This document provides an overview of a Balanced Scorecard presentation. It includes an agenda that covers defining and framing the Balanced Scorecard, aligning it with Lean principles, establishing roadmaps, metrics, status reporting, and scoring. Examples are provided of Balanced Scorecards for higher education strategic plans. The presentation aims to help organizations successfully implement Balanced Scorecards.

1. Balanced Scorecard
Mike Eke & Keith Potter

2. 2
Agenda
 Introduction
 Definition, Framework, Examples
 Alignment with Lean
 Roadmap
 Strategy, Initiatives and Goals
 Establishing Metrics and Schedules
 RYG Status and Criteria
 Case Study
 Scoring, Weighing, Prioritizing
 Keys to Success and Next Steps
 Summary
 Q & A

3.  What is your definition of a Balanced Scorecard?
3
Exercise: What is a BSC
(Balanced Scorecard)?

4. 4
 A strategic planning and management system
 Aligns organizations activities to the vision and
strategy of the organization
 Improves internal and external communication
 Monitors organizational performance against
strategic goals
 Created to add strategic, non‐financial performance
measures to traditional financial metrics to provide a
more “balanced” view of organizational
performance
BSC: What is it?

5. 5
 Over 50% of large U.S. firms use BSC1
 More than half of major companies in U.S., Europe
and Asia use BSC approaches1
 BSC ranked fifth on the top ten list of most widely
used management tools around the world2
 BSC was selected by editors of the Harvard Business
Review as one of the most influential business ideas
of the last 75 years
 Enables organizations to clarify their vision and
strategy and translate them into action
The Power of the BSC
1. Gartner Group; 2. Bain & Co.

6. 6
Basic Framework and Mapping
Robert S. Kaplan, David P. Norton, Harvard Business Review (Jan‐Feb 1996)

7. 7
Sample Frameworks

8. 8
Examples: Other Industries

9.  Five year strategic plan
 Three goals
 20 initiatives
 Overall score
 Initiative score
 Answers at a glance:
 How are we doing?
 Where do we need to
focus going forward?
9
# Strategy / Initiative / Project CELT Owner Functional Owner(s)
OBJECTIVES
STATUS
SCHEDULE
STATUS
OVERALL
STATUS
1.1 Implement a systematic process to assess and improve academic
student learning outcomes
Wells
Campus
Presidents
Karen Kusler
G Y Y
1.2 Develop an academic master plan Wells
Campus
Presidents
Margarent Lutton
G G G
1.3 Review and improve current student services processes Gates Black
Campus
Presidents
Kim Beatty
G G G
1.4 Assess and improve student engagement Gates Black
Campus
Presidents
Kim Beatty
G G G
1.5 Strengthen and standardize the developmental education
program
Wells
Campus
Presidents
Rick Garcia
G G G
2.1 Expand College Access to each high school in Tarrant County Gates Black
Campus
Presidents
Kim Beatty
Noemi Vela G G G
2.2 Expand access to education and training through alternative
learning opportunities
Wells
Campus
Presidents
Troy Vaughn
G G G
2.3 Increase funding for financial assistance for all students McIntosh
Johnson Hadley
Joe McIntosh
Y G Y
2.4 Research textbook actual costs and investigate options to reduce
costs
McClendon
Campus
Presidents
Robin Birt
G G G
2.5 Assess our current status of diversity and develop a qualitative
diversity plan
Robinson
Campus
Presidents
Shani Moore
G R R
2.6 Assess our current status of diversity and develop a quantitative
diversity plan
Robinson
Campus
Presidents
Shani Moore
R R R
3.1 Update and execute the technology plan based on the district
strategic plan
Marshall
Campus
Presidents
Tim Marshall
G G G
3.2 Develop and implement a strategic real estate and facilities
master plan
Petty
Campus
Presidents
Margarent Lutton
G G G
3.3 Develop and implement a process improvement program across
the organization
Gates
Campus
Presidents
Mike Eke
G Y Y
3.4 Develop a comprehensive professional development program for
all employees
Robinson
Campus
Presidents
Ricardo Coronado
Theresa Mouchayleh G G G
3.5 Revise and execute a comprehensive marketing plan Gates
Campus
Presidents
TBD
TBD R R
3.6 Update the systematic process used to assess and improve
administrative and educational support services units and
implement revisions
Johnson Hadley
Campus
Presidents
David Wells
Angela Robinson
Joy Gates Black
Reginald Gates
Nina Petty
G G G
3.7 Develop increased opportunities for collaboration and service to
the community
Gates
Campus
Presidents
Cacy Curtis
G G G
3.8 Enhance employee engagement and satisfaction Robinson
Campus
Presidents
Ricardo Coronado
G G G
3.9 Develop and implement an emergency management plan Robinson
Campus
Presidents
Robie Robinson
Shaun Williams G G G
OVERALL
SCORE:
VISION 2015
STATUS REPORT
November 2012
YOVERALL STATUS:
81
Example: Higher Education
(Strategic Plan)

