6. “American schools need more money and more resources, yet without changing the performance-based system and more accountability, they won’t make much difference.”-Albert Hunt (New York Times August 23, 2009) 1
7. “Our children will be competing with kids from around the world for the jobs of the future..”-Arne Duncan (Remarks to America's Choice Superintendent's Symposium August 20, 2009) 2
8. “In fiscal 2010-11, more K-12 cuts may also be needed.”-Bill Ritter and Barbara O’Brien (Denver Post September 3, 2009) 3
14. “…a strategic management tool that helps you measure, monitor, and communicate your strategic plan and goals throughout the organization, in a way that is understood by everyone.” The Financial Gazette (July 3, 2003)
28. Our competitive game plan. Collis and Rukstad (Harvard Business Review – April 2008)
29. The Adams 14 Strategy To improve student achievement so that 80% of students assessed will be on grade level by 2014 by ensuring that each classroom has a dynamic, standards-based teacher who provides powerful 21st century learning experiences to all students.
30. The Adams 14 Strategy To improve student achievement so that 80% of students assessed will be on grade level by 2014 by ensuring that each classroom has a dynamic, standards-based teacher who provides powerful 21st century learning experiences to all students.
31. The Adams 14 Strategy To improve student achievement so that 80% of students assessed will be on grade level by 2014 by ensuring that each classroom has a dynamic, standards-based teacher who provides powerful 21st century learning experiences to all students.
32. The Adams 14 Strategy To improve student achievement so that 80% of students assessed will be on grade level by 2014 by ensuring that each classroom has adynamic, standards-based teacherwho provides powerful 21st century learning experiences to all students.
33.
34. Four Sectors for School Districts. The Strategy Customer Perspective "To achieve our vision, how must we perform with our customers?” Introducing Strategy Maps Internal Perspective "To deliver maximum value to our customers, what do we need to be great at?” A simple model of the value creation process Learning & Growth "To achieve our vision, how must our organization learn and improve?” Financial Perspective “To support this organization, what must we do financially?”
35. A map is handy to communicate(=Strategy map)how you plan to get(=Strategy)from where you are(=Mission)to where you want to be(=Vision)
Let’s start from the end. Let me begin by defining what a balanced scorecard is. The BSC is a management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align organizational activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. In short, the Balanced Scorecard is a management tool.
The balanced scorecard is a management tool…this means that the BSC must be able to do two things:
The balanced scorecard is a management tool…this means that the BSC must be able to do two things:
The balanced scorecard is a management tool…this means that the BSC must be able to do two things:
The balanced scorecard is a management tool…this means that the BSC must be able to do two things:
Ehy is having a tool like this important? Don’t we already have a myriad of tools for describing our organization and creating action? Including AYP, Growth Model data, and school and district accreditation. While this is no doubt true…these are all what is called “lagging indicators”.
When the balanced scorecard was first described in 1992 by two Harvard business school professors they pointed out that corporations spend far too much time focused on financial indicators, which typically lag actual change. Instead, Kaplan and Norton argued that businesses needed to take a more balanced view of their organization and observe some leading indicators.
Kaplan and Norton argued that organizations need to understand the entire system that produces the desired results. It was important they argued to study the leading indicators that would allow managers to make course corrections before the lagging indicators were set.
The premise is that understanding the system and the relationship between its parts is vital to improving organizational performance. As a corollary, when the lagging measures are finally available it is too late to make change.
Let’s walk through how we create a balanced scorecard for Adams 14.
So, how does it all work? It is rather simple…we begin with the mission and vision of the organization. In this case Adams 14.
Ask the question…what strategy will get us to this vision and mission?
Once we have a mission, vision, and strategy we begin developing the systemic relationships that are going to enable us to achieve these. This is both an exercise in thinking and operations. It is an exercise in thinking because it challenges us to see how we intend to align the organization for success and it is an exercise in operations we really see what we MUST do to be successful.
Let’s walk through how we create a balanced scorecard for Adams 14.
