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Measuring Success: The Balanced Scorecard Approach - Clara Wong - SASSY 2014
The document discusses the Balanced Scorecard approach to measuring success in organizational performance, developed by Robert Kaplan and David Norton. It outlines the steps to create and implement a Balanced Scorecard, linking operational performance to strategic goals, and emphasizes the importance of aligning the entire organization. Key components include defining performance measures, setting targets, and ensuring executive support for successful implementation.
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Measuring Success: The Balanced Scorecard Approach - Clara Wong - SASSY 2014
- 1. Clara Wong CACUSS 2014:NAVIGATING CHANGE, Session 815 June 10, 2014 Measuring Success The Balanced Scorecard Approach
- 2. 2 Division of Students PARTNERSIN STUDENT SUCCESS
- 3. 3 Division of Students PARTNERSIN STUDENT SUCCESS Are we there yet? How far are we? Are we on the right track?
- 4. 4 Division of Students PARTNERSIN STUDENT SUCCESS What is a balanced scorecard? • Developed by Drs. Robert Kaplan and David Norton • A performance measurement framework that gives a ‘balanced’ view of organizational performance “An organization’s strategy must be translated into terms that can be understood and acted upon.” - R. Kaplan and D. Norton
- 5. 5 Division of Students PARTNERSIN STUDENT SUCCESS Why use a balanced scorecard Performance management in four perspectives that are aligned to our strategic plan Vision Mission Values Strategy Student Experience Internal Processes Division Employees Financial Meet the needs of our students Deliver our services with quality and efficiency Culture, knowledge and skills Effective use of our resources
- 6. 6 Division of Students PARTNERSIN STUDENT SUCCESS Why use a balanced scorecard A cause and effect model to operationalize our strategy ` Then services would be better and faster If we develop our employees Service quality and sustainability would increase Outcome = increased student satisfaction
- 7. 7 Division of Students PARTNERSIN STUDENT SUCCESS Why use a balanced scorecard Balance lagging indicators (outcomes) with leading indicators (operational drivers) # employee training hours (Leading) % manual processing (Leading) # person hours for processing (Leading) Student Satisfaction Score (Lagging)
- 8. 8 Division of Students PARTNERSIN STUDENT SUCCESS How a balanced scorecard links operational performance to strategy Strategic Plan Strategic Goals Goals by Perspective Performance Measures Targets Monitor Performance
- 9. 9 Division of Students PARTNERSIN STUDENT SUCCESS Creating a balanced scorecard Step 1: Start with the strategic plan Step 2: Translate the plan into a strategy map • Cause and effect relationships of strategic goals
- 10. 10 Division of Students PARTNERSIN STUDENT SUCCESS Partial strategy map Student Experience Financial Improve Student Engagement Improve Resource Alignment Improve Student Experience Increase Leadership Opportunities Improve Financial Aid Increase Employee Engagement Improve cost control Increase Employee Skills Internal Processes Division Employees
- 11. 11 Division of Students PARTNERSIN STUDENT SUCCESS Creating a balanced scorecard Step 3: Determine performance measures for each strategic goal • Relevant • Measurable • Available • Actionable
- 12. 12 Division of Students PARTNERSIN STUDENT SUCCESS Creating a balanced scorecard Step 4: Set Targets • Trend • Benchmark • Baseline • Stated level
- 13. 13 Division of Students PARTNERSIN STUDENT SUCCESS Partial strategy map and balanced scorecard Measures FY 2014 Target Var Student involvement (participation count) Student utilization of support services (use count) NSSE Ratings Retention Balanced spending Number of student leaders % OSAP applicants funded on time # of escalations recorded through the call centre % Employees with a professional development plan Employee engagement score Student Experience Financial Improve Student Engagement Improve Resource Alignment Improve Student Experience Increase Leadership Opportunities Improve Financial Aid Increase Employee Engagement Improve cost control Increase Employee Skills Internal Processes Division Employees
- 14. 14 Division of Students PARTNERSIN STUDENT SUCCESS Performance by perspective Student Experience Financial Division Employees Internal Processes
- 15. 15 Division of Students PARTNERSIN STUDENT SUCCESS Creating a balanced scorecard Step 5: Cascade • Align the entire division - cascade strategy map and balanced scorecard down the organization Tier 3 Tier 2 Tier 1 Division of Students Counselling &Disability Services Personal Counselling Disability Services Registrar’s Office Records Management Financial Aid
- 16. 16 Division of Students PARTNERSIN STUDENT SUCCESS Lessons learned for a successful balanced scorecard implementation • Executive support • Engage the senior team in the selection of success measures • Assign an owner for each measure • Update and review at least every 6 months • Fine tune the measures used and their targets where necessary - ongoing • Cascade
- 17. Questions? Contact Information Clara Wong Director,Business Performance Reporting Division of Students cmwong@yorku.ca 416-736-2100 x20668
Editor's Notes
- #4 everyone in the division must understand and align to our strategy need a strategy management system to help create this alignment and to monitor our progress - a map to support successful execution of our strategic plan
- #5 AT&T Canada – 3 years after implementation, # of customers more than doubled and ARPU increased 36% UCSD – the first university to adopted the BSC approach in 1993, saved $6mil in the first 10 years, ranked as 7th best public university in USA in 2011 University of Leeds – implemented in 2004, within 3 years, jumped 50 places in world university rankings, goal is to be in the top 50 by 2015
- #10 Strategic goals describe mid level results, not projects, that we intend to accomplish, example: ‘increase leadership development opportunities’
- #12 - Strongest correlation with the strategic goal - example: for strategic goal ‘ increase leadership development opportunities’, use performance measure ‘count of student leaders’
- #13 - Set thresholds also to alert when performance is below this level