10. 10
1. Correctly define value from the Customer’s
standpoint
2. Eliminate the waste in the value streams from
concept through delivery
3. Make the remaining steps flow
4. Let the customer pull just the value needed
5. Pursue perfection until every step adds value
1. Error Proofing (Poka‐yoke)
2. Visual Workplace
How does this align with Lean?

11.  Transparency of critical information
 What do I need to know to do my job better?
 What do I need to share with others so they can do their job better?
 The current status and performance of the organization, departments
and processes is immediately apparent to everyone
 Visual Workplace is a term to describe how data and
information should be conveyed in a Lean organization
 Use visual methods to convey information so it is easily
accessible to those who need it
Visual Workplace = Transparency
11

12. 12
Visual Workplace = where it is
obvious to everyone…
 What’s most important to the organization
 Our strategy / strategic plan
 Top 3‐5 programs, initiatives, goals and objectives
 Top 3‐5 Metrics / KPIs (Key Performance Indicators)
 What we should be working on first (prioritization)
 How the organization is performing
 Top 3‐5 Metrics / KPIs: actuals vs. goals
 Status / progress of our top 3‐5 programs and initiatives
 How we should be working
 Standard work

13. 13
 Strategic Plan
 Pick your framework areas and weights
 Financial: 20%
 Customer: 35%
 Efficiency: 35%
 Capacity: 10%
 Organizational Goals within each area
 Initiatives/projects to achieve the Goals
 KPIs/Metrics for each initiative/project
Sample Roadmap
 Student Success: 40%
 Strategic Plan: 20%
 Efficiency: 20%
 Financial Stability: 20%

14. Example: Roadmap Path
14
Student Success Strategic Plan
Goal 1
Support student learning and success
Goal 2
Ensure affordability, accessibility and
diversity
Goal 3
Promote institutional effectiveness
3.3 Develop and implement a process improvement program across the organization
Metric 1
Train 80%+ of employees by 8/31/14
Metric 2
Project success
Metric 3
Instructor ratings of 3.0+
Class recommendation rating of 3.0+

15. 15
Establishing Metrics
 Source
 VOC? (Voice of Customer)
 Executive/Leadership
 Quantity
 Too many?
 Prioritized
 SMART
 Specific, Measurable, Attainable, Relevant, Timely
 Data Type
 Attribute vs. variable (variable preferred)

16. 16
 Significance of Targets
 Beyond common cause variation?
 Trends over time (frequency of measurement)
 Visual
 Where are they?
 Can everyone see them?
 Can they be understood quickly?
 ~10 seconds per chart
 Data tables vs. charts/graphs
Establishing Metrics

17. 17
 Performance Trends
 Performance to goal variance
 Trends over time – how are we doing?
 RYG
 How far do we have to go ‐ will we make it?
 Predictive metrics
 Qty. or number vs. % achieved over time
 Overall performance ‐ Balanced Scorecard / Dashboard
 Any anomalies or trends? (control chart)
 What is causing it? Process? People? Systems?
Establishing Metrics

18. 18
 What is the call to action?
 Based on RYG?
 Other Signal/triggers/thresholds?
 Follow up plan
 Reporting
 How accurate is the measurement?
 Supported with data / evidence
Establishing Metrics

19.  Every initiative / project must have at least one:
 Metric or measurable objective (“measure of success”)
 A.K.A. KPI, Metric, Goal, Objective
 When the project ends, how do we know we made a difference?
 What changed?
 Schedule of event(s) with a target completion date
 Achieved what objective by what date?
 What milestones must be met along the way?
Metrics and Schedule
19

20.  Single measure of overall “health” of projects /
initiatives
 Measures actual performance to planned
performance of both objective(s) and schedule
 Worst case measurement
 Red in either Objective or Schedule = Red overall
 Yellow in either but no red = Yellow overall
 Green in both = Green overall
Establishing RYG Status
20

