Boe Presentation 01122010 Bsc

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Balanced Scorecard Update for Adams 14 board of education (January 12, 2010)

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  • 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:
  • 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.
  • 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.
  • Where were we last year in high school attendance.Aug--91Sep--85Oct--84Nov--84Dec—80%
  • 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:
  • Boe Presentation 01122010 Bsc

    1. 1. Balanced Scorecard Update<br />January 12, 2010<br />Board of Education<br />Joseph Miller<br />
    2. 2. Review Balanced Scorecard<br />Report (Mid-Year Progress)<br />Strategic Initiatives<br />
    3. 3. Review Balanced Scorecard<br />
    4. 4. Balanced Scorecard is a management tool<br />
    5. 5. “…a strategic management tool that helps you measure, monitor, and communicate your strategic plan and goals ...”<br />The Financial Gazette (July 3, 2003)<br />
    6. 6. “…a strategic management tool that helps you measure, monitor, and communicate your strategic plan and goals ...”<br />The Financial Gazette (July 3, 2003)<br />
    7. 7.
    8. 8.
    9. 9. Strategic Objectives<br />
    10. 10. Lagging Indicators<br />
    11. 11. “A measurable factor that changes after the system has already begun to follow a particular pattern or trend.”<br />
    12. 12. Leading Indicators<br />
    13. 13. “Forward-looking in nature, leading indicators are the drivers of future performance.”<br />
    14. 14.
    15. 15. Perspective<br />
    16. 16. Strategic Objective<br />
    17. 17. Metrics<br />
    18. 18. Targets<br />
    19. 19. Measures<br />
    20. 20. Report (Mid-Year Progress)<br />
    21. 21.
    22. 22.
    23. 23. CSAP (2009) Compared with Winter Projections 2009 and 2010<br />
    24. 24. Dropouts (monthly) Compared to Target<br />
    25. 25. Attendance Rate<br />
    26. 26.
    27. 27. Displays GLET(s) in student friendly language<br />
    28. 28. Explicitly states or refers to objective<br />
    29. 29. Directs 85% or more students to be engaged<br />
    30. 30. Engagement is mandatory<br />
    31. 31. Hits to data system<br />
    32. 32.
    33. 33. Improve Communications<br />
    34. 34. I have received adequate professional development around displaying appropriate content objectives (December survey only).<br />
    35. 35. I have received adequate professional development around making engagement mandatory (December survey only).<br />
    36. 36.
    37. 37. Competitive Grants Won<br />
    38. 38. Strategic Initiatives<br />
    39. 39. Strategic Initiatives<br />
    40. 40. Develop and implement dropout prevention plan: dropout reduced approx. 50% compared to last year at same time.<br />
    41. 41. Teacher resource center aligned with core expectations. Weekly walk throughs ensure continuous feedback and monitoring. Increasing quality instructional practices. <br />
    42. 42. Reorganized ESS to save money and ensure expertise available for professional development.<br />
    43. 43. Added Grant Specialist position: $1.7M in competitive grants<br />
    44. 44.
    45. 45.
    46. 46. Describe the organization<br />
    47. 47. Be used for action<br />

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