurable KPI Governance

Make cross-departmental commitments visible and measurable

Alvis 180 is an Ohio-based non-profit human service agency. Since 2020, TOPP Tactical Intelligence Ltd has supported the organisation in developing a continuous improvement culture through an enhanced business process management programme.

As processes crossed departmental boundaries, the Continuous Quality Improvement team wanted a practical way to make handoffs visible and to improve the productivity and quality of those relationships. The idea was simple: an important interdepartmental handoff should be treated as a commitment, and important commitments should be measurable.

Build KPIs from process knowledge and identified root causes

The KPI work did not begin in isolation. Alvis had already been cataloguing processes, capturing process waste and performing quality assurance checks across its business processes. In 2021, the Continuous Quality Improvement team used insights from previous waste-management and operational-issue workshops to build a portfolio of automated reporting.

A concise set of measures was agreed across multiple business areas, primarily focused on productivity and quality. Presto provided the structure for turning those measures into a governed portfolio rather than another disconnected reporting exercise.

Engage, Architect, Launch and Sustain

The pilot followed four clear stages and involved six team leaders, two Presto trainers and the company COO.

Give leaders a non-confrontational basis for improvement conversations

The resulting KPI portfolio captured daily commitment activity and reported it monthly to ten middle and senior-level managers. Four primary Presto KPI Manager users within the quality team became the central tracking and reporting experts, meeting with the Alvis CEO and COO as part of the governance routine.

This shifted conversations away from anecdotal feedback and toward visible measures. When service levels or interactions fell below expectation, leaders had a common reporting structure for discussing improvement opportunities and deciding what should happen next.

A lightweight governance model with measurable reach

• 42 teams mapped across the in-scope business, including three core divisions.
• 50 processes captured from the Behavioural Health business line, with emphasis on productivity and quality.
• 21 KPIs created to capture daily commitment activity and support monthly management review.
• 25+ administrative hours per month saved through easier capture and reporting automation.
• 4 Presto KPI Manager users trained as the central KPI tracking and reporting experts.
• 2.5 hours of initial training was sufficient for the four key users to become independent on the platform.