21. Project Health - RYG Criteria
21
HEALTH QUALITATIVE
DESCRIPTION
QUANTITATIVE
DESCRIPTION
ACTION REQUIRED
R
Currently late OR below
defined objectives with
NO plan to recover to
meet defined final
schedule OR objectives
Greater than 10% behind
original schedule OR
below original objectives
Management
intervention
Y
Currently late OR below
defined objectives but
HAVE a plan to recover to
meet defined final
schedule OR objectives
More than 0% but less
than or equal to 10%
behind original schedule
OR below original
objectives
Management awareness
and support
G
Currently on time AND
meeting defined
objectives and WILL meet
defined final schedule
AND objectives
Less than or equal to 0%
behind original schedule
OR below original
objectives
None

22.  Launched Nov 2012
 Equal weighting of all
20 initiatives (5% each)
 19/20 initiatives
scored
 Overall RYG status and
score
 Updated biannually
22
# Strategy / Initiative / Project CELT Owner Functional Owner(s)
OBJECTIVES
STATUS
SCHEDULE
STATUS
OVERALL
STATUS
1.1 Implement a systematic process to assess and improve academic
student learning outcomes
Wells
Campus
Presidents
Karen Kusler
G Y Y
1.2 Develop an academic master plan Wells
Campus
Presidents
Margarent Lutton
G G G
1.3 Review and improve current student services processes Gates Black
Campus
Presidents
Kim Beatty
G G G
1.4 Assess and improve student engagement Gates Black
Campus
Presidents
Kim Beatty
G G G
1.5 Strengthen and standardize the developmental education
program
Wells
Campus
Presidents
Rick Garcia
G G G
2.1 Expand College Access to each high school in Tarrant County Gates Black
Campus
Presidents
Kim Beatty
Noemi Vela G G G
2.2 Expand access to education and training through alternative
learning opportunities
Wells
Campus
Presidents
Troy Vaughn
G G G
2.3 Increase funding for financial assistance for all students McIntosh
Johnson Hadley
Joe McIntosh
Y G Y
2.4 Research textbook actual costs and investigate options to reduce
costs
McClendon
Campus
Presidents
Robin Birt
G G G
2.5 Assess our current status of diversity and develop a qualitative
diversity plan
Robinson
Campus
Presidents
Shani Moore
G R R
2.6 Assess our current status of diversity and develop a quantitative
diversity plan
Robinson
Campus
Presidents
Shani Moore
R R R
3.1 Update and execute the technology plan based on the district
strategic plan
Marshall
Campus
Presidents
Tim Marshall
G G G
3.2 Develop and implement a strategic real estate and facilities
master plan
Petty
Campus
Presidents
Margarent Lutton
G G G
3.3 Develop and implement a process improvement program across
the organization
Gates
Campus
Presidents
Mike Eke
G Y Y
3.4 Develop a comprehensive professional development program for
all employees
Robinson
Campus
Presidents
Ricardo Coronado
Theresa Mouchayleh G G G
3.5 Revise and execute a comprehensive marketing plan Gates
Campus
Presidents
TBD
TBD R R
3.6 Update the systematic process used to assess and improve
administrative and educational support services units and
implement revisions
Johnson Hadley
Campus
Presidents
David Wells
Angela Robinson
Joy Gates Black
Reginald Gates
Nina Petty
G G G
3.7 Develop increased opportunities for collaboration and service to
the community
Gates
Campus
Presidents
Cacy Curtis
G G G
3.8 Enhance employee engagement and satisfaction Robinson
Campus
Presidents
Ricardo Coronado
G G G
3.9 Develop and implement an emergency management plan Robinson
Campus
Presidents
Robie Robinson
Shaun Williams G G G
OVERALL
SCORE:
VISION 2015
STATUS REPORT
November 2012
YOVERALL STATUS:
81
Case Study: Strategy Scorecard

23. Case Study: Initiative Drill Down
Strategic Plan
Goal 2
Support student learning and
success
Ensure affordability, accessibility and
diversity reflective of the community
Promote institutional effectiveness
Goal 1 Goal 3
1.1 1.2 1.3 1.4 1.5 2.1 2.2 2.3 2.4 2.5 2.6 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9
23
One initiative may have multiple projects…
OBJECTIVES 6% 7% 2% 85% 97 SCHEDULE 5% 8% 0% 87% STATUS
Goal#.Strategy#
Priority
Parent Strategy /
Initiative / Project
Child Supporting
Project(s)
CELT Owner Functional
Owner(s)
Metrics (Measures of
success)
Unit of
Measure
(Qty, %,
Days
etc…)
+ Increase or
‐ Decrease
Baseline Project
Goal
Progress:
Latest
Actual
Project
Goal:
Latest
Estimate
or Final
Actual
Objectiv
e Status
(RYG)
Plan Start
Date
Plan
Compl.
Date
Actual
Start
Date
Actual
or Latest
Est.
Compl.
Date
Schedule
Status
(RYG)
Overall
Status
(RYG)
Comments / Update
1.1a 17 Implement a
systematic process
to manage
assessment of
academic student
learning outcomes
Marshall
Campus
Presidents
Karen Kusler
Academic programs with
SACS compliant
assessment plans
% + 28% 100% 100% 100%
G
Apr‐10 Oct‐13 Nov‐11 Oct‐13
G G
11/6/13: All award granting
programs' plans completed and
received
1.1b 16 Use assessment
results to improve
academic student
learning outcomes
Wells
Campus
Presidents
Karen Kusler
Academic programs using
assessment data to
improve student learning
outcomes
% + 70% 100% 70% 100%
G
Jan‐13 May‐14 Jan‐13 May‐14
G G
11/6/13: Award granting programs
started using assessment data to
make improvements in Jan 2013
Bold Italic = revised in Annual Strategic Plan 6/4/13
H = For Historical record only
…with multiple objectives and schedules

24. Case Study: Scoring and Weighing
24
All supporting projects’ statuses roll up to their top level initiative status
OBJECTIVES 6% 7% 2% 85% 97 SCHEDULE 5% 8% 0% 87% STATUS
Goal#.Strategy#
Priority
Parent Strategy /
Initiative / Project
Child Supporting
Project(s)
CELT Owner Functional
Owner(s)
Metrics (Measures of
success)
Unit of
Measure
(Qty, %,
Days
etc…)
+ Increase or
‐ Decrease
Baseline Project
Goal
Progress:
Latest
Actual
Project
Goal:
Latest
Estimate
or Final
Actual
Objectiv
e Status
(RYG)
Plan Start
Date
Plan
Compl.
Date
Actual
Start
Date
Actual
or Latest
Est.
Compl.
Date
Schedule
Status
(RYG)
Overall
Status
(RYG)
2.2 12 Expand access to
education and
training through
alternative learning
opportunities
Wells
Campus
Presidents
Troy Vaughn Increase in Contact Hours ‐
Corporate Services
(FY12‐13)
Qty + 138,630 140,016 138,630 137,605
Y
Sep‐12 Aug‐13 Sep‐12 Aug‐13
G Y
2.2 12 Expand access to
education and
training through
alternative learning
opportunities
Wells
Campus
Presidents
Troy Vaughn Increase in Contact Hours ‐
Corporate Services
(FY13‐14)
Qty + 137,605 138,981 48,826 138,981
G
Sep‐13 Aug‐14 Sep‐13 Aug‐14
G G
Bold Italic = revised in Annual Strategic Plan 6/4/13
H = For Historical record only
# Priority Strategy / Initiative / Project CELT Owner
Functional
Owner(s)
OBJECTIVES
STATUS
SCHEDULE
STATUS
OVERALL
STATUS
2.2 12 Expand access to education and training through
alternative learning opportunities
Wells
Campus
Presidents
Troy Vaughn Kelly
Willing Y G Y
Each initiative is scored
based on overall status:
 Red = 30
 Yellow = 75
 Green = 100
# Strategy / Initiative / Project CELT Owner Functional Owner(s)
OBJECTIVES
STATUS
SCHEDULE
STATUS
OVERALL
STATUS
1.1 Implement a systematic process to assess and improve academic
student learning outcomes
Wells
Campus
Presidents
Karen Kusler
G Y Y
1.2 Develop an academic master plan Wells
Campus
Presidents
Margarent Lutton
G G G
OVERALL
SCORE:
VISION 2015
STATUS REPORT
November 2012
YOVERALL STATUS:
81
Sum of all weighted scores =
Overall Strategy Score
Score x %Weight =
Weighted Score
Overall RYG:
 <60 = Red
 60 – 89 = Yellow
 90+ = Green

25. 25
Case Study: Make it Visual
What’s missing?

26. 26
Case Study: Prioritization

27. Priority
27
The power of Schedules, RYG and
Prioritization
Top
Bottom
Project 1
Project 2
Project 3
Project 4
Project 5
Project 6
Project 7
Project 8
Project 9
Project 10
Project 11
Project 12
Project 13
Project 14
Project 15
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Capacity
Shift resources
Adjust schedule based on resource availability
What’s the problem here? How would you fix it?

28.  Latest revision
 Prioritized
 Adjustments from
Annual Strategic
Plan
 All initiatives scored
Case Study: Continuous
Improvement
28
# Priority Strategy / Initiative / Project CELT Owner
Functional
Owner(s)
OBJECTIVES
STATUS
SCHEDULE
STATUS
OVERALL
STATUS
2.1a 1 Increase college‐going culture Gates Black
Campus
Presidents
Kim Beatty
Noemi Vela
Carlos Morales
G G G
3.4a 2 Implement a comprehensive professional
development program for all employees
Robinson
CELT
Ricardo Coronado
Theresa
Mouchayleh
G R R
3.6 3 Update the systematic process used to assess and
improve administrative and educational support
services units and implement revisions
Johnson Hadley
Campus
Presidents
Nina Petty
Joy Gates Black
David Wells
Reginald Gates
G R R
2.5a 4 Continue to assess status of diversity and
implement diversity plan
Robinson
CELT
Shani Moore
G G G
3.9 5 Develop and implement an emergency management
plan
Robinson
Campus
Presidents
Shaun Williams
Robie Robinson R G R
2.3 6 Increase funding for financial assistance for all
students
McIntosh
Johnson Hadley
Joe McIntosh
G G G
3.1 7 Update and execute the technology plan based on
the district strategic plan
Marshall
Campus
Presidents
Richard Sullivan
Joseph Bosley
James August
David Mead
G R R
3.3 8 Develop and implement a process improvement
program across the organization
Gates
Campus
Presidents
Mike Eke
Y G Y
1.4a 9 Assess student engagement Gates Black
Campus
Presidents
Kim Beatty
James Ramirez
ATD Campus
Coordinators
G G G
3.8 10 Enhance employee engagement and satisfaction Robinson
Campus
Presidents
Ricardo Coronado
R G R
3.5b 11 Implement a comprehensive marketing plan Gates Suzanne Cottraux
G G G
2.2 12 Expand access to education and training through
alternative learning opportunities
Wells
Campus
Presidents
Troy Vaughn Kelly
Willing Y G Y
2.4a 13 Implement common and digital course materials McClendon
Campus
Presidents
Kathy Crusto‐Way
Christine Hubbard
Campus
Presidents
G G G
3.7 14 Develop increased opportunities for collaboration
and service to the community
Gates
Campus
Presidents
Reginald Gates
Suzanne Cottraux G G G
1.4b 15 Improve student engagement Gates Black
Campus
Presidents
Faculty and
Faculty Academy
Kim Beatty
James Ramirez
ATD Campus
Coordinators
G G G
1.1b 16 Use assessment results to improve academic
student learning outcomes
Wells
Campus
Presidents
Karen Kusler
G G G
1.1a 17 Implement a systematic process to manage
assessment of academic student learning
outcomes
Marshall
Campus
Presidents
Karen Kusler
G G G
1.5 18 Strengthen and standardize the developmental
education program
Wells
Campus
Presidents
Robin Birt Thomas
Awtry R R R
1.3 19 Review and improve current student services
processes
Gates Black
Campus
Presidents
Kim Beatty
G G G
1.2a 20 Implement Innovation Forum CELT Margarent Lutton
G G G
OVERALL
SCORE:
VISION 2015 STATUS REPORT AND SCORECARD
Updated: March 2014
Revised in Annual Strategic Plan 6/4/13
YOVERALL STATUS:77
Priority
Top
Bottom

29.  Support from the top
 RYG status drives a call to action by leadership
 Shifting resources; support and/or intervention
 Discipline by BSC owner
 “Can you just make mine Green?”
 Recording performance accurately
 Objectives and schedule
 Aligned to changes in strategic plan (e.g. annual)
 Prioritization of initiatives
 Broad communication
Case Study: Keys to Success
29

30. 30
Case Study: Next Steps
Student Success
Strategic Plan
Efficiency/Capacity
Financial
The Big Picture!

31. 31
Summary
 Powerful tool to manage an organization more
effectively
 Improves alignment between an organization’s
activities and it’s strategy
 Excellent communication tool – internal/external
 Helps monitor non‐financial and/or previously
unmeasured organizational performance
 Drives action where it is needed most
 Easy to do (relatively)

32. 32
Q&A